Latest / The Steve Harvey Morning Show / Entrepreneur: Successful Motivational Techniques: Insights into oneself and employees by Omar L. Harris.

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Entrepreneur: Successful Motivational Techniques: Insights into oneself and employees by Omar L. Harris. · The Steve Harvey Morning Show

0:00
Speaker 1: If you're about to make a change in your life
0:03
Speaker 1: and you feel uncomfortable, that's the best.
0:05
Speaker 2: Feeling you can have.
0:08
Speaker 1: Because for the first time in your life, you're making
0:10
Speaker 1: a decision that's going to be best for you and
0:13
Speaker 1: not what somebody told you to do. And that's when
0:16
Speaker 1: all bets are off. Welcome to Money Making Conversation Masterclass.
0:20
Speaker 1: I'm your host with Shan McDonald. Our theme is there's
0:23
Speaker 1: no perfect time to start following your dreams. I recognize
0:26
Speaker 1: that we all have different definitions of success. For you
0:29
Speaker 1: and maybe decide to your h it's time to stop
0:31
Speaker 1: reading other people's success stories to start living your own.
0:34
Speaker 1: Keep wedding. Welcome, Welcome, Welcome, Money Making Conversations Masterclass. This
0:44
Speaker 1: is a good show that I set up in twenty
0:47
Speaker 1: seventeen to sit down and interview people about their success stories,
0:51
Speaker 1: so entrepreneurs, celebrities. Originally start out with celebrities because I
0:54
Speaker 1: felt that people wanted to hear from celebrities. They wanted
0:57
Speaker 1: to hear their stories, and I wouldraw those numbers and
1:00
Speaker 1: ratings and everybody will want to hear the show and
1:04
Speaker 1: listen to sex stories or celebrities. They'll realize people don't
1:07
Speaker 1: care by celebrities. They want to care about. They want
1:09
Speaker 1: to hear about people like you that listen to the show, entrepreneurs,
1:14
Speaker 1: everyday people. They want to hear about people nonprofits that
1:17
Speaker 1: are making a difference in the community. I'm not saying
1:20
Speaker 1: I don't do celebrities on the show, but I realize
1:22
Speaker 1: is that every day wins. The everyday person who has
1:26
Speaker 1: something to say, that's doing something in the community on
1:28
Speaker 1: a regular basis is the person that is impacted by
1:32
Speaker 1: the listeners who listen to Money Making Conversations Masterclass. So
1:36
Speaker 1: let's get to show rolling. Not saying my guest is
1:39
Speaker 1: not a celebrity, but I'm saying that he's an impactful
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Speaker 1: person in the community, a person you definitely want to
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Speaker 1: hear from. He's best suited to address questions that intersects
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Speaker 1: young leaders with leadership, teamwork, motivational and personal development, which
1:52
Speaker 1: are all key components when you are trying to be
1:55
Speaker 1: successful in life. Please welcome to the Money Making Conversation
1:58
Speaker 1: Master Class. Omar L Harris, How.
2:00
Speaker 2: Are you doing?
2:01
Speaker 3: Omar, hey Rishan, how you doing?
2:03
Speaker 1: Thanks for having me well, thank you for coming on
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Speaker 1: the show. And I was just pointing out that you
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Speaker 1: are the new stars man everyday people. You know, you
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Speaker 1: ain't got one billion social media follows, but you have motivation,
2:16
Speaker 1: you have information, and you have a resume that people
2:19
Speaker 1: want to hear about. What is the basis of the
2:22
Speaker 1: foundation for what your brand is all about?
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Speaker 3: Omar, The foundation really is all about leadership and more important,
2:29
Speaker 3: servant leadership. Servant leadership is the concept that the higher
2:34
Speaker 3: of you going on an organization organization, the higher and
2:38
Speaker 3: greater responsibility you have to lead and to affect the
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Speaker 3: employees in your care and servants support them to help
2:45
Speaker 3: them achieve their goals and develop them and coach them,
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Speaker 3: and so it's not about we over me. Is the
2:51
Speaker 3: attitude of a serving leader basically like, how can we
2:53
Speaker 3: achieve bigger and more ambitious goals together, leave nobody behind
2:59
Speaker 3: and collectively impact the community, customers and the environment and
3:05
Speaker 3: even shareholders. But it all starts with the intention of
3:09
Speaker 3: the leader themselves, with the leader.
3:12
Speaker 1: And is that somebody that's appointed or somebody just assumes
3:16
Speaker 1: that opportunity.
