fbpx

Help       Log In      Your Shopping Cart - Check out now

The big idea: If you build leaders, the business happens.

Transcript

Leadership vs management the podcast

welcome to leadership talk
00:04
the official waymaker podcast where we
00:07
explore
00:08
how your organization can achieve more
00:11
by doing less
00:22
welcome to leadership talk the official
00:24
way maker podcast i’m your host craig
00:26
hunman
00:27
with me as always is stuart leo ceo and
00:30
founder of
00:31
wayne maker how are you mate good
00:33
morning craig i’m
00:34
i’m great um uh you know it’s it’s it’s
00:37
uh
00:38
it’s winter time here in australia which
00:41
means
00:43
yeah it’s not rest it’s not really in
00:44
queensland though
00:46
i know but you know we did have a
00:47
thunderstorm just then it’s beautiful
00:49
blue skies now
00:50
hey uh life is pretty good isn’t it at
00:53
20 something degrees in winter
00:55
so you and i have been actually talking
00:57
for probably the last
00:58
hour and i thought we’ll probably
01:00
actually hit record
01:02
[Music]
01:03
yeah capture some of these insights what
01:06
do you think
01:06
yeah absolutely i think that’s um uh
01:10
maybe what our listeners don’t always
01:11
understand is that
01:13
before most podcasts there’s probably
01:14
about 20 30 40 minutes of just hello how
01:17
are you going
01:18
um so uh yeah we do get to the point
01:20
where we go whoops we better record a
01:22
podcast yeah we probably actually
01:23
probably should record but um
01:24
so and we were talking about uh a whole
01:27
bunch of stuff
01:28
um around the idea of leadership and
01:31
we wanted to talk today on this podcast
01:33
about
01:35
liv well leadership 101 but from a
01:37
waymaker perspective
01:39
yeah yeah um and and i think that’s
01:42
because i mean waymaker as a platform
01:44
is designed to help you be
01:47
a better leader and to help you build
01:50
better leaders
01:52
so it’s uh at its heart
01:55
um we know that better leaders build
01:58
better organizations
02:00
and um build self-sustaining
02:02
organizations
02:03
um yeah so that’s that’s really at the
02:05
very core
02:06
and heart of what we’re doing yes
02:09
waymaker is software
02:10
and waymaker is a toolkit of stuff but
02:14
at its essence if we’re not helping
02:17
people
02:18
um become leaders and be better leaders
02:21
then i don’t think we’re doing our job
02:23
and so yeah that’s the big idea for
02:25
today that’s awesome and
02:26
obviously stew that if you’ve got a
02:28
great business idea and you start a
02:30
business or
02:31
obviously you’re a great leader right
02:33
yeah i think
02:36
sure i think the
02:39
um the fear sometimes in talking about
02:43
leadership
02:44
um is most people go i’m not a great
02:46
leader
02:47
i can’t talk about leadership and that’s
02:50
like
02:51
people going well i’m not a great cook i
02:52
can’t talk about cooking
02:54
no everybody loves to cook
02:57
we all lead in different ways in
03:00
different levels in different things
03:02
as we go about our day you know
03:04
leadership um
03:05
it’s a skill it’s a muscle that we use
03:08
um
03:09
i’m not sitting here pretending to be
03:10
the world’s greatest leaders if i lined
03:12
up all my leadership mistakes
03:14
against all my leadership successes i’d
03:16
probably cry and go home
03:19
but i think leadership is one of those
03:22
things that if we
03:23
don’t talk about um we’re not leading
03:27
and and so we need to
03:30
we need to grab the bull by the horns
03:31
and go okay one of the
03:33
ultimate things that powers an
03:36
organization
03:37
is this gift of leadership that um that
03:40
we have
03:41
as people and how do we grow it and
03:43
build it how do we become students of
03:45
leadership
03:46
in order to be better leaders and one of
03:49
the things that i’ve heard said about
03:51
a lot of bosses and ceos over time not
03:54
not specifically the ones that i’ve
03:56
worked in but you know you just hear
03:57
this
03:57
saying that oh they’re a great manager
03:59
but they’re not a great leader
04:01
what’s what’s the difference how yeah
04:04
how do we pull that difference apart
04:06
um so i think i think this is this
04:09
speaks to the essence of a lot of what
04:10
we’re going to talk today so let’s set
04:12
this context
04:16
