14211 Jill Nicolini Interviews Randy Swaim Marshall Goldsmith Certified Executive Coach & Founder of Coaching for Relevance, LLC

0:00We are back with our Southern boy, our Texas man. We're back for the exact right? Yeah, Dallas Port Worth area. That's correct. We are with coaching for relevance and this is Randy Swam using Marshall Goldsmith Certified Executive Coach. Peter of the company coaching for relevance and it's always a pleasure to see you. How's everything been this past week? It's been good, busy but doing good. So yeah, it's always a pleasure to be here and I appreciate you, my friend. No two ways about it. Well, thank you. Thank you. I just want to point out he's also... Gosh, my goodness, he's an author. He's a movie star. Uh-huh, uh-huh. Pilots, uh, where's many hats and his main hat for many years is it's coaching people and all sorts of walks of life, business, individuals, and corporations and...

1:02And along with that, I bring in the concept of being a master level neuroplastician of the neuroscience aspect and decision making and thinking and making decisions and processing and all that. So yeah, all that's part of what I do. Beautiful. Well, thank you. We're excited to hear today, always giving us some insight into your world and the world of others and how you're helping them better themselves, better their jobs, better their business. So what did you have in mind for the show today? Well, what I'm going to kind of talk about today is just a little bit. I've hinted at it before but I'm going to kind of expand a little bit on it because out there when you look at a number of managers out there, there's a sense where their whole focus is on just pointing fingers and telling people what to do and their job is to just do what I tell them to do and all that. And that is not being a true leader. And one of the things that I will share with you if you want me to go ahead and kind of

2:06introducing it started on it and stuff, if you think about it, a lot of the situations that happen out there in today's world are not always just road academic per se. And if you think about it, I've seen a number of managers that sit there and their mindset is to just point fingers and dictate and do this and do this and do all that kind of stuff and they don't actually connect with their people in an effective way. I've actually seen managers that try to include jokes to get them laugh a little bit but not to really improve and make them grow and become and things of that nature and stuff. And so a lot of managers that you sit there and if you think about it, if they dictate on one thing and it goes out there and sometimes you may have a different factor that comes on the scene or something or it doesn't work out the way they wanted it to, I've heard

3:11some managers along the life and stuff sit there and say, well, that should have been like this. That should have done this. You don't kind of think, well, guess what? In the real world, it may not, depending on what you're involved in right then. And so just dictating like that. And one of the things I was just going to say here and it deals with this concept of VUCA, V-U-C-A, and you probably have heard me say it before, but it was very key when you're dealing with military jet planes and things like that and everything and all that. And what I'll tell people is a lot of the situations that you are involved in with your team with what you're trying to accomplish and all that, you know, brings VUCA aspects to it and VUCA stands for volatility, uncertainty, complexity and ambiguity. The bottom line is that VUCA concept is not always road academic.

4:13It's not just doing what you told it to do or whatever, you know, that kind of thing. And so you just have to be aware on that and you have to be, you know, kind of clear on how you're really going to do it. And I will tell you that, like I say, if you, if your whole mindset is in your manager role, your whole mindset is to just tell your people to do this, that, or the other, guess what? It may not be exactly as you wanted it to be. It may not get the results that you want. And part of the reason of that is because you're not developing your team. You're not creating synergy and clarity in your team to really be able to make radical success happen. And it's just something to think about that, you know, you don't want to go there as a manager and you don't want to just be focusing on that and make an excuse as within the

5:14stuff. What you need to do is you have to be in a situation where, and this is kind of where coaching comes into play and the neuroscience awareness comes into play and all of that. There's an aspect about that where you have to truly get your people to a point where they are really growing and becoming. They can work in the situations that come up that you initiate them into and to do it highly successfully and retradical results with it. And it's kind of amazing, but this Vuka concept is so critical when you're talking about this. But I will say this, that if your whole mindset as a manager, if your entire mindset is just your people, just have to listen to you and do what I tell them to do. And that's all you think about, guess what? That may not be what you're really trying to accomplish.

