Noble Purpose, Transforming Audiology, and Selling with Heart | Lisa Earle McLeod

Summary

Podcast Summary: Beyond Blind Blaming

Episode: Noble Purpose, Transforming Audiology, and Selling with Heart | Lisa Earle McLeod

Host: Kevin D. St. Clergy
Guest: Lisa Earle McLeod, author of Selling with Noble Purpose
Date: July 15, 2026

---

Episode Overview

This insightful episode features Lisa Earle McLeod, thought leader and bestselling author, as she illuminates the transformative power of “noble purpose” in selling, specifically tailored to the unique context of audiology and practitioner-driven businesses. Host Kevin D. St. Clergy dives into how high-achieving professionals often become trapped by invisible mindsets and how shifting focus from pure financials to making a difference not only re-energizes teams but also improves bottom lines. Together, they unpack how audiology practices—and all businesses with a caring component—can lead and sell with heart without compromising business success.

---

Key Discussion Points & Insights

1. Separating Money and Meaning Hurts Businesses

• Main Idea: The persistent separation of profit and purpose in business is outdated and counterproductive—especially in medical fields. In fact, practitioners who lead with a desire to make a difference outperform financially, defying conventional wisdom.

• Memorable Quote:

  "Salespeople, and you can call it practitioners... who care deeply, who put making a difference at the top of their list, are actually more financially successful. And that's the opposite of what we've been led to think."
  — Lisa McLeod [00:00]

• Lisa’s Background: Former sales professional and trainer, compelled by the observation that the best performers weren’t money-obsessed but difference-driven.

  "Work used to be more meaningful than it is now, and nowhere is this more true than in the medical space. They're all being pushed to be business people, when in fact what the research tells us is if business people could act more like hearing professionals, they would actually make more money."
  — Lisa [03:10]

---

2. The Lagging Nature of Numbers—Feelings First

• Numbers (revenue, quotas) are lagging indicators. The leading indicator is how people actually feel at work—about patients, their team, and their mission.

• Discussion of the “quit and stay” phenomenon: employees disengaging but not leaving—a greater threat to organizations than turnover.

  "They will quit and stay. They will quit caring, will quit going the extra mile, but they will stay on your payroll."
  — Guest/Co-host [07:27]

• Actionable Advice:

  “Set a decent margin. Don’t make your people be thinking about money every single day though. They need to be thinking about their patient, about their team, because that is the leading indicator.”
  — Lisa [07:47]

---

3. Redefining Sales—From Pushy to Purposeful

• Myth Busting: The stereotype that sales is about coercion is both arrogant and inaccurate.
• Intent Matters: Patients (and clients) can intuit the underlying intention of the practitioner. When the intent is to help, it’s magnetic; when it’s to “close the deal,” it’s off-putting.

  "If my mental top track is, how can I help Kevin? What's my best and highest use here with Kevin, you're going to read that."
  — Lisa [09:41]

---

4. Strengthening Purpose Through Impact Stories

• Top performers (in any practice) remain in touch with specific, human-centered impact stories—the patient or client whose life was changed for the better.

  "It's not a conceptual idea of I'm making people's lives better. It is a real life human image of one person..."
  — Lisa [15:16]

• Tactical Tip: Don't wait for your boss to keep these stories alive—remind yourself often; share them in meetings; let them be your compass.

---

5. From Transactional to Noble Purpose Organizations

• Key differences:

  1. Leadership Messaging: Transactional leaders push revenue; noble purpose leaders count the number of lives improved.
  2. Internal Monologue: Transactional staff focus on their own metrics; noble purpose staff think, “How can I make a difference?”
  3. Customer Experience: Engaged, difference-focused organizations foster loyalty, referrals, and resilience.

  "So in a transactional organization, the leaders stand at the top and say we need $100,000 this week. In a noble purpose organization, the leaders stand at the top and say we need to find 100 patients we can help because that backend the money."
  — Lisa [20:14]

---

6. Relighting Motivation & Combating Burnout

• Burnout in audiology (and other “caring” professions) is rampant, often compounded by leaders over-emphasizing numbers without recognizing practitioners’ need for meaning and recognition.

  "But if you're smart enough to be an audiologist...there's a reason you probably picked this one. To go back and rekindle that and give voice to that is the secret to getting your practice moving in the right direction."
  — Lisa [26:14]

• Leadership’s Dual Role: Yes, financials matter—but coaching, nurturing purpose, and continuously revisiting “why” is what sustains high performance.

---

7. Meetings That Spark Creativity: The Power of Storytelling

• Start every meeting by sharing a story of impact. This “lights up the frontal lobes”—fostering empathy, creativity, and better problem-solving.

  "Tell me about the story where you made a difference, everybody's frontal lobes will light up... I'll literally be dealing with a smarter group of people than if I hadn't done the stories."
  — Lisa [30:05]

---

8. Translating Technology into Human Value

• Practitioners get caught up touting technological specs. The human story—what changes in daily life—matters more.

  "It can mean the difference between you being able to sit at the table with your family and having the dignity of holding your own fork."
  — Nurse story via Lisa [32:16]

---

9. Creating and Living Your Noble Sales Purpose (NSP)

• Practical Process:

  1. How do we make a difference? (Be specific; use real stories.)
  2. How do we do it differently? (What’s unique about your team/approach?)
  3. On your best day, what do you love about your job?

• Your NSP doesn’t need to be catchy or ad-worthy, just clear, true, and present in everyone’s mind.

---

10. Resilience When the Numbers Are Down

• Tether to Purpose: During slumps, focusing only on money drives stress, blame, and creative paralysis.

  "If you tether your whole sense of self and your whole ego to whether or not you are making enough money this week or this month, you are just going to be all over the map."
  — Lisa [41:19]

• Tip: In tough moments, recall or recount a patient impact story—that “tether” increases resilience, tenacity, and the likelihood of recovery.

---

11. Hiring & Growing a Purpose-Driven Team

• Interviewing for Purpose: Ask candidates, “Can you tell me about a time you made a difference to someone?” Dig for stories that reveal empathy and connection.
• Leadership Role: About 10-20% will be difference-driven inherently; 10-20% won't care regardless; 70% are “in the middle”—ripe for leadership to cultivate purpose and engagement.