3:18
Speaker 3: So basically, you know, leadership can be a title, so
3:21
Speaker 3: basically you can you can think of someone who has
3:24
Speaker 3: a title like director or manager or whatnot, but leadership
3:29
Speaker 3: is actually earned, not given. So people can follow you
3:33
Speaker 3: because of your title, right because they have to. But
3:35
Speaker 3: the most effective leaders people follow them because they want
3:38
Speaker 3: to because of the way that individual connects with them,
3:41
Speaker 3: builds trust with them, and demonstrates their true intention is
3:44
Speaker 3: for the good of that human being or those human
3:47
Speaker 3: beings in their charge. And so that's really much more
3:49
Speaker 3: effective of getting things done when people lean into you
3:53
Speaker 3: because of how you lead, not because of what your
3:55
Speaker 3: title is. Right.
3:57
Speaker 1: That really is interesting when you say it like that,
3:59
Speaker 1: because of the fact that some people can lead based
4:02
Speaker 1: on fear, based on repercussions, based on but that's not
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Speaker 1: the right level of leadership if you want loyalty correct exactly.
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Speaker 3: I call those individuals bosses. And I wrote a book
4:12
Speaker 3: be a Jedi Leader, not a Boss? What reason everyone
4:16
Speaker 3: talking about bossing? And I think, you know, being the
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Speaker 3: boss of oneself cool, very empowering, very very very inspiring.
4:22
Speaker 3: But when you aspire to boss other people, people don't
4:26
Speaker 3: even understand where the word boss comes from. The word
4:28
Speaker 3: boss comes from the word Dutch for master, and it
4:32
Speaker 3: was actually implemented after slavery to keep us calling people master.
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Speaker 3: So when you use the word boss, there's a very
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Speaker 3: heavy conversation to that terminology that we should really move
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Speaker 3: away from. No one should want to ever be called
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Speaker 3: a boss in the workplace. But if you're giving, if
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Speaker 3: you call coach, or called manager or called leader, these
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Speaker 3: are much more aspirational and more effective titles to lean into.
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Speaker 1: Well, you know when I listen to you, Omar, that
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Speaker 1: that journey start is some Well, I know, like I said,
5:01
Speaker 1: you know you pick up information along the way. I
5:03
Speaker 1: know I did. You know, people mentored me, people told me, Rashan,
5:06
Speaker 1: you should do this, even though I wanted to take
5:09
Speaker 1: the easy route. You know, there's always to do. What
5:11
Speaker 1: you should be doing is always the harder route. Don't
5:14
Speaker 1: you agree, O mark on Hun.
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Speaker 3: Agree with that? Yes, it would do the hard things first,
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Speaker 3: I say, the heart things first.
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Speaker 1: And so how did it all start for you? You
5:22
Speaker 1: know where you where you based at now? And where
5:24
Speaker 1: did you start?
5:25
Speaker 3: So I'm in Charlotte, North Carolina. Now they're a long
5:28
Speaker 3: winding road to Charlotte. I was born in Pittsburgh. But
5:31
Speaker 3: I would save my journey to leadership again at the
5:33
Speaker 3: illustrious Florida A and M University in Tema. Me La, Yes, sir,
5:38
Speaker 3: and you know, I was in the School of Business
5:40
Speaker 3: and Industry and that's where we're basically. They called us
5:43
Speaker 3: the Marines of business schools because of how we would
5:47
Speaker 3: go through this boot camp process and then come out
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Speaker 3: the other side as primed and prepped leaders were to
5:52
Speaker 3: take on the corporate world. And I did take on
5:54
Speaker 3: the corporate world. For over twenty years, I worked in
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Speaker 3: pharmaceuticals from the US, Latin America, Middle East, middles and Asia.
6:02
Speaker 3: Of course, for twenty year career, I've lived everywhere from
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Speaker 3: Brazil to Turkey to Indonesia over the course of my career,
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Speaker 3: leading teams and organizations of different sizes and scopes and
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Speaker 3: really get to test my brand of leadership around the world,
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Speaker 3: which is why I know that it's truly unique and
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Speaker 3: applicable because it's not just theoretical. A lot of people
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Speaker 3: you talk to are talking from a space of theory
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Speaker 3: or what makes sense, but I'm talking from a space
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Speaker 3: of actual practicality what I've actually done over the course
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Speaker 3: of my career living around the world.
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Speaker 1: And that's important. Now let's break down this whole living
6:35
Speaker 1: around the world and exercising leaderships in those different moments
6:39
Speaker 1: because I'm sure, you're dealing with different types of people,
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Speaker 1: different RACESM Ginger, and let's walk through those different steps
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Speaker 1: of what was what has been What is the most
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Speaker 1: challenging when you are leading around the world, But then
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Speaker 1: what allows you the most satisfaction when you do lead
6:57
Speaker 1: around the world.
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Speaker 3: Right, Well, the most challenging aspect of leading around the
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Speaker 3: world to me was leading in places where the actual culture,
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Speaker 3: the culture goes against my leadership style. So for example,
7:11
Speaker 3: in Indonesia, they are a very indirect culture and I'm
7:15
Speaker 3: a very direct individual, and they actually very much respond
7:19
Speaker 3: to hierarchy. So basically, if you don't have a title
7:23
Speaker 3: in Indonesia, it's hard to get things done because people
7:25
Speaker 3: only respect title. And I went in there with this
7:28
Speaker 3: whole idea of flattening the hierarchy, getting rid of titles,
7:30
Speaker 3: and just doing the right things for the good of patients.
