WHAT WILL THE AUDIENCE LEARN?
The audience of business owners, managers, and employers will learn how to distinguish a dysfunctional leadership approach from a successful one, and will further learn how to use the "Motivation Equation" to boost employee morale and enhance their workplace.
EPISODE SUMMARY:
Employers need good leadership to drive employee success, improve productivity, and decrease employee turnover. To be a good leader, an employer or manager must foster good communication with their employees. What happens when employers and employees are not clear on their respective needs? How can we, as employers, teach employees by example to clearly express what they need from the employer/employee relationship?
My next guest, Machen MacDonald, strategic growth consultant and Founder of the ProBrilliance Leadership Institute, will discuss and contrast a dysfunctional leadership approach with a successful one.
Join us as we discuss what Machen calls "The Motivation Equation", and learn how this applies to your company's success!
Machen’s Profile: www.linkedin.com/in/machenmacdonald
Websites: www.ProBrilliance.com
www.probrilliance.com/motivational-blog-posts/
Email: machen@probrilliance.com
Twitter: MachenMacDonald
EPISODE QUOTE:
Tune in for this informative conversation at TalkRadio.nyc
Eric introduces his guest, Machen MacDonald as well as the topic for tonight’s episode. Machen is the Founder of the ProBrilliance Leadership Institute. He is also a #1 best-selling author and creator of the highly successful Power of Coaching book series. Machen says that right out of college, he started a water ski school and started a different service leading him into financial services. Machen earned his license to then become a financial advisor and agency manager. He was also able to help others outside the company he worked for in regards to growing businesses. He found that most people were looking for tools and resources to become better versions of themselves; specifically looking at communicating better with others and themselves. Machen talks about dysfunction in businesses due to poor communication. He also discusses common mistakes employers make in their leadership styles. Machen also mentions situational leadership and how leaders were different “hats” for different situations.
Eric asks Machen about the five dysfunctions of a team. Machen says that this comes from a book called The Five Dysfunctions of a Team by Patrick Lencioni. The first one Machen says is lack of trust. Then there is being conflict proficient. The next level is to have clear agreements to hold people accountable which is the next level. Then there is inattentiveness to results which is the final kind of dysfunction. He describes communication as an infinity sign as we always either give or receive information. Machen also mentions the book Man’s Search for Meaning by Viktor Frankl who was a psychologist. One of the things that Viktor says as Machen talks about is that there is a stimulus and our response. In communication, we make up the meaning of the words said to us or actions. We interpret things that may be different from what's really intended. Machen says that this is the gap between the stimulus and response, even if its a nano second. We may not be able to control the stimulus, but we have the power to choose the healthiest perspective in what we fill the gap in with. Overall, the four steps on healthier communication are mentioning the stimulus or situation, what you're feeling, what you need and then the request.
Eric asks Machen about something he calls the responsibility game. Machen says imagine on a piece of paper the word responsibility written. If you break it apart it's “respond with ability”. We all have a capability or ability to be able to do something. The degree to which that gap exists, people can struggle. Below this is fear of not being able to accomplish something or get our needs met. He says that when we drop below “our line”, we rationalize. When you break it into two, Machen says we tell “rational-lies” on why we couldn't respond with all of our ability. The other area is blame; making others responsible for us not responding with our ability. He says that when you break the word blame down, it sounds like “be lame”. In this case, people may hold themselves in a less-than posture. The last word he uses is “shame”. He says when you put the first letter of each word together (rationalize, blame, shame), you get “RBS” or “our-bs”. This is what keeps usfrom responding with our ability. Machen wants to help people with this game to become aware of when they are dropping below the line. They also discuss some challenges in this process.
Eric and Machen talk about the “motivation equation.” He says that its motivation = values x expectancy divided by distractions x delay. He says that it's looking at hierarchy of values, then looking at the project or work at hand and connecting this to the person’s values. Expectancy is understanding whether one sees themselves capable of getting something done. The distractions and delay can be a long deadline for a project for example. There is no motivation to keep going and someone can get tangled up in this. For distractions, there can be things pulling us away that we think are important but may not be as we see it. Eric also mentions a point that with a long timeline for a deadline, one may put their work off for another week, and “that week may never come.” Before wrapping up, Eric thanks Machen for this great conversation. You can visit findmachen.com to connect with Machen MacDonald!
00:00:55.880 --> 00:01:23.170 Machen MacDonald: Good evening. Welcome to employment law Today I'm. The host, Eric Savard. I'm. An employment law and business law attorney. I host this live, weekly talk video show and this live video broadcast every Tuesday night and challenging and interesting events and topics that employers and business owners are facing during these trying times.
00:01:31.210 --> 00:01:34.680 Machen MacDonald: Thank you, Eric. Good to be with you and everybody out there.
00:01:34.840 --> 00:01:37.990 Eric Sarver, Esq. - Employment Law Today: Great to have you on the show. Yes, good to be here as well.
00:01:38.000 --> 00:01:51.089 Eric Sarver, Esq. - Employment Law Today: Um, We've got an interesting topic for tonight, and I definitely want to give our audience a little bit more of your background to them who you are and what you do in a moment. But first now me, just to get the topic out there from the audience this evening,
00:01:51.100 --> 00:01:58.340 Eric Sarver, Esq. - Employment Law Today: and I think it's going to be one that people can really related to. Whether you're an employer as a large company, a small company, or in
00:01:58.350 --> 00:02:02.450 Eric Sarver, Esq. - Employment Law Today: and so on top of tonight is the motivation equation
00:02:14.600 --> 00:02:29.499 Eric Sarver, Esq. - Employment Law Today: an employer or manager must follow. Foster. Excuse me, good communication with their employees. So how can we, as employers, teach our employees by example to clearly express what they need from the employer employee relationship
00:02:29.510 --> 00:02:42.389 Eric Sarver, Esq. - Employment Law Today: on tonight's show. Our guest, Lyncher Mcdonald Strategic growth, consultant and founder of the pro brilliant Leadership Institute and I will discuss and contrast a dysfunctional leadership approach
00:02:42.410 --> 00:02:44.090 Eric Sarver, Esq. - Employment Law Today: from a successful moment,
00:02:44.100 --> 00:02:47.390 Eric Sarver, Esq. - Employment Law Today: and as we discussed what racial call for motivation inclusion,
00:02:47.400 --> 00:02:50.320 Eric Sarver, Esq. - Employment Law Today: and learn how this applies to your company's success.
00:02:58.670 --> 00:03:17.290 Eric Sarver, Esq. - Employment Law Today: And with that i'll just note that as noted, I guess tonight is Matron Mcdonald, and he's the guide elite small business owners and professionals have gone to for over twenty five years to gain increased clarity, confidence in the capacity to optimize their potential, and that, and with other teams,
00:03:17.300 --> 00:03:25.909 Eric Sarver, Esq. - Employment Law Today: is a serial entrepreneur, having been a successful financial adviser who started five businesses. He has written five books and presents manually
00:03:30.840 --> 00:03:47.399 Eric Sarver, Esq. - Employment Law Today: his workshops and inspiration and lectures teach and motivate small business owners and trusted advisors with deep insights and dramatic skills that they created. They discover how to accelerate the growth and success in their business, while experiencing greater life of them
00:03:47.540 --> 00:04:07.420 Eric Sarver, Esq. - Employment Law Today: mentioned, found in the Pro Williams leadership in this week, in two thousand and four and is an award-winning strategic work, coach and number one, and i'm really glad to have a chance to engage in the conversations.
