The Absolute Advantage

Posted by on Sep 27, 2017 in PODCAST INTERVIEWS | No Comments

Bix and Joe talk with Kelly Hatfield about how hacking your future is the absolute advantage.

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Rough transcript


Welcome to absolute advantage show guaranteed to shorten your path to success. We talk to amazing entrepreneurs and leaders at the top of their game and give you the tools to develop the advantage you need to succeed and make a difference. Now here’s your home. A successful entrepreneur investor and master connector. Kelly welcome everyone. I’m

Kelly Hatfield as always leadership cultivating people and personal development are at the heart of our discussions at today. I am so excited to introduce you to our guests and that is plural. We have two guests with us today. But before I do I want to remind you all that if you’re looking for some great business content other than right here on this show then check out C-suite TV and watch in-depth interviews with business content for C-suite leaders and entrepreneurs like yourself and the best part is it’s on demand. So watch and get insider secrets on demand by going to C-suite TV dot com. So now without further ado. Again I said yes. So we have got two amazing people with us today. We’ve got Bix’s and Joe vixen who are future hackers. They have re-imagined management for today’s and more important tomorrow’s world expects and is one of the most important mentors and many executives lives transforming them and their teams into dynamic innovative and high-performing organizations.

Bix was joined by his son Joe two years ago with energy passion and commitment of a Millennial bringing his dad and their clients into the digital economy. I’m excited to hear about that so Bix’s and Joe have worked with the leaders and their teams at Starbucks Guinness Lululemon Escada good year Goodyear Microsoft land and many more. And Joe teaches legendary leaders to consistently produce material outcomes. Again they have re-imagined management for today’s and more important Tomorrow’s World future. Hacking is a management discipline that provides leaders with the essential tools required to push past what is in the way of creating and fulfilling the future. Dixon Joe has led many turnarounds of organizations ranging insights from one hundred to 10000 with revenues of a few million dollars over a billion.

So guiding change to produce material outcomes is the ultimate test of a leader. No business survives of the long term if it can’t reinvent itself future hacking is a principal approach to impact our everyday thinking and actions breaking open what is possible for you and your business. So I’m so excited to get into this today. And Joe welcome.

Kelly thank you and thank you for that very wonderful introduction. It’s great to be here. Excellent

Well before we really dive into the meat of things I gave her very you know 10000-foot view of bowls of you and I love your story so if you wouldn’t mind sharing it with our listeners that would be fantastic and just kind of walk us through your journey in where you are today with. Is it B2 squared. B squared B squared. Got it.

Yes. Or Orbison to consulting. Yes. And we’ll spell it out because it always gets confusing when people hear Bickson. And also the name Bix’s is confusing enough actually.

Well what was funny when I was breaking my notes so in preparing for this I spelled your last name like your first name is spelled. So anyway we’ll get it straight. We’ll make sure that that gets into the show notes clearly as well.

Thanks Kelly. You bet. So what one way to think about it as you know we’re we’re all watching companies today and we all know that we have to disrupt yourself or others will do it for you. And that’s really been the story of my life. The great thing about living in a very dysfunctional home as I was growing up was that I learned about disruption as a child and my life has really been a series of disruptions.

When I went to university I was a journalism major and in my senior year I published my own newspaper and the administration of the university said Uhu that newspaper is a little too much for us. Could you please leave this university which was of the moment of leaving a small liberal arts university and ending up in Berkeley California just at the right time to be in Berkeley California and then from there denuding to be disruptive to moving to Canada and living off the grid with a community of people for 10 years. Hold on there. Yeah. Is a holy cow when I look back at it because I was a city kid that had never even imagined doing something like that. And so myself and so and some friends from Berkeley and people we met met in Canada. We created a community and lived off the grid for 10 years and then from there came back to the city and really started got started managing a business here and the people there started asking me questions and started consulting at that time.

And from there walking into Guinness Micro-Soft Starbucks Moville lemon and many more to have the future with them. So that’s a small introduction to a whole lot of years of doing something but I’ll turn it over to this Millennial sitting next to me which I have the opportunity to work with now.

