Patrick Seaton on Misalignment on Innovative Management Tools Radio Show with Peter Mingils

0:00Tyler Reddick here from 2311 Racing. Victory Lane? Yeah, it's even better with Chumba by my side. Race to ChumbaCasino.com. Let's Chumba. Don't purchase necessary, VTW Group. Boy, we're prohibited by law. CTNCs, 21 Plus, sponsored by ChumbaCasino. Welcome to Building Fortunes Radio. Make sure you check us out at buildingfortunesradio.com. Along with Kisk, our keep it simple circle marketing partners, we are here to help our UMungus AM and UMungus FM radio customers build their businesses and make the world a better place. At Building Fortunes Radio, we know how much your business means to you and the people important to you. So join us to make the world a better place. Spread the word, tell a friend, and go make a difference in your world. Now onto our show with your host, Peter Mingles. Take it away, Peter. Hello, everyone. Peter Mingles here, you are listening to us on the Innovative Management Tools radio show on Building Fortunes Radio Network.

1:00My name is Peter Mingles. I can't believe it's already the 15th of January. I guess if you would have figured, if you'd use fuzzy math and you'd divided the year in half and then in half, whatever by the month you'd have 24 sections, we are done with one section of this year already. I can't believe it. This is actually crazy. And 20, 25 went so fast as well. Well, we're here on Thursday night to 11 p.m. Eastern, 9 p.m. on the mountain side with Patrick Seaton. Patrick owns Innovative Management Tools. He's also an author of a couple of different books. And he's got a great digital platform. And he's also got an AI project called Ask Alex. And we've been discussing any role of those platforms, if you will, or products over the last couple of years. And tonight's going to go over another episode of whatever's going to cover. And I find this always fascinating because he's got a great mind in a wonderful personality and he's got the track record and all to prove it. And he's got his digital platform of his custom frameworks.

2:03If you go to InnovativeManagementTools.com, you get a feeling for that. But also, if you direct message him on LinkedIn, you'll be able to ask him about anything that he's got going on as well as many times he'll offer something special either on this or previous radio shows. So you'll be able to take advantage of that as well. So it is with a great privilege and everything to be able to introduce to our Building Fortune's Radio Listening Audience, Mr. Patrick Seaton. Patrick, thanks for being here on your own show. Thank you, Peter. And I think that's the first time that you haven't used the word decades in the introduction. Oh, yeah. I appreciate that. No, no, no, no, no. I'm a really old, forget old. No, I appreciate that you don't use the word decades. Just experience. So yeah, it's nice to be here tonight. And every week on the show, we talk about something

3:04that hopefully brings value to the companies, to the leaders, to enterprises. And we always showcase a tool that can help you. And if you want to learn more about it, you can ask me, contact me. We always have music, because radio's not radio without music. And yeah, so tonight, I'm doing, I want to do something. And this is, well, I guess it's going to be focused more towards senior leadership. But it could, the exact same concept, could be brought down to department or to teams. But let's look at it as part of the senior leadership of a company at this point.

4:06And that is the impact of misalignment of senior leaders. Now, you might be saying, well, what does that mean? I'll misalignment of them. Well, I'm going to dig into that. And the tool that we're going to talk about later is going to be a way to measure alignment or misalignment with your people. But within alignment, what I found over the, oh, God, I'm going to use the word decades. Peter, you've made me say it. Within the plethora of experience that I've had, and looking at senior management, and for a lot of my corporate experience being the, in the department level, as a department manager, until I own my own business,

5:09I was never a director, VP, anything like that. I didn't really aspire to that. One company I was in had six presidents in five years, and it was just a rotation. And it didn't look a lot of fun. So I never really thought I'd want to be there. But then when I started my own company, I became the owner. And I guess the president, the founder, the CEO, whatever term you want to put on it. But while I was a department manager for many years, I paid close attention to how the misalignment of the senior leadership that we had, how it impacted us. And so tonight, I wanted to go over eight different areas in which senior management, it is in the best,

