Delivery

Count money, man.

Money, man.

Stacked riches.

I'm trying to told him, I'm a beast, bud.

What's up, gang?

Welcome back to another episode of The Grindcast.

Get ready.

It's a new day, and we got a special delivery.

We're going to be talking about delivery.

I think this is an art.

You know, oftentimes we'll talk about there's an art in a science to things.

And the science is, you know, the mathematical equation, the systems, the data, how much

protein, you know, how many carbs, that's all the science, and then you got the art,

you know, exercising, doing the weight, doing the technique, you know, that's the art

of it.

And so this one would probably fall under the art of it.

You know, one of my favorite leadership authors of all time, John Maxwell says leadership

is disappointing people at a rate that they could stand.

Leadership is disappointing people at a rate that they could stand.

And I think when I look at and understand, I'm still improving.

But when I look at the years of my 17 year leadership journey in business, what areas,

you know, do I think I've seen people typically struggle with the most and I even struggled

with in the beginning and it was, it was delivery.

And as much as I look, I like to be, you could just keep it real with me, shoot me straight,

you know, whatever it is.

There is a group of people that do, they'd rather just, you shoot it straight, don't sugar

coat nothing, tell it how it is.

And you know, there's definitely a place in this world for coaches like that and a lot

of people have, you know, success doing that.

I think if you're looking to coach the masses and you want to coach a lot of people, we

got to be able to spoon, feed them in a sense and disappoint them at a rate that they'll

be able to handle.

And so your delivery and communication to people are going to be key.

And I think some, you know, I saw it's communication is 7% words, 38% tone of voice and 55% physical,

right?

So you would think communication, you think it's all just words, but you're hearing in

that, that it's also body language, physical tone of voice, tonality, that's huge.

How are you saying it?

What are the, that's why so often if you text things, they could be taken out of context.

If you email things, they could be taken out of context sometimes because you can't see

me physically.

And I can't change or you can't change your voice.

And that's what a lot of a lot of a lot of time that's nonverbal.

So the majority of it is not necessarily the verbal words that's being spoken.

It's the, it's the, what is your delivery?

What is your body language when you're delivering this?

What is your pace?

Are you loud?

What is your tone of voice when you're doing it?

And I see a lot of leaders miss here.

And they may not even know it, but it's how do your people perceive you?

Because you need people to be able to take in the coaching that you're trying to give

them.

And if they can't digest it, you may have all good food.

You may have all good knowledge.

You may have all good things.

But if they can't digest it, they can't eat it.

They can't, they can't make it a part of their being because they can't handle the delivery.

You got to look at working on the art of, of, of delivery.

And so I think when you look at the delivery, can you see things from another person's perspective

and communicate it?

You know, that is off the top of my head.

If I want to have the right delivery on something, I want you to know that I can understand

and see things from your perspective a little bit, that I can empathize a little bit.

I try to put myself in your shoes.

Think first to understand then to be understood.

People want to know that they're heard, that you'll listen to them and that you can empathize

with them and that you could put yourself in that person's shoes.

I think those things will go a long way in delivery.

Listening to them before you jump to, you know, straight conclusions, doing it with love,

doing it with care.

You could always have a softer delivery at first and then down the road if that doesn't

work crank it up a notch and give a little bit tougher of a delivery.

But once you cross the road and crack the person with your delivery and offend them or

come off rough, it's sometimes tough to retract and go backwards, you know, on that stuff.

And so I think if people know that you care about them, can you find a way to articulate

and show them that you care about them and the course of that delivery, make it about

them, not about you.

So in the delivery of what obviously we're talking about the delivery of maybe things that

are tough to pal it tough for people to digest, maybe things that can be seen as not positive

in the moment.

Those are the type of things that we got to watch.

More delivery on, you know, some and look at yourself and ask, are you balancing that

with the positive and the negative?

You know, you hear all these approaches of, you know, nine to one, five to one.

I think where you get in trouble is if your one to one is or none to one.

