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Episode Overview:
Lee is a 25-year plus educator and practitioner of leadership. He's helped to unleash over 25,000 leaders at all levels in organizations to accelerate the changes they seek. He is the founder and Chief Change Agent for Unleashing Leaders Inc with offices in Sacramento CA and Boise ID.
Additional Resources:
Lee Scott:
Thanks for watching!
Skot Waldron:
Here we are, Lee, again. It's good to meet you, good to talk to you. Best last name ever, congratulations.
Lee Scott:
You and I share so much in common. It's not ironic that we have similar names, but we have a unique twist on it, just like we do with our leadership philosophies. I love it.
Skot Waldron:
There it is, there it is. So very cool. So Chief Change Agent, I love this title. Why did you pick that one?
Lee Scott:
Well, I think the reason is, first of all, I couldn't be the CEO anymore because I hired one. And he was great for that role. It was leveraging his strengths. It was perfect for how we were trying to grow. And it was like, okay, well, what am I going to do? I'm not ready to retire yet. And so Chief Change Agent is really that philosophy that we are trying to build the capacity of other catalysts for change. How do we get our change agents, our trusted advisors and consultants? to be at the top of their game so they can help our customers be at the top of their game. And that's really my passion and where my strengths lie. So I decided, hey, that'd be the best way I can contribute to this company going forward.
Skot Waldron:
Cool. I dig it. I liked it. You don't hear it all the time. So it's interesting to hear what the idea is behind that. So with unleashing leaders, give us the 30 second, what are you doing right now to create change in a world where things are changing all the time, right? But some for the good, some for the bad. But what is the niche you're filling? What are you trying to do? That is like, you know, that is really driving us to be a healthier culture, healthy, whatever.
Lee Scott:
Yeah, you bet. Healthier country, healthier societies and communities. But everything we do at Unleashing Leaders is around a shared purpose to accelerate the changes willing leaders seek. So we've got people out there in their communities trying to make things better for their customers or their employees or their organizations. And we kind of believe that leadership's a little bit like gravity, Scott. It wants to happen. And the way that happens is by focusing on four key outcomes. The first one is we believe that, you know, leadership requires a strong cohesive team. The idea that one great night can write in and save us all, you know, just doesn't make any sense. And so whether you're on the front lines, the middle or at the top, like you've got to have a couple of compatriots to leverage their skills. And then with that, they can really drive clarity towards where are we going and why? What's that vision? What are those strategies? What are those priorities? And that's something that A lot of leaders are busy, but they're not necessarily productive. So how do we focus that clarity so we know where we're going? And then that allows them to better align their processes and resources. And then we can bring in the lean and Six Sigma and theory of constraints and a very, very lightweight fashion for most organizations. We don't need the heavy, heavy stuff, but that allows them to get more of their things moving where they want them to go. It's kind of like many times in my life, I've had a vision that I would be a smaller version of me. But then at midnight I'm having a chocolate chip cookie, right, so I'm not really in alignment with my stuff. Many organizations are like that. Everybody says, yeah, that's where we're gonna go, but we're doing something perpendicular. And then I think the real unique piece of it is that we do it in this integrated way by also embedding the change management throughout that process. So that's what really engages the hearts, the heads and the hands of those teams so they can contribute purposefully to it. And like I said, it's kind of like gravity. This stuff wants to happen, Scott. You know, change is, evolution is happening. Change wants to happen. Work wants to get done. Customers want to get served, and people want to serve their customers. But there's these things that get in the way, and it's our job to help remove those so that it can flow, versus trying to force it so it goes. That, I would say that's our big differentiator in how we approach leadership.
Skot Waldron:
Hmm very cool. So hit those four points for me real quick again
Lee Scott:
Sure. So strong, cohesive leadership teams,
Skot Waldron:
Yep.
Lee Scott:
team sport, clarity of our vision and values for where we're going and why, alignment of our processes and our resources or investing them in the right ways, and then engaging the talents of our teams to make that all happen. And then that has a positive virtuous effect because as the team's more engaged, they see the next opportunities for innovation and impact and it creates this virtuous flywheel.
Skot Waldron:
Beautiful. Which one do you feel people struggle with the most?
Lee Scott:
You know, I think folks really struggle still to this day the most with the engagement. But what we find is that part of the reason they struggle with the engagement is because they're not doing the pre-work, right? You know, mom and dad are on the same page as a cohesive team. Well, then people are like, okay, I'm not going to fully commit to this organization if it looks like there's tension, you know, at the leadership ranks, right? Now, that's not the hardest thing to deal with. But if you don't deal with it, it makes everything else. harder, if that makes sense.
Skot Waldron:
Mm-hmm.
Lee Scott:
And it's similar with the strategy. I mean, there's a lot of great strategic planning, envisioning techniques out there. We've taken the best of those and we were just doing one for a performing arts center, literally yesterday, and they survived COVID. They went through this rigorous time. They're producing Broadway shows and community arts education programs. They're doing this fabulous community work with really talented people, and they're a super powerful team. but they were kind of trying to boil the ocean, right? Like trying to do everything all at once. So really focusing and prioritizing, you know, by doing that, that in turn helps people then engage in more purposeful fashion. So I do think at the end of the day, it is about engaging the talents of your team, or as you like to say, unlocking the talents of your team, but you gotta do those other, you gotta do some homework, right? You gotta do some pre-work to make that all possible.