7:32
Speaker 3: Can We were working in a pharmaceutical context, and that
7:36
Speaker 3: was very challenging to get people to actually lean in
7:38
Speaker 3: and believe in me because I wasn't coming from a
7:40
Speaker 3: position of hierarchy. I wasn't imposing, I wasn't telling people
7:43
Speaker 3: what to do. I was trying to engage them in
7:45
Speaker 3: the purpose of our organization and then get to do
7:48
Speaker 3: the right thing because they believe in the purpose, which
7:50
Speaker 3: is a lot harder to do as a leader, but
7:53
Speaker 3: it's also much more sustainable. Once people connect with purpose,
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Speaker 3: they connect their individual purpose to the organization's purpose, then
8:00
Speaker 3: you're off to the races. So that was a really
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Speaker 3: great lab for me to actually implement and see how
8:05
Speaker 3: how much I really believe in my leadership philosophy is
8:08
Speaker 3: because it would have been very easy to discard those
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Speaker 3: and just lean into hierarchies that do it because I
8:12
Speaker 3: tell you to do it. But I never did that.
8:14
Speaker 3: I made sure that I led through supporting and serving
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Speaker 3: and not dictating and directing.
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Speaker 1: Yeah, it's really interesting when you talk about leadership, you know,
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Speaker 1: because everybody wants to believe there are a leader. You know,
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Speaker 1: they're like you said, there are natural ways to leadership.
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Speaker 1: There as assigned leadership. But we was trying to manage.
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Speaker 1: Is there when I use the word management and leadership?
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Speaker 1: Am I used in? Are they different terms? Management and leadership?
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Speaker 3: Actually? Are? There's three terms? Actually? I think I said
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Speaker 3: there's three modes of let's get lead, three modes of leadership.
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Speaker 3: There's manager mode, coach mode and leader mode. Okay, so
8:49
Speaker 3: you're in leader mode when you are inspiring and motivating
8:52
Speaker 3: and performance. So basically when you're leaning into purpose and
8:56
Speaker 3: say listen, we're trying to achieve this vision with a
8:59
Speaker 3: big visionary. And when you're inspiring and motivating, your leading
9:02
Speaker 3: because you're getting people to follow you. When you're coaching,
9:05
Speaker 3: you are working with people on an individual or group
9:08
Speaker 3: basis to correct or to enhance behaviors. So you're coaching
9:11
Speaker 3: basically try to dial up positive behaviors and dial down
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Speaker 3: negative behaviors. And when you're managing, you are focusing on
9:19
Speaker 3: the work being done itself, so how the quality and
9:23
Speaker 3: the care being put into the work itself is being managed. Basically,
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Speaker 3: achieving key performance indicators and these types of terminology is
9:33
Speaker 3: what you're doing fundamentally when you're managing a business or
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Speaker 3: managing people.
9:38
Speaker 1: Now I'm talking to amar L Harris. Omar L Harris,
9:41
Speaker 1: he basically talking about leadership, teamwork, motivation, and personal development.
9:45
Speaker 1: Reason I bring this up because you know, we have
9:47
Speaker 1: so many people listening to the show to have some
9:49
Speaker 1: all business or they may be you know, in major corporations,
9:53
Speaker 1: and when you walk into a session or employees. You
9:57
Speaker 1: might have twenty different people, but all different persons, and
10:00
Speaker 1: you've laid out three pillows there. So when you look
10:03
Speaker 1: at it, because everybody works differently. Some people are self motivated.
10:06
Speaker 1: Some people you have to you have to get in
10:08
Speaker 1: and get get to get the work out of them.
10:11
Speaker 1: Some people show up on time, some people want to
10:13
Speaker 1: stay late. And then you have different gender tones and ethnicities. Now,
10:18
Speaker 1: people listening to this show, and because I'm not talking
10:21
Speaker 1: about the military, that's a whole different conversation. I'm talking
10:24
Speaker 1: about that forty hour week person. How does your structure
10:28
Speaker 1: come into play when you're dealing with so many different
10:30
Speaker 1: personalities as well as different gender.
10:33
Speaker 3: Well, this is why leadership is hard work for Storm,
10:35
Speaker 3: because it's not It's not why do you take the
10:37
Speaker 3: big bucks? This is to ask peop well, why do
10:40
Speaker 3: you want to be a leader of your groupe? Because
10:41
Speaker 3: they want the salary, they want to bag, they want
10:43
Speaker 3: to they want the status. But you know, with great status,
10:46
Speaker 3: the great responsibility. Now what are you going to do?