6:15let me say this way. It's in the best interest of senior management for the company and the staff to be aligned in day eight different categories. And when you think about senior management, all of the C-suite or the VP's, whatever you consider your senior management, but the alignment or misalignment, and even a small misalignment, it's kind of like the ripple effect that as it goes down through the organization, it can have some really strong waves and can impact in a quite substantial way on the staff. So that being said, sorry, I had to take a drink of water, throw it's really dry tonight, that being said, what I wanted to do was talk about those eight different areas

7:16and how misalignment in those areas can have, or where is the impact on the company and on the staff in those different areas. So instead of saying this is the importance of having alignments in these areas, I flipped it side to flip around and say any misalignment as strong or might be a little misalignment or it could be a really big misalignment, it has impact. So as I'm going through these, I would like you to think about, let's just say on a scale of 1 to 10, how aligned is your senior management group? From your perspective, obviously, others might have a different perspective,

8:19different evidence, different information. But think about on a scale of 1 to 10, where one is completely misaligned, or think considering all the people, and 10 is totally aligned, how aligned are your people? So we're going to go through the eight different categories, and I'm going to talk about the impact on the company and staff. So the first one, the first category that I'd like to talk about is, does your senior staff have clear goals and performance metrics? How aligned are you on the goals and performance metrics of the company? Now, hopefully you have a number, and let me share with you. If you have anything less than 10, then let me tell you how I see a misalignment impact in the company.

9:23You have strategic drift. Departments are pursuing different objectives. It's wasted resources. You might have the inability to measure the progress, because if you have inconsistent performance metrics or measurements, makes it impossible to assess the organizational health or make those data-driven decisions. Or you might have resource-missed allocations, because you have competing priorities that lead to budget battles, duplicated efforts, and just underutilized resources, potentially. So that's on the company. So if all of your senior leadership team does not have, and they are not aligned on the same goals, and the same measurements, that has a big impact on the company.

10:27On the staff, not thinking about the leadership, but that ripple effect, what does that do to the staff? A few waves down on the road. It creates confusion about success. They don't know what good looks like. They're kind of confused. They're anxious. It might decrease motivation. They might have contradictory expectations. The staff received mixed messages from different leaders. And so what matters most? So they're put in some really impossible situations. Well, my VP says this. Well, my VP says that. And that puts them in a tough situation where who needs to go up to the table and arm

11:29or still decide who's right or who is more powerful? The third impact that you might see is performance review frustration. Evaluations are just kind of like, well, we didn't know what the goals were. And so there's a damage to the trust in morale. So it's very important to have everybody in the leadership team with clear goals and performance metrics. Tyler Reddick here from 2311 Racing, another checkered flag for the books. Time to celebrate with Jamba. Jump in at chambacasino.com. Let's chamba. No purchase necessary, BGW Group. Boy, we're prohibited by law. CCNC is 21 plus sponsored by Chamba Casino. The number two category, or the next category, is does the senior leadership have a common sense of urgency

12:29on those goals? So think of a number between 1 and 10. And if you have less than 10, then what is the impact of having misalignment on the company? You might have missed market opportunities. You might have innovation paralysis. You might have competitive disadvantage because there's no urgency to do something for the company in a unified way. On the staff, having a misalignment on the common sense of urgency can create a whiplash from priority shifts. This is most important. No, this is most important. No, no, no, we're over there. And that really impacts the staff. They get burned out because there's false urgency. We've got to do this. And then all of a sudden, that's not.

13:30And the staff puts everything into it. And they get burned out pretty soon. Are they really going to put the effort in? Because well, maybe in two weeks, it's not going to be the priority. So maybe we should just wait. So you create a lot of burnout from the false urgency when they dedicate the time. And they learn helplessness because the employees stop taking initiatives because they've been burned too many times by misaligned urgency signals. So they just kind of, mom, just going to sit and wait. So if you're a staff and the leaders do not have a common sense of urgency that is aligned, it impacts the company and the staff. Now, I will say that in many cases I've

