Episode 297- 10 Strategies To Develop Leaders
Episode Stats
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Summary
In this episode, Patrick explains the difference between responders and initiators and why it's important to have a leader who is both a responder and an initiator. He also talks about the importance of energy and stamina.
Transcript
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I'm Patrick Bedeby, host of IITEMIN, and today we're going to talk about 10 strategies to
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This is a big one for me, and I'm going to explain it to you.
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The difference between responders and initiators.
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If you don't do this, you're going to get fired.
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The greatest leaders, presidents, billionaires are all responders.
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When I see somebody initiate, for example, going in there and talking to a couple of our
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teammates, and I'll say, here's what I like to see us do.
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And one of our guys takes the initiative because I said something, and they come back with 50
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That is an initiative they took that wasn't part of me necessarily wanting them to take
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Anybody I find that's an initiator, I like people like that on the team.
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Number one, look for initiators who also respond.
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Responders don't necessarily initiate, but initiators absolutely respond as well.
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When it comes to energy, there's two different things of energy to me.
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Look at the people at the office that they go to lunch with.
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Look at the people at the office they hang out with.
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Look at the people at the office they associate themselves with the most.
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Look at the people that they typically hang out with the most.
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Why is it that this person is hanging out with people above them?
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Why is it that this person typically befriends people way ahead of them?
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Or why is it that this person befriends people only below them that's not on their team?
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The other person's always trying to catch up and go up until they always want to associate with people above them.
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Another thing I look at with aura is who they typically attract.
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Every time this guy's there, the biggest performers are always around them.
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I told a story earlier to somebody about Mario.
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When I knew Mario was somebody I wanted to lock onto when he was 18, 19 years old.
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I only have three or four employees at that time.
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And for the event, we're trying to make a video.
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Literally a day away from going to Palm Springs for putting this event together for like 300 people.
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And that night, we stayed at the office till 4.30 in the morning.
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For us in 2006, this was an epic video we created.
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And I was impressed with him because I learned about his stamina's endurance.
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People who can last and have stamina and they have the long endurance.
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When bad things happen or a project, we got to go a little bit longer.
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I don't know if it's getting late, all this other stuff.
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They'll be able to hang in there and go long term.
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I can listen to a person's language and you'll typically be able to pick up a lot.
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This is a multi six figure year position that I'm looking at.
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And as I'm talking to one of them, he made a comment two or three times that was way too
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I said, man, this is like, you are, this is just way too much.
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Because the position I was going to give him, you know, if I'm putting an event together
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So this is going to be influence over 7,500 people at a live event.
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And listen to them like, you know, I don't know about that language.
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That language stemmed too much insecurities, too much fears.
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And I needed somebody for this position to be confident because he or she has to impose
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So the language you speak, we'll say a lot about insecurities, fears, self confidence,
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The language would also tell me if there's person's a leader or they're a victim.
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Well, you probably would never do this with me.
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You know, one time I went and met with a talent agent in Hollywood.
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And she said, listen, here's what Hollywood likes.
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They want you to go in knowing this is my position.
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I'm going to do this role better than anybody else.
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If you like me, you don't like me, that's on you.
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They want you to go in, not cocky, but they want you to go in confident knowing this is
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The other day I was in San Antonio and I'm speaking.
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He walks across the stage and he comes right past me.
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Our families know each other, et cetera, et cetera.
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When I said parents, his body was like shocked.
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He said, I kind of knew you were going to ask that question, but that's kind of, you know,
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And I don't have the best relationship with my dad.
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Because one person you have to prove wrong, that I can do something big, and one person
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Sometimes when it's both, the kid doesn't have anybody to prove wrong.
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So you've got to find an ex, or a friend, or a teacher, or a coach, or somebody that said,
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I don't believe you're worth anything, or you can do anything big with your life, right?
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I want somebody that didn't believe, and one that did believe.
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But, if it's both that didn't believe, we have a problem.
