6 Things To Avoid In Leadership

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Welcome to the grind cast.

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New day.

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Welcome to another episode of the grind cast.

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And we want to talk today about six things to avoid in leadership.

But first, I want to shout out.

We did.

So for the consulting company that I'm a partner in that I own, me and Marcus Smith,

it's called Cash Money.

And we did a contest with all the people and we did a raffle.

And one of the tickets that got pulled was for $20,000.

And it was a brand new person in our company.

It was in his first month and there was people that had a bunch of tickets in there.

He only had one ticket.

And he won $20,000 yesterday.

So I wanted to shout out Robert Bradbury.

And then I had to also shout out Miss Duney in Indiana.

She won 18,000 off of a couple different pools herself.

So just shout out to you guys.

But let's get into the things to avoid in leadership.

So the first one that I'm in there's a lot.

These were just something that I was thinking about.

So it's not only these six, but these are six things to avoid in leadership.

And so the first one is treating everyone the same.

So not everybody.

I think people want to be fair.

It sounds like it's the right thing to do.

And really, you try to be fair to people and you hear that your whole life.

So I think sometimes people get into leadership and they try to treat everybody.

Fairly, and by trying to treat everybody fairly, they start treating everybody the same.

And I don't think that's the right way to do it in leadership.

Because some people have different personalities.

And I remember my leadership mentor, when it comes to books and things that I've read

and a person that I've studied John Maxwell, one of my favorite ways to explain this is,

he says leadership is disappointing people at a rate that they can stand.

So just like as a parent, you want to critique your kids as they're growing up.

But I mean, at 10 years old, you could just bash them all day if you wanted to because

they're messing so much stuff up.

They don't understand what's going on.

So you got to give it to them in doses.

And so I think when you're leading people and you're trying to develop people, the difference

between training and developing is training is like an event.

We'll train you for a month, developing someone as a long-term commitment that I'm going

to stick with you and I'm going to develop you like I would a child.

And so seeing it that way, you got to know where this person is at in their walk, meet

them there where they are, not where you are.

That's like, if you're a parent in your 40, in your kids, or you know, 15, and you can't

close that gap a little bit because you can't remember what it was like to be in their shoes

or you know, it's like, you got to meet them where they're at in their life at 15, not

expect for them to meet you where you're at at 40 because you're the one that needs to

lead them.

So we got to go meet them and we meet them and where they're at in their life.

And we look at it and take an approach of, let me give them an endosis what they need

to improve on over time because if I give them too much, it could discourage them or

they'll quit or they can't handle it all.

Their ego might not be built for it yet.

And really, I know it's frustrating because you want to, it delays the process for that

individual because you know, if you give them the information now, it'll help them.

But even though it would make them better, you give it to them endosis over the process.

That's why people say, oh, trust the process.

Don't rush the process.

Everybody likes to talk about trusting the process to the time to trust the process.

So we don't need to rush into it.

And then some people need you to lift them up all the time.

They just need encouragement.

And some people need you to challenge them all the time.

Put them in competitive environments, make them compete, bring the best out of them,

grab about a face mask, and you got to know what player you're dealing with because if

you don't give them what they need, you won't make them play to their highest potential.

And that's an art.

So there's an art to leadership and a science to leadership.

But like the art to it is it's not two plus two equals four is you got to be water.

You got to be able to be adjustable, be flexible.

You know, what people would be adaptable to what that person needs at that very given moment.

And then also in my experience when you're dealing with superstars, sometimes not all the

time, they could be a little bit more difficult to deal with.

You can't tell me that Phil Jackson treated Michael Jordan the same way that he treated every

single person on the bulls.

I mean, it might, it sounds good.

Maybe he would have got real close as a coach to treating people, you know, holding people

kind of a big, but there's no way you could talk me into believing.

That they're treating Tom Brady the same way that they're treating the practice squad or the back

up linebacker for the Buccaneers right now, after winning the Super Bowl as first year in Tampa.