  "This sense of purpose is the game changer that will create the kind of people who will weather the storms, who will be creative."
  — Lisa [47:53]

---

Notable Quotes & Segment Timestamps

• “The numbers are a lagging indicator. The leading indicator is how do my people feel?”
  — Lisa [07:47]
• “Sales is not a four letter word. It is five, right? Just count them.”
  — Kevin [09:32]
• “If I'm a noble purpose person, then I'm saying how can I make a difference here?”
  — Lisa [22:17]
• “Your frontal lobes are where empathy and compassion sit. It’s also where problem solving and creativity sits.”
  — Lisa [29:17]
• “On your best day, what do you love about your job?”
  — Lisa [36:13]
• “If you tether your whole sense of self... to whether you're making enough money... you are just going to be all over the map.”
  — Lisa [41:19]
• “Tethering yourself to this sense of noble purpose versus just the money, you will make more money. And you will also be able to better weather the ebbs and flows of business.”
  — Lisa [42:38]
• "In the interview you want to ask... can you tell me about a time when you made a difference to someone?"
  — Lisa [46:24]
• "This sense of purpose is the game changer that will create the kind of people who will weather the storms, who will be creative."
  — Lisa [47:53]

---

Actionable Takeaways

• For Owners & Leaders:

  • Shift daily conversations from numbers to patient impact.
  • Open meetings with "difference made" stories; it makes your team smarter and more engaged.
  • Develop, communicate, and reinforce a clear Noble Sales Purpose—let it guide every decision.

• For Practitioners:

  • Regularly recall specific patient impact stories to recharge motivation.
  • Don’t wait for management to validate purpose; create and nurture your own.
  • When stressed or derailed, deploy the “10-second game changer”: breathe, recall your purpose/story, reset.

• For Recruitment:

  • Ask behavioral questions to discern candidates’ empathy and purpose potential.
  • Remember: Most team members want meaningful work—they need leaders to steward that meaning.

---

Closing Resources

• Selling with Noble Purpose book—action steps at the end of each chapter.
• Connect with Lisa Earle McLeod on LinkedIn; search “noble purpose” for more resources.
• Kevin offers a complimentary copy of Lisa’s book to listeners who contact his team.

---

Episode Tone:
Conversational, candid, deeply empathetic, and rooted in both research and real-world experience. Lisa and Kevin interact with warmth, humor, and a shared conviction that purpose is not only possible but practical—and absolutely essential—in healing professions and sales.

---

For those who haven't listened, this episode will help you rediscover why you got into your field in the first place—and give you tools to turn that “why” into the engine for both fulfillment and lasting business success.

Transcript

[Lisa Earl McLeod]

Salespeople, and you can call it practitioners, people who are in any kind of endeavor that has a commercial component to it, who care deeply, who put making a difference at the top of their list, are actually more financially successful. And that's the opposite of what we've been led to think.

[Kevin St. Clergy]

Today I'm joined by Lisa Earl McLeod, author of Selling with Noble Purpose and founder of McLeod Moore.

[Lisa Earl McLeod]

The idea that we can separate these two lanes of money and meaning has not served us well in business. Work used to be more meaningful than it is now, and nowhere is this more true than in the medical space. They're all being pushed to be business people, when in fact what the research tells us is if business people could act more like hearing professionals, they would

[Unidentified Guest or Co-host]

actually make more money.

[Kevin St. Clergy]

Welcome to Beyond Blind Blaming. This is the place where we explore how easily hidden truths can hold us back, trapping us in cycles of frustration and blame, often without even realizing what's truly stopping us. Each week, I'm joined by experts and professionals who share their journey of taking back control of their story, overcoming hidden challenges, and stopping blind blame from dictating their outcomes. The insights you're about to gain will help you see beyond your current limitations, find the courage to seek new perspectives, and ultimately live a life that's both purposeful and powerful. So if you're ready to break free from blind blaming and discover what's possible, you'll definitely want to listen to this episode. I'm your host, Kevin St. Clergy, and today I'm joined by Lisa Earl McLeod. Lisa, welcome to the show.

[Lisa Earl McLeod]

It's such a pleasure to talk with you today.

[Kevin St. Clergy]

Well, I'm excited because when I read your book Selling with Noble Purpose, I just. Just because I am an audiologist and I do work in this field, I kept substituting the word salesperson, which we don't really feel like we are because we're medical practitioners with the word audiologist. And anytime you talked about an organization or a manager, I replaced that with practice owner. And it fits so well. And I just, I'm not going to steal your thunder, but I just wanted to kind of start off by just reading a couple of sentences that were in the first part of your book. And then I've got some questions for you, if you don't mind. But you had said that organizations, which I replaced with practices with a purpose bigger than money, outperform their competitors, which I've seen for many years, the traditional practice model, which again, I'm changing from business to practice based on the assumption that the workforce is Self interest motivated only by money has been ineffective. And then of course, audiologists with a sense of purpose put forth more effort and are more adaptable than quota focused audiologists. The thing is, this is where it really started at home. And this was in the first, like, I don't know, nine pages of the introduction when I got super excited. And then of course, I've been through the book a couple of times. So why don't we start with just a little bit about you and your background and of course what led you to write your best selling book. Selling with noble purpose.

[Lisa Earl McLeod]

So I'll start with the last question. What led me to write the book was the idea that we can separate these two lanes of money and meaning has not served us well in business. And it's been going on for about 30 or 40 years. Yes, there's always been greedy people, yes, there's always been people focused about money. But work used to be more meaningful than it is now. And nowhere is this more true than in the medical space. You know, some of the frustrations we hear from anybody in medical. I just did a big engagement with a podiatry group is that they're all being pushed to be business people. When in fact what the research tells us is if business people could act

[Unidentified Guest or Co-host]

more like caring professionals, they would actually make more money.

[Kevin St. Clergy]

That's interesting. I haven't heard that before.

[Unidentified Guest or Co-host]

Right, that's great.

[Lisa Earl McLeod]

But I mean, it's crazy because we, when they say, oh, we're being pushed to be more business people, what they mean is we're being pushed to care less. We're being pushed to prioritize the money over the caring. And it's a false choice because what we know now, you have to run a practice. People often say, no money, no mission. It needs to be to some degree profitable enough to pay your people and

[Unidentified Guest or Co-host]

go home at night and have a place to lay your head.

[Lisa Earl McLeod]

But the over indexing on the money actually strips away the very thing that makes what you do special. And so what led me to write this book? My background was in sales. I was in sales, I was a sales trainer, I was a VP of sales and I was a VP of sales for a sales training company. And one of the things that I consistently saw was there was this emotional component and I didn't have a name for it. And it wasn't the aggressive let's kill him that like lasts until lunchtime.

[Unidentified Guest or Co-host]

And by then those people are burnt out.

[Lisa Earl McLeod]

We've seen that happen again and again.

[Kevin St. Clergy]

The boiler room approach.

