"You're In Charge" with Glenn Pasch
"You're In Charge" with Glenn Pasch

Episode 106 · 2 months ago

Dan Moore: Are You a Pretend Leader? Or Do Your Actions Match Your Vision


Dan Moore, President of VistaDash, author and TedEx speaker asks the question: 

"Do you know why your business exists?"

"Are you pretending or leading? 

Understanding why you are working at your business or leading your team really matters and at times can just be words. We may think our family is our "Why" but do your actions match up to that?

Are you actions matching up to what you think you are sharing with your team?

Always a great conversation with Dan Moore.

Enjoy it. Don't forget to subscribe, share and rate the podcast.

About Dan Moore:

Dan is a big-idea thinker and strategist currently serving as the President of Vistadash and Author of the book “Do Moore, Get More". He also is a TedEx speaker. A devoted husband and father of three, he lives in Scottsdale, Arizona. Despite his commitment to self-awareness (or perhaps because of it), he remains steadfast in his dislike of tomatoes.

Get Dan's book: https://amzn.to/3uVg7D2

Connect with Dan: linkedin.com/in/mooreofdan/

About Glenn Pasch:

"Everyone finds themselves in charge at some point in their lives. Yet many of us lack the skills to generate consistent results. My goal is to help you learn the skills to adapt and grow in your personal and business life.”

Glenn Pasch is CEO of PCG Digital, a full service digital marketing agency that specializes in helping businesses create and deliver customers raving, recommending & returning for more.

He is author of 2 books including "The Power of Connected Marketing" and has spoken and educated audiences throughout the US and internationally.

Let’s Connect:

Linkedin: https://www.linkedin.com/in/glennpasch/​

Personal Website http://glennpasch.com/​

Company website: https://pcgdigital.com/

Support for this episode comes from PCGdigital. It is anywhere from difficult to impossible to manage every aspect of thechanging digital landscape. Rather than trying to do it yourself, why not leaveit to an award winning team of Digital Marketing Specialists who have mastered at allconnect to your message with more potential customers with PCG digital. Go to PCGdigitalcom for more information. What we talked about is your why a lie withauthor and TEDDEX Speaker Damn more about your personal life, meaning what you sayis your why? Why are you working? Why are you doing the things youdo? If you say my family is the most important, are you? Are Your actions really backing that up? Are they really the most important?Do you have to tweak what you're doing so that you really can liveto support your why? Well, the other question is I in today's powerepisode of you're in charge, Damn Moore's back, but he's talking about isyour why a lie for business? How can we apply those same tactics thathe talked about to Your Business? And that's what we're going to jump intoday. So let's get started with this power episode of you're in charge.Conversations at spark change with Dan. More so, put put this same conversationthrough the Lens of business, where, if so easy, if I'm sittinghere saying my team is the most important thing, or my business or myemployees are the most important thing to me, pivot just a little into the businessside of your why? COULD BE A lie? Yeah, no,absolutely so. First, I'm going to say this too, as we say, into this is that your why? There isn't one why. There's amultitude of Wy. So don't think that okay, well, family, itcan meet family and business. There can be layers. No one put ruleson this. So, as we say, due now into the business side ofit. Let's have some fun. First and foremost, you want youwant to show your team how much you matter. Keep showing up later,rescheduling meetings. You basically just sit the ultimate signal how much they matter.Right. I've been guilty. Show up five ten minutes later, got tiedup on another call. There's no I mean bottom line is, if youvalue your people, you have to show up and you have to be presentmeeting. If I'm having a meeting and all sudden go, Oh, Igot to take this call, it's dangerous or the same rules apply. Peopleare people right if you're if you're having a one on one and you're distracted. That's why I say meetings are dangerous and and everybody watching the running company, Keyword. Have Intentional meetings, meeting on a meeting, about a meeting, meeting just to get people to be like fluffiness, like stop. Ifyou're having a meeting, what is it? What is it we're trying to accomplish? There's a point of the meeting. If you're having like weekly updates,I mean we kind of you know, again for us will have like youknow, weekly updates and again you kind of get a state of whateverything's going on in the business and it's an overview. It's only x amountof time and then you move into the some of the more critical meetings.But again, our life is full of meetings. So, especially with theteam, we have to show them the same respect we would show our family. It's that same exact intentionality of I'm here, I'm on time, I'mpresent. What do we want to accomplish? You know, especially, and itcan be the flip side to I know we're talking about leaders running themeetings, but how many times we've all been in meetings where someone else istalking and we're looking at our phone or they're. Now we used to havea rule of no computers, note phones in the meetings. You know,turn them off, turn them over whatever. Severalle now some people would sit thereand say, Oh, I'm going to, you know, take notes, but then g chats up there or...