That’s all fine. And Kelly this is like a welcome to my life experience and to grow up with this guy.

So you know his big set is regarded as one of the foremost authorities for organizations and leadership teams to develop and produce material outcomes. And he’s worked with or muxed Microsoft Lou.

But when I was growing up in the 90s he was my dad. And you know he would take me to breakfast at the local Starbucks which at the time in the 90s was just a young company and he’d be pointing out the way the servers are speaking and you know the green apron book and how it’s all put together.

And you know what I was interested in most was the sausage breakfast but I was there for breakfast. Oh my God. But you know so.

Now you can walk into any Starbucks around the world and you can pretty much get the same experience. And so what I didn’t know at the time was that I was learning some of the key ways that businesses and organizations can develop a culture that calls for performance that pulls for something extraordinary in the world. And so that that’s one thing that I realize now that I look back. The other thing is that I’m part of a generation that is experiencing a changing world. You know as millennials there’s a lot of conversations about us in the workplace these days. So what are the Millennials interested in. What do we need to do in order to have them really working hard and sticking around in our organizations. And so you know I’ve been experiencing that change and realize you know as I look back on my experiences growing up and what VIX was pointing to you know Starbucks is the old world of organizations. We’re defined by efficiency and repetition. So if you were an organization in the world back then if you could be efficient and if you could if you could have a repetitive strategy that allowed you to scale over time you were sitting pretty. As they say. And so what I’m discovering now is that that no longer works. Now to be successful companies have to operate in a world of change where change begets and accelerates more change and that you can see that in the Internet you can see that in all of these exponential organizations uber being B. Silicon Valley is full of them. So that’s been my experience.

Thank you so much. I love your story. I’m so glad you shared it it’s terrific that I’m so interested and I know our listeners are too good because as you mentioned Joe the millennial topic is at the forefront right now. And there are so many companies that we work with that this is a real challenge melding the generations so you know that that that transfer that information transfer and the interactions that are going on between the boomer generation and the millennial generation specifically those two I’m seeing were kind of the most challenges and really needing to learn how to speak one another’s language. And I’m wondering if you’ve got any insight or advice for our listeners if this is an area that they need some support in at all.

We’ve got lots of ideas. Let’s go back I know. Absolutely.

And I so appreciate the opportunity to say something and I know that your commitment is to have your listeners walk away with something that they can use. And so one thing that your listeners can use right away is something that our we’ve discovered in the world that is consistent across all organizations today when dealing with millennials is you got to have a purpose that is a reason for being together beyond money.

And so we find that those organizations that have created something extraordinary in the world have a reason for being together beyond financial gain. And young people are increasingly interested in making a difference in the world. And you can see it in all these organizations that the emergence of big corporations the emergence of social impact ventures and these young people tend to want a way to contribute to the world in their work. So. So that’s one thing that we recommend to organizations is you got to have a purpose. You got to have a reason for being together beyond financial gain if you want young people to really be interested. If you want them to really be pulling for your organization. Perfect is this where that inventing a new corporate DNA comes in. Because for some what you’re talking about that purpose and being tied to some closely a lot of the things that I see with companies are well this is the way we’ve done it for 30 years. And and it’s like OK well. That might be part of the problem with being able to attract the kind of talent you know. Millennials are our future. They’ll be you know close to 50 percent of our workforce here in two years. So you know if you’re not doing a great job of attracting millennials and retaining millennials then you’re keeping your business really doesn’t have a future right. So is this where this inventing a new corporate DNA that you speak of comes into play. Absolutely

This is Bix’s you know. So the first conversation we have with them when we walk in because word almost never the first consultant and now that’s why we call ourselves future hackers to begin to distinguish something else is happening you know we’re the fifth to the 10th or the 15th consultant that has walked into their organization. So most of the people are sitting there looking at their phones looking at their laptops wondering when is this meeting going to be over Tokyo.

Get me out of here.