Skot Waldron:
Yeah, for sure. Thanks for the plug, Lee. I appreciate
Lee Scott:
You bet,
Skot Waldron:
that
Lee Scott:
man.
Skot Waldron:
little plug.
Lee Scott:
That's what drew me to your show. Like, listening to your guests and, you
Skot Waldron:
Yeah.
Lee Scott:
know, your philosophy on it and the way you guys approach it and the different ways people are tackling it. You know, I'm thrilled to be part of this community of guests of yours.
Skot Waldron:
Well, there's a, uh, there's a quote from Dave Anderson, when a leadership, uh, guru that worked long time with John Maxwell and has led his own leadership program for years and years and years and years, um, decades. And he was on, he was one, he was the first guest on my show. And he, he said this at times we can fuse motion for progress and speed for direction. Um, and, and it goes back to what you were saying, right? It's that whole idea of. alignment of being busy, but not productive. And, and sometimes we think, cause we're moving, we're, we're actually doing something.
Lee Scott:
Yeah.
Skot Waldron:
Um, but I, I just, I love that quote from Dave and I, I say it often, it's a, it's pretty
Lee Scott:
Good.
Skot Waldron:
powerful.
Lee Scott:
So Scott, just pause here. When you were saying that I got a little bit of a glitch on your video and your audio, I don't know if you saw that on your side or not, but I would maybe say that one more time just to make sure you got a clean. Because I'd hate for that to be one thing that got scrambled.
Skot Waldron:
Yeah, okay. Sometimes Riverside will like buffer a little
Lee Scott:
Yeah.
Skot Waldron:
bit, but okay. So good. I'll, I'll go back and edit that in. Okay. Hold on. Let's get a, get a pause here. Then I know to edit. Okay, there's my cue.
Lee Scott:
Dave Anderson quote, right?
Skot Waldron:
Hey, here we go. Here we go. All right. So I had a recent, uh, I had, okay. Let me start that up. So one of the first guests on my show was Dave Anderson, leadership guru, worked with John Maxwell for a long time. And he dropped this quote, which I thought was so good and relevant to, something you said earlier, but he said, we confuse motion for progress and speed for direction. And I thought that just went really well with what you said earlier about being productive versus being busy. And sometimes we get in that mindset of, I'm just doing, I'm doing, I'm. We just got to move people to just move. And it's like, well, hold on a second. Like let's, let's evaluate this a little bit, you know, and I think going back to your ideas of, well, before we do that, let's understand, um, the, you know, clarity piece, let's understand what the, our team's all about and build that foundation so we know that when we move it's productive.
Lee Scott:
Yeah, yeah, absolutely. You're going to get so much more traction and a better ROI, you know, of all the calories that are going into it, more of it's going to go to the tires and move that vehicle along.
Skot Waldron:
There you go. Okay, so unleashed. We have leashes. You reference this idea of leashes and locks, these things that hold us back from being better. What are some of those things?
Lee Scott:
Yeah, yeah, you know, it's surprisingly few. You know, it's I think that's the thing where people think we've got to, we got to put more energy in, we got to step more on the gas, we got to, you know, force it to happen. And I think there's, there's a degree of truth in that. I mean, everything's in balance, right? Yeah, we got to put some effort in no doubt about it. But more often than not, it's about taking our foot off the break. so that it can actually go. And so that's what we mean by those leashes or those impediments or those locks in your parlance. And we like to call them sometimes limiting beliefs. When we're talking about the cohesion of a leadership team or things that are getting in the way of a team's level of engagement, there's some belief that is usually partially true, but is also limited. And I think the reality is they're always there. But recognizing it and then realizing the impact that it has on us and maybe being grateful for how it served us to this point, but not letting it continue to slow us down going forward. I think that's a real surgical area where a leader can rather than just brute forcing to try to go or come all these feet on the brakes, taking a few feet off the brakes to allow that effort that is going in to flow a little bit more meaningfully and purposefully. You know it's another now just kind of like a computer right like the computers working fine you know the codes been written it's gotten us as far we've done a lot of magical things with it but then it glitches and errors and blue screens and crashes and like what happened like well there was some bug or defect in the code there. Which until you exercise it you didn't realize was there and I think every leader and every business system has those bugs or those defects and it's about trying to identify what those are so we can upgrade that software to go to the next level so that's
Skot Waldron:
Mmm.
Lee Scott:
kind of the. philosophy. But you're asking, I think, for some specific examples. So tell me a little bit more about what you were looking for there, Scott.
Skot Waldron:
Yeah, yeah, yeah. It's just, you know, some things that really hold us back. Like what do you find in that? It's just holding people back from being their best selves from reaching that potential that they know is there. It's inside of them. I don't say you don't need to find your potential. Like it's already in there. You just need to, what I say is unlock it. You say unleash it. Like whatever you got to do, undo something
Lee Scott:
Yeah.
