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Excellent Executive Coaching: Growing Your Business and Enhancing Your Craft.
EEC 419: Discover Your Hidden Superpower and Unlock Your Inevitable Outcome, with Randall Thames
00:20:37
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- [00:05]
A
We all want to find our superpowers, but some clients have difficulty finding out exactly what their superpowers are. So let's talk to the expert, Randall Thames. Welcome to the excellent executive coaching podcast. I'm your host, Dr. Katrina Brujus. And today we have Randall Thames. I got it this time. So, Randall, you have a very interesting background. I mean, you're a coach, a master certified coach from the icf. You're a pastor, you're a junk professor, you're an author, and you're a speaker. Oh, my God, I don't know. That must be. Take a long sentence to explain it all. So tell us, how did you get to be a speaker? Pass Pastor, a junk professor all and a coach. Tell us, maybe you have. You said here, how did a 8 year old Randall go from less than ordinary to discovering his super power?
- [01:09]
B
Yeah. So thank you. Absolutely. Dr. Burroughs, thank you. I appreciate it. Let me just say it's an honor to be here, to be a part of this conversation. I started my journey early and my role is to rise to. The role is to help others rise to their role. And so my role started back when I was 8 years old. Baseball was the thing. Right. So I lived on the east coast in the United States and back in the 70s, when I was coming up, I tried out for a baseball team because, you know, around where we lived, baseball was the sport. I didn't get picked.
- [01:49]
A
Oh.
- [01:50]
B
And I just. And you know, at 8 years old, this was when you do tryouts. So let me just frame it out. You do tryouts and the tryouts are over the course of a Friday, Saturday, and Saturday going into the evening, you get phone call, what team you got picked for. Because this was a league, phone never rang. So I was absolutely discouraged. And in that moment, I realized a few things that were happening. Number one, I realized that maybe baseball wasn't the thing for me. But also I realized that there was a reason why I wasn't selected by anybody. So I started doing. And now this is the more mature.
- [02:34]
A
Me explaining what's here. Yeah.
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B
So the more mature me can say I did a self assessment. And the self assessment was while I didn't catch like the others, I didn't bat or hit a ball. There was things that people were expecting me to do yet. I said, but I'm just as fast, if not faster than most of the people. And so one of the things, so fast forward the story, my parents, who were influencers, happened to know one of the coaches of one of the teams at that Sunday church service. Now mind you, Saturday came and went, they knew one of them and he ended up, I don't know what the conversation was but he ended up putting me on his team. Ah, connections, connections and they're so important. But I realized again I wasn't going to catch or hit or do all of the things that the others did. But what I did realize is that I was fast. And so what I did was I took what I felt was a asset and I maximized it. And so that was the first thing. Secondly I said well, because I'm not as good because I don't meet the expectations of what others are doing, I'm going to elevate my value by bringing out what I know about myself. So let's apply that to others. They may be expecting certain things from you on the job and personal life or wherever where maybe you don't meet the standards of what they're looking for. But you do have something and that's that superpower, that's that it. Factor it, internal talent and you have to discover it, develop it and then display it. Which is my methodology. Discover, develop, display. I discovered that I had something, I developed it by, I went out for the base going back to the baseball. Okay.
- [04:35]
A
Yes. The question is okay, it was a self assessment. You were fast so you were going to leverage that but you didn't have their expectation. So go a little bit more. What did you realize? How are you leveraging your assets when they need, they need a fast person but that's not all they need.
- [04:54]
B
Right. So how did I leverage it is in, I would call it the development phase. So discover, develop, display. So the development phase. And now we're not talking about the eight year old me, I'm really talking. We're talking at a macro level forever.
- [05:10]
A
Okay. Okay.
- [05:12]
B
So how do you leverage what is good in you? How do you do that? I say you do it through the form of take what you feel like you have and whatever that might be. What do you feel like you have? Do a 360. Do a psychometric. Do a Cliftons. Do a strengths finders. Ask the five closest people to you what is it that you see in me that values and take that. That's the foundation and habits and consistency Habits and consistent discipline. Those are the things that I would say once you take that thing, whatever that it is and then if you form a habit around it and you're consistent about creates value for everything and everyone around you.
- [06:05]
A
Now let's, I'm going to ask you what's your thoughts on if you, let's say you don't necessarily have a good point, but you're. You put the habits in and you put the consistency in. Can you develop it anyway or not?