So the first conversation we have is to say to people that who you are for us is that you’re already successful that you’re already committed dedicated intelligent and human beings that you’ve already built a foundation of success of accomplishment of commitment and of dedication both in your life and in your career. So we’re speaking to you from the foundation that you’ve already built. And we’re asking inviting and challenging people to consider on top of that foundation something else is possible. So that’s the first conversation because it’s all it starts. It’s in the middle and it ends with relationship. So many times we you know we were not there for us we’re there for the CEO or for the leader the department head the division head the team had all the way up and down organization. They are meeting it. It’s not our meeting.

So we have done the work before we’re in a meeting with people to find out from the leader what they’re committed to and to talk to the people in the organization to find out for first of all to create somewhat of a beginning relationship with people because we know without that relationship nothing is possible. And then second of all to find out from their view what are the elements that need to be addressed.

So the leader always starts the meeting has to. And and from there we’re there to support their commitment. Now we’ve got some really good ideas on how to have that happen because you know as Joe speaks everybody thinks about this business called purpose. That would be nice. Of course, I want people to be inspired. Of course, I want people to be challenged and eager and to go for it. But what we’ve developed over the years and really designed is a way to give that is to give people access to that versus you know as you know so well and our listeners know so well that in the old days you walk into a bookstore and there’s this little tiny section for leadership and management and self-development. Now you walk into a bookstore and half the bookstore is leadership management self-development. Yes, and I take down those books I open them and I love them. And I go am sitting there reading the books I’m going this is great stuff I want.

But I find that there’s a disconnect between what the author is saying to me and my ability to translate that into actions and results. Yes. So future hacking is that which allows people access to this business called power.

And our definition of power is the rate of translating ideas into actions and results. When you’re being powerful when your organization is being powerful they’re not only inventing innovating lots of ideas but those ideas are being translated into the marketplace with velocity.

So future hacking is the discipline that allows people access. So you’re going to have to shut me up pretty soon Kelly because I’ll just keep on now.

I love that I’m taking notes ferociously there.

So how do you do that? Does. How do you trip? How do you allow people access to this business called power. How do you allow people access to this business called DNA. And we know in living organisms DNA lives in the cells and the DNA is simply a set of instructions a set of algorithms a set of rules that tells every living organism what it can and cannot do what we ask people to Sidor is that every organization also has DNA except the DNA can’t be found under a microscope. So where do you look for it. And then we ask people to consider that DNA of organization lives in the conversations that we’re having with each other that we’re having with our customers.

That we’re having about our competitors. And as importantly we’re having with ourselves and why we ask people to consider that is it’s not theoretical and it’s not abstract. We can listen to the conversations we’re having and we can ask ourselves. Will these conversations give us the future we’re committed to.

And the great thing about organizations is they are not genetically encoded and but so many organizations as we’ve seen have either gone out of existence or are weak in the face of the changing world that Joe’s talking about because they don’t see the current way that they’re thinking that they’re acting that they’re behaving that they’re looking from and they don’t know where to look for that. And so we’re asking people not like it’s the truth. You know we’re not standing there saying you’ve got to believe that.

We’re saying here’s an idea here’s.

And the difficulty is you know one of the things that we say is that for the most part when we went to school we learned when somebody’s speaking that their job is to either. Our job is to either agree with them or disagree say that’s right that’s wrong. That’s good that’s bad. I like that I don’t like that.

And we call that a conclusion. And in our view a conclusion is a place where we stop thinking. So it’s easy to say well I don’t agree with that or I like that or I agree with that. The difficulty is to stay in the conversation of Inquirer bring reflecting looking engaging it’s hard I think is hard.

I don’t like it as it is because not today it exactly but.

But what we what we’ve allowed is what happens for people is they can see a big difference. It’s fun to think that they’ve been having the conversations that they’ve been having which are almost entirely in the past unknowingly. It’s like we don’t get up in the morning and say or ourselves we’ll today I’m going to act down of the past. It just happens. Right. And then we allow people to remember and the word Remember means put back together again. That what distinguishes us as human beings is we can imagine we can invent we can create we can declare we can stand for an idea and act out of it. We’re the only SPIE disease that can say something invents something imagine something and then act out of that. And what happens in organizations when they weaken themselves is people lose their voice.

