The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

Train Your Business Team Like the Navy SEALs w/ Jason Treu


Are you looking for ways to become a better leader, develop more effective cultures, and increase the impact of your teams and the results they produce?

Jason Treu is an executive coach who focuses on leadership. He's the bestselling author of Social Wealth. He is also the creator of Cards Against Mundanity, and the host of the Executive Breakthroughs podcast.

If you want to be a good leader, take accountability for finding the potential in people and processes and developing it.

When you think about your blind spots is if you don't understand how they come about and where they stem from and how to attack them, then the problem is you can't ever really fix them. You're listening to the BDB revenue executive experience, a podcast dedicated to helping executives train their sales and marketing teams to optimize growth. Whether you're looking for techniques and strategies or tools and resources, you've come to the right place. Let's accelerate your growth in three, two, one. Welcome everyone to the be tob revenue executive experience. I'm your host, Chad Sanderson. Today we're talking about leadership and ways revenue executives can become better leaders, develop more effective cultures and, hopefully, as a result, increasing impact of their teams and the results they produce. To help us, we have with US Jason Treo, an executive coach who focuses on leadership because the best selling author of social wealth how to guide on building extraordinary business relationships. It's also creator of cards against moundanity and host of the executive breakthroughs podcast. Jason, thank you very much for taking time to be on the show today. Well, thanks for having me on the show in speaking to your fantastic tribe. Excellent. So fo we jump in to the topic of the day. I was like to ask one random question, and so the random one that I pick today is help us understand kind of what your passion is when you aren't coaching executive on leadership. What do you do to, you know, unplug and recharge? Well, I've started running in the last last year. So my uber goal was to train and run the Boston Marathon in two thousand and twenty. So, wow, I'm on track. I never ran before November of last year. So I ran to marathons as fall. The last one was in Philly and November and three hundred and thirty seven. So I've got the next one phoenix and February. So it means I essentially running all the time and finding a running group. So that's a big piece of my time. Playing my dogs Big Dallas cowboys fans man, so I go to plenty of those games and I have a huge group of friends that I'm always doing things and exploring and traveling and you know, just I love what I do. So it's it's not really work per se, right, I understand that completely. was there something special that made you decide you want to start running, as you hadn't been a sound like him, been a runner all your life, I'd see it a goal like forrest gump. Start look back. So next yeah, I think I just ran this morning. So with some people, and and you know I'm part of people like today I ran with we're really fat. So I was the smallest fish in the big pond. But you know the advantage of that as you get faster and better, right, it also helps make sure that we stay humble. That because I was eating dust so that people I was Bo far. Excellent. All right. So let's start with definition of leadership. Right. It's a word that everybody throws around, but I find that when I work with clients or at wor work with people, it is somewhat amorphous in terms of a consistent definition and understanding of exactly what leadership is. So really like kind of set some context by just kind of capturing your definition of leadership. Yeah, I think if you take an uber level, and you could obviously break this down significantly, I'd say it's, you know, an individual who takes the accountability for finding the potential and developing it. In people and processes. Okay, excellent, all right, taking this, taking quick notes here. I had a mentor once, when I asked them that question, said that it was the ability to convince others to give up the need to lead themselves and follow you. And that seems a little didn't seem didn't seem to take it all into account. I like your definition. I like your definition better.