[Lisa Earl McLeod]

Right, right. And Sales is one of the few professions that we allow to be defined by the people who do it badly. Because not only are those people super annoying, the research says they're actually very ineffective. And so I always knew there was something else. And maybe it's because, you know, I like to think of myself as a deep thinker. I'm on a spiritual journey. I am a mother. You know, I always say I'm not going to leave my kids and pay a babysitter just to go do some

[Unidentified Guest or Co-host]

transactional job that's not worth, you know,

[Lisa Earl McLeod]

it doesn't make sense. So all of those things led me to study this very deeply. And the things that you just quoted proved to be true. Salespeople, and you can call it practitioners, people who are in any kind of endeavor that has a commercial component to it, who care deeply, who put making a difference at the top of their list, are actually more financially successful. And that's the opposite of what we've been led to think.

[Kevin St. Clergy]

Very interesting. Which leads me to my next question. So at the very beginning of your book you wrote, the words selling and noble rarely appear together, and people believe that money is the primary motivator and doing, doing good as a distant second. I'm seeing this a lot in audiology, especially with some larger practices who have experienced some growth and especially corporate environments, because a consolidation is happening in our profession as well. What types of things do you hear as you talk to corporations outside of audiology along those lines?

[Lisa Earl McLeod]

So here's the thing that we have to understand. Numbers can go on a spreadsheet and be forwarded. Feelings are a little hard to quantify. But what we know is that the numbers are a lagging indicator. So I'll tell you, the things that I hear from corporations is they talk out of both sides of their mouths.

[Unidentified Guest or Co-host]

We've got to hit these quarterly targets.

[Lisa Earl McLeod]

We've got to hit these numbers. And to be clear, stock market pressure is real, investor pressure is real. I'm not minimizing that by any stretch of the imagination. But they will over index on that. And then they'll come back and say, yeah, our customer ratings are really down

[Unidentified Guest or Co-host]

and a bunch of our people are quitting. Or worse. Worse. This is what I always say. This is worse than your people quitting.

[Lisa Earl McLeod]

They will quit and stay.

[Unidentified Guest or Co-host]

They will quit caring, will quit going the extra mile, but they will stay on your favorite.

[Kevin St. Clergy]

I might have to steal that one. Quit and stay. That's a good one.

[Unidentified Guest or Co-host]

I stole from somebody else. Quit and stay.

[Kevin St. Clergy]

Well, the secret to originality is not revealing your sources. So don't forget.

[Lisa Earl McLeod]

And so the thing that we're hearing from organizations is that they're being challenged on these dual lanes. The financial pressure is very real, but what they often miss is the numbers. I'll say it again, the numbers are a lagging indicator. Now somebody's gotta sit down and figure out what's our margin, how much time can we spend with people? Like, those are all very real constraints. But in the day to day, the leading indicator is how do my people feel? How do my people feel about their patients? How do they feel about each other? Because the feelings drive the internal dialogue, which drives the behavior, which actually produces the revenue and profit. And I want to be super clear on this. It doesn't mean you have to give away the store. Set a decent margin. Don't make your people be thinking about money every single day though. They need to be thinking about their patient, about their team, because that is the leading indicator.

[Kevin St. Clergy]

Well, that is actually a place you flagged. That was actually the first flag you get. I'm calling them flags. The. When you sent me the book, you were sweet enough to go, hey, this is the one you like the most. When you said, I was like, I loved what you said. And then you said, I don't want to change it for audiology, that patient referrals are better lead indicator after how people feel. And that just, it just really hit home because I'm, I'm the, I'm the coach. Our organization helps people with marketing and they help people get through the door. But then a lot of times we're like, well, your marketing is not working. And we look and we're like, well, hey, you had 22 calls last month, but you only scheduled two. And of the two people that did come in, they didn't buy. That's. That's not on us. That's not a marketing issue. That's an organization issue. Or as much as we hate the word, just so you know, Lisa, we hate the word sales. I continue. I have to tell folks, hey, look, sales is not a four letter word. It is five, right? Just count them.

[Lisa Earl McLeod]

So there is the belief. I want to talk about this word sales, and use whatever word makes you comfortable. There is a belief that sales is based on talking people into doing something that they don't want to do. And there's two things wrong with that belief. One, our research shows salespeople who have a noble purpose, who truly want to improve life for customers, actually are more successful financially. So it's not just a Nice to have. And the reason why is because if I'm talking to you, we are better at reading intent than we ever have been because we have so many messages coming at us. Especially younger people are really good at reading 10. If I'm talking to you, my mental talk track is close this deal. Close this deal. Get him to sign up, get him to stay. Give him. Say you're going to read that. And it might not be totally off putting, but it's not going to be compelling either. But if my mental top track is, how can I help Kevin? What's my best and highest use here with Kevin, you're going to read that. So that's number one. That is actually the essence of sales. But the other thing is when you think about this idea, I don't want to push people into doing something they don't want to do. That's really kind of arrogant because do you really think you could be that compelling that you could get someone to

[Unidentified Guest or Co-host]

do something they don't want to do?

[Lisa Earl McLeod]

They'll just, even if they say yes,

[Unidentified Guest or Co-host]

they'll just walk out the door and cancel.

[Lisa Earl McLeod]

So this idea that I will make people do something they don't want to

[Unidentified Guest or Co-host]

do, it's really hard to make somebody do something they don't want to do, especially when what you're asking them to do is come back to you a lot. So, like, we need to dispel that notion.

[Kevin St. Clergy]

I agree. And do you think that fear that you're talking about, does it keep people from following best practices and cause them to sound more like a salesperson? Because that's what I see.

[Lisa Earl McLeod]

Yes. Because what they mean is, I don't want to come across like that guy. I don't want to come across like that girl. And it's kind of like when I first started working out and I was really, you know, flabby, and someone says, well, well, I don't want to get. A woman says, well, I don't want to get overly muscular.

[Unidentified Guest or Co-host]

Like, you are so far away from that right now. We could go three years. So, like, do not worry about that.

[Lisa Earl McLeod]

But the worry also comes from, candidly, there's been a lot of bad sales training over the years. A lot of really bad sales training. Now, there's also been a lot of good sales training, but the stereotypical, you know, don't take no for an answer.

[Unidentified Guest or Co-host]

Close it.

[Kevin St. Clergy]

Close it.

[Lisa Earl McLeod]

Oh, my God.

[Kevin St. Clergy]

What's it gonna take to get this deal done today?