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If a person has both mom and dad, that are very discouraging, they think small about the person,
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you can't do anything, all that other stuff, this person has to have so much willpower to
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You see a lot of people say, well my mom and dad love me, and they believe in me.
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But you see people that don't have both, you need somebody.
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So I look in that conversation, you'll hear me say a lot, tell me about your parents,
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your relationship with mom and dad, who are you closer to?
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You give me somebody that's very confident, we can take over the world together.
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Attitude to me is, believing things are possible.
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For instance, guys, I want us to go out there and try to do something like this.
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Listen, I'm just telling you, this is what I want to do.
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Just the timing, and we have to travel in the great white sharks.
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No, I want somebody to say, let me search it, best places to swim with great white sharks.
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Hey, I want to be able to go flying, go 100 miles an hour in air with those jet type of things.
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No, I want to figure out a way to make it work.
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Attitude is so attractive to me, because I know if I lock onto somebody with positive attitude,
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everybody else says, why is this guy working with this person?
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Then they have to also make the adjustment and respond to this person's attitude, because
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The initiator improves everybody else around them.
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I know your level of curiosity about the questions you ask me.
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Mentoring call with about 12 people in the company, and you have to qualify to be a part
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And we'll go an hour and a half, and I'm processing issues with them, with the top
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12 people that are coming up, or the top earners, whatever it is.
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And it was this conference call that wasn't the number one tier conference call.
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And these people that are tier two, tier three leaders that were on the call, and the entire
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time for an hour and a half, the only people that asked questions were pretty much the top
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And then three of the lower guys were asking questions.
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I said, what the hell are you guys doing on this conference call?
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What's your purpose of being on this conference call?
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You're waiting for other people to ask questions, and then hopefully they ask the question that's
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But if nobody asked that question for you, you got on a conference call.
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That's only a once a month conference call that you qualified for.
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And on this conference call, you didn't ask any questions.
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You don't get on a conference call like this and everybody else asks the questions.
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Let somebody else stop you and say, that's enough questions for you.
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You don't get on a conference call and let somebody else control it.
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The people that ask the questions are either the fastest growing earners in the company,
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And the leaders that didn't, they had a one spike or two spike.
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And then afterwards, we're going to see how these people are going to respond to it.
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But the purpose is, I know who you are based on the questions you ask me.
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If we sit around each other, you're not asking questions.
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Wasn't it like everybody is one question away from changing their lives?
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Francis Bacon, research without being told how to research.
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I like people who are so curious that they go research.
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And I research, and I gather info, and I come back with a two-pager.
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We just got off a conference call right now with a guy from Netherlands who called in.
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Michael, if you're watching it, we literally got off the phone with you 50 minutes ago.
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Michael's like, Pat, let me tell you, man, I can't believe I'm on the phone with you.
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Michael sent a multi-multi-page report to Mario about what to do for the vault conference to be better or to be incredible.
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Now, I don't know what his research is based on, but he sent it.
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I tell you, I don't know any billionaire that's not good at researching stuff.
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All the billionaires I know, they ask tough questions, and they find the answers.
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So people I lock onto, leaders, are people that ask the right questions and are constantly curious.
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There's a reason why you hear me in interviews.
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This is a question I've been asking for 20 years.
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In high school, I know who I was in high school.
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And I know when I ask somebody else who they were in high school, I kind of learn about them.
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Okay, how did you like that, the fact that he was tough on you?
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So, did you ever have a problem with your coach?
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This person follows instructions probably well, right, because they're coachable.
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But the upbringing will tell me a lot of different things that I can figure out what is probably
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And because he was so tough on me, every time he was tough on me, like I had a conversation
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And she told me, she says, I had a soccer coach.
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This person was so tough on me, and when they would be tough on me, they would shut down.
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So, it's a little bit more of walking on eggshells, because if you challenge this person a little
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So, you have to be very careful how you're speaking with this person.
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Maybe I'm not necessarily going to get the best out of this person here, because if you
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are challenging to do something big, they're not necessarily going to take initiative.
