Valuetainment - Episode 313 - 10 Signs Of A Great Future CEO

00:00:00.000 30 seconds, one time for the underdog, ignition sequence start, let me see you put em up, reach

00:00:09.260 the sky, touch the stars up above, cause it's one time for the underdog, one time for the

00:00:16.260 underdog.

00:00:17.340 I'm Patrick Biddeby, host of Aletainment, and today I'm going to talk to you about 10

00:00:20.540 signs, 10 signs of a great future CEO.

00:00:24.260 So look, in every single organization, no matter what industry it is, there's always

00:00:27.480 going to be a department that's ran by people who are generally, naturally perfectionist.

00:00:32.780 They want everything to be perfect.

00:00:35.280 I'm talking product development.

00:00:37.060 This product has to be cut perfectly right, right?

00:00:40.520 You know, whatever they're designing has to be perfect.

00:00:43.500 You know, the sculpture, the design of a building, architecture, perfect.

00:00:47.480 There's many departments that have a need for people that are perfectionists, but sometimes

00:00:51.760 perfectionists are also extremely sensitive, and if they're not happy with the product,

00:00:55.480 you give any criticism, back then they're immobilized, right?

00:00:58.220 They don't move a lot.

00:00:59.580 As a CEO, if you seek perfection, there's a different department for you.

00:01:04.860 To be a CEO, you're not seeking perfection.

00:01:07.100 You're seeking magic while hiring people on the team that seek perfection.

00:01:12.260 It's a weird dynamic, because if the person you're working with, the CEO, wants everything

00:01:17.300 to be perfect, 90% of the time, whatever you deliver to them is not there.

00:01:22.340 It's not perfect.

00:01:23.020 It's not at their standard, so eventually people are like, you know what, what I'm doing

00:01:26.260 may not be that good enough, so it actually makes people perform less and be more hesitant

00:01:30.800 and want it to be more open and want it to play more offense and get more creative.

00:01:34.520 So to be a great CEO at the top, you've got to avoid seeking perfection.

00:01:39.280 So look, many times you'll look at the people you have on your team, and you will identify

00:01:42.640 the group of people that are very good at giving feedback, coaching, and challenging

00:01:46.500 their peers.

00:01:47.000 Here's what I mean by this.

00:01:48.580 It'll be as simple as somebody comes up and says, hey guys, listen, what I noticed earlier

00:01:53.800 what we did was great, but I think we can take it to a whole different level.

00:01:56.580 John, I noticed your effort wasn't there.

00:01:58.300 Bobby, I think you can smile more often.

00:02:00.180 Hey, Mary, why don't you give that spunk that you typically have? 1.00

00:02:02.940 But I think we can do this thing better.

00:02:04.620 What do you guys say we do one more time?

00:02:05.880 Let's do one more time.

00:02:06.960 Coaching, challenging, right?

00:02:08.260 Or they'll pull somebody aside and say, you know, John, I want to have a conversation with

00:02:11.700 you.

00:02:12.300 I don't know what's going on with you lately, but I'm not feeling like you're giving your

00:02:16.240 best.

00:02:16.660 What's going on?

00:02:17.200 Is there something we don't know about that you're frustrated with at the work environment?

00:02:20.180 But what is going on with you?

00:02:21.880 Those conversations are a must for anybody that one day becomes a CEO.

00:02:27.520 You've got to learn how to give feedback.

00:02:29.020 You've got to learn how to coach.

00:02:30.300 You've got to learn how to challenge.

00:02:31.820 And most people who avoid conflict and don't like friction, don't like those kinds of challenges

00:02:36.640 with personalities, you may be a great performer within a company, but to become a CEO

00:02:41.620 you're going to have a lot of conversations like that with many different departments

00:02:46.580 from investors, executives, salespeople, support, vendors, partners, media, a lot of people.

00:02:51.900 So that has to be a very simple comfort zone for you to give feedback, challenge, and push

00:02:57.020 people.

00:02:57.740 Okay, so this next one kind of has to do with feedback, coaching, and challenging people.

00:03:01.360 This is rallying people.

00:03:03.300 You know, coaching, challenging is wanting to bring people into your office and have a

00:03:07.180 conversation with them.

00:03:07.900 Say, guys, I think we can do this better.

00:03:09.080 But rallying is rallying the troops.

00:03:12.480 You know, you're rallying against a new campaign, a new competitor.

00:03:15.780 You're rallying for a vision, a cause, something that's big.

00:03:19.080 We're getting everybody to be rallied.

00:03:21.520 CEOs are very good at rallying their team.