14:32seen, the senior leadership might see what the impact is on the company, because that's what touches them in a lot of ways. But very often, those people don't see how it impacts the staff because they're living at 50,000 feet. And they're not going down the 5,000 feet. But it is happening. The third category is, does the senior leadership have aligned priorities? So there's a common sense of urgency, but these are the priorities. And the impact on companies, if you don't have aligned priorities, are organizational gridlock because you have competing priorities, creating the bottlenecks as departments fight for the same resources. You have failed cross-functional initiatives. And you have customer experience deterioration because the different departments optimize

15:32for different things, creating inconsistent and frustrating customer journeys. So on the staff side, how does misaligned priorities impact the staff? Well, in many cases, they're in impossible trade-offs. The employees are forced to choose between conflicting priorities from different leaders. Guaranteeing somebody is going to be disappointed. And the impact on staff is that they get political navigation exhaustion. They spend so much energy trying to figure out which leader to please, rather than doing actual work. And the third that they have is quality compromised. Because when everything is a priority, nothing is a priority, and nothing gets full attention. So the work quality suffers on everything, in most cases.

16:37So it's really important to have aligned priorities across the board so that all the staff understands it. The next category that I want you to think about is, does your senior management staff do they operate with minimal distractions? So I'll scale of one to 10, think of a number, and the more that you operate with distractions, how does that impact the company? You have what could be called initiative grade fjard. The new programs that launch and constantly different leaders chase different opportunities, but nothing really gets implemented fully

17:38because they get distracted on something else. The company gets into change fatigue because there's always just another new direction coming, and it distracts them from what they were on. Or they get execution capacity erosion, which would be like core operations suffer because the attention keeps getting diverted to the latest leadership obsession or bright shiny objects. So how does that impact the staff? From the staff point of view, they see that as just constant switching. Tyler Reddick here from 2311 Racing. The rush of racing, nothing beats it, but Chumba Casino comes close. Chumba's got fast spins, fun games, daily bonuses, and all the action you can handle.

18:39Now that's a ride. Ready to hit the throttle, get in the driver's seat, and head to chumbacasino.com. Let's Chumba. Sponsored by Chumba Casino, no purchase necessary. VGW Group Voidware prohibited by law, 21 plus turns and conditions apply. They lose productivity. They're bouncing between initiatives. They're never achieving deep work or mastery on anything. There's cynicism about the leadership, quite honestly, staff learn to ignore new announcements. Assuming, you know what, this is the program of the quarter. This is just the program of the month, the idea of the day, of the week, and this too shall pass. And so it undermines the legitimacy of those important changes when they will come up because they've been distracted on other things over and over. And it also creates, this one is, you might not think about,

19:42but it creates an incomplete skill development in the people. Because when the people have distractions and keep pivoting onto other things, they never develop expertise in anything because they're just jumping from here to there, starting something, which maybe they've already mastered, but they never get to the point of really going deep. So the next one that I want you to think about is, how often does your senior management group have a flawless execution of details? How well does your senior management group execute in detail? Many times I've seen that they think of the idea

20:43and they pass it onto someone else. And it's everyone else's responsibility to make it, to pull it off with flawless execution. But there is something to be said for the senior leaders for what they are responsible, that they also execute flawlessly. And if they are misaligned on that execution, then what does that do? It creates brand reputation, damage. It might create regulatory or compliance risk, and it might create operational efficiency. Now, let's think about it from the staff. If the leadership doesn't execute flawlessly, how does that impact the staff? The staff, it creates a quality standard confusion.

21:45They really don't know what the level of detail is expected. It leads to over-engineering or careless errors. It might result in a scapegoating culture, culture. Because when details fail, staff get blamed while leadership, leadership's mixed messages about standards go on address. So they might be following the standard, but then when it doesn't meet the standard, they get scapegoated. And there's an erosion in the pride that people put in with their work, because they become demoralized when some leaders accept mediocrity while others demand perfection. And that is an inconsistency. All of the leaders should expect the same amount of flawless execution and detail.