People forget that they’ve got something to say and you forget that you have something to say we don’t have anything to say. So the first thing that happens when people remember that they can imagine great and then declare and Stan the leader the CEO consistently Kelly jumps out of a chair and says all here’s where we’re going here’s what’s possible here’s what I’m creating for our future together.

And now the people that organization can hear that person not like here he goes again or he or she goes for it.

Oh yo la la. People are sitting there standing there all remembering that. Yes we can create something together we can invent something together we can imagine something together. And then from then on is to support Coach challenge people for them and for all of us to see are we speaking from the past. Which will give us more of what we’ve already have or are we creating? And speaking from the future that’s future hacking. It’s it’s distinct because you know you know as we listen to you and as we listen to people that are creating something in the world it’s big and it’s the big tractor. It’s what’s compelling it’s what’s inspiring. So that’s how the organization creates a purpose that’s beyond financial gain. That also is extraordinarily successful in the market that they’re participating in. All right.

And I guess they are.

I know I love it though but this is where that whole idea. There was a phrase that you use along with future hacking and it’s transformational conversations so. So that was what I was going to be. And you got into that on you know through what you just shared but how do you know I’m listening and I’m hearing what you say and the passion behind it and I know many of our listeners are feeling the same way that I am right now.

What you know and then you get the car in the day to day you know where it’s a million miles an hour and I think many of us and myself included. On days you know going back to what you said earlier you know it’s exhausting it’s hard being in chaos all the time. What are some tips or strategies that you have for us to get to keep that level of engagement? Is there is it is there are you reflecting daily? Do you have any structure or strategies that you can share with us that help us stay engaged?

And so what we introduce our what we call practices and practice is an action that you take to create new habits. You know that why you’re successful whether you do. Kelly why the people in that room or wherever were talking to the executive across the desk. They have developed a body of practices that allow them the current level of success the current level of communication current level of performance the current level satisfaction. So as we all know if you want a new level of performance you’ve got to act differently. Right. And so how do you do that. So one way to do that is we invite people to consider that if you’re willing to consider this idea that the DNA of organizations lives in conversations we all know that what happens is we go into a meeting we have a conversation. We ask people to call out one the ground conversation then we leave the meeting.

We go to someplace where we’re more relaxed more comfortable the coffee shop or the pub and we talk about. Our other conversation which we ask people to call the background conversation Kelly which of those conversations has more influence on the way we act.

I would say the background try. Exactly so.

So the first conversation we ask people is to have their background conversations in the meeting.

And that’s a practice you know we’re uncomfortable about it. And I think one of the illusions we have is some time in our lives will be comfortable enough to say those forget it. You’re never going to be comfortable enough. But if you have a practice that you know when we worked at Guinness the managing director of  the time said because they were extraordinarily successful. I mean the old numbers that knocked crazy you know the way they were growing. And I said why are you doing this. And Brian bulldyke said I know there’s so much intelligence in this organization that is not getting expressed that is that we don’t know how to find. Right. And so when people are able to have their background conversations in the meeting that’s a practice. So in the meetings, you’re asking how to actually do this on a daily basis.

That is the meetings that these companies have they will say the CEO the executive anybody will say here’s the idea here’s the strategy here’s what we need to accomplish this quarter first thing they’ll say is when you hear that what are your background conversations. People will say them right. Oh well I we never could do that. We don’t have the resources can’t get the budget that person in that region isn’t going to deliver.

Good good. Now, what is our commitment? So you can begin and people can see that they don’t have to act out of their background conversations. So that’s a huge practice. The other. Another huge practice is listening to we in our culture we’ve been trained that listening is getting ready to talk.

So totally So we’re you know we watch people on TV we listen to all these what we consider smart people and they’re so good at responding. I sit there I watch and I go how do they do that. How do they respond so clearly and easily? And but that’s the difficulty is they’re so good at responding. And so we asked people that to consider that the practice of listening is not getting ready to talk. The practice of listening is having the person speaking experience being heard. I love that. Thank you so all.

