Your Transformation Station - 99. Why Do I Question Myself

Episode Date: February 24, 2022

Questioning myself if I have what it takes? Do you question your leadership skills? If you don't, now is the time to take a hard inventory of what you've been doing, ask for the feedback necessary and revitalize your methods again. If you're the employee, are you asking for the feedback on what you could do better? Here, this is another factor, do you feel your time is used effectively, if not, determine if it's your company who hasn't learned your motivations, or if you have chosen not to share them. PODCAST INFO: Podcast website: ⁠⁠https://www.ytsthepodcast.com⁠⁠ Apple Podcasts: ⁠⁠https://www.ytsthepodcast.com/apple⁠⁠ Spotify: ⁠⁠https://www.ytsthepodcast.com/spotify⁠⁠ RSS: ⁠⁠https://www.ytsthepodcast.com/rss⁠⁠ YouTube: ⁠⁠https://www.ytsthepodcast.com/youtube⁠⁠ SUPPORT & CONNECT: - Facebook: ⁠⁠https://www.ytsthepodcast.com/facebook⁠⁠ - Instagram: ⁠⁠https://www.ytsthepodcast.com/instagram⁠⁠ - TikTok: ⁠⁠https://www.ytsthepodcast.com/tiktok⁠⁠ - Twitter: ⁠⁠https://www.ytsthepodcast.com/x⁠⁠ - Pinterest: ⁠⁠https://www.ytsthepodcast.com/pinterest⁠⁠ - Linkedin: ⁠⁠https://www.ytsthepodcast.com/linkedin⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Rather than trying to be the individuals catching up to the change is be the ones to setting the standards of change and then excelling at that standard and then exceeding it and redefining a new version. This is your transformation station. And now your host, Greg Favaza. Ladies and gentlemen, welcome back to your transformation station. I'm your host, you're one and only as always your brother, your guy, your dude, you, the guy you know when you want something that will help you become better. The dude that's going to hook you up. That was horrible. I tried though.

Anyways, today we're looking at strategies, no, correction, we're looking at skills for communication, communicating change. Now, when we look into that, there is a context that we have to cipher through. We have to look through people, the message, the context, and listening. So when we go into people, in every situation, we try to consider the perspective of the other person, as always. That's the best format to always approach each situation, especially those in a leadership, position. That's what's going to make you a credible source when you lead by empathy. Always viewing others as they would like to be treated, not as how you would like to be treated. Whether you are the presenter or the receiver of information, try to put yourself in the other

person's shoes and or mindset. Now, the message, the message can include what the person is saying but how it's actually being said. Tonality. Nonverbal cues. Nonverbal cues play an enormous impact in direct and indirect communication. Now, yes, virtual communication is difficult to read these nonverbals. it's an aspect on both the sender and the receiver to go above and beyond to display these nonverbals as if you're talking with your hands, as you're showing eye contact,

as your, as every strong leader, I have my son in the back. We're actually outside Walmart and it's snowing and he's just hanging out in the back and I'll set my dog here. And he's getting a little cranky. So I'm trying to get this in here for you guys. So as a strongly, baby, German, as a strong leader who is aware of every aspect in their message, that this will be fundamentally, baby, German, it's going to be. okay, baby. We're almost there. There are nuances in each

communication channel. Understanding the differences between face-to-face communicate. Uh-huh. Yes. What would you like to tell me, Garamon, since I'm recording and you really were doing just fine. So, Garamon, would you like to share with everybody else with what you're feeling?

I'm sorry, but we're going to have to address this. We can't. We got to squash it when it happens. Come on, Garamon. Let's go ahead. and talk. You want to tell everybody, say something. Don't grab the microphone. Let's talk. Yeah, he's not interested. Now he wants to touch the microphone. As I pull it away. Okay. Understanding the differences between face-to-face communication and also various email communication is an important consideration that you have to take into account when you

are delivering a message, okay? It, the, the meaning, the, the intent behind the message that you are trying to send when it is transcribed and put into an email, into a paper, into a journal, it is difficult to grasp when somebody else on the receiving end is not. not inside your mind, is not feeling the emotional connection that you're feeling that made you draw this message into consideration and made it impertinent for them to know. Now, you have to be able to break that down and utilizing these skills and for communicating change. You have to, you have to draw from this.