10:48
Speaker 3: Now you're a leader? What are you gonna do? Who's
10:50
Speaker 3: gonna follow you? Right? And so you have to the
10:52
Speaker 3: goal of a leader is you have to individualize leadership
10:55
Speaker 3: to your point, what I need to know what where
10:57
Speaker 3: everybody on my in my organization is on their journey.
11:01
Speaker 3: I just know who to direct, who to coach, who
11:05
Speaker 3: to empower, who to delegate to. And that's not going
11:07
Speaker 3: to be the same group of people. And depending on
11:10
Speaker 3: that's with I have to adjust my style to the
11:13
Speaker 3: needs of my people. That's what it means. By serving
11:14
Speaker 3: them from leadership, I'm serving you by adapting my style,
11:18
Speaker 3: meeting me where you are and helping you get to
11:19
Speaker 3: the next level. It's a lot of work to be
11:21
Speaker 3: a leader, so people who leadership is thrown around a lot,
11:25
Speaker 3: but there's very few actual leaders leading in this way
11:28
Speaker 3: in the world unfortunately.
11:29
Speaker 1: Well, you know it's important when I when I bring
11:31
Speaker 1: yourself and I smile because of the fact that you
11:34
Speaker 1: know you want to be a leader. You want that
11:37
Speaker 1: responsibility comes with leadership. But like you said, it's so
11:41
Speaker 1: mentally draining, and and you hire people because I'm in
11:46
Speaker 1: the position to hire people, in the position to also
11:48
Speaker 1: terminate people, but you want to You don't hire people
11:51
Speaker 1: to terminate them. You hire them and hopefully you made
11:53
Speaker 1: the best decision because you go through a weed out
11:55
Speaker 1: process did you brought a person on board that meets
11:59
Speaker 1: the stand that you have, But then that person has
12:02
Speaker 1: to be assimilated into the culture, you know, And that's
12:06
Speaker 1: what I'm assuming the management comes in there and then
12:09
Speaker 1: you the leadership has to allow them to talk to
12:12
Speaker 1: your other employees to allow them to understand the strategy
12:16
Speaker 1: of how this person is going to be positioned into
12:18
Speaker 1: the workflow. But what fails sometime is that you just
12:22
Speaker 1: want people just to fit in and do their job.
12:25
Speaker 1: Sometimes you just get tired, O, Mark, Can you can
12:27
Speaker 1: you just do it? Can you just do it?
12:29
Speaker 3: How? You know?
12:30
Speaker 1: And I say that when I smile because I know
12:33
Speaker 1: that if people listening on this car or listen to
12:36
Speaker 1: the show are there too, they go, hey, man, can
12:38
Speaker 1: I just hire somebody and they just do their job
12:40
Speaker 1: and I just go home? But that's not the case.
12:43
Speaker 3: Correct, We're sorry, we were detend of what your ultimate
12:47
Speaker 3: goal is, we over me. If you want to if
12:51
Speaker 3: the highest level of ambition requires the highest level of leadership.
12:54
Speaker 3: If you don't have high ambition, then you can do that.
12:56
Speaker 3: You can tell people what to do and they'll do it,
12:58
Speaker 3: and then they'll go home. But they're not going to
13:00
Speaker 3: engage and give themselves fully to the work, right, and
13:03
Speaker 3: so what you want I mean we're talking about We're
13:05
Speaker 3: talking about engagement because engagement leads to productivity, and if
13:08
Speaker 3: you want to inspire the highest level of productivity, you
13:11
Speaker 3: have to make the person feel essential to the work
13:14
Speaker 3: being done. Not just do this work, but bring your
13:17
Speaker 3: best self to doing the work, and bring your best
13:20
Speaker 3: self doing the work because you believe in the cause
13:22
Speaker 3: of the mission. And so that's where it gets really
13:25
Speaker 3: really tricking. It's hard for people to elevate themselves from bossing,
13:31
Speaker 3: get out of bossing and get into managing, coaching and leading.
13:35
Speaker 3: They have to negate and get rid of their self
13:39
Speaker 3: orientation and focus on what the other person needs to
13:43
Speaker 3: get to that level that they're already at because they
13:45
Speaker 3: already already achieved or they started the business, or they're
13:48
Speaker 3: in that position.
13:49
Speaker 1: Well, they got that job to cash in that check,
13:52
Speaker 1: and I'm looking at it. I'm going I got to
13:55
Speaker 1: get more out of them, because I want to get
13:56
Speaker 1: into one of your techniques, your motivational techniques. They incited
13:59
Speaker 1: to motivating warmth. And I'm very serious. You know, I've
14:03
Speaker 1: been in a position to hire people last last twenty
14:08
Speaker 1: years of my life, I've been hiring and securing people
14:12
Speaker 1: for full time job opportunities, and each one of them
14:15
Speaker 1: is different, but alone the way, Sometimes you can give
14:18
Speaker 1: people too much rope, too much opportunity, hoping and maybe
14:23
Speaker 1: even praying that they would get it. What is the
14:26
Speaker 1: motivational text needs I should be using so I won't
14:30
Speaker 1: get frustrated?