...they're working. So realistically, Ithink this is again going back to that intentionality and present. How much timedo we waste in meetings because people were distracted by something else and next thingyou know they say oh, sorry, Dan, what were you saying?And to one disrespectful to we just wasted time, versus we're going to spendten minutes, seven minutes, five minutes, whatever the number, is all hyperfocused and we can all get out of here, versus a meeting foran hour and you go this could have been an email, right. That'sthe joke. Hundred percent. No, it is a joke, and Ido think some of it's how you set your culture up. I mean you'vegot to give people the opt out right because again, some people get pulledinto meetings that are in there and they're like this, there's nothing I cancontribute here right like you got to have the no one should feel stuck ina meeting. I always say, if you're not, if there's no valuehere or there's nothing to contribute, you have the right to back out,you know. But at the same point in time, it especially now becauseyou can't put your device away because nine times out of ten we're doing zoomcalls or Google meets or whatever. So you're on advice. But I thinkthat you've got to have intentionality. I think that you've got to depending onthe type of meeting, you know, there's flexibility and some humor and somekind of you know, it can kind of go off the rails a littlebit and then you bring it back for the rigid stuff. We're trying tomove something along to the point. Have A cadence, keep, you know, hurt all the cats. Get to the objective, get to the endresult. It's your point. Could it be? Could it start on anemail? If it needs to progress to that, great, but again,it's just having that conversation with the teams, setting the guidelines to how you guyswant to navigate meetings or conversations and then being intentional in those moments andhaving some accountability measures, right. I mean there's nothing wrong with a littlebit of team charts, you know, team kind of coming together and sayhey, Dan, do we now? Not a good time for you?No, no, no, no, I'm sorry. Right, you gotme right, shame on me. And that's part of also having a goodteam. If your team can't call you out, especially if you're a leaderor whatever, then you got a question some of your leadership. Because again, we're in this together. The team is really the mechanics of everything.We're just there to clear the runway. So we've got to be held accountableto because again, if we're just saying I'm so busy, what I'm doingis excusable, what you're doing isn't. It's doesn't work that way, right. So pace the leader, pace the pack. So if you're captain,I'm on my phone and half in a meeting, you can't expect your teamto be the meeting either. Well, that's the the poor leader would dothat. All of a sudden they put their phone down. Say Okay,well, no, now you put all your phones away, because now I'mready, I'm mentally here. So snap to order when someone else is presentingand they're sitting there on their phone, or I've seen it a million times, is the Oh, let me go take this call, and everyone goeswell, now we're stuck here for twenty minutes, like we can't move themeeting forward till Dan comes back. And where's Dan? And next thing youknow we're going on and everybody starts work, but the energy of the meeting justgoes up. This why I hate meetings. Versus ignoring that. Imean literally, if you give your phone, if you left your phone in theoffice and you're in another office for a meeting, you wouldn't know thatthe phone rang. You'd go pick it up later on and go, Oh, Glenn called, let me Call Glen Bat Right. I think that's whereeverything we've been talking about is that intentionality of being present because the people hereare important to me, and it could be my family, it could bemy friends, it could be it could be my my employees or my bossor whoever. The fact is, when...