Listening is another important part of communication, like me listening to my son in the back as he is making his uncomfortable noises that he's making. I mean, yes, we're sitting in the truck. Obviously, he wants to be moving along that satisfaction of cruising on the highway doing about 75, maybe 77. We're pushing it to just above where we're not, we're moving the flow of traffic, so we're safe. Yes, I agree. And we are flowing right along with traffic is a great feeling to have. And that's what he wants. He wants that feeling just as I want that feeling too.

And so does my dog right here. But we can't. Right now we're waiting on them inside Walmart to bring out the groceries as I do this podcast right here, this little solo episode. And going back, leaders who actively can listen to those, they are communicating with usually are more successful in gaining that buy-in and truly understanding what the needs of their team is. You can only gain the buy-in from your team when you understand what is powering

their emotions, what is motivating them to be at work every day, whether it's for a paycheck, whether it's for a career, whether it's for an opportunity. The fact is knowing that and knowing the type of person that they are, are they an informal leader? Do people look up to them? Do they look, do other people inside the team go to them for knowledge and wisdom? What makes them a crucial asset to your team? And why is that important?

Yes, I know. And why is that important? Because they want to feel that. Because if you haven't taken that consideration and haven't raised an emphasis on what makes them unique, thus important, then they obviously do not feel that important in the team. Because we all know this feeling when our boss is a dick and we can't even... I know it's going to be all right. Garamon. Yes.

Wusa. Um, mum, mum, mum, mum, um, um, um, um, um, so I used to do this all the time when he was in the womb, and I still do it to this day. Um, um, it's, I try to put him in a trance and it works, usually. Um, and it's very soothing for him. Um, but usually I'll also do bineural beats, Mozart. classical music of Mozart, ooh, yo-yo ma, and, oh, there's a couple other people.

But back to track, back on track here. What makes a success story in ourselves that we can share and inspire those from our, from us overcoming adversity? How do we define that? How do we know we actually have? a success story to begin with. I mean, we made it this far in life,

achieving and overcoming the very things that make us human. We have accomplished milestones. We accomplished milestones as far as, have you taken into the count of the milestones that we already have accomplished? It's having a baby taking care of him 24-7. loving on him, raising an animal from birth. Yes, tell me about it.

And holding a position that you hold in whatever. I know. It's going to be all right. Mommy is all right. Wusa, I'm sorry. All right. Um. Okay, so we're not going to go into the success story because apparently Garamon doesn't want to hear it.

So he thinks that you guys might not want to hear it. So we're going to move forward and we're still going to address leading organizational change because I still feel like that is a crucial factor in every part of establishing organizational culture. excuse me, but also as it's a crucial factor for every employee that is within and inside the organization. Now, when we think about leading organizational change, we have to be, I lost the focus. Like, you know, when you feel it, you got it, and now it's gone and I'm trying to bring it back to life. Let me see if I can bring it back to life here. As a leader, we need to really be more considered of our employees, also our behavior and the impacts that we can make at our job, but also as our personal life. Yeah, we can, hello, hello old RAM pickup truck.

Yes. As a leader, we really need to be that, that leader. little sustainability that everybody needs in their life when we look at the workforce of an organization. Sustainability can derive in all kinds of shapes, sizes, context, factors, variables, emphasis. I can't think of anything else that can go define atoms. No.

But looking into this. Now, thinking about this. organization, developing, establishing sustainability, maximizing all resources of your stockholders, viewing what's already available? Have we considered that already? Have we looked into the facts that we have a lot of resources that we don't even know we have? Do we know our actual job position to the very letter of the description of the description when we go in to work every day.

I know for me growing up in all my positions that I've upholded, I was in a lot of different jobs. I was, I worked at a, I can start from the very beginning. I worked at a gym as a maintenance guy. I would clean fitness equipment at West County Health and Fitness. I was a courtesy clerk bagging groceries at a Dearburgs. I was a, Jesus, it's like, it's difficult. I'm trying to do this outside.

