D (11:01)

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B (12:04)

Hey, welcome back. I'm so excited because to the subject matter that we're talking about here, we have created an online a social community to connect with you. You write in questions, we get em, you give us comments, we really appreciate it. But how we know to make this community better is feedback from you. But how we know to make this community stickier is by creating an online community that we're so excited about. So we're gonna start a Facebook community for our podcast listeners. This is a place for leaders to reflect, to discuss, to apply what we're talking about each week. So you can join at the link in the show notes and it'll tell you exactly how to get there. It'll tell you exactly how to be a part of this community. Cause by the way, we care for you and we're gonna prepare ourselves to care for you and we're going to be active in that community as well. So Chris, I'm so glad to be back talking about how we prepare ourselves to lead more effectively.

C (13:10)

Yeah, really excited about this. Well, you know, this is one that, you know, I got caught smack dab in the middle of, you know, in the book, you know, that I wrote, Drift to Drive, I talk about a moment that really catalyzed this exact scenario and that was being in Cambodia with John Maxwell. I didn't really prepare to the tune that I should have prepared. I prepared. But you know, like John talked about, I was giving him the Saturday night special, you know, and. And just afterwards everyone came up to me. Oh, it was so great. It was so awesome. And then I went back and I sat down with John and sitting at the table, I said, john, go ahead and give me some feedback on my talk today. It's been a little while. And John obliged, gave me about 10 things on there. And then, you know, there were other people at the table, good friends of mine as well too, and they thought it was a brainstorming session. They start giving me feedback and I'm just sweating and I'm going, man, I just, I didn't think it was that bad, but here I am. But I go back that night.

B (14:10)

Mark. Yeah.

C (14:11)

And I look at the nose. There wasn't a thing on there that I didn't know, but there was everything on there that I didn't prepare to do.

B (14:17)

Wow.

C (14:18)

I had spent more time preparing to go speak at a chamber of commerce, a Rotary Club years before than I did to speak on stage in front of 3,500 people. Right. And so when I heard this one right here, I was like, oh, my goodness, I can't wait to talk about preparing. Because that was the jumpstart, you know, getting the battery shock on me to go, oh my goodness, you're drifting as a communicator. Because I was doing it all the time, every single week. And so I truly, truly related to this message. But this also converts over to our everyday lives as leaders.

B (14:50)

Yeah, it does.

C (14:51)

We have everyday meetings that we have to prepare for. We have everyday one on one interactions that we have to prepare for. But talk to me about it, Mark. Where is it that you've been gifted in your life? Where you've winged it or could have winged it instead of actually working at it?

B (15:06)

Well, I've got a real life example in leadership. We'll talk about communication in a little bit as well. My own lack thereof in preparation that John got me in leadership, because I do love that bridge, that connection of John talked a lot about communicating. I think you can apply every one of these principles to our leadership. A real life example. Yesterday. You were in so many of these meetings that we had yesterday and boy, I woke up early preparing for every one of those meetings except one. And the meeting that I prepared the least for was my meeting with Reggie, my right hand, my cfo, strategy officer, my executive partner, his executive partner. And the reason I didn't prepare a lot for that one was because that meeting was going to be used to set up and confirm everything that we did. But I had two things I really needed to answer in that meeting that then I was going to get to what I really wanted to do, which was prepare for the rest of the meetings with them. Those two items completely torpedoed that entire hour meeting. I did not anticipate the response of my team when I was preparing those two things. I just jotted them down. I need to ask about these two things and then we need to do it. I just spent. I'm down here late to this podcast right here. I'm down here late because today I was repairing for a lack of preparing yesterday in that meeting, spent an entire hour doing just before this meeting. So my hour meeting became two hour meetings and an hour and 45 of it was repairing for the fact I did not prepare. So this is a very good question you asked me and a very timely response on the difference between repairing and preparing. Because, by the way, John teaches in other lessons, we're either repairing or preparing in meetings, in communication. Let me tell you something I've communicated from stage before that I was not. That I was not prepared for. I did more repairing on what I did not say correctly because I did not prepare.