22:47The next topic that I want you to think about is effective communication and consistent messaging. Where do you stand on 1 to 10? How aligned is your management on effective communication and consistent messaging? The more that there is misalignment, how does that impact the company? Well, it could impact in market confusion. There could be the rumor mill acceleration of, there's a lot of speculation. People fill in the vacuum. It's worse than reality. And you might have decision-making delays, because without clear communication channels and messaging, information doesn't flow efficiently,

23:50which is slowing down those critical decisions. So how does that, if the senior management is not aligned on effective communication and consistent messaging, how does it impact staff? Well, they look at the staff and it destroys trust. Because when leaders contradict each other, contradict each other, employees stop believing anything that leadership says. And you get into the great fine dependency. So the staff begins to rely on informal networks of information, because it's inconsistent. I heard this. I heard that. I think I trust Maya. This one is better. That all starts in at least a distortion, gossip, and a very toxic dynamic. And then it also just creates wasted time,

24:53because the employees spend hours and meetings trying to reconcile those conflicting messages instead of executing. They're trying to figure out what really is the message and that we should be following. And that discussion could be used to do the work instead of trying to figure out what is the work. So number seven, strong leadership with empowerment. So when the senior leadership does not have or show strong leadership with empowerment, letting their people do the work, and how does that impact the company? Well, first thing is that it's innovation stagnation. If you don't have empowerment, the organization

25:55can only move as fast as the leaders personally direct. So creates bottlenecks. The talent exodus. High performers will leave the companies for where they have more autonomy and growth, where they're appreciated, respected for their talent. And you also have what could be called the scalability ceiling. The organization can't grow beyond what the micromanaging leaders allow. So how does a misalignment and strong leadership with empowerment impact staff? Well, there's a learned dependency. The employees stop thinking independently. They just wait for leaders to tell them what to do. And well, it's not my fault. Just wait for you because you don't let me do anything. There's a risk aversion.

26:56Staff don't take the initiative because some leaders will punish failure while others demand innovation. And that creates a no one's situation for people. And the third would be there is a career development stagnation. Employees just can't develop leadership skills themselves when not given the opportunities to lead and make decisions. If they're relying on the senior leaders to make all those decisions, they're not going to grow. So you're going to create a plateau and a lack of bench skills for the company. And finally, on a scale of 1 to 10, think about how a liner misaligned 1 to 10. I just said that.

27:57Are you as your senior management on having and running effective teams and work groups? So if one senior leader really does not support, or there's this misalignment and there are areas where those teams and work groups are not effective, what does that impact and what does it create? Silo mentality. Because departments optimize locally rather than for the company. They create inefficiency and internal competition. It's every man for themselves. It creates duplicated effort. Without team coordination, different groups solve the same problems independently and you waste resources. And then third, it creates knowledge hoarding.

29:00So the best practices when you don't have good teams and work groups that intercommunicate best practices don't spread across the organization. They leave each team to reinvent solutions. So how does ineffective teams and work groups or misaligned teams and work groups impact the staff? There's collaboration breakdown. The employees are rewarded for individual achievement by some leaders while others demand teamwork. And this creates mixed incentives that make it very hard to play by the rules. It also creates territorial behavior. Teams become very protective of the turf, rather than being cooperative, creating internal communications.

30:01And that creates barriers and potentially hostility. And then finally, it creates interpersonal conflict. Because misaligned team expectations lead to frustration between departments positioning the work in relationships. So I'd like you to think about, I went through eight and I asked you to give a number of things through the numbers that you gave. Where are you? Are you in the all over the board? That's often what I see. Some are very strong, some are not. Are you pretty good in all of them, which could be better? Or is this a realization that maybe your senior management team is not aligned?