6:18Now are there times where they have to listen to you and do it? Yeah. But the bottom line is there's a lot of aspects in it where, you know, they can be aware of something and be aware of what's needed and perhaps get it done, you know, kind of thing. And they would probably tell you about it. But if your mindset is just one where you want them to just shut your brains off and just do what you tell them to do, that is not being a true leader and it's not really building success in your team. And it's just something that a lot of people don't realize. And part of it is, like I said, with this Vuka environment type thing, where it's volatility, uncertainty, complexity and ambiguity, guess what? Some of the factors that come on scene in the midst of what you're trying to accomplish are very often going to be a little bit different than what you expect. And, you know, you got to be aware of what you may need to be changing in what you're

7:25trying to accomplish. And how you're getting there and how your team is getting there. And they have to kind of be able to grow that mindset in themselves also sometimes because it's just like say, a lot of things out in the world and they're particularly which depending on which environment you're in and everything, guess what? All of those can be dysfunctional if you're not aware of those differences and what you need to do. And keep in mind that your people that are actually working at the point of attack in the situation. Guess what? They have some experiences and some aspects about it that you may not have known about. And you know what, when you're talking about your people, to what extent do you have it so that they truly come up and not just to give you wrote stuff, but stuff that's happening

8:28and stuff that's challenging right now. And what sort of needs to happen on that. And so it's something that a lot of people generally don't understand people that just kind of go with road academic things of, well, do this, do that, do this, do that, you know, kind of thing. And here's the thing, one of the things, if you're truly, and I bring this out to people in a vuka kind of environment, if you truly have a couple of people that you have truly grown and they have become and they have developed some amazing stuff very often. And I'll just kind of share this very quickly here. So many, you know, narcissistic managers, you know, look at their position of my job is to just sit here and tell you what to do. And you have to ask me everything or everything, you know, kind of thing and all that kind

9:32of stuff. And if that's what you're really focusing on, may not be what you're really looking for. Bottom line is leading your team and developing your team to the point where they can really move this situation and the vuka environment there to a real successful solution at it. And you know, one of the things that's really amazing on it is if you bring those people up right, guess what? It may be that you're over here looking at this part of it because it's a bigger concept. You're over here looking at this concept of it, but they're over here and they were aware of one factor that just came on the scene that nobody thought about. And you know what? Because they had a picture of what the team is really doing, they knew exactly what to do. And they overcame it and they, you know, made a success out of it very quickly.

10:34And you know what? It would be awesome if your people were able to do that. And you could applaud them for what they did and not just pat yourself on the back. And there have been a couple of times in my life career, you know, kind of thing where I've had managers that came up and just applauded me for something that I did that they didn't expect me to do. But given the situation, I knew what it was and I knew what was necessary. But you know, that's just something to think about that a lot of people don't fully understand when you're talking about, you know, this aspect of leadership. It's not just about narcissistic management and dictating and pointing fingers. You know, now I will say this, if you have not developed them well as you went, you know, as you came along, you know, it may be that they need to come and get your read on it, you

11:35know what and get involved and do it. No do ways about it. If it's something that's a real challenge that's unwritten and unexperienced and unexpected, you may need to get your team together and really get a sense of what you need to accomplish with that. And then they can kind of get a picture on what that needs to happen in a strategic aspect of it. But the bottom line is, you know, you just got to realize that if your entire picture on this is strictly being a, you know, self-interested and narcissistic control freak manager, you're probably not getting the job done too totally, particularly if you're dealing with vukas environments that are coming on scene. Because some of the factors that come on scene will be very much unexpected in what you thought. But if you enter with true leadership and you do it in such a way that you have a coaching

12:38perspective in working with your team, but you also have some basic neuroscience processing awareness in it. Guess what? They can have incredible vision on what's necessary and what is needed. And you know what? And if you're not right there at the time, they can do what's right and do what, you know, let's them accomplish what is needed on that. And you know what? You'll be amazed at, if you think about it, you'll be amazed at if the bosses that you report to come back and saw what happened and they get a couple of your people, team members together, pull them aside and applaud them for what they did. You're going to be sitting there smiling at their applause and their approval and all that kind of stuff with what they're doing there.

13:39But you know what? That's just something that happens. You know, when you're talking about vukas environments and rapidly changing unpredictable situations and let's face it, that happens in life sometimes. And you know, when it does, you have to be aware of how you're really going to gain success in the midst of that. And if all you're looking to do is tell them you're sort of, you know, academic little do this, do that, you know, do what I tell you, you know, and that's your entire mindset. You may not be able to get there. Now I will tell you this that if they have a situation where they see a factor out there and if they're smart about it, guess what? It may be a completely unexpected factor that nobody thought about. Well guess what? They may kind of contact you just briefly and just let you know about it and say, here's what I'm thinking of doing. And if you go, you know what?