we come from the viewpoint that
04:21
leadership and management are two very
04:23
different things
04:25
and the problem is
04:29
people execute the skills of leadership
04:33
and management
04:35
and sometimes we confuse
04:39
the skills of leadership in the skills
04:40
of management and i think we should put
04:42
it this way
04:44
a human being leads and manages
04:47
all at the same time and it’s at
04:49
different
04:50
times is flexing the muscle of
04:53
leadership versus flexing the muscle of
04:55
management
04:56
if i could put it that way and so if we
04:58
put a real quick definition
05:00
um to what leadership and management is
05:03
um
05:03
uh and and i think we’ve absorbed this
05:05
from from great leaders before us this
05:07
isn’t our own
05:08
thinking but leadership is simply
05:11
getting somebody from point a to point b
05:13
um so how do we get somebody or a group
05:17
of people
05:18
from point a to point b i love that um
05:21
it’s that thinking is what sits at the
05:24
very heart of our methodology the
05:25
experience curve
05:27
beginning of point to end of point point
05:30
a to point b
05:31
how do we get a group of people from an
05:34
idea
05:35
to mature market leadership and
05:38
that’s that’s that’s the great
05:42
excitement of organizations management
05:46
is actually helping people do the right
05:49
things at the right time in the right
05:50
way
05:51
on the journey from point a to point b
05:55
and that’s two very different things and
05:58
um they require two different different
06:00
skill sets
06:02
to get people from point a to point b
06:06
and i think what often happens is we
06:09
look at individuals and people and we go
06:11
they’re a great leader but not a great
06:12
manager they’re a great manager and not
06:13
a great leader and
06:15
and all good leaders should be good
06:17
managers and all good managers should be
06:19
good leaders
06:20
and uh and that is a sometimes
06:23
controversial statement is that is that
06:26
in some wonderful magical world
06:28
[Laughter]
06:30
yeah he’s this world we prepared earlier
06:36
well no no it’s not some of the best
06:40
leaders i’ve
06:40
worked for with or around have been
06:44
considered the lowest levels of
06:46
management in an organization
06:48
and so what we can’t confuse
06:52
is oh they’re the ceo or they’re the
06:54
business
06:56
x person therefore they’re the leader
06:58
well no a leader is just somebody who
07:00
gets
07:00
somebody or a group of people from point
07:02
a to point b um
07:04
and and this the skill of management is
07:07
helping them do the right things at the
07:09
right time
07:09
in the right way uh along that journey
07:12
and so
07:13
um we should we should recognize that
07:16
great leadership and great management
07:18
actually is a skill that needs to sit in
07:21
every member of the organization
07:23
um not what is often called the
07:25
leadership team
07:27
or you know that’s just i i really hate
07:30
that term
07:31
um because you you run an organization a
07:34
business
07:35
that is a leadership team um uh
07:38
come up with another term for it uh
07:39
because you create this wall between
07:41
people who think they are leaders and
07:43
who think they’re not leaders if there’s
07:45
somebody in that organization that has a
07:47
responsibility to meet an objective
07:49
then they are leading and managing to
07:52
get to that objective
07:53
and organizations that i’ve just had um
07:57
you know a great opportunity to thrive
07:59
in and you would
08:00
you would probably think back in times
08:02
like this yourself
08:04
is when that culture permeates that
08:06
there isn’t this one group of people who
08:07
are leaders and this other group of
08:09
people who are doers
08:10
but rather leadership is a skill a
08:12
muscle that we learn and do
08:13
and management is a skill a muscle that
08:15
we learn and do
08:17
and when we do that we transform our
08:19
thinking we change our mindset
08:21
and we begin to think differently about
08:24
how we work with people
08:26
and that i think is the very first step
08:30
in thinking about leadership
08:34
this great um philosopher once said
08:36
stuart lee
08:38
sorry for laughing if if you build
08:40
leaders your business happens
08:45
i think um yeah because i think by
08:48