[Lisa Earl McLeod]

Yeah. What's it gonna take to get you in this car today? You know, it's just that is off putting and doesn't work. So no one's suggesting that. So I wanna tell a little story that was actually the jumping off point for selling with noble purpose. That helped me really see this with great clarity. And you probably remember this story from the book. I was doing a study of a biotech company and they had asked us to assess their sales team and identify what differentiated the top performers. And now keep in mind, these are people that go call on doctors, they call on rheumatologists, They, a lot of them have master's degrees in biology. The salespeople, because they have to be really fluid in the medical lexicon and really understanding their drug very well. And they also call them payers. So they're right in the thick of it with all the medical professionals. And in this company, there were, as there are many companies, this top tier of performers. And they wanted to figure out what made them different. And when you assess, and I'm going to use the word sales, sales teams is probably similar with anything. The difference between good and bad performance, pretty easy to spot. It's a set of teachable skills and knowledge. But the difference between good and exceptional, a lot harder to put your finger on. So we did this assessment of this team. We were out in the field working with them, looking at, you know, how many questions did they ask, what'd they talk about, what was their background? And it was all in search of what differentiates the top performers. And we were near the end of the study and I was with this one particular person in Phoenix, Arizona, and I was about to get out of her car. We'd been together for two days. I was gonna walk up to the airport. It's hot as the blazes. I'm sitting in the air conditioning car, you know, I'm thinking, I don't wanna get out in that heat again. And so I asked her this one question. I said, what do you think about when you go on sales calls? And she said, I always think about this one particular patient. And she went on to describe this grandmother. She'd been in the doctor's office. The grandmother came up to her and said, are you the rep for this drug? She said, yes, ma', am, I am. The grandmother said, you gave me my life back. I can visit my grandkids now. And so this rep is telling me this story. It's about 15 years ago. And she said, that's my purpose. I think about her every single day.

[Kevin St. Clergy]

See, and I love that. And I think the main reason a lot of Audiologists either go into private practice or they continue to do what we do is because we've always got that patient that we always remember. Like I remember the man who had cancer and nobody would fit him with hearing aids. And I did. Even though he had a year left to live, and his family came back and said, you changed his life. He was so engaging the last year he was alive. That's what I remember the most. That's what kept me coming back to the clinic every day when I was in the clinic.

[Lisa Earl McLeod]

And that is true for everyone. It's not a conceptual idea of I'm making people's lives better. It is a real life human image of one person and the human beings. We're hardwired this way because once we get beyond food and shelter, we have two needs, belonging and significance. Belonging is, I'm part of something bigger than myself, which would be the practice. And significance is my role matters. And to think of that conceptually is not nearly as powerful as to think about that one person. And so what happens is in any type of organization, the story of that one person gets eroded. What we know is that top performers will carry that in their mind and heart every day. But for the majority of people, that gets eroded. We might see it once in a blue moon and what takes predominance is hit these numbers, turn around the this, do this, do this. And so what we teach is how organizations can keep that story. We call it a patient impact story when we're going medical, how we can keep that alive. Because that is your true north. That's the true north, the patient impact story. But what I would also suggest, anyone listening to this, don't wait for your boss to do it.

[Unidentified Guest or Co-host]

Like, you can do this yourself right now.

[Lisa Earl McLeod]

Because what I often say to people, which is a kind of in your face thing, is, do you believe that your work matters here? The obvious answer would be yes. Do you believe that you are improving someone's life in a really significant way? Yes. Well, then don't you owe it to all the rest of the people out there to be as powerful and as compelling as you possibly can to show them why this could matter to them? Like this whole, I'm not going to talk people into doing something they don't want to do. I mean, that's a far cry from, I'm going to have a lot of people that might not understand the importance of this, and I'm going to help them see it. I'm going to have people that might be reluctant, and I'm Going to get them comfortable. And so I was working with this one philanthropic group, and some of the people were really on board because they had to go out and make these donor calls. And someone else said, well, I don't want to, you know, I don't want to be too pushy. I don't want to, you know, if they don't want to. And I was like, so you're going to ask them once and then you're not going to, like, follow up? You're not going to do anything? And the person got really pissed at me because I said, then, then I don't believe that you're really serious about this. Cause it doesn't mean you have to be aggressive. It doesn't mean you have to be annoying. But if you're really serious about your cause, I mean, look at the Mothers Against Drunk Driving. You think they didn't go to somebody and say, I need help learning how

[Unidentified Guest or Co-host]

to talk to senators and making care about this? Can you help me do that? Well, of course they did. That's why they got. That's why they changed the whole world,

[Lisa Earl McLeod]

because they said, what is it gonna take for me? And it's not aggressive and it's not pushy and it's not domineering, but what skills do I need to open the door to this thing for more people? And that's what you're doing. You're opening the door. They get to choose. But you gotta open the door in a really compelling, engaging way, and that's on you.

[Kevin St. Clergy]

Well, then you're describing best practices, which is a big push for our profession right now. So some people follow them. A lot of people do not. And that's why a lot of patients are saying, no, I need to go down the street to a big retailer. Which is what a lot of private practices are fighting.

[Lisa Earl McLeod]

Right. And the reality is nobody wakes up and says, you know what? I don't want to go to a private practice. I don't want to shop at a small store. I'd rather give my money to some big anonymous corporation. I mean, like the cultural zeitgeist is very much. I want to give my money to

[Unidentified Guest or Co-host]

someone that lives in my neighborhood or at least close to it. I don't want to give my money to Walmart or Jeff Bezos or whoever. So the culture's with you.

[Lisa Earl McLeod]

People would rather go, but not if you can't give them what they need, which is an engaging experience.

[Kevin St. Clergy]

We talk about creating a great experience all the time. So one of the pages you bookmarked for me was also about the big sales disconnect which you mentioned a little bit in the beginning. And this is where audiologists are told to focus on the patient. We're a patient centered organization. But the organization goes back and says, well, I need you to hit the number this month. What have you done for me today? You discussed the differences between I believe it was transactional versus noble purpose organizations.

[Lisa Earl McLeod]

Yes.

[Kevin St. Clergy]

What do you feel like are the maybe top three biggest differences?