14:40Do exactly that, buddy. You got it. Some magical things can happen. And but it also helps your team realize that you're not just dictating and you're not just, you know, sort of pointing fingers and playing a game or whatever, but you are doing it in such a way where they are reaching radical results. And you know what? There's a time where there may be some applause that the company gives your team and gives you. And you would be part of it, but why? Because guess what? It's your team. You know, kind of thing. Now in your mind, you may not have done a lot to do that, but realizing the value of it and stuff and that can actually be in a situation where it kind of puts you in a situation where you can, you know, have a picture of kind of what they're doing and you go, you know, oh, yeah, you know what?

15:42Perfect. Yeah. And you know what? You can come watch what they're doing to make sure that all of that is good and just some aspects about it. But it's just something that a lot of people don't realize. Like I say, it's not just if all your, if all because there's people out there that think that their job of being a manager is just to sit there and just do nothing but tell the people what to do. And you know, if that's all you're doing, you're not being a real leader and you're not really developing your team to Vuka unexpected environment. But you know what? If you're using, like I said, sort of the coaching aspect and you know, that's awareness and things like that. If you're using that in such a way where you're really developing your team in such a way where they are starting to kind of perceive real, you know, possibilities and results.

16:45And keep in mind one of the things that even as a manager, one of the things that you got to do is not just always telling them what to do, but you know, even when you all are at lunch or something or whatever, you know, throw out a few questions and get some discussion going, you know, kind of thing. But don't just go with wrote superficial academic things, but some real understanding of the situations that happen. And it's just something to think about on that that that a lot of people don't realize. But the bottom line is it's this aspect of really developing people and not just being wrote academic and not just, you know, point fingers and having complete attention on myself or whatever, but truly being aware of the factors that are involved when you have a vuk environment involved coming into play and some of those unexpected factors and stuff. And then what are the real factors that are involved?

17:46And you know what, a lot of times your people, because they were sort of there when it kind of came on scene, you know, your people may have some possibilities to that and having a short chat with your people about it can be a good thing also, because sometimes you'll have somebody that says, oh man, I was just thinking of doing this. And in your mind you go, yeah, do that. You got my compliments. Do that. Tell me how it goes. Let's let's look at it and see what's happening and stuff. So when you're talking about a rapidly changing, unpredictable environment that's not just superficial, not just wrote academic, you know, how can you truly be successful? With your team and make it so that your company wants to applaud your team, wants to reward your team. And you know what, some of the people that are on your team, the company may want to promote up to a higher position because of what they've brought in and what they've become and developed.

18:52You just never know. And so it's just something to think about when you're talking about leadership and you're talking about situations that are not just expected and all that kind of stuff. But the VUCA environments, you know, like I said, the volatility, the uncertainty, the complexity and the ambiguity when all the factors that are involved are not just superficially understood, but there's factors that can make that happen that it's not just superficial and all that. The bottom line is when you're talking, when you're being a manager, you got to, you got to understand that not everything you do academic, it's not just pointing fingers and telling them, now are there some times when you got to do that? Yeah. But the bottom line is you have to be aware of the true situational awareness. And in your people, how are you going to be growing their ability so that even at some point when you're on vacation or something, as situation comes on scene and they were able

19:55to handle it, you know, kind of thing. And so it's just all that's just sort of a part of that. But it's a lot better than just the rote, you know, pointing fingers and dictating and patting myself on the back because what I get to control people and all that kind of stuff, you know, it's not so much that. It's a lot bigger and more important. Thank you. And Randy, you've been in the business for so long and you're so eager to be out there, being a leader, being a mentor and helping people. But I know you shared a lot of experiences before where you are in the situation still, even in all of your years of experience where people aren't, I mean, who's to say, but they're not leading properly, right? Yeah. Yeah. They are, right, right. And you can still grow something, become. You can. So at any age it's possible to grow and learn. Have you ever worked with someone who really just didn't get it, but they still had this

20:56presence and leadership. Some people get into roles that maybe shouldn't be in certain roles, which is just so detrimental and damaging to a company. But really, how often does that happen? And people out there I'm sure can relate to this thinking about their own bosses, you know, and people who have worked with it. And I'm not sure about how often it happens in the entire world because I haven't, I haven't been out there to talk with every single manager in the country, but the bottom line is it can happen. But the bottom line is how are you truly going to be a leader rather than just a narcissistically dictatorial manager? And that's what you got to realize. And I'll tell you what, if you come across as a real leader, I'm here to tell you that there's going to be more people that want to work with you and under you. But there's also going to be other companies or operations that want to bring you in because of you're being just a real leader and not a control-free, and things like that.