I'm here with you, it's importantto me, so nothing else should matter. So then act that way. Agreed, and also shows some humility. I mean I can't sellnytimes I've hadto apologize in the team because I made. I made the cardinal said right.Or Hey, Dan, this question for you. WHO. Yeah,sorry, was it paying attention instead of trying to like poof through it?It's like no, no, Dud, my bad. It like you've gotto fall on the sort a couple times because again, we're human, we'regoing to meet nobody's perfect. So you're going to, as I call you'regoing to have relapses. The question is is, can you catch it?Meaning there's been times where I'm like talking to my wife in the phone startand I go I'm sorry, and I just side arm it to the sideand going sorry, like it got me, but I'm still here. Yeah,and then other times like I'm in it and and then the talking,because herd you to me now is I'll just stop talking to you. Thesecond of silent right. I'm like, Yep, I know, really,but again it's accountability and that's why I'm saying you should never be off limits, right to your family or to your your team. I don't care whatyour position is and how high might you think you are, you should neverbe off limits. You can know, I think, what you're use tothe line and then you you get the exception does it. You know,I think that's what was interesting. What you were saying earlier is and youand I share the same philosophy of you know, my job as the leader, whatever position I'm in, is no important than anybody else's. I justdo different things. But if you're going to build a culture, which isa word that gets thrown around all the time, but if you're going tobuild a successful team and a successful ones, buzzword are you saying it's about?That could be a putz is a buzz word. There's a lot cultureand no one knows what it is. But I think to your point isthat if we're building an organization where we're all focused on the goal and we'reall working hard, that we should all as teammates, no matter what yourrank is. We're successful. To that point, there was a gentleman Iwas having a conversation with who was a new general manager and took over anautomobile dealership. At this could be any business right, and it was failing, and one of the best things he said he did was he took everybody'sbusiness cards away and he replaced every business card and everybody had the title manager. He says you all worked to drive this into the ground. We're allgoing to work together to build it up. So by giving everyone the title ofmanager, everybody was empowered to talk, everyone was empowered to fix the problemswithout fear of I can't say that to x y Z. I thoughtthat was just a brilliant strategy. And you know, four years later,it's one of the top most well run organizations I've run across. Well,and that's a key word right there, that you said is the word empowerif you want people to do their job. And again, you think about manybusinesses we go into and it's like, I can't find good people, theydon't want to work. You know all these things that go wrong.Now there's some truth in some of it. Sure, we also have to askmore questions. Is, what are we doing? What's her contribution tothe problem? Right, because again, there's those leaders that are very micromanager style, which means you can't sneeze without a coming through me. Sothen, therefore, they're never going to have an idea, right. Andthen there's others where it's like, yes, I empower you, just like youwere talking about you. You have the same power I do. Now, if something goes sideways. And again, I have the same methodology as well, as I didn't hire someone to make my job harder. Right,I hired someone to do that job and...

...empower them to make the decisions ifsomething's doesn't work right or there's there's something that went wrong. I'm not goingto go Tarim Anu one. I'm just to say let's have a conversation.What right? Why? First off, why ment to that? Why didyou get you? Why did we do this right? What was the goalof that decision? What were you trying to solve? And if you coulddo something differently based on what? What? What occurred? What would you havedone differently? Right? Because, again, everybody, so we areso buzzword, cliche and sense of you know, a lot of business failfast and fail often. You go to their business, it's like the secondsomeone makes a mistake, they're getting crucified. You're like, yeah, totally wantto fail here. Right, right, so, so. So, onthat point, I think as we pivot a little bit, one,one last pivot here to take that, because they think we would be remiss. Because I know you explain it so well. Is this idea of ifI have a team and I train them really well to do their job tothe point that I don't have to what you mentioned micro managed, or Ifeel that, wow, my team is really executing well. For some that'sscary. They think, well, maybe they don't need me. Versus whatyou and I we're talking about before we jumped on today this idea of byclearing off some of those things off of my plate and empowering them to dothis, my plate is empty and I can add on new things that willhelp the organization move forward. Versus we're both trying to do someone's job.Versus, no, that's your job, I have other things to do.Talk about that. Yeah, so there's a lot of different fundamentals to it, but essentially, you know, there comes a point where you have tobe in the weeds. There's time we're going to come out of the weeds. I can't help someone grow if I don't understand the job. So Iget in the weeds. Shoulder shoulder, we go through whatever that might be. But again, as we kind of grow and develop, it moves pastthe points where, again, that comes off my plate, I can fillit with another, another task, another you know, goal and other action, whatever it might be, and it changes because again, depending on yourrole, whether you're, you know, the CEO, a president, amanager, where there's other things. So it's, you know, freeing upmore time to go coach and develop. It's freeing up time to go seekthat next partnership or that bigger deal or, you know, the the future ofthe you know platform. If you're running a software company, there's alwaysstuff to be put on the plate. The digression is, what are youallowing to get on your plate then is preventing you from the bigger picture?And and that's always a challenge. Always has been a challenge, and Ido feel fortunate. I mean obviously we're smaller company sets a little easier.I mean, I get all time will damn you know, when you getmore people it becomes more challenging. I'm like, it's all scale. Imean, if you build the right people, you build the right bench and asyou move up and you build more people and you build more layers ofmanagement, if that management has the same mantra that you do and doesn't feartheir job so that they have to be the one, look at what I'mdoing all the time, which is getting it done. It can multiply andif you understand that and you understand hey, there's just some people that work anddon't work for positions. It does change the game. But yes,I don't have a fear of I've got to validate my position or if allthese people are doing these things in my plate looks different. I don't haveany fears. It's like I get to do something else. There's other thingsthat start to free up and clear the clear out to where it's almost it'salmost a recipable effect. I've cleared their runway so they can get the planesoff the ground and run run the way they need to. By doing that, it almost does the same thing for me, so that I can getoff the ground and focus on the things...