14:31
Speaker 3: Omar, So once again, go back to basic principles. Go
14:35
Speaker 3: back to childhood, when you first learn to ride a bike,
14:39
Speaker 3: right when you first learn how to ride a bike,
14:40
Speaker 3: that your mom or dad lets you ride around them
14:42
Speaker 3: there or the entire neighborhood wherever you want it. No,
14:46
Speaker 3: I told you you can ride in the yard right here,
14:48
Speaker 3: right right. You can ride the bike in the yard
14:52
Speaker 3: right here. Once you've proven you can ride the bike
14:54
Speaker 3: in the yard right here without killing yourself or hurting
14:56
Speaker 3: anybody else, you can go down the block to this point,
15:00
Speaker 3: come back, go down the block. Come back only after
15:03
Speaker 3: you've demonstrated that for a while. Well, I'll let you
15:06
Speaker 3: release the ring and allow you to ride the bike
15:08
Speaker 3: wherever you want. As it comes to gam maturity, so understanding,
15:12
Speaker 3: no matter what you expect of somebody coming into an organization.
15:15
Speaker 3: Everybody needs that goes through that process, whether they're very
15:19
Speaker 3: senior orhe that they're very junior, there's a process of
15:22
Speaker 3: onboarding where you need to basically define the boundaries for
15:26
Speaker 3: them in that initial stage, in this initial state that
15:28
Speaker 3: wants you to do in this kind of work. I'm
15:30
Speaker 3: going to release you, but I need to see you
15:32
Speaker 3: do this kind of thing well first. And so this
15:35
Speaker 3: gives them confidence to get things done in an effective way.
15:39
Speaker 3: They build their confidence and you build your trust in them.
15:41
Speaker 3: That allows you to release them to go further and
15:43
Speaker 3: further and further faster in their journey and so motivationally.
15:48
Speaker 3: Create the boundaries initially for what you want someone to do.
15:51
Speaker 3: Don't just have someone come in the door and dump
15:53
Speaker 3: all the work that wasn't being done on this individual.
15:56
Speaker 3: Like figure it out. That's what usually happens. People come
15:58
Speaker 3: in you like figure it out right because you don't
16:01
Speaker 3: want to be bothered with it. You want to basically
16:03
Speaker 3: hand off the work. But if you do that, you're
16:05
Speaker 3: going to bury the person. They're not gonna be motivated,
16:07
Speaker 3: they're not gonna be engaged, and they're going to see
16:09
Speaker 3: that it was all about you in the first place,
16:11
Speaker 3: not about them. Well you so take a step to
16:14
Speaker 3: do that help them out.
16:14
Speaker 1: We know, Oh, something you said really key in this
16:17
Speaker 1: whole conversation with the word on boarding, and that is
16:20
Speaker 1: something I had to learn. We're going to take a
16:22
Speaker 1: break when we come back. I want to bring that
16:23
Speaker 1: at the top of the conversation. The on boarding process
16:26
Speaker 1: that you have to put in play when you bring
16:28
Speaker 1: in a new employee in so they can understand the culture.
16:31
Speaker 1: If you don't on board them and just have them
16:33
Speaker 1: walk out there and just kind of figure out on
16:35
Speaker 1: their own, you're going to have a problem. And I've
16:38
Speaker 1: had that problem in the past and own boarding and
16:40
Speaker 1: HR plays a major role in correcting those issues. Be
16:43
Speaker 1: right back with more money Making Conversations master Class and
16:46
Speaker 1: my guests Omar L. Harris, thank you. Be right back.
16:59
Speaker 4: We'll be right back with there's more money Making Conversations
17:01
Speaker 4: Masterclass with Rashawn McDonald.
17:05
Speaker 2: Welcome back to the Money Making Conversations Masterclass hosted by
17:09
Speaker 2: Rashaan McDonald. Money Making Conversations Masterclass continues online at Moneymakingconversations
17:15
Speaker 2: dot com and follow money Making Conversations Masterclass on Facebook, Twitter,
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17:23
Speaker 1: I'm speaking to Omar L. Harris, and he's educating me.
17:27
Speaker 1: He's allowed me to speak honestly about how I have
17:31
Speaker 1: dealt with employees that I've hired over the years. And
17:33
Speaker 1: hopefully the information that he's given me is hitting home
17:36
Speaker 1: with some of the people who are listening to the show.
17:39
Speaker 1: And you know, Omar, when I sit down and think
17:42
Speaker 1: about myself as an individual, you know, sometimes you can
17:47
Speaker 1: you know, it can be daunting task because you have
17:50
Speaker 1: a budget for a number of employees you can hire,
17:52
Speaker 1: and so there's a certain level of expectation that you
17:55
Speaker 1: need to see happen in that position that you hire.