I think people will be able to respond to it and understand it. So now, what was it that drew you to leadership coaching? Did we, when we were little and playing with the you know, Gijoe and matchbox, did we wake up and say I want to be leadership coach? Or what was the journey like to get here? I mean, I think it's sad. I've got to you know, I'm in fortunate to being around some of the, I mean really greatest leaders of our time. And I got to work with seep jobs for over a year and a half, rug two years, and I got to work with read Hastings, the current CEO of Netflix, for like six months, every single week one on one with another person. I've got to spend time with the CEO of HP, former mark heard. I mean I got to work with the top people at benchmark capital and cliner Perkins, which were the like the top DC's period, and a lot of Mark Cuban. We required his company for Yahoo. was there for that. So and I got to be around a lot of great people and what's goes on and on on. So I had the opportunity to really watch, learn, study, look in the rearview mirror some really great people myself, and I've always been wondered like how they do what it is that they do. And for me I like breaking down things and solving puzzles and problem solving and also taking a look at a lot of the things I think out there that people just make up that really just aren't really true. And I think one of the problems to day is because there's so much information, a lot of times people will tell you things that really that just aren't true at all or they've just essentially made it up and they believe it's fact. And I think that we have to do a better job as leaders actually doing the work, like looking at frontline research, getting out there and asking the hard questions in doing it, and a lot most people do not do that at all. Like a very few people I know who do what I do. will go to the depths of research that I actually go out and do in the field, one on one with people, for no money and no potent potential upside. I'm just trying to figure things out and eventually, obviously at least to something. But initially, in many times it does them well, it's an investment up front, right. It's that being sure you have understanding to find problems that you can help them solve. Right. And so with that exposure to that list of people, in those experiences, you know, what do you find holds people back from being great leaders? What's the biggest challenge they're running into or what's the biggest hang up? Well, I mean I think it's probably a lot of I think it's a lot of things. I mean, I would say one of its lack of self awareness and in an ability to have an emotional intelligence, to see their own emotions and the landscape around them, which I think is one of them. The second one is very few people actually do personal development and actually invest in themselves in order to grow. And one of the things I always say to people, because actually I did this for two thousand and nineteen I went around and I probably asked a hundred leaders and CEOS of companies you have a business plan for two thousand and nineteen, and they said yes, and I'd said, can you show me right now and take on a your computer, or piece of it, whatever it is, your actual personal development plan to get that business goals? And I every single time I have a blank stare and I said, do you realize you are trying to get an organization to go where it's never been before and you don't have a plan in order to get there, because you can't do what you did in two thousand and eighteen and two thousand and nineteen. So how are you going to acquire the new skill sets and mindsets in psychology in order to deliver an organization to get there, whether it's one, one person, meaning you, or it's a hundred thousand people like it would be at like a large company? So what do you find the challenging? So when we think about that, you mentioned you know, but I mean couple of couple. Those are only a couple things. But and it list can go on and on on, because the reality is is that if... even take a bigger picture at it, how many people are able to, let's say. I always say this much. If you if you grew a company to billion dollars, you should be able to do it again. No thin there's no reason because essentially all if you can't, here's the problem. It means you learned very little about that experience. It means it was a time and place and you really did not make it like a supply chain, like understanding one plus wonder puls to so you can go and with sales organization and operations and it or whatever it is, and just make it work the next time around, or that you are not a hire the right people that could do that and understand what that takes right. I mean so, but very few people do that right. I mean look at someone like Bill Gates and I'm like, the ability for him to go and do Microsoft and then the foundation is extremely unique. I mean, you know, like Steve Jobs, even going from Pixar to apple. I mean regards we think of them. I mean how many people can say they actually did that right? I mean, show me those CEOS that can do those things, like. I really don't see many of them out there. And you mentioned a couple of things. I want to dive into a little bit. So, you know, awareness, self awareness, emotional intelligence and the willingness to invest in themselves. So this is something I see all the time, that everybody's moving so fast that they don't have a tendency to think that, hey, you know what, I can't change other people, I can only change myself. So what do you think it is that gets in the way of that personal development, that self awareness? What's the biggest challenge you've seen when you work with clients that keeps laughing them sanding? I think a lack of understanding of what a really takes to be a leader, and people don't want to take the time. They believe that it's they look at a tree and they see the beautiful leaves and they see the apples and they're like, Oh my God, I want to have a tree full of apples, but they don't understand it. It's the root that creates the tree, and so that becomes the problem. Everyone wants a shiny, sexy thing. We want the ESP and Highlria want the facebook news feed. Right. No wants to do the hard work and really look at what it takes to what it will require you to get to the greatest levels possible. And the patients and the grit and determination, and so that would hold you back and then within with these cease with. They don't understand is that your skills and ability will eventually wear out and you'll hit a ceiling and it's your own internal blind spots that hold you back because you can't see yourself. And yet everyone will know that, but no one will do it. And it's not about money. I mean there are plenty of people that have ridiculous amounts of money and they're not right. Shall Resourcefulness. This is right, like Tony Robin said, which is so true, and if everyone file that that was successful, they would have unlimited success, because the reality is they have actually they could tap into the greatest people in the world. They could shortcut everything for them, take out five, ten, fifteen, twenty years of the same work they're doing now. But people just don't do that because they're busy doing today not thinking about tomorrow, and then what happens is they fall off the side of the cliff and it takes them forever to get back up and then they waste more time doing all that. But people just want this immediacy. They don't want to spend the time investing themselves because they don't want to be patient and really, I think, do the hard work. Look in the Accountability Mirror. It's just a rare thing that you find and it's funny because really the most successful today, people today, are all doing those things and the people that are not, they may be successful for a time, but just like I can go five, four, three, two, one, they will implode. Right, I mean even two jobs. Right. We died because he refused to do necessary things at some point. Right. So his lack of self awareness and himself and like eventually did him in, and I would say to you that really happens to pretty much almost everyone. Interesting. All right, so you...