31:04And you're in the one to five. Hello, it is Ryan. And we could all use an extra bright spot in our day, couldn't we? Just to make up for things like sitting in traffic, doing the dishes, counting your steps, you know, all the mundane stuff. That is why I'm such a big fan of Chamba Casino. Chamba Casino has all your favorite social casino style games that you can play for free anytime, anywhere with daily bonuses. So sign up now at chambacasino.com. That's chambacasino.com. The number just necessary VGW group void for prohibited by law 21 plus terms and conditions apply. So that's a point of reflection. And the pattern across all of these categories that I would bring to you is when leadership is misaligned, you see three recurring impacts. For the company, it's strategic incoherence,

32:04competitive disadvantage, and organizational inefficiency. And on the staff, the more misaligned the senior management is, it creates psychological distress from impossible situations, erosion of trust and engagement, and energy diverted from productive work to that political navigation. So let's, what I just said is a summary, let's turn it around. If you see or are experiencing or hear about strategic incoherence, competitive disadvantage, organizational efficiencies, psychological distress from impossible situations for staff, the staff don't have trust, they're not engaged,

33:05and there's a lowering of productivity and more political navigation. The question is, where should you look as a way to fix those situations? The solution and the work usually does not begin with the employees. It begins with the senior management, and the senior management needs to come together and accept that we have areas of improvement. We expect improvement from all the employees, continues improvement. Well, where is the senior management's continuous improvement? This is where senior management needs to look at itself,

34:07assess itself. Find ways to improve on a regular basis, potentially every six months to see how have we improved. And that brings us into what we'll talk about in the second half, which is the conversation framework activity for senior management, identifying and improving. But before we go to that, I'd like to peter what do you think from these eight different categories, and how they impact the company or the staff? Okay, so I will give you an honest example of why you need to listen to your radio shows often. And the same one, maybe sometimes often. Because when you started with your eight, I got stuck on number one or two or three,

35:10was trying to figure out how an issue that I've been experiencing fit into what you were talking about. So therefore, I was so stuck in that that when you were on five, I'm like, oh crap, I lost four. That's why. Because I was really trying to figure out how the misalignment model that you were building was fit into the dilemma that I was experiencing. And I was lost in thought. And I know I probably missed them. So, here's my overall conclusion. This is the reason why people have to listen to this radio show that you do several times. Because as you're trying to apply this, you need to do that. And here's the grant LHU playoff on my problem as we go. So, here was my dilemma. And a little bit of background. I live in Florida.

36:10I still pay a mortgage on a home. They take out a portion of what I pay every month and they put it into an escrow account. And what that is is basically they pre-hold some money to pay my real estate taxes and my insurance and my flood insurance. And this is all about FEMA and flood insurance here in Florida. So, we have components here. We have my escrow company. We have FEMA, which is the one that does the insurance. And then you need an insurance agent to buy or sell insurance. And then you need a company to kind of coordinate all this stuff. And the problem was, is my finance company, mortgage company, spent the payment. But the end result, FEMA never got it. And I am dealing with, and I'm going to use your term, the misalignment times four, because there's misalignment every step of the way

37:11in each four of the parties. So, this is group misalignment. And it's still not, for me, it's still not done. However, based on the role that each one of them have individually, they all think it's like they all blame me. Well, you've got to do something with this. And then the other person says, well, you've got to do something because we didn't get the payment. And I have to go back, it's like the referee or the guy running back and forth, trying to figure all this stuff out with people that are totally misaligned in the goal. So, the finance company says we sent it. And we sent it again, and it was received, and it was cast. And here's the check number. And none of that means anything to the guy on the end of the totem pole. So, there's a misalignment of communication, there's a misalignment of processes. We even had a situation where they said, the only way we're going to accept the payment is you've got to send us the front and the back. And they gave me the mailing address.

38:11And then when I called up, they said, well, we'll never get it if you mail it. There, it has to be emailed. Oh, my God. Yeah, so it's a misalignment. Like everybody's got their own policies and protocols. But nobody talks to each other, and everybody's got different things, and none of them line up. So, when we talk about misalignment, that's where I was stuck, because I'm like, what is this fit into what Patrick's talking about? Misalignment, for sure. But which one of these, because it's all of these, and then some, and the only way it's pulled out, I hate to say it, is by exceptional employees, or me, that are really, you know, nudging this thing down the line. So, that's my answer to your question, so I'm going to have to relisten to that to give you a score on each one of those, because I was lost in the message that you were providing, and the application. So, yeah. So, I have four customers for you to call.