[Lisa Earl McLeod]

So in a transactional organization, the leaders stand at the top and say we need $100,000, we need $100,000 this week. In a noble purpose organization, the leaders stand at the top and say we need to find 100 patients we can help because that backend the money. It's the senior leader's job to figure out the financial model. So the way you talk about we need to make this money versus we need to help this many more patients. And it's not just semantics, it's what's going to go into people's brain. Where that shows up in an individual contributor is and we've got tons of research on this with lots of different customer service sales, you know, patient support, a lot of different titles. The person who shows up with the very transactional mindset is thinking about themselves and their metrics and, and trying to get it done. And a lot of those people are very well intended people who just want to do a good job. So no shade, they're not thinking, I wonder if I could get into your wallet before you leave. No, they're just trying to get their job done. They're just trying to get their job done. But what we also know is the noble purpose mindset is around making a difference. I'll give two examples, an example outside this world, it's the difference between a teacher just pounding on test scores versus a teacher trying to help you ignite your own love of learning. We know whose classroom we'd rather be in and we also know whose test scores are going to be better. And we you can all point to those teachers who are that way. But the difference between the transactional and where people might be going down the street to the big company, even though that big company may take a very transactional approach to their customers, they've been smart enough to train their people in some best practices that are customer engaging because they know you can't just whisper in people's ear, sell more, close more. That doesn't work. Instead, find out what the customer is dealing with, find out what impact this is having on their life, find out what the win for them is. If I'm a transactional person, I'm just trying to get through this and get this thing done. If I'm a noble purpose person, then I'm saying how can I make a difference here? And I might be under time constraints, I might have a number at the end of the day that somebody's going to look at. But in the moment, the more I can lean into you and think how can I make a difference to this person? I'm actually going to have a faster interaction with you because we'll get to the point faster and I am going to have a more emotionally connected interaction with you, which is going to increase the likelihood that you will buy, that you will stay, that you will become a recurring customer. So you asked me about the difference is it shows up organizationally and whether people just commoditize customers and they're seen as a, a means to an end. And all we talk about is money versus the noble purpose organization that says this is how many people were helping. And let me tell you about one of them this week. It shows up at an individual level and in the attitudes and beliefs which leak out into the language and the way you interact with people. And it's two distinctly different. True north and left to default. Most organizations will default to a transactional mindset because it's easier to understand, it's self focused and numbers can go in an email. True deep rooted belief that we're all here to make a difference is harder to put in the weekly email.

[Kevin St. Clergy]

And it starts with the practice owner or the leader of any organization. That's where I see the problem. Sometimes you've got people that are so focused on the numbers they forget everything else. I'll give you an example. A lot of people come to us saying that I just need more people through the door. Kevin, I said it earlier, but when we really start looking at the practice, like, look, you don't need more people through the door. Your phone's ringing quite a bit. Your people need a higher purpose. They are not happy about something. But we can hear it on phone calls and we can see it when we interview audiologists so well.

[Lisa Earl McLeod]

And the thing is, and if you're an owner practically listening to this, the need to make the numbers is very real. And you have every right with the training you've had, the risk you've taken, the business you've invested in, making money is not a bad thing. And you have every right to make a very good living at this you shouldn't be looking down the road and going, I knew I should have been an anesthesiologist.

[Unidentified Guest or Co-host]

Like, you should be able to make a good living.

[Lisa Earl McLeod]

What you have to understand, though, is call it a practice or whatever you want. You're a business owner, and part of being a business owner or a business leader is knowing how to lead people. And saying, close, more, close, more, close, more is literally the equivalent. I'll give you two examples. The teachers of saying, improve the test, improve the test, improve the test. Why don't I have to tell you, teachers are sick of it. That's why they're quitting and quitting and staying. But it is also, to use a sports analogy, which I rarely do. It is like, if I was your track coach and you were running and I said, go faster, go faster, go faster, I could shout at you a little bit and your times might improve by this much. But that's not a coach.

[Unidentified Guest or Co-host]

That's not someone that's actually coaching you and developing you.

[Lisa Earl McLeod]

If I really want to coach you, I got to look at your start. I got to look at your nutrition, I got to look at your conditioning,

[Unidentified Guest or Co-host]

I got to look at your stride.

[Lisa Earl McLeod]

I got to look at all of those things. I can't just yell at you to go faster.

[Unidentified Guest or Co-host]

I mean, that's not going to work.

[Lisa Earl McLeod]

And so as a leader, as a practice lead, you've got to look at, what are these people thinking? They're not just bots. And I would also suggest that, yes, people start their own practice or become a practice lead because they want to make money. But if you're smart enough to be an audiologist, you had your choices of things to do, and there's a reason you probably picked this one. To go back and rekindle that and give voice to that is the secret to getting your practice moving in the right direction?

[Kevin St. Clergy]

Well, I think it's true for a lot of audiologists who do work for other people, too, because they've got to find that passion again or what motivates them to come. Because I've heard, I've talked to several people who are burned out.

[Lisa Earl McLeod]

Of course they are. And one of the things that we see consistently, and I do a lot of speaking at big events and people will come up to me afterwards, and they're inevitably the front row people, you know, And I'm a front row person.

[Unidentified Guest or Co-host]

I go sit right in the front because I want to hear everything. Yeah, this is great.

[Lisa Earl McLeod]

And so they'll come up to me and they'll go, you know, I totally resonate with what you're, that that's what I've always done. And they'll usually say, oh, I'm the top performer here. I'm the top this there. And that was really true. But what do you think the butt is?

[Kevin St. Clergy]

I'm struggling.

[Lisa Earl McLeod]

My boss.

[Kevin St. Clergy]

Oh, my boss. Oh God.

[Lisa Earl McLeod]

My boss doesn't.

[Kevin St. Clergy]

But my boss is driving me crazy.

[Lisa Earl McLeod]

But my boss is just hammering on the numbers and what they often miss. There's, there's sort of two sides to this. Number one is your boss is giving voice what her or his boss is giving voice to. And your boss may care deeply, but

[Unidentified Guest or Co-host]

what they're hearing in their ear every day is the numbers.

[Lisa Earl McLeod]

And the other thing is, since when

[Unidentified Guest or Co-host]

do you need to wait for your

[Lisa Earl McLeod]

boss to adjust your own attitude?

[Kevin St. Clergy]

Well, that goes back to one of my favorite topics. Everybody listening has probably heard me talk about taking 100% responsibility for everything in your life, including the way you feel.

[Lisa Earl McLeod]

And yeah, I mean, you look at how many times do you interact with your boss versus do you interact with patients? I mean, if you have a terrible boss, if you have a toxic boss, if they're horrible, if you're not getting paid, right. Like you know what you need to do. But if you have the average neurotic, mostly self absorbed, worrying about trying to

[Unidentified Guest or Co-host]

please their boss, boss like most people have,

[Lisa Earl McLeod]

one thing you can do is when they start talking about numbers, this has been really effective when they say we've got to hit these numbers we've got. If they're giving you revenue numbers, patient count numbers, translate them and say, so how many new patients is that? You know what this reminds me of one guy that no one would fit him and I did. And it made such a difference and his family told me what a difference it makes. So as I think about getting new patients, that's the guy I'm going to carry in my heart. So I like that you do not wait for your boss.

[Kevin St. Clergy]

I love it. And what we're trying to, what we try to help people with is meeting agendas because a lot of people don't know how they should structure meetings. And one of the sections that we have on this tool, we call them success Tools, is called Making a Difference. And that's where we encourage everyone to share their best patient story of the week.