...mentioned blind spots. Right, so there's this lack of awareness that people have. So have you seen, or do you? Do you have a couple of methods or tactics that are audience could maybe learn from in order to overcome their own leadership blind spots, something that's been extremely effective as you've as you've built your business. Yeah, well, I think one of the key thing is, when you think about your blind spots, is to under I think if you don't understand how they come about and where they stem from and how to attack them, then the problem is you can't ever really fix them. They're probably one of the most complicated things for an individual to actually overcome and do. And they think when you take a look at a typical blind spots like, I've gone through blind spots exercises in these with probably five or six hundred people and there has been zero people so far that their biggest blind spots have not stem from one of two things, and that's one something that happened under the age of ten years old they learned, or some adult trauma that they've had that have really created a stigma for them and their head. And what happens is is that, in true the way we traditionally deal with blind spots and self awareness and corporate American other places is you do a three hundred and sixty review or you get feedback from other people and it is given to you and then you get a development plan, whatever that might be. The problem is is that when you do that, you actually start to tap into our survival mechanisms and people then don't embrace it. And what I mean by that is our brain or where for negativity. They're not wired for happiness and growth and the little voice in your head says anything you can to keep you safe, which means it eliminates risk, it keeps you on the couch and your comfort zone because it knows that you will die otherwise. Because in the days of Caveman, if you were told you need to be broken or needed to be fixed, you'd be ostracized from the group and you actually would die. And the brain is not evolved all those years to know the difference. Right, fear is the same. It's why people say, Oh, you know, I'm scared to death to speak on stage. Will know that's not why. But you feel like you're going to die today. Reality, it's right. You the same fear as someone did in the caveman days. But the thing, reality is is that we're not going to die from these things, but are the flight or flight does not know any of the different so if you go to, let's say a leader and you do a three hundred and sixty review and you go to them and say something like which I've had a client has happened before, that they're poor listener. Immediately in their head they go into survival mode because they're thinking, oh, Geez, you know, people are telling me I'm broken. I'm not good enough anymore, like what other problems am I having? And everyone has imposter syndrome at some level. So they go and take the information. In the back of their head they're saying to themselves, well, maybe the team that I'm leading in the people around me, they're not smart enough as I I thought they were. They're not really good enough, they're not that dedicated. And simultaneously they say, I'm going to get those sons of bitches for telling that I'm broken right, and because now I need to be fixed like a home repair and program project. And so what happens is they nod their head yes, but they don't embrace it and they make an incremental change. And what instead people need to do is start to look at the patterns like a computer program, because if you approach a problem like a computer program, it's looking at it objectively right, and it's does they do exactly what the Navy Seals do with people? I have a friend of mine on sealed team seven, that was Chris Kyle. was on from Americans right, like the movie, and this is what they do after every mission, because I asked this question them, and this is why they do things way differently than everyone else and why they are elite and they can actually be elite across a large group of men, you know, and be consistent with it is they asked these questions. What were...