39:11One of them being my mortgage company. Another one being FEMA. Another one being my insurance company. And then the other one being the company that handles the insurance coverage for the billing, if you will, for FEMA. So, there's four companies that you should sell to please. It's going to be able to make next year better for me. So, this is for GMS. It sounds like that is category number five. There's a misalignment in flawless execution of details. There we go. Simple details. Simple details that probably like is, you know, 101. Details 101. You get the money, post it to the right account. If you can't do that, what else aren't you doing? Yeah. And you just wonder if it's happening to you, how many other people? Oh, my God. Yeah. How many people have the experience that I do, the patients that I do, the ability to kind of help guide this whole thing,

40:11like the answer is not meant, and I'm exceptional only because I deal with problems all day long. There's a business owner and have for, you know, 40 million years. But the reality is, would my wife be able to do this? No way. Would many other people be able to do this? No way. Yeah. She's just wouldn't. So. Yeah. So. All right. Well, so, how about if we, well, shift gears, we'll go to the first song, and then when we come back, we will talk about conversation framework that I call synchronize. Here we go. Okay.

41:47Okay.

42:48All right. All right. Tyler Reddick here from 2311 Racing. Another checkered flag for the books. Time to celebrate with Chamba. Jump in at ChambaCasino.com. Let's Chamba. No purchase necessary. BTW Group. Boy, we're prohibited by law. CCNC. 21 Plus. ChambaCasino. Hmm. So in this half of the show, I'd like to talk about a tool and activity that can be used to help assess and, well, assess and reassess over time, the how aligned a management group is, or you could bring it down to a department if it's multiple leaders in a department or a team,

43:49but let's just stick against it with the senior management. And I call it synchronized. So here's the visual I'd like you to paint in your head. All of the senior management is in a boat, and everyone is rowing. And you look at the row teams, the rowing teams, and who goes fastest in a straight line. Those when everybody is in cadence, rowing in the same time. Now imagine the novices, and they're in the same boat, and everyone is rowing at different cadences at different. They're hitting the ores, they're splashing each other. They might be just spinning in circles, they're not going in the straight line.

44:49That's the impact. The boat is the company and the employees, and the leaders are the people and the ores. And so synchronized is, it's a name to that because how can senior management best synchronize themselves and align themselves on these eight different categories? So for those who don't know, conversation frameworks, that's why I call them. They are collaboration activities. They're digital frameworks, and they can be done in hybrid, they can be in person, they can be everyone remote. But they're done on interactive whiteboards. And the idea in this activity is that in these six categories, all of the senior managers are documenting and evidencing

45:54where in the eight categories are they aligned, the evidence that they see for what is aligned and the evidence for where they are not aligned. And everybody is contributing to say, you know, I'm in my department, but I see in the other area this misalignment. So I'm going to put it on the board. It's not my misalignment, but I see it or I feel it or my staff does for whatever reason. So I'm going to put it on the board. And after everyone puts it on the board, there's discussion around it. But the group, the leadership team, scores themselves. So based on how well we are aligned and agree on or misalign, let's score ourselves on that one to ten for this category.

47:01And then based on the eight categories, what's our average? So maybe our average, you know, we might have somewhere where are nine. There's very little misalignment, but others we might be a four. And we didn't realize it. But on an average, maybe we're a six. It's like, ooh, if we're a six, then that's got to be pretty impactful for the company and for the staff and employees. So this exercise then invites the senior managers to say, how are we, the role models, how are we going to better align ourselves? What can we do? What are our action steps? And assign and do some work.

48:01And then set a time to come back. Maybe it's a month, two months, don't know. They set that. Come back and say, so now all these areas where we were not aligned, can we move that over to the aligned column? Or do we still more work? Do we have the evidence? So this becomes the continuous improvement activity and journey for senior managers. Because senior management is not immune from continuous improvement. We all expect directors, middle managers, supervisors, employees, continuous improvement. Let's always do better. But senior management needs to leave by example.