But there's no way.

And so you got to know how to balance all of that and treat people.

So don't treat everybody the same.

Second thing is sweating the small things as people grow.

That goes along the lines of disappointed people at a rate to think it's stand.

But people start to sweat the small stuff.

You know, you'll hear that in like relationships.

They tell you don't sweat the small stuff.

So people sweat the small stuff in leadership.

And then, you know, there's always different angles to look at it.

So, you know, I'm an athlete.

I pride myself on being a disciplined person.

So I do sweat the little things that other people don't.

But I'm talking about relationally.

Not sweat the small stuff in sports.

So you got to sweat the small details and whatever it is that you're doing.

But from a leadership perspective, it's really a relationship perspective.

It's like being in a marriage or relationship with people.

You can't sweat the small stuff.

Relationally, personally, let stuff go.

Give it time.

Give things time.

Disappoint them at a rate that they can stand.

Third thing.

Over-criticizing and under-appreciating.

Under-showing.

You have to find a way to show that you're thankful.

More than you even critique in criticize.

But it's necessary to grow.

To critique, criticize, always look for areas that we can improve.

But try to make sure that you find time to point out when they do a good job.

Also, so it's not always every time the phone rings, this person is probably going to be getting

in my ass about something. Fourth, you want to avoid forgetting to invest into the relationship.

So it sounds basic, but you could get so business.

Just like you could be in your marriage and you could get so business focused on your kids.

Focused on your job, her job, whatever is going on, you could get so focused on that.

So business, you forgot that you had a relationship.

And so people were warned about that to tell you, you know, make sure you have date night and all

this stuff. Well, when you're in business with people, when you're making bread with people,

you need to break bread with people.

You need to spend time developing the relationship and don't take that relationship for

granted. So don't forget to invest into the relationship in the relationships in business.

How you doing there? Are you just being a boss or are you investing into bonds,

finding ways to learn about your people? How can you lead them if you don't know them?

You should know them deeply internally, know their life, know their upbringing, know how they came

up, why they do what they do, what makes them tick. That'll help you lead them better,

but you got to invest into the time and into developing that relationship.

15, you got to avoid letting people stay in certain positions just because of their tenure.

I mean, believe me, I'm all about tenure and I'm all about loyalty. I've been here doing this

for 15 years. I'm surrounded by people that have been with me in this business over a decade.

You know, they've been through battle with me. We're loyal to each other. Yeah, absolutely.

But none of us can get to a point where we're complacent, even me because

people ask me all the time, how do you still keep pushing, still stay motivated when you already

got a bunch of money? You already got millions. You already doing this. How do you stay motivated?

And really one of the first things to me is I feel like I will be doing my people a disservice.

How selfish is it of me? Because I'm in leadership. It's different if you're only responsible for

yourself. I'm in leadership. There's people that are in this company and this business because of me.

They were attracted by me or they were attracted to me somehow they believe there's

that I got to add value to these people's life and give them the best that I got. Give them my

best shot. I feel like they deserve that the best. Selfish if I just start, oh, I'm good. I don't

need no, I'm straight. I could just kick in and get that one. What does that say about the other

people? What does that really say about your purpose? Was the purpose just to get rich?

Or was the purpose to develop other people along at the same time you get rich, help other people

get rich because that's one of the tricks at least to my business is you know how you make a bunch

of money. You make a bunch of other people a bunch of money. That's how you make money. That's

simple. Look at the crew around you. Look at the people you're surrounded by and are the people

that are closest to you or they make them or they make a money. But we can't let people stay in a

position just because of how long they've been there. We're like, this is this we call it business

athletes. We like to surround ourselves like I'm all about loyalty. Yes, we have, I mean, we got

people that are be here for the next 30 years, all of that stuff. But look, the minute, the minute

that that the starting quarterback for the Packers can no longer perform, they have to draft a new

quarterback. They got to put some, it's not like you can have Aaron Rogers behind center at 65

years old because he was been there for a while and he still should be to starting quarterback. He

going to get his legs broke. So same as hoops. Like I love Mike. I'm a Michael Jordan fan.