...are intended results? What were actual results? What went well, with didn't go well, and what did we learn from this and what can we implement moving forward? And is not emotional. It's looking at it very objectively, like a computer provent. They don't place blame. It's not about fail your even if everything went right. Their mentality is we know that we can get better and it's our job to find ways that we can or even imagine ways that we could have. Fought about it and rationalized how to be could have done whatever it was right. So when you look at that in tide of a human being, you have to start digging deep in a patterns and for instance, that listening problem. Why at the client like this not that long ago and I asked a question. I said to tell me the family you grew up in. What what did it look like? And he said, well, six people in my family, and I said so, how did you how did you get heard like? How did you get people, your parents, to listen to you and I said when the when the first time you remember that? You actually had to get their attention and got their attention. So he gave me an example of he was sitting the dinner table and needed them go to some great school that so he elbowed them as hard as he could, his brother and sister on the left and right, knocked them off their chairs and yelled across the table to mom and dad if they go to the event and gave some details and they said yes. And then I asked him. I said well, do you and looking back, do you think there was any other way that you could have got them to go to that event? And he said to me no, and then I asked why, and he said, well, there's no way that I could have gotten their attention long enough in order to ensure that I could have got them to go. Now whether that was right or whether that was wrong, and it's head rank. That was his perception and his belief and he believed it completely. And I asked a couple other times, whereas other things going up later in life, and it was the same thing. He learned that not listening got him what he wanted, and it actually was true, because he did. Now the problem is it sabotaging his success. So now, when you tell them that and you say look, what about to tell you is a pattern. It's neither good nor bad. It's a computer program. It's a run or zero. You have the choice not to be right or you have a choice to be happy, successful, in fulfilled, because the pattern that you did, that was successful then, is now sabotaging your success and eventually we'll creter it. So the decision is yours. How do you want to proceed? Well, that point you're not telling something. They're broken. They need to be fixed. So you pack, you bypass the circuit that is in our brain that goes to negativity to keep us safe. And now you get into the intellectual part of our brain and you bypass the fight or flight and you don't start that mechanism in motion or the chemicals around it that start that landslide. And so now everyone says the same thing to me. Oh, Jason, I never meant to do that. I've certainly that was not my intent. And I said, well, I realize that you were unaware of what was going on. You didn't know what you didn't know right, and we can't see ourselves. So then I gave him a list of stuff on a post it note to do things like ask questions and listen. Last get to know people much better on your team, right, get feedback and actually look at it in terms of people trying to help you, not looking at it if people are looking at you as broken or being fixed. And we had some other things on there's too, and that is really all took in in less than thirty days. Like it was an miraculous turnaround and financially the company was doing significantly better in thirty days, like impact, like in a incredible way. What they end what they did over the next couple quarters as well, meeting and stemming from that. So I think of people need to do is they need to dig deep and ask the question. So once, the first time I ever felt like this. And what were the circumstances around it? Because you got to dig deep into your own patterns. And the challenge is it's hard for us to do it by itself. I know it seems still serving. I'm a coach saying that, but I can't do... myself. Right. I have a heart. Now I'm a little bit better because they can see certain things, but I also have to get feedback because even if I write it down and try to look at it objectively myself, like your mind, can't see everything because that's just the way that it's wired. Well, and I mean that's a really interesting point, right, you can't see yourself, and I can completely agree with that. But the you know, we've talked about emotional awareness before, the strength of character that somebody has to have or or the anxiety they have to have, where the problem they have to overcome in order to put themselves in a spot where they're willing to be that vulnerable, right. I mean it's one of your ten essential leadership skill sets, right, courage, slash pray, vehicuals, vulnerability, and that's that's a dangerous word for a lot of people, you know, and it makes them uncomfortable. So how what have you seen be like the breaking point where they finally the situation is either so bad or they've had some kind of epiphany and now they realize they need some outside help? Do you see? Those have a tendency to be more positive or more I'd say tragic, but you know what I mean. Are they are they positive events that cause them to say hey, you know what I want to get better? Or are they in situation now like Shit, I need help? Yeah, I mean ninety nine point nine percent of people come to me when they're in trouble or their plateaued or their stuck or they're really the fear goes taps in. It's not when they're on their ascension right. That's why I said before, the problem is is that I think the learning in the training and development function in corporate America is completely broken. It's not partially broken, and it's getting worse because people are putting it into programs and all these modalities and they're not understanding on human beings have to work and interact and it's partly in science, but it's also an art to do this stuff right. So, like a lot of the things I'm telling you so you know, I can do them in groups to some level, but you have to go down to a person, and I great coaches that are been on Oprah and everywhere else and they say the same thing, like you have to invest in yourself to look at these deep issues and we just can't do them and it's a requirement in order to go to level. You're not going to be vulnerable in front a group of people, right, if you can't be vulnerable with yourself, it's you can't give other people what you don't have. So it's a waste of time. You can't go up there and tell a leader will give this speech of your life if you can't give yourself the speech of your life. It doesn't work like that. It's not possible. You have to be at that level and dig that deep inside of your soul in order to do that. And if you want to be a great leader and you want to do it, then that's going to be what is required from you. Otherwise you'll have a moment in time and you'll be a flash in the PAN and that's it. And that's really most people right. I mean most people are not sitting there at seventy eight years old like warm buffet and and continually to the said. It's really I mean honestly, look at it. I mean we're talking about the rest of things and when people ask those questions, I'm like, you could be that way too. You just don't want to do it and you don't want to actually go in in, go to that level of being humble, looking in the mirror, asking hard questions, learning from things, you know, taking your own medicine. And if you did, then you would be able to do that, because the competition will refused to do it because they think they know more than everyone else, right, and so doing it. Otherwise they would be doing it right, I mean like when I'm telling you would be false. Then they would be doing it because the upside is tremendous, right. I mean it's billions of dollars in a company. Is it for every individual? I mean, I just give an example. I just did it with someone who's a mid level manager and a company and we went through this exercise and in three months she just got a job going up from Ninetyzero, and normally I don't have clients like that. And she just got a raise to a hundred and forty thous and three moon,...