C (17:16)

Right. Man. Well, that was great. Well, I hate that they cost you that much time in this short period, but I think this happens so often every single day for. In companies all throughout the world where you go into a meeting with one agenda, not fully preparing for it, you just kind of walk in and then you get handed these grenades that just take you in all different directions. And then one meeting turns into 2 to 3 to 4, all the way down the line, and we find ourselves consistently chasing. And so a little bit of preparation for every single meeting really goes a long way.

B (17:48)

It absolutely does.

C (17:49)

You know, when we look at this next thing I want to talk about, you know, John really said something powerful here. He said that, you know, they were thrilled with this Saturday night special, but he could tell the difference inside. And just like myself in Cambodia, like, the crowd was thrilled with it, but I knew inside, those closest to me knew as well too, that there was more. But how do you build an internal standard that's higher than external applause?

B (18:16)

Yeah, So I love. I love this question. I love the concept in both communicating from stage or communicating to a boardroom, a team, a group on your team, and applying it to leadership. Because when we often. When we often begin to challenge ourself to do well, and then we satisfy ourselves that we did good compared to the time we had to spend, the time that the last person that spoke, I beat them. We began to allow our barometer of success, our indicator of success, to be on external factors rather than an internal perspective. I think we get into trouble. It's a comparison. It's a comparison trap. I'm not trying to be better than you, Chris. I'm trying to be the best of me. I learned a long time ago, in fact, to a fault. I learned a long time ago on how to self critique. I grew up in an environment that was just high demand, high expectation. We wanted our family, we wanted our. Our family image to be a hard worker, to be living above reproach, to be living, Living the standards set. We wanted to be above the standards. And it was Just a drive in our home to not only know the standards, but to live above the standards. That was just kind of a drive. What that has done to me as a leader has been both a gift and an enemy. It's been a gift that I never have to worry about somebody else's critique on making me better. I'm already critiquing. That has been an incredible gift to me. My internal or external, excuse me, my internal perspective of the work that I've done is always been not, how did I do? What could I do better? That's a friend. I love that the enemy has been. I'm never satisfied. Even when I did my best. I am not my own best friend. I'm my own worst critique. And that has caused me at times to not enjoy the journey of impacting others because I'm always asking, what should I. Could I. Would I have done better?

C (20:34)

Right. You know, when you're in that self critique, because a lot of people out there go through the exact same, you know, feeling of self critique, would you find that you're more of a. Do you have more of a negative bend on what you critique, or do you have more of a positive bend on what you critique?

B (20:48)

Negative.

C (20:48)

How to do negative?

B (20:49)

Well, John, John has told me often, he's told me often enough that I'll repeat it for all of you podcast family. John has said the thing he wishes the most for my leadership is that I would not be so hard on myself. Because, yeah, it's one thing to critique yourself and to edify you to better, and it's another thing to look and say, you should have never done that. That was not helpful. That was not good. And so it really is. I'm a lot more positive with the people that I lead than how I lead myself. And so it's a challenge that I get mentored on, not just from John, but from other coaches in my life and how to change my self talk.

C (21:28)

Right? Yeah, that's a big, big deal. I think listeners are really deal with a lot of that. You know, is there any other advice that you would give to someone that has that bend in critique that's more negative than positive?

B (21:39)

I'll tell you what's funny is I'll give you my own Cambodia story. It was not Cambodia for me. It was actually Argentina for me. And I'm in Argentina. John's there, our team is there, our director of content, our executive vice president of content, Jared's there, our content curator, Aaron is. And just like John, John has always, even when I was terrible from stage. John was always giving me critique, even when I was resistant. I don't want to go on your stage. I run companies, thank you very much. John was very critiquing of my speaking. He wanted me to become more believable, get better. And so I can remember a time in Argentina. We're all sitting around a table and John starts the critique. And then all of a sudden, Jared, who happens to, quote, unquote, work for me. I mean, he's on my team. He chimes in. And then Aaron, the content curator, that I also have the chance to sign her paycheck, she jumps in. So I let John finish because he signs my paycheck, he gets to say what he wants to. I let him finish, and then I

C (22:43)

looked at the other two.