17:59
Speaker 1: But the own body process, it's where I was failing
18:02
Speaker 1: miserably when I was bringing new employees on that on board.
18:06
Speaker 1: Can you expound on that.
18:08
Speaker 3: Yeah, So this is actually something that I went through
18:11
Speaker 3: in my leadership journey as well, where I, you know,
18:14
Speaker 3: basically assumed because someone had a certain level of career
18:17
Speaker 3: maturity or title coming in the door, that I didn't
18:20
Speaker 3: need to kind of hold their hand on the way in.
18:22
Speaker 3: And what I realized is that you know, previous experience,
18:26
Speaker 3: previous is you know, uh, success is context dependent. So
18:31
Speaker 3: just because you were successful in a previous context. Just
18:34
Speaker 3: because Lebron James won a championship in Cleveland on meet,
18:36
Speaker 3: he's an won one in LA right, So you have
18:38
Speaker 3: to still be on boarded into the organization, the culture,
18:42
Speaker 3: the values, the principles and expectations. And so what I
18:46
Speaker 3: began doing was realizing that HR was the only going
18:48
Speaker 3: to help me so much. So HR was only going
18:51
Speaker 3: to basically bring people into the culture and help them
18:53
Speaker 3: meet other individuals, but they weren't going to get on
18:56
Speaker 3: board to my expectations and my leadership styles, and we
18:59
Speaker 3: weren't going to be able to trust fright from the beginning.
19:01
Speaker 3: So I innovated a three hour onboarding conversation that I
19:05
Speaker 3: had with each person who directly reported into me. So
19:08
Speaker 3: I spent three hours in the first two weeks with
19:10
Speaker 3: every person who were directly reported into me, whether I'd
19:13
Speaker 3: inherited them or whether I hired them, and built trust,
19:17
Speaker 3: conversed about styles, conversed about strengths, creating powerful partnerships. We've
19:22
Speaker 3: discussed our expectations, we discussed upcoming priorities, and I explained
19:26
Speaker 3: to them, I'm giving you ninety days to get up
19:29
Speaker 3: to speed, and so I'm going to support you really
19:31
Speaker 3: hold your hand for ninety days. At not to day
19:35
Speaker 3: ninety one. The training will go off if you're going
19:37
Speaker 3: around the block, but for ninety days, listen, come to
19:40
Speaker 3: me for everything you need. I am here to give
19:42
Speaker 3: you all the support you need to make sure you
19:44
Speaker 3: are successful. I want to set you up for success.
19:47
Speaker 3: And so that to some leaders, that's a tremendous burden.
19:50
Speaker 3: It's like, oh, I have to do that, well, okay,
19:53
Speaker 3: if you don't do it, the implication of not doing
19:56
Speaker 3: that kind of action, whether that be one hour or
19:58
Speaker 3: three hours or any amount of time, is that this
20:01
Speaker 3: person is not going to connect with you right away.
20:04
Speaker 3: They're not going to understand the parameters and expectations of
20:07
Speaker 3: how they're being measured and what's going to make them successful.
20:10
Speaker 3: And they're not going to have permission to come to
20:12
Speaker 3: you to ask all their questions that they have, or
20:15
Speaker 3: to get directed to resources within the organization to get
20:18
Speaker 3: their questions asked. Because the biggest thing to success when
20:21
Speaker 3: you're doing an organization is knowing the whens hows, who's
20:24
Speaker 3: what's wise. You have to get all that stuff answered
20:27
Speaker 3: in order for you to be set out for success.
20:29
Speaker 3: That takes around ninety days giving people that grace is
20:32
Speaker 3: really important. Giving them that support is really important, that
20:35
Speaker 3: you can watch them fly.
20:37
Speaker 1: Right, it's really important. And also you know that ninety
20:40
Speaker 1: day window usually is the probation window that you give employees,
20:44
Speaker 1: So it's important to keep that eye. And that's what
20:47
Speaker 1: the holy evaluation process comes in, because again, all these
20:52
Speaker 1: things matter because people come to work for you. One,
20:55
Speaker 1: they've accepted the job based on the income that you're
20:58
Speaker 1: offering them along the way, they are not going to
21:01
Speaker 1: be satisfied with that salary a year from now or
21:04
Speaker 1: two years. They might not be satisfied ninety days from now,
21:08
Speaker 1: and so you have to evaluate that. And when in
21:11
Speaker 1: speaking to you, Omar, when you're talking about leadership, when
21:14
Speaker 1: you're a small business owner and an entrepreneur, you are
21:17
Speaker 1: the leader. You know, you're not working for a fortune
21:19
Speaker 1: five hundred company. What are some of the advice for
21:21
Speaker 1: aspiring entrepreneurs starting new business and maintaining you know, the
21:27
Speaker 1: the resilience of facing these challenges that they should do,
21:31
Speaker 1: or there's some steps like we talked about HR. We
21:34
Speaker 1: talked about HR is just the starting point. You have
21:36
Speaker 1: to take it to the rest. What are some of
21:38
Speaker 1: the some of the building points for an entrepreneur, I
21:41
Speaker 1: would take.