00:04:07.560 --> 00:04:12.070 Machen MacDonald: I'm so happy to be here, and i'm really looking forward to our conversation.
00:04:12.080 --> 00:04:13.590 Eric Sarver, Esq. - Employment Law Today: Yes, in here,
00:04:13.600 --> 00:04:17.000 so I to get to it. My first question
00:04:17.089 --> 00:04:21.280 Eric Sarver, Esq. - Employment Law Today: I asked my guess, which is, you know, besides the and I read for you. It tells you
00:04:21.420 --> 00:04:23.490 more about yourself. Mentioned, like me,
00:04:23.630 --> 00:04:30.089 Eric Sarver, Esq. - Employment Law Today: Major, mainly. How did your career initially start out, and what prompted you to create the program's leadership.
00:04:32.230 --> 00:04:48.090 Machen MacDonald: Well, yeah, so thanks for asking that I'm somewhat of a serial entrepreneur right out of college. I started a Waterski school like Tahoe in Nevada and California, and then migrated into starting
00:04:48.100 --> 00:05:07.120 Machen MacDonald: city-wide economy air service from San Francisco which got me into financial services. Um! I was introduced to sixty people that I was successful in that business, and I interviewed, got my licenses learned, and became a financial advisor, eventually an agency manager with a
00:05:07.130 --> 00:05:15.110 Machen MacDonald: large mutual insurance company and had great success there, and had an opportunity to
00:05:15.250 --> 00:05:26.149 Machen MacDonald: it. Basically helped people outside of the company, not just inside the company with regards to rowing businesses and decided to hang out my shingle
00:05:26.160 --> 00:05:42.790 Machen MacDonald: back in two thousand and four as a leadership Institute, because I found that most people were really looking for tools and resources, with regards to becoming better versions of themselves which ultimately comes down to communications not just with other people, but most importantly with themselves.
00:05:44.930 --> 00:05:52.510 Eric Sarver, Esq. - Employment Law Today: Interesting. Yeah, it's a quite a quite interesting and expensive background there. I like how you got that
00:05:52.530 --> 00:06:01.930 Eric Sarver, Esq. - Employment Law Today: experience in various areas and industries. Right? We've got, You know these peaceful the water skiing rather part of it's for which I think you said it was a part of that school.
00:06:02.000 --> 00:06:03.090 Eric Sarver, Esq. - Employment Law Today: Is that correct?
00:06:03.450 --> 00:06:07.389 Machen MacDonald: I'm sorry that say that again.
00:06:07.520 --> 00:06:10.440 Machen MacDonald: Yeah, yeah, right? And then So you're in that whole
00:06:11.860 --> 00:06:19.570 Eric Sarver, Esq. - Employment Law Today: and getting the the robot in the ropes of business, and then take a tradition from there into the Cons here and share with them financial management. I guess you,
00:06:19.960 --> 00:06:23.089 Eric Sarver, Esq. - Employment Law Today: I imagine, that showed you what
00:06:23.110 --> 00:06:35.479 Machen MacDonald: successful business owners did and what was missing, and maybe I I guess that's what I hear in terms of what led you to the pro to found the Pro Brilliance Institute Institution. That's interesting.
00:06:37.210 --> 00:06:56.219 Machen MacDonald: Yeah, it lend itself to just it. It's so much of it comes back to communication. You know the the dysfunction that I would see, and other businesses. Um is just people not knowing how to clearly communicate and ask for what they need, and
00:06:56.230 --> 00:07:04.849 Machen MacDonald: you know, So we discovered ways to help people become more effective in that regard, and it makes life so much easier.
00:07:04.860 --> 00:07:05.990 Eric Sarver, Esq. - Employment Law Today: Yes,
00:07:06.000 --> 00:07:07.719 and we're going to get into some of those
00:07:07.800 --> 00:07:26.389 Eric Sarver, Esq. - Employment Law Today: communication methods and styles away from Michelle, but I think it's also interesting how I had different types of guests on my show, with some backgrounds where they always do. They wanted to do X when they grew up, and they were like eight years old, and you know and say, baking with their mom, and then they over to Bakery at age thirty, five, and others, who,
00:07:26.400 --> 00:07:28.090 Eric Sarver, Esq. - Employment Law Today: through a series of their own
00:07:28.100 --> 00:07:37.890 Eric Sarver, Esq. - Employment Law Today: uh adventures, adventures in the in the professional arena, saw what a need that had to be filled, and perhaps saw that an experience what happens when it's not
00:07:37.900 --> 00:07:42.830 Eric Sarver, Esq. - Employment Law Today: met. So communication amongst i'm sure. At certain companies you may have been in,
00:07:42.840 --> 00:07:47.389 Eric Sarver, Esq. - Employment Law Today: perhaps that's revealed itself. But I think communication I tend to agree with you mentioned,
00:07:47.400 --> 00:07:59.569 Eric Sarver, Esq. - Employment Law Today: especially from my perspective as an employment attorney. I see so many issues of litigation and conflicts that result from a breakdown in communication. So really it seem to have that
00:07:59.580 --> 00:08:12.050 Eric Sarver, Esq. - Employment Law Today: as your background, it's kind of a nice segue for me to another question, which is, what are the most common mistakes that you see employers make when it comes to leadership styles with their employees.
00:08:14.310 --> 00:08:18.689 Machen MacDonald: You know, I think the biggest thing is,
00:08:20.220 --> 00:08:24.340 Machen MacDonald: it goes to a couple of places First, I would say that they
00:08:25.800 --> 00:08:44.530 Machen MacDonald: are trying to lead the person rather than be the person through the current situation in recognizing what is the situation, because we may be dealing with a person that is highly experienced and skilled is highly motivated.
00:08:44.540 --> 00:08:55.399 Machen MacDonald: However, they're embarking in a new project or a new task, that they may not have all that experiment bringing that situation. And so their
00:08:55.430 --> 00:09:07.349 Machen MacDonald: the expectation is that they perform a certain way, and they give them the resources or lack of resources, sometimes because they already imagine that they're further along than what they are in that particular point, or
00:09:07.360 --> 00:09:16.809 Machen MacDonald: they don't recognize Somebody is, you know, brand new doesn't. Have this skill, but has a high will, and they're they
00:09:16.820 --> 00:09:32.769 Machen MacDonald: looking to them to figure things out rather than just, maybe dictating what needs to be done. So I think, and this comes back to something known as situational leadership; whereas if you just look at what's the situation, and then take into account the person
00:09:32.780 --> 00:09:44.290 Machen MacDonald: in relation to that situation and lead managed by that, giving them the tools. Whether it's we need to be more dictating, if you will, or more coding or mentoring
00:09:44.300 --> 00:09:45.350 Machen MacDonald: managing.
00:09:45.360 --> 00:09:48.379 Machen MacDonald: You know those are the different hats that a leader is going to wear.
00:09:48.390 --> 00:09:53.620 Machen MacDonald: Sometimes you just don't have the right hat on for the right situation.
00:09:53.720 --> 00:10:12.679 Eric Sarver, Esq. - Employment Law Today: I think maybe perhaps some of our audience, if their managers or leaders might at times get, maybe sidetracked or not realize that dictating a course of action can be as much leadership and helping somebody develop as you know, the old expression of people.