default good leaders
08:50
do recognize good management um
08:53
and i think we should put a definition
08:55
to that um
08:56
or an explanation to that yeah leaders
08:59
lead
09:00
people managers
09:04
are men or people manage systems
09:07
i stumbled across my own things let me
09:09
say that again leaders lead people
09:11
and people manage systems right
09:15
we we do not manage uh people
09:19
and we do not lead systems
09:22
so leaders lead people
09:26
people manage systems
09:29
people never manage people
09:32
and people never lead systems and if we
09:35
should never
09:36
should never should never yeah if we get
09:38
that ass about
09:39
uh yeah then we tend to end up on our
09:42
ass and so yeah
09:44
i think often um if we look back on our
09:48
own
09:49
errors or mistakes in leadership and
09:50
management often it’s where we get those
09:52
two things wrong
09:54
and so the 101 in leadership and
09:57
management
09:58
leadership getting people from a to b
10:00
management helping them do the right
10:02
things on the right way
10:03
leaders lead people people manage
10:06
systems
10:07
but leaders never manage people
10:11
and we leave bad
10:14
leaders when we feel managed and not
10:18
led and so i think um
10:21
i’ve done that to people they’re my
10:23
mistakes in the past and i’ve had that
10:24
done to me
10:25
and and that they’re the mistakes i’ve
10:27
felt in the past and when i’ve done it
10:29
the right way around
10:31
it’s transformational to the
10:32
relationship
10:35
it’s when we are humans first and
10:39
workers second and that’s that’s
10:41
transformational often
10:43
to many organizations to get that
10:45
foundation right
10:46
and and so let me just repeat it again
10:49
um leadership is getting people or
10:52
somebody from point a to point b
10:54
management is making sure they do the
10:55
right things in the right way at the
10:57
right time
10:58
leaders lead people and people manage
11:00
systems but people
11:01
never manage people
11:05
and people should never lead systems uh
11:08
when we get that ass about we end up on
11:10
our ass
11:12
so i think if we establish that as
11:14
foundational thinking then we’ve got
11:16
somewhere to go
11:18
that’s cool so we we’re um
11:22
we’re talking about like maybe a
11:24
different approach to leadership
11:26
through waymaker so the the waymaker
11:30
way the waymaker approach
11:33
approach to leadership and you’ve got
11:35
some
11:36
well we have some some some frameworks
11:39
to think through
11:40
in terms of the waymaker approach to
11:42
leadership yeah and look
11:43
um our job is to give you a platform
11:47
a software platform and a methodology
11:50
what you do with it uh up to you you can
11:53
choose to use this as much or as little
11:55
as you like but we’re here to help you
11:58
hopefully this helps you do the right
12:00
things in the right way and helps you
12:01
lead people towards better goals
12:03
and so we talk about a waymaker mantra
12:07
and waymaker is designed
12:11
under the context of this mantra so
12:14
the waymaker mantra is
12:17
show the way build the system train the
12:20
leader
12:21
hold them accountable and help them win
12:24
it’s it’s a
12:25
five-step mantra
12:29
and it actually intertwines the ideas
12:33
and skills and muscles of leadership and
12:35
management
12:36
through that mantra so i’ll say it again
12:38
um that the waymaker mantra is show the
12:41
way
12:44
let me say that again show the way i’ve
12:46
got to remember my own mentor show the
12:47
way
12:47
um build the system train the leader
12:49
hold them accountable
12:50
help them win and we should unpack that
12:54
a little bit because
12:55
i want to show how the platform has that
12:59
ethos baked into it so it helps you be a
13:02
better leader and helps your
13:03
you build better leaders awesome all
13:06
right well let’s start with show the way
13:07
then
13:08
well easy um easy easy
13:11
the the first um the first way we show
13:14
the way
13:15
is is actually when you turn on waymaker
13:18
you take your first diagnostic
13:21
and you end up with a benchmark we call
13:24
it an x-score
13:25
and it plants you on a curve and we
13:28
talked about getting from point a to
13:29
point b
13:30
point a in waymaker is an idea this
13:33
organization was once an idea
13:35