49:03And I will say this very honestly and some senior managers are listening to this. I might not like it, but haven't spent 17 years in the middle management and thinking about these categories. Senior management very often has this, how should I say this? They have this perception that nobody has seen this misalignment. Well, I'll just say it out loud. We all see it. We all talk about it. We all have the evidence. So this is not something that you are keeping a secret. Because the actions and how it trickles down through the areas, through the departments, the messages, everything that happens, that's where everyone's talking.

50:06And they're comparing notes. And it comes, I think, well, it comes from eyeballs and well, no, it comes from eyeballs. So it's not a big secret. So it, for senior management, please do not try to think, oh my gosh. Oh, we are not living up to the expectation. So we've got to keep this quiet. Well, guess what? Cat's out of the bag. Everyone has seen it for however long. And the best thing you can do is just own it and say, you know what? We senior management, we acknowledges, we own it, we recognize it, and we are going to do something to improve it. That message alone carries more weight than you can imagine at the department level and the front line when they start to see that change.

51:09And the reason I say this is because conversation frameworks are, I design them to train internal facilitators to run the activity. And very often companies would say, oh, we can't let an internal person facilitate this activity because they'll know that we're not aligned. Well, we already knew that. So you don't need an external consultant. We probably already know what's happening. Just bring someone in that you trust and let them facilitate it with the senior management and be done with it. And actually, that would have a more positive impact on the company because that facilitator, even though you don't want them going off and saying, oh, guess what? I guess what I learned in the senior management team. But they could go back and say, you know what?

52:12Senior management is committed to this and this is what we're going to look for and thank goodness because we've been dealing with this for a long time and finally they're going to address it. And that's going to earn a lot of brownie points with the staff. So synchronize is a way for you as a senior management or senior team leadership or department leadership or whatever the leadership group might be. This is a way for you to be more aligned, rowing in sync. And synchronize and not having those misalignment issues or that I talked about in the first half of the show. And these activities and synchronize is typically it's less than four hours.

53:16It's a morning or afternoon session. It can go very quickly. So this is not a long drawn out. And it's a very powerful and refreshing activity because it opens up and it says, how can we do better for the people we serve who are the employees? So Peter, that is synchronize. I call it a directional efficiency activity because it brings all the management into they're moving forward in the same direction with efficiency because they're rowing the boat and they're not splashing each other and hitting each other with yours.

54:17Thanks, perfect sense. Anybody that's been rowing before knows what synchronizing means. That's right. So every week I try to give an announcement, an offer or something. And you know, I think the announcement that I'll do this week, not really announcements per se, but I am on a mission this year to actively help 250 solo printers, independent professional service providers, micro businesses on how to improve their sales. And that could be through sales coaching or through the tool that Peter mentioned at the beginning, which is ask Alex. And that is a sales thought partner can be used in other applications in the department in the company as well.

55:25Learning development, it can be used in marketing, can be used in customer service, but it is a thought partner that it is an AI tool, but much, much, much more than just generic AI. And so if you are a listener and you are struggling with sales, you don't like sales, but you have to do sales, you wish you could jump over it, you've never been trained on it. It's not your zone of genius, it's not your subject matter expertise. And you want to do better in it, I would love to have a conversation. And I have a trial, I have different ways to get into it. So please reach out to me on LinkedIn or the address in the show notes and let's talk about it because it's a really cool tool that is the

56:37result of 10 years of sales training, coaching, consulting, process development, and three years of documenting all of that plus another almost 18 months of developing the tool. So it is on the math, that's what, three, four, five, like 15 years, 14 years of work that is there to help people improve their sales. And so I would love to talk to people and help you to be more successful in this very, very difficult sales environment moment.

57:39And so everything that you can do to improve your odds of winning the opportunities, we should take advantage of those. So Peter, do you have any comments or do you want to go to the second song? Nope, we're good, we can hit song number two, you want to set it up? It's again about synchronized. Tyler Reddick here from 2311 Racing, another checkered flag for the books. Time to celebrate with Chamba. Jump in at chambacasino.com. Let's Chamba. No purchase necessary, BTW Group, voidware prohibited by law, CCNC, 21 plus sponsored by Chamba Casino. And how senior regiment and aligning themselves or the misalignment. Perfect, here we go. Join in, we seek, finding the way, somehow we're welcome, we must realize, casting our feet, shifting each day. We haven't given scores yet, we seek the signs.