00:10:12.690 --> 00:10:17.800 Eric Sarver, Esq. - Employment Law Today: Person a fish that's supposed to do them a fish. It's. It can be just as valuable as
00:10:17.810 --> 00:10:19.090 in the situation
00:10:19.100 --> 00:10:36.889 Eric Sarver, Esq. - Employment Law Today: as other times, and where you want to let the person sort of figure out for themselves, or what's happening to learn. Um. I think a lot of people. Don't. Look at that. But i'm glad you're mentioning those things to say about the situation, and also about just leadership, you know, through dictation, for example for communication.
00:10:36.900 --> 00:10:56.400 Eric Sarver, Esq. - Employment Law Today: I know that often the situation people in, I think in in companies and the aggregate there can really change, and they can be different sets of skills required, or different information to be given. So I So it sounds like situational leadership. Is Is that a pretty good cornerstone of what makes up a good leader, and in your opinion
00:10:56.520 --> 00:11:00.890 Machen MacDonald: well, I think it's. It's one of the cornerstones
00:11:00.900 --> 00:11:04.990 Machen MacDonald: sometimes. There's a lot of corners
00:11:05.000 --> 00:11:20.290 Machen MacDonald: they were, but it certainly is one to be aware of. The phrase I learned years ago is the situation is the boss kind of like. Spare me the narrative. Here's the situation.
00:11:20.300 --> 00:11:24.990 Machen MacDonald: How do we bring our best selves to this situation?
00:11:25.120 --> 00:11:26.430 Eric Sarver, Esq. - Employment Law Today: Hmm.
00:11:26.690 --> 00:11:30.330 Eric Sarver, Esq. - Employment Law Today: What's interesting about that, too, is what I hear from
00:11:30.830 --> 00:11:35.389 Eric Sarver, Esq. - Employment Law Today: recruiters and others in the coaching and recruiting field
00:11:35.400 --> 00:12:02.860 Machen MacDonald: is that a lot of companies are hiring more sort of a project-based goals as opposed to the permanent five to ten year, twenty year old, especially in the c-suite, and even middle management. So people are being hired to come into a certain situation right and it's like troublesome to shoot or solve a problem. So it sounds as if what you're saying aligns with where a lot of businesses are today. Just for observing
00:12:02.920 --> 00:12:04.610 Eric Sarver, Esq. - Employment Law Today: with my clients as well,
00:12:04.620 --> 00:12:05.790 Machen MacDonald: did you.
00:12:05.800 --> 00:12:13.159 Machen MacDonald: Yeah, we're going to bring them into either a project that needs to be figured out. Everything's figure outable,
00:12:13.300 --> 00:12:27.169 Machen MacDonald: and you know, as people come into the organization. Oftentimes they're looking to best navigate through all of that and to the next level of the next level.
00:12:27.180 --> 00:12:40.750 Machen MacDonald: And you know again, it comes back to communication and understanding, to ask clearly for what we need and listen for what other people need. And then together we help each other get our needs met, and if we all,
00:12:40.990 --> 00:12:55.319 Machen MacDonald: you know, took a chill pill and relax, and just remembered that one piece so much more accomplished. But when we're worried, or when we're in fear mode. Oftentimes people don't know how to ask for
00:12:55.660 --> 00:13:02.990 Machen MacDonald: it comes across as this tragic expression of an attack, or going passive, aggressive
00:13:03.000 --> 00:13:21.589 Machen MacDonald: um right? And so if we can understand that, because most people don't know how to ask for what they need to get when they're attacking or going passive, aggressive, if we can kind of rise above that, and really listen for what it is they need or what they believe they don't have to get the job
00:13:22.510 --> 00:13:25.410 Machen MacDonald: that need net if we can.
00:13:25.730 --> 00:13:27.730 Machen MacDonald: And then for us it's there.
00:13:28.770 --> 00:13:42.490 Eric Sarver, Esq. - Employment Law Today: Yeah, that's that is a central tenant of ah mediation as well, right, because, like often the sizes don't understand, or processing their needs, or are afraid to ask in a way that's not either super aggressive
00:13:42.500 --> 00:13:56.389 Eric Sarver, Esq. - Employment Law Today: who are very passive, and a whole push-pole dynamic. So i'm glad you talk about talk about that, just listening to what others need right and and helping them to understand their own needs and how to express them. And you mentioned that fear of
00:13:56.400 --> 00:14:14.460 Eric Sarver, Esq. - Employment Law Today: Yeah, when that fear anxiety kicks in, I think for us as humans, I I believe it sort of shuts down like a lot of the logical parts of the brain. Um, you get that fighter flight that brush up. I think it's the amygdala, or whatever it's called in the brain that gets into that mode, and sometimes it becomes hard not to either
00:14:14.470 --> 00:14:43.750 Eric Sarver, Esq. - Employment Law Today: become aggressive or or passive. Um, But I want to hear more about enter the commercial break, of course, about how you um help companies with this viable communication. Ah, what techniques! And also But we want to talk about the motivation equation. So we're in our first promotion rank folks. But you're watching and listening to employment law today. I'm your host, David sober, our guest tonight. Nature Mcdonald Um, the guide, elite small business owners and professionals
00:14:43.760 --> 00:14:49.019 Eric Sarver, Esq. - Employment Law Today: turn to so stick around It's our way to Nyc. We will be right back.
00:14:52.250 --> 00:14:56.910 Machen MacDonald: Are you a business owner? Do you want to be a business owner? Do you work with business owners?
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00:17:03.770 --> 00:17:05.559 folks to employment. Law. Today
00:17:06.240 --> 00:17:07.390 I see
00:17:07.400 --> 00:17:25.140 Machen MacDonald: our guest tonight, Matron Mcdonald. Ah, Us, the founder and creator of the Pro brilliant Leadership Institute, and we're talking about the motivation of the and we're talking about leadership, style, visa, be better communication and
00:17:25.150 --> 00:17:43.310 Eric Sarver, Esq. - Employment Law Today: better understanding of what our needs are, how to express them. And Ah mentioned. I thought you really covered that well on the last question, and I wanted to ask you about something that you and I talked about in previously. It has to do with the um. Can you discuss the five dysfunctions of a team?
00:17:43.320 --> 00:17:47.019 What is that concept? Or I think the other in the book just now. So
00:17:47.030 --> 00:17:53.689 Machen MacDonald: yeah, it actually comes from a book called Five Dysfunctions of a Team, by Patrick Lindsey on the
00:17:53.700 --> 00:18:11.370 Machen MacDonald: It's a kind of a must read. There's there's several books that I always ah insist that my leaders get to get to become familiar with, and that's one of them, and he does a great job in the book of helping people understand that the first dysfunction
00:18:11.380 --> 00:18:22.840 Machen MacDonald: of teams is lack of trust. There's no trust there's no trust. We don't feel safe to get to the next level, which is being conflict proficient
00:18:22.850 --> 00:18:39.260 Machen MacDonald: in other words, with fear conflict. We're avoided because we don't trust the people that we're surrounded by, and usually it's in those confrontational conversations that are robust, that a lot of things are figured out
00:18:39.270 --> 00:18:51.220 Machen MacDonald: and breakthroughs are achieved. So if we don't have a safe space for that to go there we don't get to that level, and then, from the becoming conflict proficient.