...ninety days, and she mean the arel I at that is incredible. Right, ninety days, got a job that and she loves her job more than she'd ever loved any of their job in entire life. On top of that, so the amount of money that I guarantee of the next couple of years that shall make off that job from promotions or other stuff, and she's not a salesperson. She doesn't have quote out right Shortsen like customer success area, right, which is borders on account manager. But it's not quite the same thing. So I tell you that because it's countless over and over again, the same thing, right, but people don't want to do it because it's really difficult to dig into your past, admit to yourself the things that either happened to you or the things that you did and take not responsibility but accountability for them, for recognizing, understanding and then having to make changes were you ensure that they happen, no matter what it takes. Excellent. All right. Let's change direction a little bit here, towards each inner end of each of you ask our guests to kind of two standard questions in the first is simply when somebody doesn't have a relationship with you and they're trying to capture your attention. Maybe they think they've got something that you should add to your practice of coaching, or maybe they get something they want to sell you. You know it, whatever it could be, but something doesn't have a relationship, they don't have a referral into you. What have you found to be the most effective way for individuals to capture your attention and grab fifteen minutes on your calendar. Well, I mean, I think it's one of the I think one of the things is, what is your proposition? What exactly are you doing? I think, what value are you going to be able to give to me at that point, without asking for a hand out, to prove to me that you can actually do it? I think the other part of it is, going beyond that question, is when you're in the engagement. I think what you have to understand is that you have to rock at trust, by being super vulnerable with people and getting them to be super vulnerable with you, and at getting them to solves, disclose information about who they are, what their challenges are and what's going on. I mean, that's another part that I've been working on and trying to understand how to do that. But you got to find a way to do that when you're having these conversations with people, even over email or everything else, because otherwise why would they do it? Because they getting blitz by people right, right, right, and you have to have other things. I mean, I try to give someone so, for instance, when I'm pitching people and doing stuff, I've a free to team building game that I just give them for free and I know that they're going to use it. They're going to get tremendous amount of value and they never have to contact me back. I just put it in there for something for them to use right that they can get it and I've done the work on a Dudulgence, telling them there's all the major companies they're using. I'm giving you the same thing. Go ahead to use it with your team, see if it works and if it's interest to you, than let's talk more. Yeah, so provide value. Would be vulnerable and authentic right out of the gate. I think there's those are extremely powerful insights and I hope, guys, you're paying attention to that. To the last question, we call it our acceleration insight. There's one thing you could tell sales, marketing, professional service people, whoever, any professional individual, one piece of advice you could give them that, if they listen to you, believe would help them hit their targets be more successful. What would it be, mhy well, I would say ask better questions and and I would say the other part is that all great sales people do. One thing is that they are able to be as vulnerable with the with a prospect or their current costumer, as they are with their significant other, their partner, their best friends, anyone in their inner circle. And I said in if you cannot do that, you don't have the trust with someone for them to take a massive leap at faith with you. And that's why they make it look so easy, is because they're able to do that in your not and that goes to their ability to get the other person to self disclose information that they would never...

...tell anyone else. Perfect. So if a listener is interested in learning more about the stuff, the best way to get in touch with you hit the website. We had to just give us that address. For the audience. Sure, it's Jason and it's trucom. That Jason Trucom, and you could also download my team building game that you can use the internally and then with prospects and clients. It's called cards against mundanity and that's free. Excellent, Jason. I can't think you know for taking time to be on the show today. Hey, thanks a lot. Appreciate it all right, everybody that does it for this episode. You know, the drill checks out to be to be REV exactcom share the episode of friends, families and Co workers, and until next time, we have value selling associates. With you all, nothing but the greatest success.

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