Attainable

Those who can’t do can’t really teach. But those who can do can lead and show others how they change in order to create a more impactful result. First, learn to influence yourself. Be that living example. Don’t do it because you have the title of business owner. Don’t do it because you have the title of manager or director or vice president. Titles alone give you no power. They only represent your ability to either influence through your experiences and your actual intentionality with your team or through title, dictatorship. “Do it because I told you to, not because I am going to help you do it to attain a higher level of success like I’ve been able to accomplish myself.” That’s influence. You can’t grow and develop your business to the highest magnitude of impact if you can’t use your influence by example through others, challenging them to challenge themselves the same way you did as the highest example in the organization. And that

Is it possible for an organization to be operationally effective if they have a low level of belief? Absolutely not. Let me put it to you this way. OK. Let's take it on the individual level. I can be highly operationally effective, and not believe in anything you're doing as an organization. As long as I'm getting what I want out of your organization, I could care less what your purpose is. Now understand that you see this with great salespeople sometimes. They're making tons of money, but they really could care less about what happens after the sale. Would you agree that if the intentionality of the enterprise or the organization is to provide an amazing, remarkable experience for their consumer or their community, and someone has that short-term thinking-- but they're your best sales person. That's where people sometimes find themselves, as an enterprise, in a little bit of a problem. How do I get rid of my absolute best performing person when it's a train wreck for everything else? 

So let's back up a little bit and, for our listeners that might not know the established definitions of things like belief and operational effectiveness in the manner that we do, let's first talk about belief. What is belief mean, specifically in the context that we're discussing today? Perfect. So assuming that you have an employee that works for you and you're asking them to do something to contribute to your enterprise, the first and foremost is what is the purpose of the enterprise? If I'm an audiology practice, what is the purpose of the practice? If I'm a dental office, what is the purpose of the practice? If I own a restaurant, what is the purpose of the restaurant? If I'm a plastic surgeon doctor, what is my purpose? Now understand that, here's where people get really confused. And I've interviewed thousands of people in audiology and this is what it sounds like and why the confusion exists. So if I ask many people in hearing care, what do you do, they say we sell hearing aids. In fact, in a

Mr. Dawson, why don't we focus on people in the organization, and moving those people into the right roles in the organization based upon their respective skill sets? One of the things that we're really focused on here is making sure that we've got the right people, in the right role, at the right time in their career. But backing up, how do we identify who the right people are and the right roles for them? That's a great question, Nathan. And what we find typically is that organizations outgrow the role that you hired for. So if I own a small practice or a large business and I'm having success and growing, I tend to add more things on the plate of the people who work for me, hoping that they figure it out or they'll just do the work, even though it might not be in their core expertise or in their wheel house. And so being a responsible leader is always assessing where your team's at today, where they need to be in order to be more effective tomorrow, and what resources and tools that you're going t

eople get confused about what their brand is. And a lot of times they think their brand is what their logo looks like or what their colors are. What your brand really is, is the total sum of all experiences that somebody gets when they work with you or they engage you or they encounter you.  Your brand is everything you do and everyone doing it, and you’re either every day intentionally adding value and building your brand in all you do, with everyone doing it at a high level of intentionality and a full level of alignment with team members doing it.  Or you’re degrading and undermining your brand. And for somebody to say they’re great and they’re not intentionally focused on greatness, you cannot make that promise, and the result of that will be a broken business.

You cannot lead people without really liking them. Intrinsic connection is a key to great relationships. So think about this: If you don’t like being around somebody, if you don’t like spending time with them, if you don’t like connecting with them, if you’re not really fond of being in the general presence of that person and you can’t connect that way, how do you create permission leadership? “Permission leadership occurs through empowerment.” It’s through developing people to their highest impact so that you can trust them to go and do it on their own. It says, “I am empowering you to make good decisions and to do the right things, because I trust that you understand you can represent the organization at the highest level possible. Therefore, I’m not going to constrain your ability to do that; I’m going to amplify it by assisting you and helping you so that we can impact the organization at the highest possible potential.” How do y

Great leaders know how to align the interests of their people with the interests of the business. This is an absolute must. When you don't have the right people in the right place, you can't attract core energy invested into what you're trying to accomplish. It becomes much more work. It becomes very difficult to get things done, because their passion, their joy is not aligned with the function. Jim Collins talks about this in the Hedgehog Concept. The number one thing he identified that separated companies that struggled or failed for companies that were amazing was how much passion the people had for what they did. Well, when you have an organization that doesn't align your people's passion with the functions or with the whole plan of the organization, then it becomes a struggle. Now, how do you do that? You have to spend time with each person working for you. You have to figure out how somebody can do something better than the person before. And that becomes your highest elevated success. Then yo