22:00So I think those are just a couple of things to think about on that. Got it. All right. Thank you so much. And let's see. We still have a few more minutes left in the show. What else do you want to share with everyone? Well, that's basically about it. I mean, you mentioned this at the very beginning, but people want to kind of have an idea to my journey. You know, on Amazon, you can get my autobiography and purchase it and send it to them. But you can also go on my website and click on the movie documentary that Hollywood made of my life journey and everything. And you can actually purchase that also and have them send it to you. So it's again, it's just something to think about on that. People want to have a sense of, you know, just my story and some of the stuff with it. And I don't mean to kind of call attention to myself, but just a lot of the stuff that developed me, a lot of the stuff that really grew me and sort of made me become.

23:05So that's a good part of it. People can do that. And I'll just say that, again, my whole purpose in all of this is not to just, you know, call attention to myself or anything like that, but to just help people get a sense of what they may need to think about or apply differently or something like that or how they may need to think differently so that the people that you're connecting with, like I say, with the neuroscience and the coaching mindset, they are truly experiencing a difference in you in some respects, which is a positive difference. But also their mind is starting to really process and come into, you know, clarity on, you know, perhaps what they need to do differently or what they need to become differently possibly in that. So all that can be very beneficial for the people that you work with, for the people

24:08that you care about and all of that kind of stuff. Perfect. Thank you so much. And I know people can work with you all over the world and you obviously have an amazing rapport with so many great references. How did you want to leave off to people out there today about why they should contact you? Well, if they want to just have a conversation, they can go, you can go to my website and at the very bottom of the homepage in my website, it has my cell phone number and my email. And if somebody wants to just have a conversation, you know, we can welcome that when I'm not busy at the airport or whatever, but yeah, we can do something like that if somebody would like to do that. And so yeah, it's just, and I think you know this. I'm not going to say too much about this right now, but as you know, not only do I, you

25:08know, do I work with adults and stuff like that, but I have a rising stars process and the rising stars process is on youth and it's helping, you know, not necessarily, you know, telling, you know, youth and what to think, but getting some things where you ask right questions to them and they can start thinking about what they need to do and things like that. So it's just one other to the aspect of it. So it's, like I said, that's my whole thing. I just care about making a difference for other people, not that they remember my name. I tell people this that, you know, if I take my last breath and two weeks after my last breath, people don't remember my name, I'm okay with that. But what I hope for is that a couple of weeks after my last breath, I hope that they remember that there was this one person that brought this insight and you know what?

26:09I applied it to my life and boy, it's made a difference and I appreciate that. So that's just, like I said, for me, it's not about me. It's not just calling attention to me, but it's trying to make a difference in many people. Perfect. Well, thank you so much for being here. How can we find you? Find your movie. Find your book. Tell us all the forms. Well, like I said, it's just, if for the autobiography, the easy way is if you go to my website, coachingforrelements.com, and you go to that homepage and you scroll down, there's a square about halfway down. That's a picture of the movie documentary. And there's a little thing here. You click on that and it gives you the opportunity of purchasing or renting the movie. And then right under that, there's another big square that's my autobiography. And you can click on that and the autobiography takes you to Amazon over there.

27:16And when you go to the Amazon, it takes you to that page where you can click on it and purchase the autobiography and Amazon will mail it to you. So that's just a couple of ways to do that. Thank you again. Always a pleasure, my dear friend. Enjoy the rest of your day. Cannot wait to see your face again next week. Have a beautiful, blessed week. Hello, I'm Randy Swain. I'm a Marshall Goldsmith, Certified Executive Coach in the Founder for Coaching for Relements. Our vision is to bring freedom to potential and all that is across our path. And one of the things we really want to do, which is aligned with our aviation background, is to help teams and leaders break free of the gravitational forces that are holding them back and their success back and help them sort to their altitudes. So that's our passion and that's what we're all about. Broadcasting from the business capital of the world, this is the podcast business news network. They'll challenge your authority.

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