And what that means is, you know, how many compliments, how many things can you catch

somebody doing right before trying to correct them from a leadership perspective?

Can I give you five compliments before I give you the one correction?

Can I give you nine positive encouraging things before I can give you not necessarily

in the same sitting, like in the same conversation, but over the course of time, it's when

you are never really giving them any positive, constructive coaching or encouragement

and then you're always bringing the negative.

That's where you start to get yourself in trouble or the one to one ratio where, you

know, you're really every one positive.

You're giving them one, one negative.

And I understand it's a perceived negative.

But again, leadership is disappointing.

People at a rate that they could stand over time.

Some of your disciples will be able to pal it maybe more of what you're delivering and you

won't need as much sugar coding because you have the relationship.

They know that you care about them.

But still don't take that thing for granted.

But I just want to encourage and if you think you struggle a little bit with delivery, just

go check out the book, How to Win Friends and Influence People.

That's one.

And you know, ask yourself, am I coaching everybody the same?

Because you can't coach everybody the same, not everybody is the same.

You got to know thy people.

You got to know your people and know what they respond to.

You have to know who you're coaching and adapt your delivery to who it is that you're

talking to and understand some players can take hard coaching and other people can't.

And so adjust your delivery according to the person that you're coaching.

Sometimes we tend to give them coaching that how we like to be coached.

So if you work brought up tough and you can take tough, then you coach tough a lot of times.

If I like being coached tough, I can take tough, I come from a tough coach.

I can then I start coaching everybody like that.

Not everybody may be able to handle it.

Now, again, I'm throwing all these things at you in hopes that I don't confuse you because

at the end of the day, at the end of the day, you have to be yourself.

Being someone else isn't always going to work for you.

So if it's working for you, maybe you stay in your zone.

If the results are there, if your team is growing, if it looks like your business is growing,

and keep working on yourself internally.

You have to be who you are.

If I start trying to be too much like somebody else, let's say I'm a coach, and you'll see

these in sports.

You have a football coach that on the sidelines.

He's real calm and chill during the whole game.

Even when things get crazy, you see him real pretty calm and collective for the most part.

It brings good energy, brings some energy, but more you probably put that person into

category of more calm.

Then you have other coaches all game they screen, all game they holler, they throw a fit,

they break their headset.

If the coach that breaks his headset and is all passionate, it goes all the way on the

other side and gets too calm, his culture of his organization that was built on that and

the people that actually liked that and were attracted to him through that, he or she

may lose those people.

If the guy that's too calm, all of a sudden starts jumping on everybody all the time and

not being himself, that's going to be a shock to everybody.

I think the key is growing yourself, so what comes out is genuine, and you're not forcing

yourself to be somebody else.

I think you'll get away with a lot from a coaching perspective.

If you could just make sure that the people know you care about them and all the coaching

is about how they're going to benefit and why it's in their best interest to do what

it is that you're telling them.

Once you could just know who your coach and adapt your delivery to those people, things

will start to get easier for you.

In the process of delivery and how people receive your delivery, I think you just got to look

at the old school John Maxwell book, one of my favorites, the five levels of leadership.

Your delivery I think is going to be a part of you being able to get past level one in a

lot of cases.

Five levels of leadership, level one is position.

People will follow you as a leader only based on your title.

Level two is permission.

People will follow you because they want to because of the relationship that you have

with those people.

Part of that, getting into level two now, your delivery, people got to feel like you respect

them.

You don't like to think about do you like to be around people that don't talk to you

with respect and show you respect?

The second level that you climb up from the bottom level one is title position that you

have.

That's the bottom and all the way at the top is going to be your level five.

The second level is people got to give you permission.

That's the relationship that you build with them.

Level three is going to be results.

I think that's a combination of the results that you get so they can respect you where this

is coming from because I may like you but not let you lead me.

If I don't think that what you're telling me, you can back up because I like you and

I have a relationship with you, you have to have gotten some results that I can respect.