point b um is
13:39
it’s probably more like point z but it’s
13:42
market leadership it’s the top of the
13:44
curve ready for the next
13:46
point a and so we want to help people
13:49
organizations get from point a to point
13:51
b and so the very first thing we do is
13:53
show the way
13:54
and to show the way you have to know
13:57
where you are
13:58
on the way and so our diagnostic
14:01
reveals a benchmark and that benchmark
14:03
is an x score
14:04
and you’re going to find a score
14:05
somewhere between 20 or 30 percent
14:08
up to 80 90 100 depending on how good
14:12
you are
14:14
if you’re in your early stages of
14:16
maturity
14:17
you’ll be around 30 40 50
14:20
on the experience curve if you’re
14:23
demonstrating maturity
14:25
then you’re going to be much higher but
14:28
we don’t just leave that as an
14:30
organizational level
14:31
maturity curve um if you’ve been
14:35
listening to any of our podcasts and
14:36
it’s great to hear feedback from
14:38
listeners who have actually you’ll know
14:41
that when we talk about
14:42
um the the system of business
14:46
that it’s actually a system of systems
14:48
and that we we break that up into
14:50
vision market strategy business model
14:52
customer experience and employee
14:54
experience and so
14:56
we then allow that way to break down
15:00
into eight curves and
15:03
eight experience curves vision curve
15:05
market curve
15:07
strategy curve business model curve
15:09
sales marketing service and employee
15:11
expert
15:12
employee experience curve and so there
15:14
is circa
15:16
250 ish data points across those curves
15:20
um which when when you take that
15:22
diagnostic
15:24
is giving you a point on each of those
15:27
curves to start from
15:28
so the very first thing we do is we show
15:30
somebody where they are
15:32
not an individual button organization um
15:35
uh so we we think the the first thing
15:38
you need to know in getting from point a
15:39
to point b
15:40
is where you are between point a and
15:41
point b
15:43
that’s kind of helpful and then if you
15:45
then know
15:46
what the next steps are
15:49
which are really the best practice
15:51
activities on the experience curve
15:53
you can actually start to look ahead and
15:54
go oh my most likely next steps in sales
15:57
or marketing or service
15:59
are these three four or five things so
16:02
we’re showing the way
16:03
and we want leaders to pick up that
16:05
mantra and go are we showing the way
16:08
are we showing you what’s next are we
16:10
are we lifting your eyes forward to how
16:12
you
16:12
improve and how your team improves and
16:14
how the organization improves
16:15
in order to get to our vision and our
16:17
goal make sense great
16:18
yep and so when we talk about build the
16:21
system which is the second point
16:23
are we talking about the system that
16:24
we’ve built for organizations or are we
16:26
saying
16:27
now that you know now that you know what
16:28
your next few steps are now you go off
16:30
and build a system
16:31
yeah the point is that um good
16:34
leadership is about replacing yourself
16:36
and so step one is show the way so you
16:39
have a set of skills
16:40
let’s say you’re an organization of one
16:42
and you hire the next person
16:44
they come in day one what are you gonna
16:46
do you’re gonna start to show them
16:48
how to do the tasks and the things that
16:50
you want them to do
16:52
so you’re going to show the way you’re
16:53
going to start to transfer skills
16:56
so in our methodology skills always
16:59
leads systems and right and so we
17:02
have a set of skills and we go great how
17:05
do we
17:06
um compound the effect of those skills
17:08
we build a system
17:09
so we’re going to show the way um we’re
17:13
going to
17:14
build a system we’re then going to train
17:17
a leader and so
17:19
the very first thing we’re going to do
17:21
is recognize that we need to systemize
17:24
some of the skills we have
17:25
and so when we talk about skills and
17:27
systems on the experience curve
17:30
we’re talking about skills as things i
17:32
know how to do
17:33
and systems as processes tools
17:36
or software that help us do something
17:39
more effectively
17:40
so a tool or a process is like a hammer
17:43
um
17:44
great i’ve got a hammer do i have the
17:45