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They're going to wait, because they're more responders, right?
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But those conversations tell you a lot about who you're working with.
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This is a very tough thing for a lot of people.
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You know, sometimes you get feedback, and it depends what department.
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Some departments, you ought to be very careful you're giving criticism with, because maybe
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Whatever it is, if I'm developing somebody to be a leader amongst the group, or to be a
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face, or to be somebody that I'm going to get them to maybe be an equity owner with
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a company or a position that's going to be an elite position, with a lot of upside, a
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lot of income, a lot of future potential profit sharing, whatever it may be.
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I am looking at if this person can take criticism from me when I'm giving them direction.
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If they can, this means every time we have a hiccup, it's not going to go back down because
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We have a hiccup, feedback given, and then boom.
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We have a hiccup, feedback given, and then boom.
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We have a hiccup, feedback given, and then boom, right?
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And if they're willing to take it, they're probably also going to give it.
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Hey, Pat, you know what I was thinking about the other day?
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I don't know if the system we have here is the most efficient system.
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You know the way we do it right now when we have the products that come in and we sell
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And the reason why you're giving us criticism, I'm the CEO.
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If you're giving criticism, I'm the guy at the top.
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I can give you criticism, but you're also giving constructive criticism back.
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And there's a magic on how you do it, but both ways.
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I'm talking about something that's going to help the company grow faster and become bigger
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Number nine is taking direction and being coachable.
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Listen, we announced a bonus a couple weeks ago.
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It's a $1 million bonus, a $3 million bonus, and a $6 million cash bonus.
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Do you know who are the people that are on track to getting the highest bonus, the $6 million cash bonus?
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It's the most coachable executives in the company.
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Coachability from a proven mentor speeds growth.
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If you're not being coachable and you question everything, you're not increasing speed.
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Tex Winner, who was a coach that came up with the triangle offense that Phil Jackson took, and he won six championships with Chicago Bulls and five with the Lakers.
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One time they asked Tex, they said, Tex, who is the one player that knows the game the most?
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He says, oh my gosh, there's one player I coached.
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He knew so much about basketball, he couldn't teach this guy anything.
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Everything we ever told him, he said he knows it and he did it his own way.
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Guy came out, was supposed to be a star, ended up playing in China, Puerto Rico, all over the place because he couldn't make it in the NBA because no coach wanted a guy like that on his team.
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Because he questions every single thing, so he had to leave.
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On somebody the coach, the CEO, the executive wants to lock onto, you need somebody to be able to take direction very well.
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Everything I said sounds good, but if the last one's not in place, nothing matters.
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And by the way, character isn't just you going to church on Sunday and I read the Bible, I have character.
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I go to service, whatever I do, synagogue, anywhere I go.
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Character to me is your discipline with your finances.
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Character to me is how you treat people around you.
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Character to me is knowing when you say you're going to do something, you come through with it.
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Character to me is you being able to be trusted with secret information that nobody else needs to know about.
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You may be the smartest person in the world, but if I give you data that I don't want you to tell anybody,
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I don't even want you to tell your wife about it or your husband about it.
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When I find somebody who has that and they have these qualities, we can take over the world together.
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And by the way, if I wish I could have video to show you how many times I've screwed up in this area.
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Lost money, lost time, business partners, so many different mistakes.
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So many of them because I didn't fully look at these kinds of formulas.
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I never looked up and said, what are the ten traits, Patrick, you look for when working with people.
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Once we looked at this, I brought it in, it increased the probability of the results I got with the individual
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because my intuition on who I worked with became better and better and better.
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This is something you can get better at when you look at this.
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You can create your own ten to be working with, but these are mine.
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And by the way, if you haven't already subscribed to Valuetainment on iTunes, please do so.
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And if you have any questions for me that you may have, you can always find me on Snapchat, Instagram, Facebook, or YouTube.
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And I actually do respond back when you snap me or send me a message on Instagram.