...that are critical to the growth ofthe company. Because again, if we're all doing it, then everybody wins. There's more growth in the company, which means whether that's revenue, whetherthat's people, whatever, everybody starts to win because they feel all of thoseimpacts. But yet the point is their contributor well and and well. WhatI like about that is, and again a few pe I want to makesure you're not misunderstanding what Dan was saying, is that if I'm working with theteam if I need to scale and grow. Eventually, you know,if I was had a team of five people and we expanded and now wehave ten people, well, eventually I have to get someone else up thereif five is the limit. And then eventually, as we scale, Ihave now three or four people who are that Middle Layer. That's my team. I'm not worried about the bottom people. I'll check in. Really my teamis that and as I scale up there's always a team under me.But to your point is, if we're all focused on doing the same job, we're only going to get so far because no one's able to pick theirhead up and go hey, we need to go that way. We're justas you say, we're all in the weeds and someone's going yeah, butyou we should be going that way. So we have to clear that plate. But it is a strange feeling as you escalate up because you may losethat that, I'll call it, like the buzz or the high of reallybeing in the weeds. It's very addicting and then all of a sudden you'resitting there feeling while I'm not really having an impact, but you are,because your impact is on that next layer down that impacts that so almost therewas a gentleman two weeks ago I interviewed and and he said something I thoughtwas spot on. He said the higher you move up in in leadership,it becomes more about building relationships with your team's versus, you know, goingdown into the tactical because you've left the tactical now because you have to buildrelationships with the layer of people who are coaching those people on the front lines. And I thought that was a really good way and relationships, building relationshipsdon't feel they feel different. But it to your point is, if you'reaccepting of that, you then are looking in a different direction to be ableto do more for your team. A hundred percent, and that's just butit's uncomfortable and it simply, you know, kind of putting perspective to for thosewatching is just think of it this way. You always should be trainingyour replacement if you're, if you have that mindset a that comes back toself awareness. I'm comfortable my own skin. I do what I do. Itshould be acknowledged. But at the same point in time, if you'regoing to get to the next level, which is someone's chasing their career,right, it's that next level, then why aren't you training your replacement?Well, the fear is, if I train you to do what I needto do what I'm doing, the fear is, well, they're going tofire me and keep dam for whatever reason. Because now again, that also dependson the person who's above me. Right, as we eskal laid up. Always remember, if I get promoted to team leader, I'm on someoneelse's team, right, so I'm I sit at the table of someone elsenow who I report to. So the question really is, is that personempowering me? You're grooming me or training me and moving me up? Ifnot, then I feel well, listen, if I train somebody, I'm notgetting that pull up to say someone's looking to grow me to take theirplace. The only option is if I get these other people really good,then I'll get fired. But to your point of really, well, organizationshould always be saying, Dan, I want you to replace me, butI can't have you replace me till if you find somebody to replace you.And that should constantly be the conversation through organizations in order to scale, becausethen it goes back to what we were talking about. The why. Ifthe employees really are the most important thing, than I should be hoping and workingtowards them improving their position, their...

...skill set to do more. Ifthat's really important, then I have to as you said earlier, or acton it and do it, not just lip service. percent and it reallykind of mind melt everybody on that point. You just say this. If youhave a fear of being fired, then then you've got to think toyourself, if I'm not going to level someone up because they might fire meor so there's so many different ways I've heard it spun and someone ask thequestion, how do you get past it? I go I look at it asif I'm going to get fired, I'm going to get fired on myterms, not somebody else's. HMM. You don't control what you don't control. So someone isn't like you, they can fire you if you're if youif you want to run and fear all the way. That's how that works. So at the end of the day, if I'm going to get fired,I'm going to get fired because I pushed all in and I'm going toI'm gonna let it happen for me, meaning I stood my ground, Idid my job, I pushed through the barriers. If that wasn't good enoughand you fired me, I'm not considering that a loss on my end.Know, you just are on the wrong team right that that that's the key, is that you're on the hundred, a hundred percent right and if you'vegot that kind of mindset and that kind of Mojo going for you, aswe always joke, you're only a phone call or a social media post awayfor being rehired, because people will know who you are by the job thatyou do. And again, that separates everybody in any industry is everybody comein and has great lip service. It's the action that you do that willcement your business status and what you can accomplish. I didn't get to whereI'm at just because I said, Hey, I'm good at whatever or like.None of that happened. It happened because people saw the action, theysaw the result. Talk is cheap everybody. I mean how many times then,I'm sure you and I could share stories back and forth, somebody comesin as a beautiful resume man, they have mastered the art of interviews.They get in and like, nothing happens right and you're like what, know, you were sold to bill of goods or they sounded good and everyone wason their best behavior. But I think that that's such a to just sortof wrap this all and and wind this down with just this these final thoughts. Is it goes back to the why. If your why is for your family, for your company, for your friends, for yourself, then thatmeans I'm present, I want people, I am concerned, not in abad way, but my action should be aligned in a way that I'm notworried about what people say behind my back, meaning that if somebody asks somebody aboutyou, know, let's say you, I know what they're going to sayand it's all going to be the same because your actions led to havea people having that opinion of you, whether they worked with you, theymet you, they heard about you. It's all aligned. But if yourconstant, if your why isn't important or you're not present or your actions don'talign, that's where you get that disconnect of I hope they don't find out. Or you know little song and dance or what I call jazz hands,and you're not really delivering on it because you were not intentional to begin with. Oh yeah, and it's only a matter of time. I mean that'sthe thing. If you're playing the long game, you've got to have thedepth. The short game is exactly what it is. It's very short.When you have no substance, your flighty, you're not focused, you can flushit out. Even the best people that say, Oh, I youknow, I write my goals down, I do this. If you beI'm crushing life, man. You know, some of US get more exposure thanwe needed times and you just kind of go wow, there's going tobe some people are going to be like wow, didn't see that. Sothey also, I mean you and I've seen people just it's the story andthe story can run for but then you...