All we always have to worry about what we’re going to say. We’re asking inviting promising people you never have to worry about what you’re going to say if you can have the person speaking experience being hurt harmony conversations are we in everyday how many conversations do we observe where they just missed the mark because people haven’t learned in practice listen.

And so as we introduce this idea of future hacking as we introduce this idea of really inventing the future and fulfilling the future of your organization there’s a body of practices which we introduce which people then can then act in ways just like every athlete every athlete has a regimen of discipline every podcaster has a regimen of discipline things that you make sure that you’re going to have in place for you to have the level of performance the level of commitment that you do.

This is this.

This is common sense. This is common. Yes you’re right.

It is and is you’re speaking to and sharing now. I laughed so hard when you talked about listening you know waiting to speak because I remember really early on in my career longer than I care to admit to that. I had such a hard time because I was so worried about what I was going to say next that I wasn’t listening to what was so if I’m if I was on a call with a client or you know that it was OK you know I was so nervous about what I was going to say next and I didn’t hear what they were saying in it and it’s all right there for you and so that connection wasn’t being made. But anyway I I reflected on that when you said that I’m like oh my gosh I remember I remember that. You know and still have to stay on track. You know keep pulling myself in sometimes but I remember that definitely early on in my career that that was something I really needed to work on.

Well we need to work on it all the time. And particularly here we are on a podcast right.

We’re thinking oh we better some good stuff. There better be some good stuff in here. You know we listen to ourselves after buying gas and then we’re in there thinking Shut. Up.

I know there are so many good things. I mean we’ve already achieved our goal of people walking away with some pearls of wisdom for sure and we’re not even done yet. So what about I love on Launceston idea that you’ve got you know being a partner you know rather than a savior What does that mean. What does that statement mean to you.

Well Kelly thanks for the question. You know a lot of the times when We the reason we say that future hacking is the end of consulting is that many times in organizations they will hire a consultant and big set up before and they’ll walk in and they’ll be the 15th 50th. Consultants walked in the door. And so our commitment is not to walk in with the answer Our commitment is to walk in as a partner and as a committed like big was will say a committed listener. So you know our our understanding is if we can walk in and really listen to the conversations that are happening in the organization and listening in the way that it begins to open up for people what they were seeing about themselves or what they weren’t experiencing about the organization then they have the ability to shift it themselves.

And you know one of our favorite quotes is by a guy named Albert Schweitzer and he says each each patient carries their own doctor inside them. They come to us not knowing that truth we are best when we give the doctor who resides within each patient the chance to go to work. Obviously he was a doctor right.

So you know our committee that’s our whole commitment is when we walk into an organization that people experience the part our partnership.

And they also experience that they can solve and they can continue to create in the face of whatever they are dealing with rather than us coming in and giving them the answer. I love that and it’s so i’m translates. You know when you’re when you’re sharing this I mean this is something over the course of the last 10 years I’ve I’ve learned as within our businesses and our teams that we have here that I used to be the kind of person that you know solved problems for me. You know it’s exhausting you know and I was doing everybody a huge disservice you know not. And so I love it when you say that answer is is with is inside you and the doctor is inside you. It’s interesting as a leader to just you know what. How. By changing the way that you interact. And just asking a lot of questions and listening how your team will find the answers on their own and soon come to us with the solutions to our already to the table so I love what you’re saying.

And and I’ve seen it to some degree anyway or at least I can transfer what you were saying to some degree anyway with you know with what I’ve experienced with my own team. But again it takes a level of engagement you know to be able to do that. It’s quick it’s easy to just solve a problem really quick and move on.

If you ask my wife I still do that.

So stop doing it then. Well I’ll tell you a. I’ve got the commitment. I. Know.

Well we’ve been married 40 something so far.

So slow is slow draining but also while you’re obviously doing something right. What about there’s a phrase also you know in looking at your Web site and in some of the material where you say everyone has a plan until they get punched in the mouth. Can you talk a little bit about that too to our listeners now.