[Lisa Earl McLeod]

And there is, you probably already know this. Your listeners might even know this because you've probably talked about it. There is the brain science to support that because when you share a story about how you made a difference Your frontal loes light up. So if I sat here at the meeting and said, okay, we all got to hit these numbers. We got to do this. We got this business problem we need to solve. Like, we all want to do a good job, we'll probably listen. But if I start that meeting and say, tell me about the story where you made a difference, everybody's frontal lobes will light up. Your frontal lobes are where empathy and compassion sit. It's also where problem solving and creativity sits. So if I go around the table and we all tell the story about how we made a difference, and I say, now we've got this business problem we need to solve, I will literally be dealing with a smarter group of

[Unidentified Guest or Co-host]

people than if I hadn't done the stories.

[Lisa Earl McLeod]

Like, literally, I will be dealing with people. And those of you who are just listening cannot see I'm pointing to my forehead, to my frontal lobes, because they will be all lit up. And those are the people that can actually solve a problem, be created. So it seems like you don't have time to tell these stories, but if I told you serving this particular Kool Aid would up the IQ of everyone

[Unidentified Guest or Co-host]

in the room by 10% and up their creativity, you would do it. This is literally helping people with the Kool Aid.

[Kevin St. Clergy]

Well, I don't know that. I didn't know that, but now I do, so I will use that again. Might steal that. I'll give you credit, though.

[Unidentified Guest or Co-host]

It wasn't. I repeated what the scientists at Harvard found.

[Kevin St. Clergy]

I love it. Well, we have a. We do have a habit of getting a little too techy in audiology because we are dealing. The hearing aid technology has come so far, especially in the last six months to 12 months. It's. There's been an awareness in the last

[Lisa Earl McLeod]

six to 12 months.

[Kevin St. Clergy]

Well, every six to 12 months, we have this huge bump with technology. So there's always new technology coming out, and we get so focused on some of the technology that we get away from some of the things that makes us what you call a trusted advisor. Can you tell me more, a little bit more about that, or can you expand on that a little bit?

[Lisa Earl McLeod]

So I'll give you an example. We were dealing with a medical company, and they had this drug that was clinically proven to be 10% better than the competitors, like, legit 10% better. So you think, oh, my gosh, this is, like, amazing. They showed a 10% increase in mobility. So it was people with arthritis. A lot of conditions associated with that 10%. So they go running around. 10% increase in mobility. 10% increase in mobility. And they are not getting the uptick that they thought they would because they're thinking, this is amazing. We'll just tell people and everyone will go, great. And so they called me. And so I said, okay, we've got to change the story. Well, I'm not a scientist, which is important reason why I could ask different questions. And so I said, well, tell me what a 10% means. Well, it means your hands are this much in the muscles. And I'm like, okay, we're getting worse, not better.

[Unidentified Guest or Co-host]

And so then finally, one of the

[Lisa Earl McLeod]

people, one of the nurses said, you know what 10% means? It can mean the difference between you being able to sit at the table with your family and having the dignity of holding your own fork.

[Kevin St. Clergy]

All right, that I'll remember, versus you

[Lisa Earl McLeod]

being fed like it was 10 years ago. I still remember the thing. And you'll remember this dignity and sitting at the table and. And so when you have something new, I guarantee you the innovation came about by people watching real life humans and figuring out how to improve them. So the innovation, if it's any good, was rooted just like that 10% was. But what happens? We get further and further away from that, and then we just start speaking. The science talk or the numbers talk or the this instead of. It's the difference between being able to tell whether your grandchild is laughing or crying. Like, what does this mean? It's the difference between you going like this on a date and the other

[Unidentified Guest or Co-host]

person going, oh, she's got a hearing aid, versus you flipping your hair back. That's what I just did.

[Lisa Earl McLeod]

And feeling 100% confident because no one can see that thing.

[Unidentified Guest or Co-host]

Like.

[Lisa Earl McLeod]

Like whatever it is, you've got to humanize it.

[Kevin St. Clergy]

And we've always said that a hearing loss is more noticeable than a hearing aid, but it gives you the dignity to sit at the table and have a conversation with your family. When you guys are at Denny's after church on Sundays, you'll be able to participate. And the noise is gone. And you can. We've all heard this so many times, and we have so many stories. I think what I hear you saying, tell me if I'm wrong, is we need to use those stories to the patients when we're talking about why we're recommending this. So it's much more powerful to say, listen, the reason I'm recommending this level of technology so that you can hear it, Denny's after church on Sundays, and you can hear your wife when you guys are traveling Together and not speaking at all in the car for an hour and a half on the way to see your. Your other two sons.

[Lisa Earl McLeod]

That hear your wife thing, you're going to get 50, 50 with that?

[Kevin St. Clergy]

We have that one, too. If I don't want to hear, well, you can turn around.

[Unidentified Guest or Co-host]

Not for the Denny sting. No. I've been married a long time. Well, I'm sorry. I didn't hear what you said.

[Kevin St. Clergy]

Yeah, well, here's the other challenge we have is in audiology. You said it before. You know, people don't wake up in the morning and, geez, I can't wait to go get my hearing aid. As soon as I'm done with the hearing aid doctor, I'm going to the knee doctor and the heart doctor. It's just gonna be an amazing day. And we're dealing with a problem that nobody thinks they have, and we're selling something that nobody really wants.

[Lisa Earl McLeod]

Well, that may be true, but. But you are also selling something that gives me an immediate happiness game.

[Kevin St. Clergy]

I agree. That's why I brought it up.

[Lisa Earl McLeod]

So, yeah. So if I'm getting my knee worked on, it might be better, it might not be. That's going south eventually.

[Unidentified Guest or Co-host]

Like, let's.

[Lisa Earl McLeod]

You know, anyone who's listening to this is probably old enough to remember that Nick Nolte scene from North Dallas.

[Unidentified Guest or Co-host]

40, a movie a million years old, where he's a professional football player and he's, like, crippled. By the time he's 40, he can barely get out of bed.

[Lisa Earl McLeod]

As a recovering gymnast.

[Unidentified Guest or Co-host]

That's how I feel sometimes.

[Lisa Earl McLeod]

But the reason I liken that is the hearing. I mean, the thing is, people, it goes away. I mean, I'm not telling you anything you don't know, but having experienced this in my own life, with my father, with my husband, with my brother, watching them become disconnected from conversations versus getting the hearing aid and leaning right back in. I mean, how many times you leave the knee doctor, you're not better.

[Unidentified Guest or Co-host]

You probably got some big long PT routine. You gotta do a bunch of shots. I get the right hearing and you walk out the door and you're better. I mean, I think that would sell like crack.

[Kevin St. Clergy]

Very much so. You also talked about creating a noble sales purpose in organizations. How can practice owners create their own nsp, as you called it?