Then I think from whatever you're coaching me on, I have to be getting results from what

you're giving me in order for me to jump up to level four.

Level one, you got the position I'm giving you some little bit of respect and follow, follow

the rules.

Then level two, we build the relationship together.

Now I'm letting you lead me a little bit further.

Level three, if you're going to jump up to level three, what a person they got to get results

from the words, from the coaching, from the time that you're spending with them, they

got to get results.

If you're coaching them on things, you got a relationship with them but they're not getting

results, you're not going to be able to go to level five with them.

Level four is people development.

That's reproduction.

How many, how have you impacted this person's life to now where they are a multiplier?

You've poured into them, they've learned, you've helped to develop them in certain areas

of their life.

Now they're ready to start multiplying and helping other people.

This is where you reproduce.

This is the level in an organization now where you could start to multiply and go from 30

people to 100 people, 40 people to 400 people is multiplication where we start to reproduce,

leaders start to reproduce other leaders.

Typically, the faster we can go through these levels, we got the title, we got the relationship,

I coached you, you're getting results, I've gotten some results and now we start to develop

other people.

I developed you, I'm pouring into you.

Now you feel like I've impacted your life.

You start to do the exact same thing for others.

That's a level where you've now allowed me to have level four leadership in your life,

because I've helped to develop you.

Then level five, that's the pinnacle level.

That's where people have the ultimate respect for their leader.

I think that level five, pinnacle level, ultimate respect from what I've read, studied, researched,

internalized myself, that level five leadership level, that pinnacle level is held for, I

think, a lot of which the leader, the character and integrity and the way that the leader carries

themselves for people to be able to buy into because what I remember from that book is

they say, you know, level five you've achieved with people, you'll start to hear people say

things like this to you.

I would follow you anywhere.

I will follow you anywhere.

That's when you know that you've started to achieve a level five with that person and a lot of the times the people that would trust you with their life to follow you anywhere

They trust the way that you're living your life not just in

The thing that you're trying to coach them in but outside of that your personal life and your

And your professional life, okay?

So why don't we why don't we have a goal?

You know for this upcoming month those you and leadership just to

Pay attention is this a strength of yours your delivery?

Is it a strength of yours or not?

And if it's not can we work on it something that that I want I want to give you as a tip

But I also want to avoid it it not coming off the right way with you because if people

Think that you're only telling them things just to suffice a suffice a system and to do something

That because a system tells you to follow it then it takes the feeling out of it and it takes the realness out of it

But there there can be

There can be a little bit of a formula sometimes, okay, and it's not always you got to go off your field. That's why it's an art

But a genuine sandwich

Is hard to beat for a first level for a leader just trying to learn how to get better at their delivery a general

a a sandwich, okay approach is good bad good

So I'm gonna tell you something positive give you encouragement about something

tie it into

The bad the things that we got to improve on and then end

The conversation off with encouragement and positivity

That's a real quick easy one for some people out there that are just starting to grow as as leaders and they're like man

Where do I begin?

Start with what a sandwich you can't use the sandwich all the time people say oh

He's she's starting with the good now he's starting with the good words the hammer coming in there

So you got to learn to be genuine but as long as that's in the back of your mind and you're trying to leave the conversation

You know positive typically you should be in

You should be in a good in a good spot, okay?

So thank you for the time invested into into growing with us and learning with us and

If there's anybody out there that you know that could benefit from this message or that we can impact please share it so we can

Impact more people let's go out there and serve more people. Let's work on our delivery

Let's let's work on ourselves, but but be grateful because

Where you're sitting right now no matter how good or how bad it is

There's somebody out there right now in the world that that would probably die to trade places with you and that are praying

To have the exact hand that you're dealt right now even if it's not the best hand that you've ever held

Held in your life just make sure you reflect real quick on the gratitude on what do you have to be grateful for because there's so much to be grateful for

Right now especially if you woke up today, so appreciate your time

Look forward to joining with you join forces with you on the next the next episode of the grind cast get ready. It's a new day