But I don't think Mike could get in there right now and just start putting up 50, 60 points of

game and we can expect him to be the NBA MVP. Like this, this is a, you can't let people stay in a

position for too long. You can't have the wrong people in the right position. Head coach, quarterback

star like you, you, those people have to perform. If you want to be the starting quarterback,

you got to perform. If you want to be the head coach in the NFL, what do they call it? Not for

long. It ain't easy to keep your job. I watched, I watched Tomlin here in Pittsburgh,

when super bowls and just have playoff after playoff and do good in Pittsburgh. This dude go one

season eight and eight with a third string quarterback and eight like talking to people,

talking about firing them. People are like, yeah, you need to get rid of it. You got to get it.

It's like, there, this is a what have you done for me lately? World. And if you're in a business

that needs growth, like you have to grow, you ever hear you're, they're growing, you're, you're dying.

If your business has to grow, your lid is going to be the people that are leading at the top.

So you can't want your business to grow but have people at the top that are the lid that have

have in their mindset. I'm comfortable. I reach my potential. I don't want to really go any

push any harder because the people underneath them ain't going to be able to rise above them.

That's why I say the minute where I feel like I'm not giving it everything I got,

I can bring in partners to fill a gap, you know, for that or something like that. But the

minute that I like really feel like it's man, I'm just focused on my life. I don't really,

I just want to kick it in gear, cruise control and all that. I'm going to just bow out.

I'm going to be gone. I'm a retire because I couldn't do it to the game. I couldn't do it to the people.

Couldn't do it to the game. Just milk it. If I can't give greatness to the game. So don't let people

just stand in position because of their tenure and how long they've been around. And then the last one

is don't make the mistake. Don't make sure that you avoid in leadership making big decisions

without feedback from your inner circle. So avoid that. Avoid making big decisions without feedback

from your inner circle. It doesn't mean that you always have to go with what they say. Sometimes

you need to supersede and override that because your instinct is, it is what it is. You got to force

to, you, we got to do what people don't want to do. Sometimes. But if you got a crew of five,

Let's say you got a starting five like a core inner inner circle people that are at the top of your organization. They're leading people

They make up a large percentage of your business. We want people we want those people to have buy-in

To whatever decisions that we're making

And the way to get their buy-in is to get let them give their input

Because I think that five brains is better than one

I like to get some input and feedback from my people

Because a lot of times they help me think better they come up with great ideas that I wasn't thinking of

But after end of the day we got the relationship built to where they know at least I'll hear them out and if I don't

Change the decision

It's not that I do that all the time. I try to find ways to at least be 50-50

At least be half the time I change

What we're doing if if my circle

Things that it's a better play call out there or something better for everybody or they want to do something different

I try to at least go 50-50 to where if they wanted that bad and they believe in it that bad

I'll give them ownership of it because now guess what you got ownership of that so if you said

You think this is gonna work you want to run this play call?

Well, what's the result gonna be and if the result don't happen and I gave you a chance to make that play call

Are you comfortable with me making?

Some decisions on this next time because we didn't get the result because if we get the result and you made the play call

I'm good with it all I care about is us getting the result us winning us doing what's right for the company for the people for the business for growth for whatever

And so if we got the results you get you could keep making the play calls and

So people need to be careful if you take their buy-in and you get their input and

And they're allowed to give feedback and you come up with something they can't just be something selfish for them because if the company or you don't win

If everybody don't win then those people can't always be making the decisions

But if they usually make good decisions they earn themselves the opportunity to make more decisions with you

And so make sure that you avoid making big decisions and not getting buy-in

from your people

So if this helped you

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