00:18:51.230 --> 00:19:10.839 Machen MacDonald: The next level is, we have to have commitments, clear agreements. If we don't have clear agreements, we can't hold people accountable, which is the next level. And there's a whole accountability conversation that we've developed for leaders or for any dynamic
00:19:10.850 --> 00:19:22.289 Machen MacDonald: of people to hold people accountable, or what we call capable. Right? We want to hold you capable of doing what you're able to do. And then, finally, as we're going through that
00:19:22.300 --> 00:19:39.090 Machen MacDonald: a stair-step approach, and we're holding people accountable, Then we can measure and be aware of the the results that we have to be attentive to the results. That's the fifth dysfunction of a team as in attentive results
00:19:39.100 --> 00:19:53.709 Machen MacDonald: when it works, We're not celebrating good results, and we're not calibrating the the unintended results that we're getting. So we have to have those steps in place to get to the level We want for proficiency and functionality.
00:19:54.690 --> 00:20:08.140 Eric Sarver, Esq. - Employment Law Today: It's interesting. I could then can see what you're saying.
00:20:08.920 --> 00:20:12.490 Eric Sarver, Esq. - Employment Law Today: We' to narrow it as people in to do some cases and
00:20:12.500 --> 00:20:13.489 Eric Sarver, Esq. - Employment Law Today: off in the
00:20:13.500 --> 00:20:15.850 quick down somewhere in communication,
00:20:16.170 --> 00:20:27.120 Eric Sarver, Esq. - Employment Law Today: or break down in trust, and I think those often go hand in the hand right yet. There's no trust There's not open communication, as I kind of hear you saying, and if there's poor communication, often people get
00:20:27.250 --> 00:20:46.299 Eric Sarver, Esq. - Employment Law Today: it's true what's going on, and they get to a lack of trust, and then from there, and conflicts Don't get properly addressed, and then each side takes them to their position, and even you have a denial letter from it. A plaintiff's council employee side. If you're up to an employer, or you end up the wrong side of the lawsuit, so I think it's so
00:20:46.310 --> 00:20:57.390 Eric Sarver, Esq. - Employment Law Today: to discuss these, not just like from the stance of a trying to increase leadership, but in the ranks, but also to prevent employment, litigation from happening. So it's interesting to talk about this,
00:20:57.400 --> 00:21:06.199 Eric Sarver, Esq. - Employment Law Today: you know. Yeah, those are five great ones, I think conflict proficient commitment uh accountability and help you capable, As you said,
00:21:06.930 --> 00:21:15.300 Eric Sarver, Esq. - Employment Law Today: if I imagine that communication is a key thread that runs through the function, the the positive.
00:21:15.360 --> 00:21:18.449 Eric Sarver, Esq. - Employment Law Today: So here we put these five things. There is that right? Or
00:21:18.500 --> 00:21:28.889 Machen MacDonald: yeah, it's. If we can think of communication as an infinity sign just going back and forth, we're either giving information or we're receiving information.
00:21:28.900 --> 00:21:29.520 Machen MacDonald: It's a
00:21:29.530 --> 00:21:43.090 Machen MacDonald: and when we're giving information. It's our responsibility to give the truth. The challenge is oftentimes we're trying to rescue people emotionally,
00:21:50.750 --> 00:22:11.989 Machen MacDonald: and so it gets misconstrued or misunderstood. And then we're kind of off the rails as far as the communication goes, for when we're receiving information, it's our responsibility to listen for what the other person needs, even through the attack, or that you language you always. You never,
00:22:12.900 --> 00:22:28.530 Machen MacDonald: never, always, never something or anything right. So that's not the issue. And then there is A. There is another level to this which is most communication, If not all communication is projection
00:22:29.240 --> 00:22:32.189 Machen MacDonald: right? You know it's it's we're gonna
00:22:32.200 --> 00:22:50.430 Machen MacDonald: put our story. Our narrative on things, and so we have to be very mindful of that, and that's helpful is to be able to listen for what other people need, and then keep ourselves separate from that projection to help them get the
00:22:51.210 --> 00:23:11.199 Machen MacDonald: It's interesting as you're talking about this, I hear some underlying principles that are psychological and perhaps even spiritual nature right? And in the Buddhist talk a lot about a good story that we we attach to situations and the false narratives, and how that impacts the ego which can affect how we respond to
00:23:11.210 --> 00:23:17.079 Eric Sarver, Esq. - Employment Law Today: criticism. And I hear sort of that psychological aspect of the
00:23:17.190 --> 00:23:30.190 Eric Sarver, Esq. - Employment Law Today: having a safe space for conversation, and also just avoiding that. You know sort of you language that you need to do this and that. Are you, on doing this correctly, as opposed to sort of staying a situation for the perspective of
00:23:30.200 --> 00:23:43.739 Eric Sarver, Esq. - Employment Law Today: I as i'm the employer or the leader. I need more of this from you, where I need to know you can do. Xyz: So I wonder how much of the leadership coaching involves
00:23:43.780 --> 00:23:48.339 Eric Sarver, Esq. - Employment Law Today: psychological counseling principles. And what are your thoughts on that?
00:23:48.350 --> 00:23:54.740 Machen MacDonald: Well, yeah, you. You heard perfectly, you know, in in
00:23:54.760 --> 00:24:09.410 Machen MacDonald: his book, Man's search for meeting. Victor Frankel survived. Asshowitz was a psychologist. One of the things that he says is that
00:24:09.860 --> 00:24:27.530 Machen MacDonald: there? There's a stimulus, and then there's our response, right? Somebody says something or does something, and then we have a response, and what he talks about is the gap between the stimulus and the response. And most people think that their response,
00:24:27.540 --> 00:24:43.910 Machen MacDonald: because it happens in a nanosecond is because of the stimulus. Right. Somebody, you know, cuts us off on the road, and we have this stimulus to go to anger. Maybe you flip them off or chase them off the pro for whatever it might be, They're on the gap
00:24:43.920 --> 00:24:47.789 Machen MacDonald: that we associate to what the stimulus was.
00:24:47.800 --> 00:24:53.499 Machen MacDonald: We can hear certain words, but it's not always.
00:24:53.870 --> 00:24:57.390 Machen MacDonald: We don't always make up the meaning that was intended.
00:24:57.400 --> 00:25:09.990 Machen MacDonald: There is an unintended impact or unintended consequence of our words or our conversation. So what we have to do is we have to check in with. Here's the meeting I'm. Making up of what I heard you say
00:25:10.000 --> 00:25:11.890 Machen MacDonald: is that accurate
00:25:11.900 --> 00:25:21.139 Machen MacDonald: and based upon that? And my emotional intelligence. I'm going to have a response to what I made up in that gap,
00:25:21.150 --> 00:25:33.209 Machen MacDonald: and so depending upon where i'm coming from. If i'm in this fearful place or egotistical place, I may not be accessing all of my wisdom.
00:25:33.220 --> 00:25:49.489 Machen MacDonald: It's years. I may be accessing an emotional hijack part of me,
00:25:49.500 --> 00:25:51.289 Eric Sarver, Esq. - Employment Law Today: right thinking, judgment.
00:25:51.300 --> 00:25:59.839 Machen MacDonald: Yeah. And so the more we have an awareness and what our potential triggers are, because we can all get emotionally hijacked.
00:25:59.850 --> 00:26:14.689 Machen MacDonald: And you know an angry eight-year-old that that's why you have a job. Because a lot of people aren't operating with their full capacity, and they do things they wish they didn't.
00:26:14.830 --> 00:26:32.870 Machen MacDonald: When we can help people understand that they may not be able to control the stimulus, and they always have the power to choose the healthiest perspective of what they fill the gap in with, and respond to that.
00:26:32.880 --> 00:26:42.169 Machen MacDonald: And that's a lot of the work that we do with people at very high level to help them become more and more what is known as emotionally intelligent.