21:42
Speaker 3: A step back. When you're an entrepreneur, you know that
21:44
Speaker 3: every hire counts, right, you cannot really afford to make
21:48
Speaker 3: bad hiring decisions because every individual you're bringing is going
21:52
Speaker 3: to be doing more than whatever your title for them
21:54
Speaker 3: is anyway, because you're small, right, and when you're smaller,
21:56
Speaker 3: to do everything. So what I tell people is to
21:59
Speaker 3: prioritize behaviors over pedigree. So it doesn't matter where you
22:04
Speaker 3: went to school, doesn't matter what your previous experiences in
22:06
Speaker 3: your resume. What I care about is what I call
22:09
Speaker 3: the whom. The whom so I want to understand your
22:13
Speaker 3: work ethic, your heart so basically shared passion, your optimism
22:18
Speaker 3: which is a O, and your maturity when I get
22:21
Speaker 3: I calibrate this actually via a questionnaire that I have
22:24
Speaker 3: in my first book, Read Aboard the DNA of High
22:26
Speaker 3: Performance Teams. But basically this process of whome interviewing allows
22:31
Speaker 3: me to calibrate and bring in a right what I
22:33
Speaker 3: call team DNA right from the start, so I don't
22:36
Speaker 3: make hiring mistakes. I make sure I bring in a
22:39
Speaker 3: right team DNA, and then I can mold that DNA
22:42
Speaker 3: towards task and what's happening within the business. But it's
22:46
Speaker 3: hard to fix a mistake you've made in a hiring processing.
22:51
Speaker 3: You know, if you hire somebody poorly, or you hired poorly,
22:54
Speaker 3: you know that this is a very costly, timely mistake
22:57
Speaker 3: and it can really take the wind out of the
22:59
Speaker 3: sales of small business especially well.
23:02
Speaker 1: You know, let's be real. Now, when you hire somebody,
23:06
Speaker 1: they may have had another job they've left, so you
23:09
Speaker 1: just kind of it has been maturity on both sides here.
23:12
Speaker 1: Maturity that you've made a mistake in your hiring, but
23:15
Speaker 1: you've also asked this person to trust you in the
23:19
Speaker 1: hiring process. So if you've hired the wrong person, you
23:22
Speaker 1: have to take on responsibility. And I think this is
23:24
Speaker 1: what Omar is saying. When you're on board somebody, there
23:27
Speaker 1: has to be handholding. You just can't push somebody in
23:30
Speaker 1: the corner where you've got a master's degree or you
23:32
Speaker 1: got experience in computer science or you got to experience
23:35
Speaker 1: in accounting, go do what you do because this person
23:38
Speaker 1: has come on board into your company, bought into your culture,
23:42
Speaker 1: and you just can't go, well, I've hired the wrong person.
23:45
Speaker 1: Maybe you've shown bad leadership when do we accept responsibility
23:48
Speaker 1: that we are not doing our job Omar as.
23:51
Speaker 3: Leaders, Oh yeah, this is the most important thing. Is
23:54
Speaker 3: a concept called the window in the mirror. And so
23:57
Speaker 3: the window in the mirror concept is basically this, uh,
24:00
Speaker 3: it's true. Leaders what they do is when they are
24:03
Speaker 3: when it when it comes time to give praise and
24:05
Speaker 3: look out the window, so basically trying to look for
24:08
Speaker 3: people to get praise too. But when it comes time
24:10
Speaker 3: to take accountability for actions and look in the mirror,
24:13
Speaker 3: so you look at yourself. So basically the first port
24:16
Speaker 3: of call for for when things go bad, look in
24:19
Speaker 3: the mirror, look at what you did wrong, raise your
24:22
Speaker 3: own self awareness and understand where you could have improved
24:24
Speaker 3: yourself and admit and admit where you failed. But when
24:29
Speaker 3: it comes time to giving out praise, be generous, open
24:31
Speaker 3: out window and shout to the to the rooftops about
24:34
Speaker 3: the praise. And that's what real you know, as a
24:36
Speaker 3: very simple concept, but basically the window in the mirror
24:39
Speaker 3: allows you to think about what the role of the
24:41
Speaker 3: leader is. You have to take accountability, as you mentioned Shan,
24:44
Speaker 3: you have to take that accountability right and look at
24:46
Speaker 3: look at yourself and say hey, I screwed up. I
24:49
Speaker 3: got to fix it and I got to make it right.
24:52
Speaker 1: It's really and that's when you get into personal development
24:54
Speaker 1: and self improvement, both on the on the leadership side
24:57
Speaker 1: as well as the developer of the people that you
25:00
Speaker 1: high What are some of the tips on goal setting
25:02
Speaker 1: and self reflection?