00:03:23.920 You know, at any given time when you're driving a business, at any given time when you're growing

00:03:28.000 your company, you're going to have certain times that not everybody feels like running.

00:03:32.840 Not everybody is inspired.

00:03:34.420 Not everybody's getting jacked up.

00:03:35.840 A lot of different distractions get people's energy to go lower, and they're like, I'm

00:03:39.940 just kind of checked out right now.

00:03:41.160 I'm just kind of disconnected right now.

00:03:42.820 A great leader knows how to rally people.

00:03:45.120 They bring them together.

00:03:45.980 Let's rally, rally.

00:03:47.500 Bringing everybody of many different personalities together, many different backgrounds together.

00:03:52.820 Let's come together and go do something that seems very difficult to do, but I believe

00:03:57.200 we could do it.

00:03:58.280 Great future quality of a CEO is somebody who's great at rallying the troops.

00:04:03.140 So, there's a lot of different data you can measure in your employees and your team members

00:04:06.320 in a company.

00:04:06.900 Lots of different data, but there's one data that's hard to measure, yet I promise you,

00:04:11.200 the leaders at the top all measure.

00:04:12.820 Here's what it is.

00:04:14.720 Say it's a Saturday, 5 o'clock in the afternoon.

00:04:17.960 Work is done, Monday through Friday.

00:04:19.540 And you're a Monday through Friday type of a company, hypothetically.

00:04:22.240 It's Saturday, 5 o'clock.

00:04:23.960 And you're trying to get a hold of some people because something happened, a crisis.

00:04:27.180 Something needs to be taken care of.

00:04:28.260 So, who are the three people that you know, if you text, you email, you call, like this,

00:04:33.360 they get back to you.

00:04:34.240 Who are those three people?

00:04:35.640 You know those three people you just thought about?

00:04:37.720 Those three people have a quality that can't be measured, but every organization, every

00:04:43.440 organization values it at the highest level.

00:04:46.300 You know what it is?

00:04:47.800 Reliability.

00:04:49.600 Reliability.

00:04:50.160 I took this exercise.

00:04:51.680 I grabbed a paper and pen.

00:04:52.640 I started writing a list of all the names of people that are the most reliable that I do

00:04:55.880 business with.

00:04:56.380 Then I start ranking them.

00:04:57.980 I said, well, look at this list here.

00:04:59.880 Look at the list of people I have that are so reliable.

00:05:02.980 Saturday, Sunday, Thursday, you know, Wednesday night, midnight, 1 o'clock.

00:05:08.080 It's great.

00:05:08.660 Now, somebody may watch this and they may say something like, this is exactly the opposite

00:05:13.320 of what's taking place in America.

00:05:15.380 And Patrick wants companies to go back to the way Ford ran it.

00:05:19.140 No, no, no, no, no.

00:05:20.100 Here's what I'm talking about.

00:05:21.660 I'm talking about who can be a CEO.

00:05:23.160 Not who can be director, not who can be controller, not who can be an executive, CEO.

00:05:28.220 There's only one CEO per company.

00:05:29.980 And for that person to be a CEO, you need everybody to rely on this person to make the right decision.

00:05:35.240 So for you watching this, if I ask the person you work with, would you be on the list of

00:05:40.240 being the most reliable?

00:05:41.400 If not, just know that this value that cannot be measured may be at this level of importance

00:05:49.640 to a board or an organization that may one day consider hiring you as a CEO.

00:05:55.120 Okay, so this next one's very simple.

00:05:57.280 I spent a lot of time talking about this at the Vault Conference, and it's about learning

00:06:01.460 how to recruit people.

00:06:03.100 As a CEO, you're always recruiting.

00:06:05.340 The former chief talent officer of Netflix sat there when her and I were speaking.

00:06:11.060 She said the one thing that was so special about working with Reed Hastings from Netflix

00:06:14.520 is she's in her fifth year in business with Netflix.

00:06:18.100 She is their chief talent officer, their HR.

00:06:20.820 She comes into work one day, and she notices that Reed is recruiting the former HR and chief

00:06:28.420 talent officer of Yahoo.

00:06:30.240 He says, wait a minute, what are you doing?

00:06:31.700 That's my position.

00:06:33.320 And Reed says, I know it's your position, but what if something happens to your health

00:06:37.420 tomorrow?

00:06:38.020 How am I going to replace you?

00:06:39.180 I have to be ready to replace you.

00:06:41.560 See, that's an example of a person that realized to build a $150 billion company one day, you

00:06:46.320 are constantly into recruiting business.

00:06:48.160 And recruiting isn't just new.

00:06:49.480 Many times you may recruit somebody in, and you think you have them.