00:26:42.180 --> 00:26:43.390 Machen MacDonald: Right?
00:26:43.400 --> 00:26:49.259 Eric Sarver, Esq. - Employment Law Today: And you're right, my job. Why, I do compliance also the litigation piece that often stands from that
00:26:49.360 --> 00:27:19.309 Eric Sarver, Esq. - Employment Law Today: that lack of gap. There's a stimulus, and then they response, which often is, you know I can't say how many times the company's hired me. Patient says it out with a very sensitive termination or a situation, and there's a very, very tense hot emotion like between. Right. There's resentment building towards the trouble. Employees who, they feel has not been appreciative or not been, you know, listening to what they're doing, and and not not not appreciating all their their assistance. And then there's an employee expected that they're being railroaded so,
00:27:19.320 --> 00:27:26.340 Eric Sarver, Esq. - Employment Law Today: and that nothing's their fault, and so I will kind of encourage them to take certain steps which are akin to the gap,
00:27:26.350 --> 00:27:55.929 Eric Sarver, Esq. - Employment Law Today: and and I think a meeting, and we're going to have this kind of constructive conversation and hear their needs. And then, if there's a need to terminate, what do you need to have in place and let's assess um, and often i'll get a call back from those clients not not uncommon, Maybe a weekend or later, and they'll say, Well, we need to retain you for a different reason. Um, the person so And so you know, I said this in this I it was just sure I both the camels back. I told him That's it, Rob, you, don't. I can't take this anymore.
00:27:55.940 --> 00:28:12.529 Eric Sarver, Esq. - Employment Law Today: You're fired. You do a terrible job. You never did this job. And then Robbie says, you know what you've been. You've been up against me, and since you found that I was, you know, filling the like right in the class category, and and then the war begins. And now they have an attorney, and so um! But that gap
00:28:12.540 --> 00:28:18.289 Eric Sarver, Esq. - Employment Law Today: I just I hear it. I imagine that means that a lot of good communication involves pausing
00:28:18.300 --> 00:28:46.809 Machen MacDonald: right. See what set him was heard, and giving the person, I think maybe the chance like to say, you know. Do you understand? How do you understand what i'm saying, What do you? What do you think I'm saying? And the people this example the employee says: Well, I think you're saying I i'm a terrible employee, I think. And you say you actually that's not what i'm saying. I'm saying the situation recorded sex and vice versa. Right could be important that the employee or the employer explain what they hear from the employee. I think I hear you saying that you know nothing we give you is,
00:28:52.470 --> 00:29:01.970 Machen MacDonald: yeah, and it's It's helping people be okay with the emotions. Right? We're going to have all kinds of emotion. Think of emotion as energy in motion,
00:29:02.080 --> 00:29:08.510 Machen MacDonald: So it's our job to direct that energy in a purposeful and functional way.
00:29:08.560 --> 00:29:12.440 Machen MacDonald: So again, if we go back to that infinity loop,
00:29:12.620 --> 00:29:22.690 Machen MacDonald: there's four four steps that I help people with, which is, get clear on the data. Here's the situation or the stimulus.
00:29:22.700 --> 00:29:25.200 Machen MacDonald: Here's what i'm feeling.
00:29:26.000 --> 00:29:28.330 Machen MacDonald: Here's what I need.
00:29:28.910 --> 00:29:31.009 Machen MacDonald: Would you be willing?
00:29:31.280 --> 00:29:35.789 Machen MacDonald: Right So it's the data, the feeling, the need, and the request.
00:29:35.800 --> 00:29:49.790 Machen MacDonald: We can just remember those four steps we were in conversation with people and listen for those elements, too, if somebody else doesn't know how to put that sequence together
00:29:49.800 --> 00:29:54.880 Machen MacDonald: if we stay on the track, and it's a lot more fun and enjoyable
00:29:54.890 --> 00:29:55.990 Eric Sarver, Esq. - Employment Law Today: right?
00:29:56.110 --> 00:30:08.369 Eric Sarver, Esq. - Employment Law Today: Here's the clearly data what I feel, what I need, and then the request. I can see how that would work very well in the situation, in in the employment business arena,
00:30:08.380 --> 00:30:28.330 Eric Sarver, Esq. - Employment Law Today: and there, I say, in personal situations, it's family and and partners themselves in the marriage and um it's a thing if you're listening tonight and having an issue. I'm not a marriage counsel by, but any stripes. But I would say that, you know I would be curious to get people's responses in their comments next week, if you try that, what happens? And
00:30:28.340 --> 00:30:37.999 Eric Sarver, Esq. - Employment Law Today: we're actually going to have commercial grade nation timeswise, and we're having fun at interesting conversation. So um sting around votes you ever been to, or watching employment law Today
00:30:38.010 --> 00:30:56.789 Eric Sarver, Esq. - Employment Law Today: i'm and i'm an attorney and guest tonight is the nation of bond. So when we come back. We're going to talk about this. Ah, more about communication, more about the motivation equations, and also sort of specific techniques and methods that matron us have been working with business owners to improve the recent approach,
00:30:56.800 --> 00:30:59.509 Eric Sarver, Esq. - Employment Law Today: so we'll stick around. We'll be right back.
00:31:01.060 --> 00:31:05.189 Machen MacDonald: It's a Franklin Mcelor, and post of the new podcast
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00:33:04.150 --> 00:33:20.000 Eric Sarver, Esq. - Employment Law Today: and welcome back to employment law. Today. I'm your host, Alexander, our guest tonight at Nietzsche Mcdonald, the founder of the Pro Brilliance Leadership Institute and we're talking about the motivation equation which we'll get to. We're talking about
00:33:20.010 --> 00:33:39.299 Eric Sarver, Esq. - Employment Law Today: dysfunctional is a functional way to lead a team communication, emotional intelligence, all, I think, such relevant and timely topics that I think anyone in the business these days, and we're listening to the conversation. There's here to come up. It comes up timing again right? The soft skills that people feel that are so.
00:34:04.950 --> 00:34:21.650 Eric Sarver, Esq. - Employment Law Today: If you're really talking about some specific techniques and methods that you use the working with business owners to improve their
00:34:21.860 --> 00:34:28.160 Machen MacDonald: yeah. We call it the responsibility game. It's a really simple
00:34:28.170 --> 00:34:47.920 Machen MacDonald: construct to help everybody understand how to be more responsible, more accountable to get things done. And if you can imagine, if you have a piece of paper, and everybody that's listening can easily imagine this, and draw it out of the Fiji. The word responsibility
00:34:47.929 --> 00:34:52.680 Machen MacDonald: right? If you break that up it's respond with ability,
00:34:52.830 --> 00:35:14.459 Machen MacDonald: and we all have an ability or a capability; and when we are performing at that capacity we feel good. But to the degree that that gap exists. We don't feel so good. We're fractionalized versus in integrity right? The root word of integrity is integer, which is the whole number. So it's come
00:35:15.150 --> 00:35:22.749 Machen MacDonald: fractionalized, or it's an infraction if you will. So we want to get people. Help people stay above the line, So that line
00:35:22.760 --> 00:35:39.010 Machen MacDonald: actually is fear fear that we're not going to get our needs met, and what we do as humans, and we all do it, by the way, is, we'll drop below the line in three areas. The first area is, we rationalize
00:35:39.020 --> 00:35:50.430 Machen MacDonald: okay. In other words, if you break the word rationalize in two, we tell rational lies. As to why we couldn't respond with all of our ability,
00:35:50.440 --> 00:36:02.809 Machen MacDonald: you know. Oh, I never graduated college or i'm not a people person, or whatever the story is, it doesn't matter. You have an infraction or not whole.
