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Scott Becker (1:02)

The Becker Business and the Becker Private Equity Podcast. Today's discussion is Thrive Thrive mentality. So, so this is a concept that we talk about a lot and I talk about it mostly in the context of colleagues at work, businesses, supervisors and, and, and employees and teams and more. But, but the concept is that what you're looking to build is a thrive thrive culture. And I was reminded this this morning in a discussion with a brilliant young person. And in a thrive thrive culture, there's a pretty good set of alignment between what the company needs or the supervisor needs or wants and what the person does and what they want to do. And in the thrive thrive culture, you're not going to have a perfect overlap. It's never going to be the perfect Venn diagram where everything overlaps perfectly. It's going to be a situation where the person that you're working with can really do 80%, 90% of what they really want to do. And, and, and that's got to be aligned with what the company needs. The worst situations are as follows. Where the company wants one thing and they're trying to stick that person completely into a box to do that thing. When that person's sweet spot, their zone of greatness, their zone of satisfaction, lies partially in that and partially out of that. Now you're not going to have 100% overlap, but you've got to be in a spot where 80% of the person's job, 90% of the person's job is in that area where they really feel like they're self actualizing and in the best of environments, that's a spot where it actually works for the company as well. So if I'm running a law firm and people working with me and they want to serve clients versus generate business, not be rainmakers, that's great. They've got to be working largely in sync with that goal. If they want to do both generate business and take care of clients and manage teams, great too. And even though you as a supervising partner might prefer for the moment that they just work on your clients, you've got to let them thrive too. So it's not just you thriving, they're thriving too. So yes, they're taking care of clients, but they're also having the freedom and the energy to build their own clients, their own business. If I'm working with an elite teacher, I can't have the elite teacher teaching people that are not elite students for half of their day because that elite teacher is going to get totally unsatisfied and want to leave and go someplace else. They could spend a majority of their day really doing what they is in their sweet spot, their zone of greatness, what they really want to do. And so the concept being if you try and put people into your box as a leader or as a company, and it's just your box and it's not a box that they thrive in, that's in their zone of greatness or their zone of desire, in the long term you're really losing. So it's trying to develop this Venn diagram. There's never a perfect overlap where it's thrive, thrive. I work with a number of people virtually and part time. And over the course of the last several years, that group of people that I work with part time and virtually has expanded. And it allows them to do what they want to do and they're working with myself, but also not be stuck. Work with me 24 hours a day and do a lot of other stuff too. And it allows, I hope, for them to thrive while I thrive. Some of the very best people I work with, whether Jess Joliff, Cosette Benjamin, Lauren Eskenazi, a whole bunch are able to sort of thrive, work with me for part of what they do, do other stuff that they do as well, would I like to have 100% of their time? Probably, but I don't. But I have to live with that because they do just such great work in what they do. I want them thriving, I want us thriving. And that's just an example. The Real world example that I came up with this morning came from a real discussion with a real teacher who coaches elite athletes, but then get stuck part of the day coaching non elite athletes and so forth. You might say, well, that's part of the job. And maybe so, but if you could design a situation where it's thrive thrive where that person spends 80% of their time really working with elite students, elite athletes, that person can live with the other 20%. And that's the concept of thrive thrive without the perfect Venn diagram where both the employer or supervisor gets what they need, the employee or evolving leader gets what they need. And that's the thrive thrive culture that we're always working with and always looking towards. You know, similarly, of course, I talk about it often. One of my favorite people to work with is our podcast producer, Chanel Bunger, and hopefully she could comment better than I can. The goal is that she's able to thrive, but doesn't have to spend 10 hours a day working with me, so doesn't want to shoot herself. And I say that jokingly, at least in part, but is able to thrive, do her thing as well, thrive as well. And then we have an overlap, we work really well together. She's literally just fantastic. But I'm a huge believer in this concept of thrive thrive cultures. All the people that evolved under me in the law firm, that are now supervising leaders at the law firm now, in a lot of ways, my bosses are in some ways lived under this thrive thrive mentality where they worked with me and clients did an amazing job, but then also thrived in building their own client bases in their own leadership functions. So people like Amber Walsh, Jeff Cockrell, Holly Buckley, David Pivnick, Bart Walker, all have surpassed me in their professional careers at this point at the law firm. And a lot of that's by design that they're thriving, I'm thriving, and they've just done unbelievably well. But that's a far better model than me having my thumb on people and saying, you couldn't go this far because I want you doing everything for me. I'm a big believer in this thrive thrive concept, the side by side concept versus this top down concept. I hope this resonates with a lot of people. I know I've sort of gone on for a while now to try and work in some of these examples and people, but I think this thrive thrive mentality is everything in business, it's everything in life. You could say the same thing about customer relationships. You want to take care of the customer. But the supplier and the customer need to thrive. Not one or the other. It's got to be thrive, thrive. In any event, thank you for listening to the Becker Business, the Becker Private Equity Podcast. I hope there's something in this that people enjoy and like. Like if you listen all the way through and you send me your comments on sound quality, content quality and more, we'll send you an Amazon gift certificate. You got to be the first person. You can't be someone who's claimed the gift certificate before, but we'll send you a 100 hour Amazon gift certificate. If you text 773-766-5322. You got to be first. You can't have one before. And you have to send me some detail of what you thought about the podcast, what you think about our episodes. Thank you so much for listening to the Becker Business and the Becker Private Equity Podcast.