00:06:53.140 You don't have them yet.

00:06:54.280 You're still recruiting them, and recruiting them, and recruiting them, and finding another

00:06:58.560 person, and another person, and another person, and another person.

00:07:01.760 Anybody that eventually becomes a great CEO, there's one ability.

00:07:05.320 This is a must.

00:07:06.640 There's one ability that you've got to have to constantly win and grow your organization,

00:07:10.980 continuously grow your organization, is the ability to recruit talent that wants to come

00:07:15.960 and work for you and your organization with your vision over your competitors.

00:07:19.780 Okay, this is another one that you cannot measure, but it's very critical if you want

00:07:22.260 to become a CEO in a company one day.

00:07:24.260 So every time, you know, when there's a process of trying to size out your teammates and whoever

00:07:29.200 you're working with, one of the greatest times to do this is when crisis takes place.

00:07:33.820 And it's such a great time when crisis takes place.

00:07:37.200 So you can't let a crisis go by without getting everything you can out of a crisis.

00:07:42.440 When a crisis happens, we had one earlier today.

00:07:45.200 When a crisis happens, you look around, and you see, look at that person right there. 1.00

00:07:51.260 Shit just hit the fan. 0.99

00:07:52.780 I mean, things just got serious. 1.00

00:07:54.380 And you know what's crazy about that person right there?

00:07:55.940 They're so calm.

00:07:57.640 Why are you calm?

00:07:59.400 Everybody else is panicking.

00:08:00.960 You're calm.

00:08:02.160 Oof.

00:08:02.600 Good for you.

00:08:04.340 Good for you.

00:08:05.760 Not calm because you're careless.

00:08:08.140 Calm because you know what the next five things you're going to do that you have control over.

00:08:11.600 It's a big difference between careless and saying, I don't care.

00:08:13.460 It's not a big deal.

00:08:13.920 I can't do nothing about it.

00:08:14.740 It's not my job.

00:08:15.460 I'm not talking about that kind of calm.

00:08:17.340 I'm talking about calm.

00:08:18.960 I've already called this person.

00:08:20.120 I followed up with this person.

00:08:21.160 Have we called that person?

00:08:22.100 Let me go see what I can do about this.

00:08:23.260 Let me go see what I can do about that.

00:08:24.260 Can you please get that thing for me?

00:08:25.280 Can you get that for me?

00:08:26.180 Perfect.

00:08:26.560 We're good to go.

00:08:27.400 Calm.

00:08:28.600 People like that make everybody else calm.

00:08:31.260 And people perform better.

00:08:33.120 They're poised.

00:08:34.260 And if you're going to one day lead an organization and you want to continue to grow this organization

00:08:38.260 to a different level, it's going to be a lot of pressure, a lot of fires, a lot of dragons

00:08:42.060 to slay.

00:08:42.600 And somebody at the top who leads this organization has to be a person that knows how to stay

00:08:47.220 calm in the storm.

00:08:48.880 So you know how sometimes you work with somebody and somebody will come up to you and say,

00:08:51.640 you know what, Pache, can I talk to you for a second?

00:08:53.580 Yeah, what's going on?

00:08:56.140 Please don't be offended by this, but I just want to kind of make an observation.

00:08:59.300 Yeah, what's that?

00:09:00.480 You know, I noticed you were a little bit frustrated in the meeting earlier.

00:09:02.720 And that person made a comment.

00:09:04.580 And I also didn't like the comment that was made by the other person who's a vendor and

00:09:08.200 a partner of ours.

00:09:09.400 And I feel like they were a little bit out of place to ask us to have to pay more.

00:09:13.540 And I felt you were a little bit frustrated.

00:09:15.320 And I was kind of weird for them to come from that approach.

00:09:17.580 And I kind of saw what was happening on this side.

00:09:19.680 I kind of like how Larry handled it.

00:09:21.280 But I feel like we need to go back to them, speak to them about this.

00:09:24.220 And you're sitting there saying, huh, good for you.

00:09:26.880 And say they're right.

00:09:29.280 It's the ability to read a room.

00:09:31.640 It's the ability to read people.

00:09:33.520 It's the ability to read somebody that's trying to sell you something.

00:09:36.220 It's the ability to read a competitor.

00:09:38.180 It's the ability to read a new hire.

00:09:40.160 It's the ability to read somebody that's not happy working where they're working at.

00:09:44.020 It's the ability to read, which you cannot, you can go read all the books you want.

00:09:48.440 But a part of it is intuition.

00:09:50.220 A part of it is vibration.