58:39Join in as one, shifting the signs, great lines of metal, we're out of sync. Let's all unite, turn on the light, together we stand on the edge of brain. Think right now, we need to seek right now. Align that one, holding strong, our vision clear, against the growing tide. Names out in sight, does still remain. Need all our leaders on the same page, kaying the night to win the race. One direction and you need age, leading with heart, tearing the part. All the confusion we need in the past, divorces the life, often to time, those in the future that's made to last. Think right now, we need to seek right now. Align that one, holding strong, our vision clear, against the growing tide.

59:45Think right now, we need to seek right now, we need to seek right now. Let's all unite, turn on the light, together we stand on the edge of brain. Think right now, we need to seek right now. Align that one, holding strong, our vision clear, against the growing tide. Align that one, holding strong, our vision clear, against the growing tide. Meaning we prevail, together is on, we'll follow the trail. Strong in the night, we can never fail. Think right now. That was a nice song. That was. That was. And you can actually use that in lots of situations and scenarios.

1:00:49I mean, it's not just about management alignment, but, you know, anything, any project, any anything. You know, let's synchronize. Let's get in, let's get aligned, because that's really how we work together. And so. So yeah, please, to any listeners, feel free to reach out. Let me give you more information about synchronize, about ask Alex. As Peter said, please listen to the first half of the show again, take some notes, score yourself. And if you really, if you're not scoring where you want to or need to, then I invite you to talk. I really, that's it.

1:01:51So yeah, we'll be back next week for Peter, can you believe it? It will be show number 77. Wow. Look at that. My gosh. That's crazy. That is crazy. Well, so Mr. Mingles, would you like to close it down in your wonderful way? And we will let people get on to their next event. We will. So you just heard from Patrick Seaton. If you go to LinkedIn, you can actually direct message him from there. He's posted a lot of cool stuff on his LinkedIn post. But if you go to Innovative Management Tools, you'll be able to see the stuff that he's got on his website. He's got a couple of different domain names as well. We talked about the elephant under the rug and the crocodile brain on previous radio shows there. A lot of fun. And if you plug into the ones that he's done with Donna Baker, he's talked everything about Ask Alex, which is the AI program that you could use for sales training.

1:02:55So the most over the thing that I really want to underline is the idea that if you run a business or you're working with somebody who's trying to run a good business, you want to work with Patrick. He's got the great digital tools. You can hire him as a consultant. As you can hear, he's got some great things that can be implemented pretty quickly. Save you way more than whatever you'll spend for sure and just give me a business. So I'm going to, having said that, we're going to wrap this up and we will talk to everybody next time on Building Fortune's Radio. And I, oh, man, by the next week, we're done with almost January, which is crazy. It's almost crazy that it's almost done by then. Oh my gosh. We'll see everybody next week on Building Fortune's Radio. Thanks, everyone. You've been listening to Building Fortune's Radio on BuildingFortunesRadio.com. Thanks for listening. Building Fortune's Radio is part of the UMungus AM and UMungus FM Radio Network.

1:03:58Be sure to check out the BuildingFortunesRadio.com website to listen to your favorite shows. You can also hear us on UMungus Radio and wherever you find your favorite podcasts. It's been our privilege to have you listen in. A Building Fortune's Radio, we wish you the success you deserve and are willing to work for. Hello, it is Ryan and we could all use an extra bright spot in our day, couldn't we? Just to make up for things like sitting in traffic, doing the dishes, counting your steps, you know, all the mundane stuff. That is why I'm such a big fan of Chamba Casino. Chamba Casino has all your favorite social casino style games that you can play for free. Anytime, anywhere with daily bonuses. So, sign up now at chamba casino.com. That's chamba casino.com.