00:36:02.820 --> 00:36:07.479 Machen MacDonald: So, as a leader, we want to help people get back above the line,
00:36:07.500 --> 00:36:13.820 Machen MacDonald: and i'll show you how to do that in a second. The second area that we fall below the line is, we blame
00:36:13.970 --> 00:36:35.019 Machen MacDonald: right? It makes somebody else responsible for us not responding with our ability, because let's face it. If our life and our kids life or grandchildren's life depended on us getting that thing done, we would have gotten done right, but it's easier just to blame somebody else Right? We use this social band-aid called Sorry
00:36:35.030 --> 00:36:53.100 Machen MacDonald: right and people just flap it on, and think they're good to go. So if you look at the word blame and you break it into it's be lame As a former
00:36:53.110 --> 00:37:00.689 Machen MacDonald: English major writer. I was enjoyed, so i'm just great. But yeah, I try to make it. It was easy to remember.
00:37:00.700 --> 00:37:19.729 Machen MacDonald: Yes, they walk away. They'll go. Oh, yeah, So that's the b lane part, and then the final area. And this is where most people fall below the line is the shame themselves. In other words, they hold themselves in a less than posture. I never learn that,
00:37:19.740 --> 00:37:38.639 Machen MacDonald: you know. I'm i'm just hot-tempered my whole family's that way, um you know, whatever their story is that holds them in a less than posture, and if you think of that word broken into it's sham with an E. So it's an emotional sham.
00:37:38.650 --> 00:37:44.100 Machen MacDonald: I mean, we're telling ourselves of why we can't respond with all of our ability.
00:37:44.180 --> 00:37:48.989 Machen MacDonald: Now, if you look at those three words, rationalize blame and shame.
00:37:49.000 --> 00:37:49.689 Eric Sarver, Esq. - Employment Law Today: Yes,
00:37:49.700 --> 00:37:53.229 Machen MacDonald: circle the first letter in each of those words, What do you get,
00:37:53.880 --> 00:37:55.899 Eric Sarver, Esq. - Employment Law Today: Bar Bs?
00:37:56.280 --> 00:37:57.290 Machen MacDonald: So it's our
00:37:57.300 --> 00:37:58.390 Machen MacDonald: we're again. Yes,
00:37:58.400 --> 00:38:02.300 Machen MacDonald: yes, that keeps us from responding with our ability,
00:38:02.420 --> 00:38:24.890 Machen MacDonald: and so the game is to just help people become aware of They They're dropping below the line. So if we're working on something and let's say that the agreement was you were going to get me this report by five o'clock today, and five o'clock comes and goes. I can say, you know. Hey, Eric, you know There's our agreement that you get this report to me by five o'clock.
00:38:24.900 --> 00:38:26.990 Machen MacDonald: Yeah, Did you get it to me?
00:38:27.000 --> 00:38:40.689 Machen MacDonald: No. But and the story starts right. The rations are the blame of the shame. So what we want to help people do is get back above the line. So when a person starts to rationalize, we say, hey? Sounds like you
00:38:40.700 --> 00:38:44.990 Machen MacDonald: Be rationalizing. How do you want to get back in integrity with this?
00:38:45.000 --> 00:38:51.089 Machen MacDonald: I call it atonement, or at one point to that full interjection
00:38:51.100 --> 00:38:52.379 Machen MacDonald: in the
00:38:52.500 --> 00:39:11.189 Machen MacDonald: because nobody likes to feel like they let somebody down, or that they didn't follow through. So we're helping people when they fall below the line. We're going to catch them a good way as if they tripped, and we're breaking their fall from hitting the round and getting hurt. So The more we do this with our team,
00:39:11.200 --> 00:39:18.689 Machen MacDonald: hey? Hey? Sounds like you might be blaming. Sounds like you might be shaming. How can you get that about the line they go. Oh, yeah,
00:39:18.700 --> 00:39:26.770 Machen MacDonald: Ok, here's what I'm going to do to make this right. And the more we do that the more we operate in that way. The culture just goes to this book.
00:39:26.820 --> 00:39:28.089 Machen MacDonald: It becomes a hybrid
00:39:28.100 --> 00:39:29.190 Machen MacDonald: or its culture
00:39:29.200 --> 00:39:32.669 Machen MacDonald: one of the people to the responsibility game
00:39:32.830 --> 00:40:00.740 Machen MacDonald: right? So it's, holding them to their full capacity, their full capability right, which often gets undercut for a hearing from the fear of these not being a map which then leads to break those defenses, perhaps for like a better term rationalizing right telling those lies about why someone didn't get done blaming and and shaming themselves. It's interesting. I imagine that the employee or the the person being led
00:40:00.750 --> 00:40:18.990 Eric Sarver, Esq. - Employment Law Today: has to know that they can be in the integrity they don't need to rationalize, lie, blame, shame, and that they won't there won't be a harsh either punishment or a harsh, let's say, reprimand publicly, and humiliation of sorts in order to really be able to say,
00:40:19.000 --> 00:40:34.289 Machen MacDonald: Yeah, you know, it was on me. I didn't do this or it. I imagine that might be a big part of this right? Yeah, Yeah, because you know, and you'll right. You'll get this right. And you're listening in that. It's it's broken agreements that triggers us,
00:40:34.300 --> 00:40:48.290 Machen MacDonald: and oftentimes when that agreement is not kept. We go into fear mode. We fear we're not going to get a meeting because this person's late with this report. It's going to cascade it's going to mean this.
00:40:48.300 --> 00:40:49.290 Machen MacDonald: Yeah,
00:40:49.300 --> 00:40:51.089 Machen MacDonald: we have to optimize in the gap,
00:40:51.100 --> 00:40:52.339 Machen MacDonald: right?
00:40:52.350 --> 00:40:58.890 Machen MacDonald: We just take a moment and say, Hey, let me check in here. You know the agreement was this: Was that your understanding? The
00:40:58.900 --> 00:41:05.890 Machen MacDonald: Yes. Okay. So now, obviously, you made something else more important than giving the agreement with me.
00:41:05.900 --> 00:41:22.190 Machen MacDonald: That's all we need to understand, so that we can make it right. It's a So what? Now what? Going right? So you know, Little Johnny broke his arm, and I had to run to the er, and I couldn't get this report. You know I made that
00:41:22.200 --> 00:41:26.859 Machen MacDonald: more important than keeping my agreement to you to get it by five o'clock.
00:41:26.870 --> 00:41:45.490 Machen MacDonald: No like maybe going to fault us for that. That's you know, being a good dad or whatever. But if we can say, Okay, I hear that going forward. And what I need is to know that the moment you know or recognize you're not going to be able to keep the agreement. Would you shoot me? A text
00:41:45.500 --> 00:41:56.600 Machen MacDonald: right that I can plan accordingly. Would you be willing that? Yes, Okay. So now we set up another micro agreement going forward back in integrity.
00:41:57.130 --> 00:42:11.090 Machen MacDonald: There's going to be, you know, more information or disruption along the way. We just have to have a mechanism to be able to have that planned renegotiation and get back to sharing information and expectations.