...go, well, why do youkeep moving jobs? Right? Why are you always in different places and versus? If that really was aligned, it doesn't make sense. Right. That'swhere the as you said, the Ad said, the advertisement doesn't live upto the reality. But I think there's one critical point before we wrap upthat everybody takes a second, and here's is that your why could be somethingas simple as this. I'm going to make a comfortable living and I'm goingto enjoy my life. That is one, a hundred percent. Okay, yeah, and we're in a society where they don't make that okay. Well, what is kind of funny. I think we got to take a stepback and realize that it doesn't matter what you said it beautifully. People willtalk, you know, behind your backslswhere and you get some points where,if you're really comfortable your skin, you don't care, and I think thatthat is a huge, huge, huge piece. Is when you get comfortablein your own skin and your why is as clear as it can be,nothing else matters. Right, right, no, I think it's I waslistening to and I've said it and I'm not always as good as I will. It will sound like I am and I'm not. As that my headgets a little twisted at times, but at the end of the day,I know who. There's a circle of people, family and very close friendsthat they came to me and said I'm disappointed. That would mean something andhave an impact. Where someone I don't know, someone who I haven't it, you know, even a nice relationship with that doesn't bother me. Butthat goes back to you, if you're aligned and that's your goal. Thatgoes back to what you want your pace of life to be. You know, Gary Vanerd Chuck Always Taught, says that, hey, listen, ifyou make fifty, sixty, seventy eight, whatever the number is, and youwant to play on two softball teams and you want to take your familyout, and that's great for you, great own it, but don't complain. Right. If you're then going to complain about something, then say well, there lies the shout. You have to change. But if you're saying, Nope, this is what I want, going back to the the gentleman DrVan's if that's the pace I want from my life like his. Hedesigned his life where he and his wife Take Fridays off and that's their time. Their kids are in school and that so he works four days and hefinds a revenue and ways to make his money and those four days. Sohe can do it because that's the pace of his life and he's comfortable withit until nothing wrong with it. Nothing wrong, and he's happy until hesays maybe I want to change, but then that's a going back to whatyou were saying. It's intentional of now I'm changing, versus the complaining Ididn't do this right. It all goes back to understanding what your why ismaking it intentional, creating a strategy, creating a plan, executing it andthen, long term, get their versus getting beat up in the short termbased on outside influences. Well, I really love what he talked about,again, applying the is your Wylie to your business, to your employees,to your customers. How to tactically do that. Really do appreciate Dan's commentsand input and strategies and I hope you did as well. So, asthey say at the end of each episode, don't forget to subscribe to the podcast. Wherever you listen to podcast, apple, spotify, whatever platform youuse, make sure that you subscribe. Also, please share the episode becauseI'm sure there's other people that could benefit from what Dan just shared and,as always, rate the podcast. Leave a comment. Love to hear fromyou if there's a topic you'd like me to discuss or maybe someone that you'dlike me to interview. I will do my best to provide that for you. I appreciate that you're here. I know there's a lot of places thatyou could listen to content, but the fact that you spend some time withDan and myself today means the world to me. I really, really doappreciate it. So, as I say...

...at the end of every episode,you're in charge, but now Dan gave you a few more tools to helpyou become more successful, both personally and professionally. Thanks again for listening.I look forward to seeing you on the next episode.

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