B (22:44)

I said, have you ever thought that I might need some encouragement in an area that I'm not very good? And they just kind of stopped and went, oh, we thought we wanted to critique. And I went, no, I want encouragement. And I really did, Chris, for about six to eight months, I said, here's Yalls role. Tell me what I'm doing right. I'm getting enough of what I could have done wrong from me and John, you tell me what I did wrong. And I said, I'm now putting in your job description. Give me affirmation. That's what your job description is stating. I really had to have that because if I would have listened to myself, which is very critiquing, very negative, if I listened to John, which was very constructive, he's not negative at all, but it was all the things I should improve. If I kept continuing my steady diet of what I should have done right or should have done better, I would not have felt the encouragement. Here's my whole point in saying that, Chris. Know yourself, right? And there are times in my life, in certain leadership situations, in this case, certain communication situations, that I needed encouragement. So I put it in somebody's job description, find what I did right, and tell me all about it, because I need to hear it now.

C (23:57)

That is awesome. Now I live on the opposite spectrum, as you know, and I'm very, very positive. So the last thing that I need, I mean, I can take encouragement and I'm just swatting it, you know, just left and right, like, all right, good, good. Yeah, that's fine. I don't really want to hear that. And so I'm always looking for that. That negative bin.

B (24:16)

Yeah.

C (24:16)

To go, hey, no, no, no, tell me what I did wrong.

B (24:19)

Yeah.

C (24:20)

And then, you know, I can take so much of it and I'm like, okay, I'm good, I got it, I got it. Okay, I'll fix those couple come back, I'll get some more. And it truly is this balancing act that we have to have to where we have to have enough encouragement but be willing to face enough truth so that we can actually change.

B (24:37)

I agree, you know and I know we're going to get into this, but it comes back. Chris, we talk a lot about critiquing ourselves, positive, negative. I love the differences of how you and I self talk and then how we utilize input. I now I'm in a middle. Chris, incidentally, I'm going to come back to something I was going to say but incidentally, I'm now in a place to where man, I really want to become world class in specifically communication. I've always been one. I have always wanted to be world class as a leader. But I'm in a place to where I really want to be world class. And now I hunger for the construction, the constructive criticism that will allow me to step up. I'm hungry, I'm desperate for it. I also now swat the affirmation. Got all that. What can I work on to make it better? One of the things that I think that is not tied to quality from an external voice or an external perspective is an internal understanding. Engage. You know, I've told this story before on the podcast. It bears repeating right here. It's the story of Secretary of State Henry Kissinger. He was the secretary of state for both Nixon and for Ford. President Nixon, President Ford. And he had an infamous discipline specifically to speech writers. He was a secretary of state in war times, which means his job was really important. And so every speech by Nixon would go through his desk before President Nixon gave that speech. And they would bring it and it was always last minute, it was always another war thing had changed and they would bring it to him and he would say, before you even looked at, he said, is this your best work? Is this the best you can do? And 50, 60% of the time say, well, we felt like we could have done this. And as soon as they go, well, if he say, don't give me this yet, I only want it when it's your best work. What if we did that to ourselves and with ourselves every leadership moment, every communication moment, every meeting that we was going to do, is it our best work? And you know who answers that question is not you, because you may not like my work, but can I answer? Yes, this is the Best I could do with what I've been given to do.

C (26:50)

Yeah, I love that. I love that John talks about that is your best message versus your big message. And he gives us the four questions to ask. And I think from a leadership lens, as we look at going into the next meeting, that you're getting ready to walk into, asking these four questions. He said, what do I want the audience to know? What do I want my co workers to know when I walk into this boardroom? What do I want them to know? What do I want. Want them to see? What do I want them to see? And what am I going to model throughout what I'm doing? What do I want them to feel? You know, are they going to leave this meeting depressed? Are they going to leave this meeting happy? Are they going to leave this meeting motivated, Given some context there? But then what do I want the people in the meeting to do? I think if we ask those questions and really take a look at each individual meeting, oh, my goodness. Can you imagine the intentionality if actually answered these questions? I. I'm not saying, hey, I've not done that. Okay, so I'm saying this as a group, collectively, PODC listeners as a whole. What if we started this? And what would meetings look like, you know, moving forward?