00:42:11.100 --> 00:42:26.190 Eric Sarver, Esq. - Employment Law Today: I'm glad you mentioned that piece at the end. Mentioned the example of let's say, like someone who couldn't get before, because their wife went to late where the sun broke their on. When is it when what to do? Let's say if someone, you know has a a reason
00:42:26.210 --> 00:42:53.000 Eric Sarver, Esq. - Employment Law Today: Um, which one would argue was legitimate Right? Super sees the importance of the agreement. You know it is with one shut down if their boss said to them, It sounds like you're rationalizing. Or, for example, another thing I want to be the blame part like, let's say, you know I needed certain feedback from you to finish the report, and you didn't give it to me or your sister didn't give it to me, And then you ask why it's not done. If I cite that factor? I'm: not necessarily
00:42:53.010 --> 00:43:10.860 Eric Sarver, Esq. - Employment Law Today: blaming. Or is it a matter of like It's a bulletin like, Yeah, there's a part here. But my part was to make sure that if I didn't get the report, I went to you directly where I went to someone else and said, Hey, I will finish this until I have a report. Please help me make this happen.
00:43:11.330 --> 00:43:18.670 Machen MacDonald: Yeah, it can be very tricky, because there is the ego with a fear,
00:43:18.780 --> 00:43:22.089 Machen MacDonald: maybe even a shadow that can start to creep in.
00:43:22.120 --> 00:43:27.519 Machen MacDonald: We're communicating what's going on. So again, that's where it comes back to the data.
00:43:27.960 --> 00:43:32.700 Machen MacDonald: You know I didn't. You know the agreement was you'd have this by this time, You
00:43:32.950 --> 00:43:34.690 Machen MacDonald: that didn't happen,
00:43:34.700 --> 00:43:39.589 Machen MacDonald: help me understand what came about that kept you from keeping that agreement,
00:43:39.600 --> 00:43:52.180 Machen MacDonald: because everything's a choice. So you chose to make something else more important, and it probably it may be going forward. Could you help me with this need? And here's what it looks like,
00:43:52.640 --> 00:43:55.819 Machen MacDonald: right? And you can either say yes, no, or negotiate it
00:43:55.830 --> 00:44:08.230 Eric Sarver, Esq. - Employment Law Today: right, and I think we all can so often we can tell. I know, with my clients as employers when they have let's say a travelled our problematic employee situation, and maybe there is some
00:44:08.240 --> 00:44:26.630 Eric Sarver, Esq. - Employment Law Today: you want difficulty where, like they wanted to find a person for performance reasons, and a person just mentioned that they're pregnant yesterday, you know they have a kind of a bad optics, and looking at people to see that. But often I've seen that with poor employees and the blame. It's more than a one-time
00:44:26.640 --> 00:44:34.870 Eric Sarver, Esq. - Employment Law Today: situation being we a lot. It's it's sort of almost a pattern that you know. So in that one situation with this broken arm and the sun breaking their arms.
00:44:34.880 --> 00:44:52.639 Eric Sarver, Esq. - Employment Law Today: Understand? Over there, and two weeks ago it was it that you know a flat tire, or the traffic, or in the next week, but two years ago it was because, you know, there was a lot of Starbucks and some of the year that as a pattern of being, we're right. They're not being whole, like they're below the line.
00:44:52.650 --> 00:44:59.989 Eric Sarver, Esq. - Employment Law Today: They're fearing they're not going to get their news mad, So they're hoping that an excuse will be okay to suffice. But that's not. Maybe.
00:45:00.000 --> 00:45:01.319 Machen MacDonald: Yeah,
00:45:01.440 --> 00:45:05.859 Machen MacDonald: it's you got the right word right? It's it's their pattern,
00:45:06.530 --> 00:45:19.539 Machen MacDonald: and oftentimes a pattern is an addiction to a certain feeling that might be their addiction to chaos. When we're in chaos, we feel alive
00:45:19.560 --> 00:45:32.189 Machen MacDonald: right? So if we can help somebody understand that we might be able to create a different way of feeling what it is you wanting to feel and be productive.
00:45:32.200 --> 00:45:37.960 Machen MacDonald: Mm-hmm Right it doesn't have to be a chaotic situation. It can be a challenging
00:45:38.110 --> 00:45:39.189 Machen MacDonald: situation.
00:45:39.200 --> 00:45:56.910 Machen MacDonald: So again it goes back to that gap that we talked about earlier between stimulus and response. If what's kind of coloring the lens of that cloud is not enough, or I never do it right. The shaping
00:45:57.510 --> 00:46:15.759 Machen MacDonald: we want to help people start to create a different gap for themselves, or go to a fault on an unconscious level, so that they recognize. I don't have to always be in chaos to get forgiveness. That this didn't get done. I can't learn how to ask cleanly
00:46:15.770 --> 00:46:25.080 Machen MacDonald: for more tie. Hey? I'm not going to be able to get this to you by this time. I need more time. I teach them the skill of how to renegotiate the agreement.
00:46:33.350 --> 00:46:36.549 May I ask you to more about the Pro Brilliance
00:46:36.880 --> 00:46:38.689 Eric Sarver, Esq. - Employment Law Today: Institute that he runs the appropriate,
00:46:38.700 --> 00:46:47.349 Eric Sarver, Esq. - Employment Law Today: please your Institute, and we'll talk more about some other methods and communication techniques so stick around. We'll be right back.
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00:48:58.130 --> 00:49:17.590 Machen MacDonald: Tips and guidance towards a leadership approach towards ah teaching leadership and communication. Um! So we're going to talk a little bit about a couple of final topics. Um number one. I would be remiss if I didn't ask you about the title of our ship, which is the motivation of phase. And so let me give it more, just an audience. Better
00:49:17.600 --> 00:49:21.460 Eric Sarver, Esq. - Employment Law Today: a little bit more about that. What is it stand for What's it? Uh with Walmart.
00:49:22.410 --> 00:49:27.960 Yeah, the motivation is one of those things where
00:49:28.230 --> 00:49:43.400 Machen MacDonald: i'm going to say it like this. You know it's It's pretty challenging to motivate an unmotivated person. It's really an insight job. However, as a leader, we can help people find what they need
00:49:43.450 --> 00:49:46.390 Machen MacDonald: to get their Mojo back to get the motivation.
00:49:46.400 --> 00:49:49.059 Machen MacDonald: And so there's actually an equation that
00:49:49.080 --> 00:49:59.000 Machen MacDonald: and we can effect. And so it goes like this: it's motivation equals value. Times, expectancy
00:50:00.200 --> 00:50:01.939 Machen MacDonald: divided by
00:50:02.730 --> 00:50:05.620 Machen MacDonald: distractions. Times delay
00:50:06.230 --> 00:50:21.100 Machen MacDonald: all right. So when somebody says, you know. Oh, i'm not motivated to do that, or they can't find it. They need. We look at their hierarchy of values, and we
00:50:21.270 --> 00:50:37.340 Machen MacDonald: line up or connect the dots to the task at hand, or the project at hand, and how it supports their hierarchy of values. So that's the value piece in the equation. You start to line that up.
00:50:37.350 --> 00:50:47.890 Machen MacDonald: If somebody's value is creativity or justice, or whatever. If we can kind of shine the light on the project that it's going to hit. Those bullets
00:50:48.250 --> 00:50:49.840 can oftentimes
00:50:49.850 --> 00:50:55.889 Machen MacDonald: activate the motivation just with that one piece, the other. The expectancy,
00:50:56.530 --> 00:51:11.380 Machen MacDonald: or sometimes agency, is, Does this person see themselves having the ability to get this done right? Sometimes things are so far out of our reach. We can't see how to do it, and that can pull our motivation away from us.