If you want a business that’s surviving and thriving rather than a business that’s struggling, that’s a decision — that’s a choice. You have to make that choice yourself. And the first part of getting what you want is clearly understanding and identifying exactly what that is. See, that’s where law of picture comes in, and law of compass. This is why law of picture is so important. If you have a picture and you use law of compass so you know what direction you’re going, and you surround yourself with people who have clarity and understanding and are attached to that picture — because their picture is inside of your picture — then you can all succeed together. “The first part of getting what you want is first clearly understanding what that is.” And then you have a team of people who understand what that is, and you have a clear picture and you have a compass that says we’re going to sail due north, and people understand how they

You have to have humility and gratitude if you want to be an innovator in somebody else’s business or if you want to be a remarkable entrepreneur that can create large impact. You have to have humility and gratitude, because if you don’t have those two things you can’t find people who are going to give you everything they have, because no one wants to work for somebody who’s an egomaniac. So my first kind of self reflection was because of my first business I just hired lots of people and I just put my foot on the accelerator and you were either hanging on for the ride or it was OK if you blew away. I’d find somebody else. And I never really thought about who I was doing it with, although I had great relationships with people I worked with.  “You know quite honestly I was indifferent. I was more pushing to the result.  And so when the business sold I realized I didn’t have a lot of personal relationships in that business with 400 or 500 employees. And so I ma

Anyone can steer a ship, but it takes a leader to chart the course. When it comes to leadership, the first leadership you have to master is me leadership. Once you’ve mastered that and you’ve become an example to others, then you have to master we leadership. “Leaders who navigate do even more than control the direction in which they and their people travel; they see the whole trip in their minds before they even set course.” They have a vision for getting there. They know who they’ll need on the way and what kind of team they’ll need to be successful, and they recognize obstacles long before they appear on the horizon. If you know where you want to go and you know how to get there, you’ll do it bigger, better, and faster. And let me tell you, the wider your team and the deeper their experience, the faster and more successful you’ll be.

Hello everyone. I’m Dr. Paul Homoly. And let me say this. Just Because You’re an Expert Doesn’t Make You Interesting. That’s the title of my new book. When I tell people I’ve got a new book they go, oh, what’s the title? I go, well, Just Because You’re an Expert Doesn’t Make You Interesting. And they laugh. It’s kind of like a punchline on a joke.  And then they usually follow with boy oh boy, at my XYZ needs that. And the XYZ is boy, my dentist needs that. Or my physician needs that. Or my boss needs that.  “Everybody knows an expert who really knows their stuff but is boring to listen to.” So here’s a tip. When you’re an expert you got to remember that your listeners don’t know what you know.  But you can connect with them by feeling the way they feel. Get better about how to make your listeners feel as you speak. And that’s going to be making sustained meaningful eye connection.  That is minim

Winning teams have players who make things happen. Catalysts are not consultants. They don’t recommend a course of action; they take responsibility for making it happen. So think about this: Who’s the catalyst in your business? Who’s the person who just gets it done? And then has time and energy and effort to do more? Because that’s the type of people you want to surround yourself with. “Bring in the right people in alignment with your organization and they will get things done.” They inspire and move the rest of the people around them because they realize, “Gee! If I actually do that and I get a better result, I do it the right way. Look at the good things that can happen from it.” What you need in your life are as many catalysts as possible. The only way you can attract a catalyst is to be one yourself.

Hello Attainable listeners! My name is William Smith, and I'm the producer for the Attainable Podcast Network. I'd like to take a moment to thank you for listening to the podcast, and give you some updates for the holiday season coming up, so you know what to expect from Attainable. As an avid podcast listener myself, I thought it might be nice to share some information about our plans for the show.. Attainable will be on hiatus during the month of December, but we are already underway recording all new episodes slotted for the start of the new year! During the holiday break we are going to be re-playing some of our best episodes, and mixing in some clips from some of the other shows on our network that you may not have heard before. We're also looking for your feedback on the show -- what do you like? what would you like to hear more of (or less of) and generally, how can we improve! We've got a web site, attainable.fm, where you can leave feedback, and of course, on iTunes in the review section. Finally, we