[Lisa Earl McLeod]

So this is a quick, easy thing that a practice owner can do. Do it on your own and then do it with your team. And you answer three questions. How do we make a difference? How do we do it differently? And on your best day, what do you love about your job. And so I'm gonna unpack those a little bit. How do we make a difference? We just talked about it. My brother wears hearing aids. My brother lost part of his hearing in the army. He got hearing aids. He didn't want to wear them. All of a sudden he wore em and all of a sudden he was a lot nicer person.

[Unidentified Guest or Co-host]

So how'd he make a difference?

[Kevin St. Clergy]

Yeah, well, it's funny you bring that up because a lot of we have to teach and train our staffs that a lot of times when, when patients come in and they're angry, they're not mad at you, they're pissed off because of what's happening in their life, what they're hearing and other things in their body, it's not directed at you. And it's hard to get people to not take it personally. But when you take somebody like that and you turn them to the story you just shared about your brother, it's amazing and it's a great feeling.

[Lisa Earl McLeod]

And sometimes they don't even know why they're so. They're mad their hearing's going to, but they don't even realize the impact it's having. And so how do we make a difference? Now you might think you know this, but having the conversation is what matters. So we're taking what is implicit in your business and making it explicit. So how do we make a difference? Think about, we're giving, we're opening the door for people to have better relationships. Like your words, not mine, whatever words mean something to you. Then how do you do it differently? And this may be that you've got some better technology or maybe just simply you care more, but how do you do it differently? And then the third question is, on your best day, what do you love about your job? So these can just be bullets that you're jotting down. And you asked about how you create your nsp, which we call your noble sales purpose, which is your reason for being, which is the true north for you and everyone else in your practice. It lifts out of the paragraph that you just wrote and the bullet points that you just wrote. And a lot of times people think they need to have some big, you know, perfect saying like Nike, just do it. And it's that pithy and you don't. So I'll give you two examples. You can have a four sentence paragraph. As long as everybody knows it, everybody understands it, and we can all more or less say what it means, you know, four sentence paragraph. Or you can have a statement that's not very sexy. Like we dealt with this IT company and they said we help make small businesses more successful. That's it. Like it doesn't roll off the tongue.

[Unidentified Guest or Co-host]

I'm not gonna put it on a bumper sticker.

[Lisa Earl McLeod]

But if every single person in that company, when they meet with a custom with a potential customer, if every single person has the same true north, we're here to make small businesses more successful, then we're all aligned. So it doesn't have to be perfect. You don't need an ad agency or anything like that. You can have a couple of sentences that we all know, this is why we're here and what we do. Or you can distill it down into one super practical thing. And there's examples in the book.

[Kevin St. Clergy]

Great. Well, we experienced that ourselves before I read the book. I wish I'd have read it several years ago. But when we changed our, our tagline to achieve more, we help practices achieve more. Because what we started to find was sometimes it was just getting more people through the door because they were really well run. Sometimes it was helping a practice owner. My favorite story on my best day was when a practice owner said, you know, the first advice you gave me on the first day I came on board, even though I signed up for your marketing, was how much do you have in your savings? And I had none. And you said I needed six months of savings. And because of the work that you've done with our practice, we have a year's worth of savings. I don't feel like I need to stay at 7 o' clock on a Friday night and get that extra sale because I don't need it. They can wait till Monday and if they don't, maybe it's not the right patient for me. And the person who thanked you the most was my husband. Because I'm not working at night and I'm able to come home. And the most important thing she said to me that day was I'm able

[Lisa Earl McLeod]

to be present, to come home, be present and not be worried.

[Kevin St. Clergy]

That's what I remember the most. You're making me think of stories now.

[Lisa Earl McLeod]

So it's interesting because this connection to the money. There's two places I want to go with this one. If you are an audiologist and, and you are working for a practice owner, the financial pressures that they face are very real. And a lot of the anxiety you're getting off of them may be the financial pressure to pay the insurance and pay the payroll and pay the rent. But the other thing is, if you are someone who is feeling that financial pressure. One of the things that we know is in any organization, you're going to have ups and downs financially. To your point, if you could have enough money in the bank to where it doesn't feel like I'm not going to be able to make my mortgage. But I'll tell you for that moment when you don't have enough money in the bank, because if you read the book, you know, I've been in both those places. If you tether your whole sense of self and your whole ego to whether or not you are making enough money this week or this month, you are just going to be all over the map. And that's one of the things that noble purpose does for you is it gives you something bigger than money to tether yourself to. So if you're having that bad month and you are worried about how to make payroll, you're going to go into your lizard brain, which is your reptilian brain, which is your most self protective, least creative, self absorbed, dumbest brain, which

[Unidentified Guest or Co-host]

is not really where you want to be as a business owner.

[Lisa Earl McLeod]

But the thing that can get you out of it is if you're sitting there thinking, how am I gonna survive? Tell one of those impact stories to yourself. Because you might not make enough money this month, your practice might not grow it the way you want it, you might have a setback. But if you can remind yourself, my work still matters, you will be tethered to something bigger than money and you'll be more resilient. And the research shows this. If I'm just in it for me and things start to go badly, at a certain point, I'm going to get tired and I'm going to give up. But if I know that what I'm doing matters to other people, that's where the resilience and the tenacity come from. And so tethering yourself to this sense of noble purpose versus just the money, you will make more money. And you will also be able to better weather the ebbs and flows of business.

[Kevin St. Clergy]

Because I think when you don't have that tether, what I find is that people go down the blame and complain train, or they jump on the blame and complain train, which goes nowhere and just makes a lot of people upset

[Lisa Earl McLeod]

around them, your reptilian brain can take you from this market is terrible. My employees are terrible. I'm not going to make any money this month. I'm not going to make any money this year. I'm going to have to borrow against My home. I'm going to lose my home. I'm going to have to move in with my parents. Oh, my God, they're dead. I'm homeless.

[Kevin St. Clergy]

We all do it. I think it's part of just being a business owner, too, is recognizing when you're going down. That I loved what you said. Just. You've got to go back to your tether. What? You've got to go back to that story. Because I think as an entrepreneur, we all have those days. But at the same time, especially when it's around a. Centered around a bad client, a bad patient, somebody that you really probably shouldn't have signed up or sold hearing aids to in the first place, or you're actually relieved when they return the hearing aids. Oh, thank God I don't have to deal with that guy again.

[Lisa Earl McLeod]

Or the employee that you never. That you should have let go six months ago, finally quits, and you go and you find out there's all this mess in their desk that they didn't deal with.

[Unidentified Guest or Co-host]

Or the employee that you should have

[Lisa Earl McLeod]

been nicer to quits and goes to

[Unidentified Guest or Co-host]

work for your competition.