00:51:11.410 --> 00:51:24.620 Machen MacDonald: So what we want to do then is start to take inventory of what makes them unique and qualify to succeed at this? What are some dangers that they may need to limit or eliminate? What are some
00:51:24.630 --> 00:51:43.840 Machen MacDonald: meet opportunities that they may be able to capture, so kind of chunk it down into some areas that they can get a quick win with, or just think out loud to not this really scary dragon that we're fearing. And it's really just this little lizard, and we can deal with it fairly easily.
00:51:43.850 --> 00:52:02.860 Machen MacDonald: But a lot of time. We're keeping all this stuff swirling in our head, and it keeps the motivation away, and then the denominator of this equation, that distraction or Disruption Times. The delay task and headline is too far away.
00:52:02.880 --> 00:52:04.229 Machen MacDonald: It's just
00:52:04.240 --> 00:52:29.350 Machen MacDonald: There's no tension There's no healthy tension to keep us moving forward. It's just we get all tangled up and too long of a deadline. I can take that zap the motivation, or there's distraction right? There's just too many things pulling us away. That look more important. Maybe they're merchant, but they're not as important. So again helping somebody, just think through this a little bit,
00:52:29.360 --> 00:52:33.629 Machen MacDonald: helping them calm down. You know What's the value here?
00:52:33.640 --> 00:52:59.179 Machen MacDonald: What's your agency or sense of agency or expectancy to get it done? What are the distractions? Let's have a plan to limit or eliminate or delegate the distractions, and let the timeline's too far out. Let's find a couple milestones that are a little closer, that have some of that healthy tension in place
00:52:59.190 --> 00:53:10.800 Machen MacDonald: exponentially, you know, two percent in one of each of those four areas can make a world a difference for somebody to all of a sudden Have that life breathe back into them to go get it done.
00:53:10.810 --> 00:53:29.859 Eric Sarver, Esq. - Employment Law Today: We can just take it by some distractions. I've seen a lot of leaders in a lot of companies where they give someone a task, and then they give them seven more tasks, and they don't actually clarify, which is more important the person feels like i'm too distracted with, You know you're throwing exactly left and right,
00:53:29.870 --> 00:53:32.619 Eric Sarver, Esq. - Employment Law Today: and also, of course, they did delay without having a
00:53:33.420 --> 00:53:42.909 Machen MacDonald: timeframe can make people think. Oh, i'll put on the backbone until you know next week, and that's what there it comes. That's interesting. You know me that it's funny. My last question, A few of them
00:53:43.170 --> 00:53:45.390 Eric Sarver, Esq. - Employment Law Today: short of the meeting. Time was about
00:53:45.400 --> 00:54:05.879 Eric Sarver, Esq. - Employment Law Today: your pro brilliance of Leadership Institute. How you different stand out from these coaches. I mean You've given us so many examples already with the equations and the communication cell inence. Is there any kind of a last like method you use, or as soon as you want to share about how you stand out with your programs leadership. That's too
00:54:06.050 --> 00:54:09.110 Machen MacDonald: well. What we do is
00:54:09.500 --> 00:54:12.690 Machen MacDonald: really just listen deeply.
00:54:12.700 --> 00:54:17.690 Machen MacDonald: I'm not looking for what it is that's needing to occur.
00:54:17.700 --> 00:54:30.129 Machen MacDonald: And what are the things that are in the way, and oftentimes the things that are in the way are thoughts right? It's not who we think we are that holds us back. We think we're not.
00:54:30.140 --> 00:54:46.390 Machen MacDonald: Um, Okay. And another little bit of a mind vendor is people's identification with. They really are right. It's like H. There's a saying that says, i'm not who I think I am, and not who you think I am
00:54:46.400 --> 00:54:46.890 Eric Sarver, Esq. - Employment Law Today: a
00:54:46.900 --> 00:54:50.469 Machen MacDonald: I am, who, I think you think I am
00:54:51.590 --> 00:55:05.190 Machen MacDonald: right. So we're going to show us differently in different situations with people we're either. Sometimes we throw ourself on the pedestal and other people in the head. We grow them on the pedestal in ourself. In the pit
00:55:05.200 --> 00:55:07.790 Machen MacDonald: we don't have equilibrium
00:55:07.800 --> 00:55:23.040 Machen MacDonald: is where we get off into the weeds, and we get it into here and things of that nature. So if we can find our way to the equilibrium. And there's different processes that we use to help people with that. So where we're really different, I believe,
00:55:23.050 --> 00:55:41.779 Machen MacDonald: is helping people get a clear sense of who they are and what their full potential is, and then give them the tools to step into that on a sustainable basis, because most people's fear is Well, I've had glimpses of it, but I don't know how to keep it up. I don't know how to stay at that level,
00:55:41.790 --> 00:56:02.190 Machen MacDonald: and that's normal. If we're not in shape, right If we're going. Okay, we're going to run, you know a six-minute file over ten miles, and we haven't run before it's like I. There's no way I can do that. But if we build up to it, and we get the stamina pretty soon clock it off six minute miles. If we're a runner,
00:56:02.200 --> 00:56:14.930 Machen MacDonald: No big deal I can sustain that. So what we're about is giving you the tools and the stamina I call it emotional stamina to keep on keeping on or cocoa.
00:56:14.940 --> 00:56:28.079 Eric Sarver, Esq. - Employment Law Today: I like that mission a lot well, and thank you so much in the last minute or so. Can you tell us, said briefly, any website, or how to find you an email or anything like that, you want to share it.
00:56:28.090 --> 00:56:34.189 Machen MacDonald: Yeah, there's a new little website that we created that has some really cool read sources. I'll throw it in there,
00:56:34.200 --> 00:56:39.190 Machen MacDonald: chat, but it's just find machin com all one word hmm,
00:56:39.200 --> 00:56:41.990 Machen MacDonald: And it's it's very easy
00:56:42.000 --> 00:56:57.400 Machen MacDonald: our um, you know we do uh different webinars from time to time, so the webinar will be there if you want to register for that. It's free, and there's other tools and resources that are for free people can download and just get a sense of kind of what we how we do it.
00:56:57.750 --> 00:57:10.859 Machen MacDonald: Um, there's no upsells. There's No, you know we're not gonna ask you to buy anything. We're just. We want to build relationship, and you know it makes sense where we can help you get to that next level. Then we can have that conversation
00:57:11.230 --> 00:57:15.180 Eric Sarver, Esq. - Employment Law Today: great. So for those that are listening in that from the video. The audience,
00:57:15.350 --> 00:57:18.540 Eric Sarver, Esq. - Employment Law Today: mind, Major dot com F. I N. T.
00:57:18.730 --> 00:57:33.510 Eric Sarver, Esq. - Employment Law Today: M. A. C. H n dot com, and it has been a pleasure having you on the show today. Thank you for all your wisdom and and your your concepts that you shared your methodology. Folks we need to end now, but if you like. Employment laws that I have to here
00:57:33.520 --> 00:57:51.339 Eric Sarver, Esq. - Employment Law Today: all your friends to your colleagues. Tell your coworkers how your family tuned in Tuesday nights from five Pm. To six Pm. A. Through standard time right here on. Talk to me to Nyc. Stay Tuned is a great program coming up. Uh, and with that I wish you mentioned a wonderful night. That's our audience. Stay, stay connected, and have a wonderful evening.
00:57:51.350 --> 00:57:53.469 Machen MacDonald: Thanks. Thank you.
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