That’s a Mike Tyson quote that we love. You know so you know we live in Canada. And one of the stories in Canada is what happened to BlackBerry. And you know BlackBerry grew from nothing to$20 billion in eight years and all and all this and and they were gone much faster than they came into being. And so that’s a punch in the mouth. And so you know and they were doing everything that they could to do. In other words while they were trying to grow as fast as they could grow they were trying to open new manufacturing sites in Indonesia in India. So they had everything focused on how they could get tenure to grow. And so when people came to them with the smartphone and said there’s a different world occurring they couldn’t see it because they were so so rooted in their current way of thinking.

So that’s a punch in the mouth. And so our job is to work with executives so that they can see their strategy. They can see their quarterly plans. They can see what they want to accomplish in three years. All

Absolutely. We’ve got great systems for them to accomplish. And at the same time being open enough to whatever’s happening in the marketplace and in their world that they can they can begin to adapt to the ever changing world. And so so you know in the dust in the in the writing about really creative thinkers the Michaelangelo’s the Mozart’s the the Einsteins of the world what they found is that these people seem to have one just one too many distinct characteristics. But one of them was for sure is they can somehow hold two seemingly antithetical elements and merge them into a unified whole so their world wasn’t. It’s either this way or that way. They could hold those two opposing elements at the same time. And that really requires creativity requires thinking requires a different way to approach our business every day. And so part of future hacking is that development of that kind of thinking that allows executives to be absolutely focused and we have incredible management accountability systems so everybody in the company knows what’s happening.

Who’s accountable for what. What they’ve accomplished what they haven’t accomplished and what they’re going to do about it. But at the same time engaging people and knowing that. At all times we have to recognize that what is actually happening in our world in a way that we can continuously adapt and adjust. So one of the you know where weird statements we’ve got lots of weird statements that we say and people like rolling their eyes and wondering what the heck these people are talking about. So one of the weird statements we say is that the Source of results is not ability is not skill. Is not talent is not experience. We’re asking people to consider that the Source of results is being present. So when you’re present to what is actually happening you will act effectively with that. So it’s too bad. But I’m a guy so I have to talk about sports.

OK. I love sports. OK.

OK. So the batter standing in the batter’s box in baseball right. And no matter what happened from the last pitch or the last time they got up to bat. Doesn’t matter for them they train themselves too. Can I be present to that 98 mile an hour fastball that’s coming toward me in a way that I can act with what is actually happening versus my worries my thoughts my concerns what’s happened before what’s happened. What what inning we’re in what the score is or any of that. So we asked people to consider that the Source of results is not talent is not experience is not skill is not intelligence a Source of results is being present that when you are present to what is happening you will act effectively with that. So it’s holding those two opposing antithetical elements of making sure we’re absolutely focused on everything we need to do to accomplish our commitments.

And at the same time being present to what is actually happening in the marketplace what’s happening with our people what’s happening with our competitors what’s happening with me let alone everything else in a way that that can continuously adapt to the ever changing circumstances that Jones is articulated so clearly at the beginning that that’s what the world is like now. The world is no longer bouts of it. Did you say inefficiency and what.

Yeah efficiency and repetition. And I’ll just say that it’s not a Blackberry phenomenon even though up in Canada we’re so present to it up here it’s a world phenomenon because you know as as a millennial Of course I have to bring in what’s happening with this in this era which is that the average lifespan of an S&P 500 company has fallen from what was you know 60 70 years just a century ago. And today it’s only 15 years and so and so with that exactly that’s a while. And so 40 percent of today’s Fortune 500 companies won’t exist a decade from now. So it’s one of BlackBerry phenomenon and it’s a world phenomenon.

Yeah that’s fascinating. So I love that. Source of results is being present.

Let me ask you that.

What about. So I love this. Staying in this you know kind of I know we’re running out of time but I’m having so much fun. So we’ll just keep talking for a few more minutes here. You know we’re talking about these transformational conversations. And as you well well know good leaders ask great questions. So what are some of the key questions you ask yourselves as leaders.

Well what one of them is are we listening. Yeah yeah yeah.

OK. Yeah.

One of the questions that I’ve learned ask myself and this is consistent with one of our core ideas that we come from and in our work with our clients is which is true.

My girlfriend doesn’t listen to me.