B (27:53)

You know, what's interesting is, so John says often, I've spoken over 13,000 times. I've been with him on many of those times. And to this day, he's still checklisting those questions. So he's perfected his best message. He's perfected his big message. He's got all of that. But he still asks himself that question question before he goes out to an audience. And I think if we could get a discipline like that, going back to the whole topic of this podcast, preparing as caring, if we could get a discipline like that, to where we put ourselves as a leader, as a communicator, into the seats of the people communicating. I have a really good friend, you know him as well, a guy here in Atlanta, great communicator, Andy Stanley. And Andy prepares every one of his stage talks with several people groups in mind as he's preparing. And what that does is it makes sure that he puts a nuance, a application, an awareness into that talk of the people that he's going to be communicating to. If I would have done, I went back to my illustration from yesterday. If I would have just had just 10 minutes of preparation, of going, what is the potential mindset of the people in that first meeting? I would have caught that My lack of preparation could torpedo the results that I wanted in that meeting. And so often if we would just slow ourselves to the discipline, what is the state of mind? What is the posture? What is the position of the people I'm getting ready to go meet? It will be a game changer to the effectiveness, but it'll be an even greater game changer to the things that you missed that caused them to check out before you ever got to your agenda.

C (29:49)

Wow. Wow. Absolutely love it. You know, this will get us wrapped up here today. Mark, with preparing is caring. I mean, it means a lot to prepare. And so I think as podcast listeners, as we're out there, think about your life on the daily basis of what it is that could be more effective. What could you be better at if you just took a little bit more time to prepare each and every single day? We've all got different areas of our life. It could be preparing our food for the week, it could be preparing our calendar, it could be preparing our kids, it could be preparing in all these different areas, but they all add up. And if we spend a little bit more time preparing, we're going to get a lot further in life.

B (30:31)

Oh, I agree with you. It's so fun to do this podcast with you. I love that Jake does all this preparation, gets John's audio clip to us. I love the conversations that we have before we go live. And what I love, podcast family, podcast listeners, viewers, here's what I love. I love that you're in our minds. For every podcast, I come do my best to sit in the car with you. Some of you, I get on the treadmill with you. Others of you, I kind of put it on background because I know I've got 15 other things to do. How much do you care for your team? Cause again, it's a direct correlation to your preparing and I hope that you'll do that. Hey, I wanna come back to inviting you to our community. I wanna invite you to our Facebook community. We're putting that in the show notes. We wanna have conversations with you. We wanna take these conversations a little bit further. We wanna hear from you and continue to up level the impact that we wanna have with you. We are here because we wanna add value to you. We're here because we expect you to multiply value to others. And let's go do it together. In fact, Jim listened to our 400th episode. Jim, it took us 400 episodes to create a Facebook community. We're a little slow around here, but 400th episode was just a little while ago and we talked about, John and I. John was live in the studio with me. We talked about how to use failure. I hope you'll go back and listen to that. Jim said. It's an incredible milestone. 400 episodes and still adding tremendous value. Love the reminder that failure is not final. Failure is just feedback. You got it, Jim. That's exactly what we wanted to communicate in that episode. You've not heard that episode. Go check it out. Until then, go bring some powerful, positive change to the world around you. Because everyone deserves to be led.

C (32:34)

Well,

D (32:40)

Do you feel like you're meant for more, but you're not sure what next step to take? Whether you're leading a team, building your business, or just trying to lead yourself? Well, you don't need more noise. You need wisdom. Real, proven, practical wisdom. That's why we created the Maxwell Leadership App. Inside you'll get daily bite sized videos from John C. Maxwell and other world class thinkers designed to help you grow. Every day you'll unlock curated playlists on personal growth, leadership, mindset, communication, confidence, and much more. All for just $9.99 a month. And here's the best part. It's growth on your terms, at your pace, in your pocket, ready to go further and grow faster. Download the Maxwell Leadership App today. Go to maxwellpodcast.com app or click the link in the show notes. Try it free for seven days with the code podcast seven. That's podcast the number seven.