skills to hit the nail on the head
17:48
great a skill a system a hammer is a
17:50
system
17:51
um it’s a tool it’s a process it’s
17:55
and so we we think about systems like
17:57
tools
17:58
and so as i get more advanced i might
18:00
move from hitting a hammer
18:02
to maybe um
18:05
breaking up concrete now i need a
18:07
jackhammer i’ve got a way more powerful
18:09
hammer you get where i’m going i won’t
18:10
go any further
18:11
because my analogy so this knowledge is
18:13
going to break down
18:13
[Laughter]
18:15
so um our mantra you could go to a
18:18
wrecking ball you could go to a wrecking
18:19
ball after that thank you
18:20
yeah yeah right up to dynamite blowing
18:24
up a building yeah
18:26
sorry uh i think you get the point yeah
18:29
the
18:30
the message here is the mantra is um
18:32
show the way
18:33
build the system train the leader so
18:35
where how do we transfer skills out of
18:37
me
18:38
and and i’ve got to lead and i’ve got to
18:41
manage
18:42
so i’m going to show this person where
18:43
they’re going and i’m going to give them
18:45
the skills
18:46
to how to do the right thing in the
18:47
right way at the right time cool
18:49
yeah that’s a system does that make
18:51
sense yep
18:52
and and so when we’re talking about
18:54
training the leader then we’re
18:56
we’re talking about how to uh equip them
18:59
to use the tools
19:01
um most effectively to reach point b
19:04
yes correct yeah and in doing so
19:08
um there’s a there’s a hard skill and a
19:10
soft skill transferred
19:12
the hard skill is i know how to pick up
19:15
the hammer and hit it
19:16
the soft skill is oh i’m beginning to
19:19
understand what you’re doing
19:21
you’re you’re teaching showing helping
19:24
me understand how this hammer works to
19:26
build the house
19:26
i see the house and and so the soft
19:29
skill
19:30
is really where the leadership starts to
19:32
to grow and so
19:33
we should never think about building the
19:37
system and training the leader as
19:38
just pure functional um because if we
19:41
are to
19:43
build the system and train the leader we
19:45
should teach them how to do it for the
19:46
next person
19:48
and um and so when i come in and see
19:52
oh this is how i use this tool i’m being
19:54
trained on how to use it
19:55
i’m only effective if i can do that for
19:58
the next person
19:59
and otherwise we actually haven’t
20:03
we haven’t transferred leadership we
20:04
haven’t taught leadership we haven’t
20:06
showed them
20:07
showed them how to help another person
20:09
get from point a
20:10
to point b we haven’t replicated
20:12
ourselves so leadership is in the
20:14
business of replication and compounding
20:17
okay can we park on train the leader
20:19
just just for a moment seems so
20:21
this episode is all about leadership um
20:25
stu you talk about the five functions of
20:26
a leader um
20:28
and so that might actually be a really
20:29
cool framework to talk about well how
20:31
how might we actually go about training
20:33
leaders or equipping leaders
20:35
to get to point b yeah and look this
20:38
um this isn’t rocket science it’s just a
20:41
little mantra
20:43
to be honest i’ve i’ve learned and
20:45
adapted over the years
20:46
and i try and practice myself and i’ve
20:50
noticed it as
20:52
as i moved into coaching and consulting
20:54
with other senior leaders
20:56
that the biggest problem we have as
20:59
leaders
21:01
is time to step back um time to get out
21:04
of the doing
21:05
and into the thinking and so this little
21:07
five function it’s just
21:09
it sits neatly under the waymaker way
21:12
which is just as a leader you need you
21:14
need to think you need to plan
21:17
you need to inspire you need to equip um
21:20
and you need to empower
21:22
um and it’s really basic
21:26
but that first thing is thinking and you
21:28
could almost take your diary
21:30
and you could look at it and you could
21:32
go how much of my diary
21:34
is actually spent on thinking time
21:38
and most of the leaders that
21:42
that i listened to in those early days
21:44
of of listening around how their
21:46
organization is going is
21:48
is actually just swamped i don’t have
21:50
time to think
21:52
and in fact one of the first rules of
21:55
war
21:55
is to disorient your enemy it’s you know
21:59
go and read the art of war disorienting