25:05
Speaker 3: Well, so for goals, basically, you know, we have this,
25:08
Speaker 3: we have frameworks, you know, smart whatever it is. I
25:10
Speaker 3: think at the end of the day, what matters for
25:13
Speaker 3: goal setting is to make sure that the bar you're
25:16
Speaker 3: trying to achieve is attainable, but it is difficult, so
25:20
Speaker 3: it needs to be really ambitious. You want to make
25:23
Speaker 3: sure you have ambition in your goal. You want to
25:24
Speaker 3: stretch in your goal because people develop when they're stretched,
25:28
Speaker 3: when it's not just a layup. And so you want
25:30
Speaker 3: to make things what makes things detainable so they're achievable,
25:33
Speaker 3: So you want to make sure they have to We
25:35
Speaker 3: all have to work to get here. You know. It's
25:37
Speaker 3: sort of like you know, trying to climb Everest, right,
25:39
Speaker 3: we have to go one stage at a time, So
25:41
Speaker 3: our goal this time is going to be stage one,
25:42
Speaker 3: Stage two, Stage three, stage four, and we know and
25:45
Speaker 3: make sure you know when you get there, we have
25:46
Speaker 3: milestones and you celebrate success along the journey. So I
25:50
Speaker 3: think that's really really important in terms of goal setting,
25:52
Speaker 3: is it's to set up that frame in terms of
25:54
Speaker 3: your mind, in terms of making sure it is honestly
25:56
Speaker 3: attainable what you're trying to achieve, but not so easy
25:59
Speaker 3: that everybody hits the mark every time.
26:02
Speaker 1: Well, that's really important. So how can we reach out
26:04
Speaker 1: to you a website? Social media there, omar so we
26:07
Speaker 1: can you know gate because you mentioned several books, tell
26:10
Speaker 1: us some background on how we can now follow you.
26:14
Speaker 3: Well, I appreciate that. Rison. So my website www. Dot
26:17
Speaker 3: Omar Lharris dot com is the best place to get
26:21
Speaker 3: access and learn more about myself. On Amazon dot com
26:24
Speaker 3: Omar L. Harris, if you google Omar L. Harris, all
26:27
Speaker 3: my books will come up, and my socials will come up,
26:30
Speaker 3: and on Instagram omrl dot Harris and LinkedIn Omarl Harris.
26:35
Speaker 3: So basically made it pretty easy for you to find me.
26:38
Speaker 1: Well, greatful. First of all, thank you for coming on
26:40
Speaker 1: the show, because you know, this is the first time
26:43
Speaker 1: I've had a kind of like I believe I've given
26:45
Speaker 1: a leadership session on the show. From a standpoon of management,
26:49
Speaker 1: as paying a standpoint of strategy, because sometimes I have
26:52
Speaker 1: to look in the mirror. I have to understand that
26:55
Speaker 1: I invited these people and I put a indeed add
26:58
Speaker 1: in and saying I'm hiring that I have to go
27:01
Speaker 1: through the process of not just hiring the first person
27:03
Speaker 1: to come through the door because I'm I don't feel
27:05
Speaker 1: like doing this. I have to hire the best person
27:08
Speaker 1: because there's a commitment on both sides, the commitment that
27:11
Speaker 1: I'm going to welcome into a culture to give them
27:14
Speaker 1: an opportunity to succeed and also train them so they
27:18
Speaker 1: can succeed in the mindset of what my level of
27:21
Speaker 1: expectation is.
27:22
Speaker 3: That correct one hundred percent. And for me, I guesked
27:27
Speaker 3: me earlier how to I dot success of leadership And
27:29
Speaker 3: it comes down to I look back at my career,
27:32
Speaker 3: look at the amount of leaders that I've created who
27:34
Speaker 3: have gone and surpassed me in terms of leader corporate leadership,
27:37
Speaker 3: and that's how I did my success. If you achieve
27:39
Speaker 3: the level that I was at when I was leading
27:40
Speaker 3: you or but above that, that to me is success
27:43
Speaker 3: because true leaders make other leaders cool.
27:45
Speaker 1: Thank you allmar Harris for calling in and speaking to
27:47
Speaker 1: me on Money Making Conversations Master Class, because you have
27:49
Speaker 1: given us a class today, my friend, Thank.
27:52
Speaker 4: You, thank you, thank you for joining us for this
27:55
Speaker 4: edition of Money Making Conversations Masterclass. Money Making COMversations Masterclass
28:01
Speaker 4: with rough Shan McDonald is produced by thirty eight fifteen
28:04
Speaker 4: Media Inc. More information about thirty eight fifteen Media Inc.
28:08
Speaker 4: Is available at thirty eight fifteen media dot com. And
28:12
Speaker 4: always remember to lead with your gifts