[Lisa Earl McLeod]

All of those are just great days.

[Kevin St. Clergy]

That's wonderful. Yeah. Can't wait to see what happens tomorrow. Yep. I don't know why I'm going to do this. Hire you because you're probably just going to quit and screw me over. Right?

[Unidentified Guest or Co-host]

A great way to start a relationship. That's like showing up in a date. Well, the last three people I dated were terrible. You'll probably be the same. Ooh, psych me up.

[Kevin St. Clergy]

Last week we were talking, actually talking about reducing distractions in the office and getting interrupted. For example, one of my favorite stories is when Penny, my old front desk manager, came up to me right before I was walking into a new patient appointment and said, so and so called wants to return their hearing aids. Just want to let you know. Oh, that's just freaking great. And so I went down that. That rabbit hole. So we were talking about how to get out of that, and I think I'm going to again, steal a lot of stuff, but give you. Give you credit this time.

[Lisa Earl McLeod]

So one of the things we have in the book is what we call the 10 second game changer. Because that happens a lot. Somebody comes to you with something, something goes terrible, and you have to walk into the next thing and act like,

[Unidentified Guest or Co-host]

this is the best day ever.

[Lisa Earl McLeod]

And I will tell you that emotional acting is very costly. Emotional acting is acting like everything's fine when it's not, it's very costly. But but what you can do instead, the 10 second game changer is breathe. Think I'm here to make a difference and remind yourself of the time you did. And literally you'll get oxygen flowing to all your extremities. You'll reset yourself to your true north. You'll just like, you can use that same story of that one guy, like

[Unidentified Guest or Co-host]

for the rest of your life you can use that guy. You don't have to have a bunch of stories.

[Lisa Earl McLeod]

Your frontal lobes will ignite, you'll calm down, you'll get more focus and, and 10 seconds.

[Kevin St. Clergy]

See, I like that because I used to say a five minute walk with similar strategies, but I like that better. It's quicker.

[Unidentified Guest or Co-host]

Yeah, we live in an ADHD world.

[Kevin St. Clergy]

That is true for 10 seconds. At 10 seconds in the time the

[Unidentified Guest or Co-host]

little spinning wheel on Zoom starts to open, you can reset for the next one.

[Kevin St. Clergy]

Well, you're getting into a good point because we're talking about people earlier a couple minutes ago. And how can we find the best people that either have the basis for NSP already or do you think that that's going to be pretty rare and we have to lead people to that place? What do you do? We need to interview other interview questions. We should be asking yes or interview questions. Okay, so let's talk about that a little bit.

[Lisa Earl McLeod]

So what you can do is in the interview you want to ask about

[Unidentified Guest or Co-host]

their past work, blah, blah, blah, blah, blah.

[Lisa Earl McLeod]

You know what to ask, but you want to say, can you tell me about a time when you made a difference to someone and it doesn't matter if it was in your field or not. And the person may go, well, I did this and I did that and I did. And it may be about them. Don't let that dissuade you because they've been trained to in an interview, showcase what they're doing, go a little deeper and say, how did it make a difference to the other person? And see, see what you get. And the person that you want is the one that goes, well, their whole life was changed and you should have seen the look on their face and it was amazing. That's the person that may not be living that noble purpose life right now, but has the capacity, well, and most

[Kevin St. Clergy]

people are quitting their boss to come to work for a better boss. So you've got to come across as that better boss is what I hear you saying.

[Lisa Earl McLeod]

What we know is the top 10% of performers, purpose is innate. They will find it wherever they go. And if they try really hard to find it it's not there. They will leave that. They're living their lives that way. What we also know is there's 10 to 20% people, for whatever reason, on the other end of the bell curve. You're not going to get them there. Not your fault. But what do we have in the middle? That leaves 70% of people in the middle who want a purpose, who need it, but it is not innate to them. And that's where you, the leader, come in.

[Kevin St. Clergy]

Well, tell me if I'm wrong, though, but if you're that leader that gives them that purpose, they'll follow you for a very, very long time.

[Lisa Earl McLeod]

They will follow you for a long and. And the decent working conditions, decent paycheck, fair performance, like those are table stakes now. Those are the table stakes for being an employer. This sense of purpose is the game changer that will create the kind of people who will weather the storms, who will be creative.

[Kevin St. Clergy]

And it's interesting. I see it all the time. I mean, I just had a practice runner, did a team retreat here at my house. And her, I think 15 years was the minimum or was the lowest employee that she had. The rest have been there 20, 22, 25 years, same team. I think they had one new person have been there six months and she just couldn't wait. She was so excited. So they came all. I mean, this was a big trip. They came down from Michigan to be here, but it was really cool to see. And I think she's. And I know her, she'll pick up your book and she'll make it even better. Let's see. We are actually, actually out of time. So I don't want to take too much of your time, but this has been my favorite one so far. So thank you for being here because this is something that I think a lot of audiologists need to hear, a lot of practice owners need to hear. They definitely need to read your book. But would you like to talk about how they can either get your book and how they can actually get a hold of you? If they want to work with you, some of the larger practices might want to work with you and how they would.

[Lisa Earl McLeod]

And I have worked with a number of different kinds of practices, you know, and a number of medical bills. Follow me on LinkedIn and you can easily find me. Just Google noble purpose and you'll find me. Follow me on LinkedIn. We do a lot of things on LinkedIn, a lot of LinkedIn lives, a lot of free things. And if you Google selling with noble purpose, you'll find the book. And one of the things that we did in the book to make it really accessible for people was we put like three action points at the end of each chapter. I know everyone else is just as adhd.

[Kevin St. Clergy]

Oh, yeah, we are. I mean, I liked your do one thing because we. That's something we like to do as well. There's so many things I loved about your book.

[Lisa Earl McLeod]

I'm so glad.

[Kevin St. Clergy]

But the do the one thing is good because at the end of each chapter, you have an action item that they can do to make something happen and move forward. Because I think we get so focused on all the things that we got to be doing. Can we just focus on the next best thing?

[Unidentified Guest or Co-host]

Yeah.

[Lisa Earl McLeod]

Just do one thing well.

[Kevin St. Clergy]

Great. Well, Lisa, thank you. Bottom of my heart. Appreciate it very much. What I'll do is anybody listening that would like a copy of her book. And you get on the phone with us, we'll buy you a copy for free. So that's my commitment to you for our listeners. I look forward to talking to you again, Lisa. And I'm sure we'll see each other on that Harvard Business School talk that we've got coming up too, here soon. So thank you again.

[Lisa Earl McLeod]

Great to be with

[Kevin St. Clergy]

Sam.