22:02
your enemy is one of the first steps
22:05
and most powerful steps to make them
22:08
useless
22:09
and so some of the greatest battles um
22:12
in history have been won from the
22:14
smaller force disorienting the larger
22:16
force
22:17
and so many of our leaders and people
22:20
leading
22:21
get disoriented because they don’t step
22:24
back to re-orient um
22:28
why am i doing what i’m doing what am i
22:30
achieving in doing this
22:32
how are we going what’s working what’s
22:33
not what are the
22:35
divergent voices saying what are the
22:37
who’s who’s arguing against me who’s
22:39
telling me different things to what i
22:41
want to hear what’s that what’s going on
22:43
where’s the market moving what are our
22:45
customers really saying
22:46
um what’s the bs coming up the line that
22:49
i need to ignore and
22:50
what’s the truth coming through that
22:52
i’ve got to grab a hold of and you know
22:54
all those things
22:55
take time and my worst periods of life
22:59
have been periods when i’ve been over
23:01
scheduled over hyped over busy
23:04
and my best and most profitable times of
23:07
life
23:08
have been when there’s been margins at
23:11
the edges
23:12
and because that’s the time
23:15
to think which leads to better planning
23:18
so this think plan inspired
23:20
thinking time thinking actually helps
23:22
you be a better planner
23:24
um bringing the right people around you
23:26
thinking about the right things to do
23:29
um and once you’ve planned you’ve got to
23:32
go and sell that plan
23:35
hopefully you’re able to inspire others
23:37
who have been involved in thinking
23:38
through that planning with where that’s
23:40
going to get us
23:40
it’s the leadership bit and then we’ve
23:43
got to
23:44
um what do i say equipment in power
23:46
which is very much the
23:47
okay who’s on board what what skills and
23:50
systems do you need
23:51
um great you’ve got them now get on with
23:54
it
23:54
um and so that little kind of five
23:57
functions of leadership
23:58
is a little mantra that i try and live
24:00
by and catch myself around and
24:02
help others in our team and and
24:04
community live around too
24:06
so rewind 20 years ago stu we you and i
24:09
were very good at
24:10
time spent thinking with it
24:13
with a red wine we were quite
24:15
disciplined at the thinking stage
24:17
i think planning a few less distractions
24:19
at the time
24:22
yeah we had no kids that was wives
24:23
children yeah businesses
24:25
all that sort of stuff but um it’s
24:28
really great to see that you know
24:29
waymaker has
24:30
actually like gone through the whole
24:32
five and here we are empowering
24:35
people to go and do it themselves well i
24:37
hope so yeah i know it is cool
24:39
but yeah look i think um
24:42
uh i think when you’re young and ideal
24:44
you do have time
24:46
to think and imagine and come up with
24:48
world-changing ideas
24:52
you’ve got to have reality checks on
24:53
those and
24:55
think about how to manage through them
24:56
you know we’re talking about leadership
24:58
and management and
25:01
you know i i often tell the story when i
25:03
lived in
25:04
corporation world which was some of the
25:07
best and worst times of my life but so
25:08
often
25:11
a leader a ceo would come in and
25:15
sell a vision to us and they’d go hey
25:18
we’re going to have an amazing year
25:19
we’re going to sell so much it’s going
25:20
to be amazing
25:21
we’re going to be the market leaders and
25:24
blah blah blah blah
25:26
and um somewhere in there
25:29
uh would drop out that our targets had
25:33
increased
25:34
um but our resources had decreased
25:39
and that the reality of the equipping
25:43
for the vision um uh
25:46
didn’t exist and right and and
25:49
and what was appearing was a gap and you
25:52
know in this podcast and in the
25:53
waymaker world we always talk about you
25:55
know the enemy is the gap
25:58
would be this chasm between somebody
26:01
thinking they’re doing great leadership
26:03
things which is selling big visions
26:06
but then doing really bad management
26:08
things by going
26:10
okay we’re not going to give you the
26:13
skills and the resources to get there
26:15
and when you create that gap when
26:18
when you don’t manage well which is
26:21
equipping and empowering people