- [06:21]
B
So yes, absolutely. And I say you can develop it. And the ultimate is inevitable outcomes, which is, you know, the phrase that we use. How do you get inevitable outcomes? Well, you stop growing when you stop trying. Right? You don't lose, you learn. So these are just a couple of, you know, phrases. So what does that mean? If you develop a pattern of consistent, disciplined habits, ultimately there will be movement. It will be unmistakable. There will be movement. Will it be the movement that you're looking for and looking to achieve tomorrow, the next day? Maybe not. But that's why it has to be a consistent habit and a discipline, because ultimately there will be movement.
- [07:14]
A
So you discover your strengths, your strong points or a love you have or a passion you have, then you develop the habits, the consistency, the persuasion. And then how do you suggest people display it?
- [07:31]
B
Ah, yes. Here's where you rise and shine, as I say in the book, Rise to the role. How do you display it? Is you do it in a way such that you don't have to stand on the platform of life. You simply show it. I'll give you an example.
- [07:48]
A
Yes, please.
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B
Going to the grocery store, I was having a conversation, which I often do. I was having a conversation with someone who was a checkout clerk. And so just asking her, hey, how's your day? Something as simple as that. And really asking that question allows for someone to. For the moment. Number one, I always like to deal with people who are nice. And so I try to create an ecosystem around me where I like to inspire people. And I inspire them by asking about them. You ask about them. And the answer was in this case, that the cashier, it's okay. And I'm giving you an example of how to inspire people for their best.
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A
Yeah.
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B
I said, okay. I said, but that's not good. I said, what could you do to be better? And she said, well, you know, when I get around my grandkids, that's when things get better. Oh, well, how long are you going to be here on this shift? Oh, I got another two hours. When are you going to see your grandkids? Another 15 minutes after I get off. I said, ah. I said, does your day become better when you're with your grandkids? Absolutely. I said, what are the things that happen when you're with your grand. And this is just a normal conversation. Well, I do this, I do that for them. I am a grandmother that enables them to, you know, to do their playtime and artwork. I said, that sounds like that's your passion. She said, absolutely. She said, you know what? It's not only my passion, but being a grandmother is my superpower. That's how I came up with superpower. It was from. And this is a real story.
- [09:31]
A
Really, this is a real story.
- [09:33]
B
I said, so you're not a cash. The cashier is your activity, your identity or your superpower or that which creates impact and outcomes for others? Your superpower is being a grandmother. She said, exactly. I said, you know what? I'm going to write a book about you one day. True story. True story. And I regrettably did not get the name of that cashier. But I tell the story.
- [10:04]
A
Yes. Oh, that's a pity. She would have loved to be that inspiration. But thanks for the good example and give us another example in the work environment.
- [10:17]
B
Yeah, in a work environment. I do a lot of case studies in the book rise to the role in terms of how people meet their superpowers. And so one of them was a young lady who had worked at a few consulting agencies and she, she is very smart as far as her intellectual smart goes. Her personality is one such that she is one that will create opportunities to for her to tell people exactly how she feels, when she feels it. So therefore I enter as her coach because the organization and this was her third organization in about five years because the other two organizations her personality and her style just that it was not a good match. But she really and the organization really wanted to make this work. So we really stopped and paused and said okay, let's discover what is good about you. Let's do an assessment. And so we did a 360 assessment and we not only did that, we did a cliftonstrength finders a leadership style. So we found out because the what the discover phase we're asking for is assess, get data, get insights. And that's what we did. We then found out all of the great things that she does, but we also found out through the assessment discovery all of the issues where her personality and style intimidated. So then we developed a plan where and the reason why she was intimidating is because her mind worked so fast that she was ahead of where the room was. And she articulated that and expressed a level of frustration for anyone that could not process as fast.
- [12:12]
A
It's like a few of my clients.
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B
Yeah, we developed a plan where we took a metaphor of a House. And I said, okay, this is a house, and you're already living in the house because your mind, your vision, your thoughts, your innovation, they've created, they've decorated the house. And so what we want to do, when you interact with people, almost think of you're opening the door and you're waiting to invite them in to what you've already created. You're not pushing them in, but you're inviting them in. So that's the process and cadence of what we developed as a mental, cognitive, neural reshaping of how she processed. I'm not going to mess with how you process things. I'm going to ask you to pause and then invite people in to where you already live. And then the display part is we went about going through scenarios where she could do that, and she created outcomes that were favorable both to her in the PAUSE methodology as well as her colleagues in the organization.
- [13:29]
A
So, Randall, give another example of this. So she has this metaphor of the house.
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B
She.
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She's inviting somebody in. Okay. She has to pause, because that's the social graces and then what's next?
- [13:43]
B
So. And let me. Just because you mentioned pause. So I've come up with this. It's a methodology for Pause. Pause. P. Pause. Actually, stop.