00:09:51.840 A part of it is having worked in an environment that's maybe sports, a lot of pressure, a family,

00:09:55.440 a difficult family, problematic family, military, that they can handle these type of things

00:10:00.580 and they can read the people.

00:10:02.380 And a person like that in a company growing is generally going to do well.

00:10:06.480 Because one skill set you are going to need to be a CEO is you've got to learn how to read

00:10:10.240 people.

00:10:11.180 Next one you've probably heard a million different times, but it's learning how to listen.

00:10:14.600 And not just listening to what people are saying.

00:10:17.060 A lot of times people ask me, I had so many people ask me and say, Pat, how do you remember

00:10:20.400 the person said this and that person said this and this person said this?

00:10:23.620 I literally listen to what you're telling me and I'm trying to process it and internalize

00:10:27.980 it.

00:10:28.380 But sometimes you just don't listen to what people are telling you.

00:10:31.120 Sometimes you also got to listen to what people are not telling you.

00:10:33.600 Sometimes listening to people that are not telling you anything is giving a way bigger

00:10:38.600 message than listening to people that are telling you something.

00:10:41.900 So you got to read the whole room that I'm talking about earlier, but you do that by being

00:10:45.160 able to listen to what everybody's telling you and not telling you.

00:10:48.040 So listening skills is a very big skill to have.

00:10:51.320 As you move up, the more you move up, you actually will be doing less talking, you'll

00:10:55.840 be doing more listening.

00:10:56.700 Believe it or not, I know this kind of sounds strange.

00:10:58.360 At the lower level, you may be doing more talking, but at a higher level, you're doing

00:11:01.240 less talking, you're doing more listening because you have to get updates from so many

00:11:04.380 different departments and the ability to listen is a very valuable skill set to have.

00:11:08.680 So this next one's interesting.

00:11:09.800 Let me explain to what I mean by this.

00:11:10.780 Say you come to work and you got somebody that needs to be working on certain areas in their

00:11:15.300 business, right?

00:11:15.840 Why don't you go and say, Johnny, can I talk to you?

00:11:17.140 Yes.

00:11:17.800 And you pull Johnny aside and say, Johnny, I would like to see this, this, this improve

00:11:23.360 because I've noticed that we've been doing this, but I don't think we've been doing it

00:11:26.140 at, you know, par and we can do a much better job with this, but I feel you got to get this

00:11:31.140 thing better with yourself and improve in this area.

00:11:33.320 Hypothetically, we have a conversation like that.

00:11:35.560 Then you notice this person shuts down for a week, okay?

00:11:39.840 You notice this person shuts down for a week.

00:11:41.860 This person may be extremely creative who shut down for a week.

00:11:45.160 And they're extremely sensitive who shut down for a week.

00:11:48.360 Now it's okay if he does that because he's a one man show.

00:11:52.300 Not a lot of people report to him.

00:11:53.860 Now flip it.

00:11:54.560 See if a CEO does that.

00:11:56.520 Imagine if a CEO gets a million different criticisms every day.

00:12:00.220 Your company doesn't do this.

00:12:01.540 I'd like to see you do this.

00:12:02.420 I'd like to do that.

00:12:03.680 So much.

00:12:04.440 And the CEO is so creative at the top.

00:12:06.260 So sensitive.

00:12:07.440 It's like, oh my gosh, so many people are not happy with what I'm doing that they go into

00:12:11.520 the corner office, they lock it up, they turn off the lights, and they hide there.

00:12:14.920 So nobody comes and gives them more criticism because they don't want to get more feedback.

00:12:18.360 That's problematic.

00:12:19.500 Here's the point.

00:12:20.380 You cannot be sensitive to be a CEO.

00:12:22.160 You're going to have a lot of different things that people are going to tell you that's going

00:12:24.060 to hurt you.

00:12:24.880 And pretty much everything's going to fall on you as a CEO.

00:12:27.040 Every single thing.

00:12:28.460 Low level, middle level, whatever.

00:12:29.800 It's going to come back up to you.

00:12:30.720 You've got to figure out a way to challenge your leaders and get better.

00:12:33.900 But everything rises and falls on leadership.

00:12:36.540 So as a CEO, if you're monitoring people, yourself, if you want to be a CEO one day,

00:12:39.860 you're sizing everybody up, saying, I want to be a CEO one day, you cannot be the person

00:12:43.320 that gets so sensitive that takes you a week to get over something that somebody told you.

00:12:46.920 It's got to be, boom, shh, it's right.

00:12:49.520 Dang.

00:12:50.140 Let me find a way to improve.

00:12:51.140 This part's right.

00:12:51.780 I can improve.

00:12:52.640 Let me get better at it.