26:23
um sorry um providing people with the
26:26
right skills and systems
26:27
um to do the right things at the right
26:30
time
26:30
um then you all you create is just
26:34
uh that’s that’s just that’s just ivory
26:37
tower talk
26:38
um and and so the idea of leadership is
26:42
to
26:42
think plan inspired but to provide the
26:45
right level of skills
26:47
and resources and tools to get the job
26:50
done
26:51
no builder in his or her right mind
26:54
walks up to a building site and says
26:55
we’re going to build a house
26:57
and then says but we don’t have hammers
26:58
drills timber and materials
27:01
and you know just imagine what would go
27:03
on if that happened
27:05
and if you take that and you put that
27:07
into typical organization land and
27:09
corporate world
27:10
how often does that happen and so part
27:12
of waymaker is helping
27:14
um educate people on the ridiculous of
27:17
that moment
27:18
so they can actually reap the benefit of
27:21
great leadership
27:22
and great management um and achieve more
27:25
while doing less
27:27
so we’ve talked about showing the way
27:29
build the system train the leader and
27:30
that actually
27:32
what you’ve just talked about takes us
27:33
to our fourth point we just hold them
27:34
accountable and i just have a question
27:36
on that one before you
27:37
start roofing is um it’s it’s both
27:40
it’s both uh downwards in the
27:44
organizational chart and upwards i would
27:46
imagine like the accountability
27:48
is is both ways that’s right uh
27:52
and and that’s how waymaker um helps
27:54
organizations because
27:58
it’s transparent it’s accountable um
28:02
anybody i’ll talk talk about us as
28:04
waymaker
28:05
anybody inside waymaker can see
28:07
waymaker’s
28:08
long-term strategic goal and all our
28:10
short-term
28:12
goals to get there and
28:16
you can see your name you can see what
28:17
it is you can see the progress towards
28:19
it
28:20
it’s accountable that that’s why we love
28:22
the the foundational methodology of of
28:25
okrs as a goal-setting methodology
28:27
it’s transparent it’s accountable it’s
28:29
clear at any given moment in time
28:32
i can see exactly where an individual is
28:35
at and that individual can see exactly
28:37
where i’m at if we’re all climbing the
28:39
mountain getting from point a to point b
28:42
then we all need to know where each
28:43
other’s at that’s kind of the first rule
28:46
of
28:46
outdoor air isn’t it um if you can’t see
28:50
your team
28:50
stop walking um so if you can’t see your
28:54
team and what they’re doing
28:56
stop get on the same page and get going
29:00
were you in boy scouts just out of
29:02
curiosity i i
29:04
did what our school’s equivalent was it
29:06
was called outdoor education and i i
29:08
liked it
29:08
i took it all the way through to year 12
29:10
before uh before uni
29:12
and then i spent a year in england
29:14
actually being a boy scout
29:17
kind of throwing a seat i didn’t
29:18
thirteen years around yeah it was lots
29:20
of fun
29:22
backwards back when i looked like yeah
29:24
yeah yeah that’s it
29:26
didn’t we all didn’t we all uh show the
29:29
way
29:29
build the system train the leader hold
29:31
them accountable and then lastly
29:33
help them win um
29:37
you only win if the people around you
29:40
win
29:40
that’s where this is getting to you know
29:42
waymaker is
29:44
set up to quickly diagnose gaps
29:47
in skills and systems across the system
29:50
of business
29:51
to set a roadmap of where we need to get
29:53
to and then to
29:55
make clear all the goals that need to
29:57
happen
29:58
and and that’s that means that if i have
30:02
a goal
30:03
and there’s three people around me with
30:06
goals
30:07
and let’s say i’m leading them as a team
30:10
then
30:10
i need to make sure that they’ve got the
30:13
right goals
30:14
and that those goals actually lead
30:16
towards my goals being achieved
30:18
[Music]
30:19
that’s kind of common sense if we’re all
30:22
moving together
30:23
doing different things but in the same
30:25
direction then we achieve more
30:27
if we’re all doing different things
30:29
moving in different directions
30:31
then we’re all doing more and achieving
30:33
less and we need to
30:35
do less and achieve more we need we need
30:37
to make sure we’re all working