I got to get over at this. I pulled it a lot of different positions from undercover security to arm security to a supervisor at the UPS Hub factory out in Earth City to being a bouncer at a fucking bar. That's shitty. When we understand what is available and how to use. utilize what's available because everything is documented. Everything is annotated. It's made for everyone's success to be on the same page.

Now, as a leader, direct leadership looking down inside the chain of command, what do you guys do to ensure that your employees have read these documents, these annotations, these understandings of these field manuals, these DA pams, I'm going into military, into these customs and courtesies and procedures. Do you have a, I want to say, like an annual refresher? I know as for when I was a supervisor at UPS, I had to have that ship memorized similar to the military

as far as how to, like a creed. and a piece per package, how to carry, how to actually pick up a package properly, how to maximize my end range motions, how to look at things systematically as I was a part of a cog inside of a system. Now,

what do leadership do inside and outside? Because we are in virtual world, not metaverse yet but through virtual communication how are you implementing that into your personnel to maintain that systematic work environment yes they are in their personal life however i work from home i'm doing this podcast every day whether i'm creating content whether I'm researching, whether I'm moving my podcast from hosting to hosting to hosting because I can't find the right one because I feel like there's more listeners out there than what it's telling me.

And we both know. There's a lot of people out there join fucking Favaza on your transformation station because I'm authentic and fucking real and I give it to you like you deserve it. Right here on your transformation station. Back to what I was saying. What is leadership doing? Not looking at corporate level. I'm looking at direct.

Corporate level, if you want to chime in and look and say, you can be doing something great. Yeah. How about fucking structuring your decision making and ensuring that integrity and accountability falls on the fundamentals of everything? No fucking shortcuts. No shortchanging.

not half-assing. Is that even a consideration? And I'm not talking by the book responses. I'm talking fucking norms. I'm talking, what do you do when it's just you and your other buddies? What are you do when it's the other fucking chief executive or just you and the board of directors?

What are you guys doing to ensure nothing taints procedure and culture, you all should be an advocate for this type of change. Whether you fucking adapt or not, you better because there ain't going to be a tomorrow for that gentleman's club mentality. It ain't going to work anymore. What will work is rather than trying to be the individuals catching up to the change is be the ones to setting the standards of change and then excelling at that standard

and then exceeding it and redefining a new version. It doesn't have to match your competitors. You should be one step above. Yes, priority of what's important to keeping the lights on. That's true. And you have to delegate your manpower to ensure that your technological advancement is ahead and as well as maintaining procedures.

Yes, communication, yes. These are all micro habits. If we really look at the bigger picture and we break it down, it's just micro habits. The craziest thing I could tell you that might help somebody inside a leadership, I'm talking corporate level, somebody looking down that wants to know how to maximize time from every single employee, How about you just do something that's stupid, easy, that's bare and essential because it will give you a huge idea on where your time, where each and every individual's time's going?

Create a fucking 24-hour time wheel. Have each and every individual inside this company create it. How do they spend their day to the very fucking minute? We can do that. Don't try to let people get out of it and say, oh, it varies day by day because we don't, I might have to piss a different time than I do the next day when I got a piss. Yeah, we'll block it in somehow. We obviously know our routines. The fact that you don't want to be transparent about your routines means you're pretty shady.

It means there's definitely something going on is where you take a 15 minute bathroom. break every morning at fucking 9.30 when you got to be in at seven means you have other priorities that's on your mind than work. Now, are you a good fit for the company? If you feel like taking a shit every day on your timeline that you created inside your head is more important than what the company's timeline is. Well, that's an HR problem. Pass that shit off. But for now, I would suggest creating a time wheel. What if everybody created that? That's the way I see when I look at data analytics

when I'm trying to get an idea of exactly who the listeners are. But I hope you enjoyed today's show. I appreciate it. And you have a good day or night. You've been listening to your transformation station, your voice on the hard truths of leadership. We hope you've enjoyed the show. We hope you've gotten some.

useful and practical information. Make sure to like, rate, and review the show. Remember, your transformation station is on all major platforms, including Facebook, Instagram, Pinterest, TikTok, and YouTube, and visit the website. Till next time. It's tax season, and at LifeLock, we know you're tired of numbers. But here's a big one you need to hear. Billions.

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