00:12:53.460 If you do, you have a quality of somebody that may one day potentially be a CEO.

00:12:58.000 So let me give you this last one here.

00:12:59.280 So you know how you have some people that say, you know, a conversation, it's a very easy

00:13:04.200 conversation.

00:13:04.660 I used to love having lunch with my employees every day.

00:13:08.180 When we had, you know, less than 20 employees, I'd do lunch with them every day.

00:13:11.440 And we'd sit in the conference room and we'd talk and I would talk about current event.

00:13:14.460 What do you think about this?

00:13:15.100 What do you think about that?

00:13:15.580 What do you think about this?

00:13:17.340 It's very easy to find out who is very strategic when you're asking questions like this.

00:13:22.920 Let me ask you a question.

00:13:23.640 Here's what's going on with the economy.

00:13:24.740 What would you do differently to help with the unemployment?

00:13:27.460 Oh, here's what I would do.

00:13:28.680 I would first do this.

00:13:29.520 Then I would do this.

00:13:30.140 Then I would do that.

00:13:31.900 Wow.

00:13:32.220 Can I vote for you?

00:13:35.080 Hey, what would you do?

00:13:36.280 You know what's going on right now with, you know, Kaepernick or what's going on with NFL?

00:13:39.700 What's going on with Hollywood?

00:13:40.820 Not a lot of good movies being made.

00:13:42.620 What do you think is the direction to go to make better movies?

00:13:45.100 Oh, here's what I see the challenge.

00:13:46.640 You know, there used to be better horror movies.

00:13:49.120 These are 11 things I would do.

00:13:51.000 Beautiful.

00:13:51.840 Hey, let me ask you a question right now.

00:13:54.180 Say you have the funding that they're giving you for XYZ.

00:13:58.320 How would you solve the educational program that we have in America today?

00:14:01.420 Oh, listen, if you think about it, the curriculum is the challenge.

00:14:04.580 Then the curriculum is holding the teachers accountable as a challenge.

00:14:07.240 And they give you 12 points.

00:14:08.900 Here's a point I'm trying to make to use.

00:14:10.940 You need somebody that's strategic to be at the top.

00:14:13.400 Because that person needs to be able to say, here's our next 30 moves.

00:14:16.200 John, you call Jackie.

00:14:17.220 Boom, here's what we're doing.

00:14:17.900 We need to raise another $22 million.

00:14:19.880 Can you call the banker in New York?

00:14:21.700 Can you get me on a conference call with Larry?

00:14:24.080 His assistant's name is Mary.

00:14:25.620 Can you do me a favor to email this person?

00:14:27.280 Can you bring our numbers for the last six months?

00:14:29.440 Can we get a meeting at 2 o'clock with such and such person?

00:14:31.940 You see all of a sudden, 12 moves like this, right?

00:14:36.460 And you can always spot it when people are coming up.

00:14:39.900 Always spot it when people are coming up.

00:14:42.120 Because your strategic people always say, here's the next seven things I think we need to be doing.

00:14:46.640 Here's the next 11 things we need to be doing.

00:14:48.940 It is such a valuable asset at the top.

00:14:52.300 Very valuable asset at the top.

00:14:54.280 So if you yourself, something comes up, do you look this way?

00:14:57.700 Or do you say, here's 11 things I would be doing.

00:15:00.480 And remember, 1, 2, 3 moves, amateur.

00:15:02.940 4 to 5 moves, pro.

00:15:04.760 5 to 10 moves, master.

00:15:06.720 10 to 15 moves, grandmaster.

00:15:09.200 It's very hard to get to the 10 to the 15 moves.

00:15:11.520 But the grandmasters in chess, they know their 10 to 15 moves that they're going to make when they play against somebody like you.

00:15:17.440 Because that's why they're a grandmaster.

00:15:18.700 So, having said that, those are the 10 qualities of future great CEOs.

00:15:23.560 Thanks everybody for listening.

00:15:24.820 And by the way, if you haven't already subscribed to Valuetainment on iTunes, please do so.

00:15:29.540 Give us a 5 star.

00:15:30.860 Write a review if you haven't already.

00:15:32.300 And if you have any questions for me that you may have, you can always find me on Snapchat, Instagram, Facebook, or YouTube.

00:15:38.500 Just search my name, PatrickVidDavid.

00:15:40.380 And I actually do respond back when you snap me or send me a message on Instagram.

00:15:45.380 With that being said, have a great day today.

00:15:47.120 Take care, everybody.

00:15:47.840 Bye-bye.

00:15:48.080 Bye-bye.

Valuetainment - June 05, 2019

Episode 313 - 10 Signs Of A Great Future CEO

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