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A
Sure.
- [13:52]
B
A, Analyze. Analyze the situation, the scenario, without speaking it. You understand the dynamics of what's going on. S. Synthesize it in a way that's. That's favorable for everyone, and then E, Engage. So that's my pause. So I love it. Thank you. So another story about how one might be able to. To work and operate in a way, and how she was able to work and operate in a way that created an opportunity for her actually to get elevated at her new position is she was engaging and she was creating thoughts and ideas and innovation and asking a question instead of telling what do you think? And, you know, something simple. Right. So instead of. I've already come up with a solution and this is how we should go. It's giving them half of what you've already envisioned and saying, what do you think if we could. And being inclusive. What do you think if we. So it's the inclusivity, and it's, again, it's the whole concept opening the door. What do you think if we. I'm inviting you in to where my thoughts are.
- [15:14]
A
Oh, great. Very good. And so how did that pan out? And how long did it take for her to integrate the process?
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B
It took a while.
- [15:24]
A
That's honest.
- [15:25]
B
Yeah. Well, because she was so good at. And, you know, as far as school and, you know, early career, she was really good at being an intellectual and she was proud of being an intellectual and that's nothing wrong with that. And I work with medical doctors and healthcare physicians and all of that. So, you know, it's one of those scenarios as well as higher ed where that's your badge of honor. Right. But you have to have the balance. And so what she found was by still being the smartest person in the room and allowing for others to express some level of their intellect around her, it was less intimidating for others. And when you allow for others, I. E. The cashier and I'm allowing for her to tell her story, you're inviting others into the conversation, they feel more comfortable around you and they feel most importantly like you are a value because you help them become better, whatever they might, a better worker, a better parent, a better spouse. I'm still learning that. 30 years being married, inviting my wife in so that she could be a better spouse by helping her to see the best version of herself.
- [16:49]
A
Oh, great. So great. That's a good. Now I'm going to ask you before we have to stop, but you're also a keynote speaker and tell us a little bit about how did you come to becoming a speaker and what topics do you speak on?
- [17:05]
B
Well, I've been speaking, so I started playing baseball at 8. I probably started speaking at about 10, 10 years old. So I've been curating this craft over the last 50 plus 50 years. And in doing that, I ultimately take the 28 years of corporate experience that I've had and add another 10 years of growing into that corporate experience. And it's a combination of me sharing data, perspectives and insights that create a cognitive reshaping that will inspire 1, 2, 3. Find the best version of themsel. That's what I want to do. I want to create the data, the insights, because data and insights will stick with you and methodologies and framework. Right. And then the inspiration will get you excited. So I'm not boring. I'll try not to.
- [18:03]
A
So you speak on this?
- [18:05]
B
Yes, yes. And so I speak on this. So the topic is. It's simply the methodology. How do you discover, develop and display your best super purpose power? That's difference between superpower and a super purpose power. We get into that in terms of, you know, during the speaking, the presentations and all. And it's a methodology that we talk about.
- [18:32]
A
Oh, that's wonderful. So tell us first the title of your book. So people that are interested and want to learn more that they can download it.
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B
Rise to the Role Rise to the Role is it's a challenge, it's a calling and it is an invitation for anywhere you are in life, you are serving a role. Here is how you rise to that role. Or aspirationally, if you want to get to that next level. The book is titled Rise to the.
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A
Role and where, yeah, where is it available then?
- [19:08]
B
Available on Amazon. Available on all major outlets. You can order it on Amazon. You can order it through inspiritinstitute.com Inspirit is the name of the organization. Institute is the repository for where we do the books, the speaking, the coaching, the advisory. Inspirit institute.com Real quick, we'll put it.
- [19:35]
A
In the the notes. And where can people get a hold of you?
- [19:39]
B
Inspiritinstitute.com oh okay.
- [19:42]
A
So we got the both.
- [19:44]
B
Yeah, yeah. Or LinkedIn, Randall Thames or any social media either in Spirit or LinkedIn in Spirit Institute or Randall themes at any of the outlets.
- [19:57]
A
That's wonderful. So thank you so very much for sharing your knowledge and expertise and look forward to reading your book.
- [20:05]
B
Thank you.
- [20:08]
C
Thank you for listening to the Excellent Executive Coaching Podcast. You can subscribe to all Future podcasts@excellent executivecoaching.com join us each Wednesday to learn more about the latest trends in leadership techniques and bring your coaching to the next level. To learn more about Dr. Burris CEO mastermind, use the contact form@excellentexecutivecoaching.com.