Great teams have depth. And with a great bench, the options for your business are endless. I want to directly relate this story to Audigy Group. When I started Audigy, I wanted to build one key person at a time, one key contributor at each function of the organization. And the whole point was getting that person elevated to their highest level of impact. Then once I identified with that individual what they were doing to create the highest level impact, I taught them how to duplicate that with each employee that we hired to do the same function. And over a period of time, we mushroomed out as a large organization where we had dozens of leaders who were experts in the thing that they perfected, duplicated through many individuals doing the job that we are trying to innovate every single day to create a greater impact for our members. Our first finance manager then had to learn how to get your finances cleared up, how to structure them, so we can do peer-to-peer analysis. This was all manually done. O

The strength of the team is impacted by its weakest link. You lose the respect of the best people you have working with you when you don't deal properly with the worst. We have so many great examples of this. We have a business that, in Kentucky, had been in existence for 25 years. The front office person that had worked there, that runs the whole administrative team, had been there for 23 years. And she was an integral part of the business. She also happened to be the person who was the most negative. But the business owner abdicated the responsibilities of running the daily operations to this office person. Well, after struggling for many years to be able to move the business forward, even though the business owner was trying to implement much change, the bottom line was this, the front office person was the one that was resisting everything. It was also the front office person who was the most influential person in the organization because she was there every day. With the patients, the othe

What's the purpose of a morning huddle? It's to talk about what's happening today that we can have a greater level of impact on. Because if you're not talking, if you're not communicating, if you're not aligned in your thinking, then how can you possibly have a business that's excellent or remarkable? People running off doing their own things trying to make their own impact does not allow you to build a business of excellence. It will barely get you to a good business. But when you work together you win together. You should have a daily, weekly, and monthly meeting with your team. Daily you should talk about what worked well yesterday. Where could we have done better? What are we going to do today to exemplify what works well, always looking for perspective from your team on how to add the highest incremental value in everything you do, and communicating with your team when they do well and when things don't work, creating and fostering an environment where the team understands it's their job to do an au

Great leaders know how to align the interests of their people with the interests of the business. This is an absolute must. When you don't have the right people in the right place, you can't attract core energy invested into what you're trying to accomplish. It becomes much more work. It becomes very difficult to get things done, because their passion, their joy is not aligned with the function. Jim Collins talks about this in the Hedgehog Concept. The number one thing he identified that separated companies that struggled or failed for companies that were amazing was how much passion the people had for what they did. Well, when you have an organization that doesn't align your people's passion with the functions or with the whole plan of the organization, then it becomes a struggle. Now, how do you do that? You have to spend time with each person working for you. You have to figure out how somebody can do something better than the person before. And that becomes your highest elevated success. Then yo

Your greatest gains come in the middle of your pain. Think about what that's saying to you. Pain is an opportunity. It means that you're reaching a threshold that starts to become uncomfortable. Then pain settles in. Why? Because you're doing something that doesn't feel good. Most people at that point in time stop. The rate limiting factor between businesses that move on the magnitude of impact scale from poor to remarkable is how well they're able to manage through the pain. The things that seem so hard, they hurt so you want to quit. That is really, if you think about it, the rate limiting factor beating your competition in the marketplace. Doing the things that others are unwilling to do. When you start doing things that others are unwilling to do, it hurts. Especially when you can't quite figure out how to do it. And what that looks like when you go to your front office person, or you go to an employee, and ask them to do something different. And in the process of getting them to do so

The difference between where we are and where we want to be is created by the changes we're willing to make in our lives. People cling to an unsatisfactory way of life rather than change in order to get something better for fear of getting something worse. This is something that is important to understand, especially when you're dealing with your team. You see, if you want something different tomorrow, you've got to create a change today. It's as simple as that. If you want your business to get to a different level of success, then you have to do something different, incrementally, improving every single day. That's what operational effectiveness is. You have to be conscious and aware and have the intentionality that there's going to be trade-offs every single day. If you want something different tomorrow, in all that you do-- personally, professionally, financially-- in your belief, your operational effectiveness, or your leadership and you want to create a business that moves in the magnitude of i

In everything you do, every single day you have to be consistent so you can measure the effectiveness of what it is you're doing. See, predictability creates confidence. The more transparency people have into what makes the business work, the more they're apt to try new things because they know it'll have an impact on your organization. And the more you tie their personal, professional, and financial aspirations into the result, the more they'll challenge and inspire themselves, and be self-motivated to accomplish the goal. Now, when people know their work is being measured, their productivity increases significantly. So once you have a model of what it is you want to attain, and once you've started adopting consistency as the core behavior in your organization, the core discipline, the core expectancy, then you can start designing the incremental improvements every single day by function, by individual, by contributor, that allows your business to breathe and grow to become the organization that yo