Or the way that I’m speaking my girlfriend or wife or spouse can’t hear me which of those is true.

So that’s an actual lie like said That is you’re asking yourself which is true. Indiani around any situation is that what you mean.

Well which is true meaning if I were to relate to the world or relate to my coworkers or relate to my boss as they are listening to me.

OK got it.

Or if I were to relate to a different ways to relate to them like the way I’m speaking you know you can’t hear me. Got it. OK. So you know this is the core idea that we talk about in this. You know you said the word transformational conversations. The core idea of transformation is shifting the locus of responsibility from the people around me the circumstances of the company that I’m working with the the way the world is to that I have everything to say about the way it goes.

And so that’s this idea of responsibility is if I can relate to the world around me like the way I’m speaking people can’t hear me. And therefore I can shift the way that I’m speaking so that they can now begin to listen.

That allows me to have be able to take action differently.

I love that. No I mean I’m I’m feeling like I’m having a jet. I you know it’s like Yoda. Yoda is giving us some wisdom. Seriously. That’s a really impactful. I appreciate that again coming from all the way down all the way down to the people on the shop floor.

In the future Hacking were work that we do have that experience that they see that they have built their reality out of something outside of them is determining them. And the moment you do that if you have no nothing left. Right. Right because it’s all the circumstances are determining US right versus people are back in touch with Clearly they’ve got everything to say about the way it goes. That’s the beginning of a hot team.


A team that can no matter what’s happening in the marketplace no matter what’s happening in the competitive landscape no matter what’s happening that people see that they can continuously take responsibility and invent and create and innovate in the face of everything. So that distinction that Joe just created is the heart of that business of fundamental change or transformation.

There has been so much great information in in this discussion and we’ve only really scratched the surface. I’ll have to maybe start my pitch now to have you back for an encore. I like that. But any parting words of advice for our leaders who are listening who you know are you know really I guess just advice on you know lesson of leadership or you know something that is impactful that you feel would be impactful. You know for them to hear as a leader as it relates to the work that you do.

Thank you. So one of the ways we talk about it is we say that a leader’s job is to create an inspiring future and build pathways for other people to stand in that future with them. So there is a story that Magellan went around the world and when he went around the world he got to the southwest coast of South America. And the doctor said yeps to resupply them they went out on tour and the guys were resupplying the ships and from South America came down on the beach and of how they communicated the props in South America. Somehow

I was able to communicate and the John asked him how did you get here. And John look into the harbor said on those sheknows and prison from South America looked out into the harbor and said what ships and Magellan had the wherewithal to understand at that moment wait a second this person has the same eyes that I have and he’s not seeing what I’m seeing. So I had to create this idea of ships in a way that he could see them. That’s a leader’s job. What weakens leaders is they’re standing in there saying ships ships shops. I see the shops.

You see the shops versus recognizing that as a leader that your job is to invent a future that’s worth stepping into that other people can see and build pathways for them to stand in that future with you. And right now they’re looking out the harbor and they’re saying what ships Why did awesome note to end on.

Thank you so much. I again we’ve accomplished what we wanted to on this show. I myself have grown just as a result of this conversation so I appreciate it so much. Before I let you both go fix and show how can our listeners reach out to you if they’re interested in their service in your services or in the different offerings that you have or just want to reach out. How do they connect.

Yes. Our Web site is big. And number two dot com and that’s spelled b i c k so n.

SAnd so you can go to and we’ve set up a special site for this podcast so you can go to or Bicks has a book and you can find that the

Awesome. Well I know how precious time is. I am so very grateful you’ve spent some of yours with us today so thank you so much for helping our listeners get the absolute advantage. It only happened out of your openness graciousness and invitation Kelly. So and you so appreciate it. Thank you. I’m excited to have you back. Thank you Soledad. All right. Have a great rest of the day. You too.

This has been an absolute advantage. Interviews advice and success strategies for today’s top leaders. There’s much more to come visit. Absolute advantage dot com slash iTunes to subscribe and leave your rating and review in the show. That way you’ll never miss an episode. We’ll talk to you next time on absolute advantage.

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