Skot Waldron:
to reach it. So what are some of those things that you find?
Lee Scott:
Well, I think actually the one you just mentioned is a pretty common and powerful one is there's a belief that it's not in there, right? And that it's not possible, you know? And that's the classic, I'm not good enough, you know? And I work with really talented people who have achieved remarkable success and they still believe that. They're like, yeah, but it was luck, you know? And there's a degree of humility and I think that's great, you know? But luck is the combination of preparedness. and action in a given opportunity. So I think the first belief is you've got to believe it is in there, that you are imbued by your creator with something that was powerful and meaningful and that it wants to come out. But then I think other folks think like, yeah, I know it's in there, but they believe there's, the conditions have more to do with their consequences than their choices. I think that's the second biggest one is
Skot Waldron:
Hold
Lee Scott:
that
Skot Waldron:
on,
Lee Scott:
what
Skot Waldron:
say that again. Their conditions,
Lee Scott:
their
Skot Waldron:
what?
Lee Scott:
conditions, have more to do with their consequences than their choices. So let me give you a for an example, right? You know what? It's these darn market conditions, you know, if inflation is happening or, you know, my budget's limited or I've got these duds that I inherited on my team or our systems are outdated or like these are all the conditions, right? These are all the cards that we've been dealt and they're thinking like, well, hey, when I get the winning cards, dealt to me, right? A better economy, better team. When I get those conditions, then my talent will really shine and be revealed to the world as what a great leader or thoughtful person or artist that I am. And I think it's completely reversed. You know, the best poker players are great poker players, not because they always get the best cards, but as they know how to make choices with the cards they've been dealt. And that includes, yes, sometimes you fold them, sometimes you hold them. But I think believing that whatever conditions you are in. that while those are factors, those are not the determining factors, that it's your choices that determine more of your consequences. Now there'll be a delay, you might do the right thing and nothing happens. And then folks believe that, well that means I did the wrong thing. And I'm like, no, doing the right thing persistently, consistently is what results, right? So there's a delay. So I think also believe in that it'll happen right away, gets people in trouble because then they quit right before they hit pay dirt. So I think that's a really a key one is that look, my choices are going to have more to do with my consequences than my conditions. And so I almost don't care what my conditions are, right? I just, you know, you give me a dollar and, you know, tie one hand behind my back. Great. That's just where I'm starting. That's not where I'm finishing.
Skot Waldron:
Hmm. That is so good. So this whole idea of limiting beliefs is, is so true. And, uh, John Acuff talks a lot about, if y'all know John Acuff, um, great, uh, speaker and wrote a book called soundtracks where he talks about that idea of the soundtrack that we play over and over and over and over again in our mind is, is either going to. No benefit us or not. And, and a lot of the times we spend, uh, we spend a lot of energy. you know, with these soundtracks. And we spend a lot of time with ourselves and our brains, and they're talking to us all the time.
Lee Scott:
Mm-hmm.
Skot Waldron:
And what message are they sending will really determine the way we show up. And I love that you hit on that. And I love that you put it in context of, hey, one hand tied behind my back, it's just where I am, you know? I gotta do what I gotta do. Well, I love
Lee Scott:
Yeah, you can accept that without
Skot Waldron:
that.
Lee Scott:
being a victim to it, you know, and then move purposefully. And yeah, maybe it just takes you longer. Maybe you got to make a few changes along the way, you know, but I think that's the core belief that unlocks all the other beliefs. And then, you know, if I can share one specific example, I was literally just working with the team on this. And, you know, they were like, you know, they were an up and coming change agent, very talented, well-trained. And the belief was, the limiting belief was, you know, Basically a version of I'm not good enough, but more specifically was like hey, I need to know more information before I can help Right. I need to know everything about everything. I need it I need to be at the same level as the experts, you know I need more data right and this leads to the Phenomenon of analysis paralysis, of course, right like we can you know, it's motion. We're moving. We're collecting data, right? But that rapidly has diminishing returns and you're like, okay, we're not generating any more velocity from that energy. And so the belief that I gotta know more before I can contribute meaningfully. And what happens is, you know, that's a good belief. Yes, you should probably know something. You know, don't walk in arrogantly and think you know it all. That's a worser belief for sure. But what's underlying that belief is a fear. And I think that's the other thing is that, like there's the belief, but when you look for what fear is driving that belief, that's when you find the bug in the code. And in this case, the fear was I might look bad. You know, I might be wrong. I might make a mistake. And there's a lot of systems out there that are beating that into our brains every single day. Like you gotta be right. And the answer is out there and the teacher has it and she's judging whether you got it or not, right? And if you don't, you're gonna get less than an A. And I think, in some circumstances, yeah, like be thoughtful, be purposeful, but a more evolved belief. Rather than saying I need to know everything or I need to know a lot more before I can do anything, limiting belief, a more evolved belief would be, right, I need to maybe find out some, but I can leverage my existing knowledge and my expertise to add tremendous value right now. Right, and so now it's like, okay, what's enough to be sufficient to move versus waiting for it to be perfect? And then that allows somebody to show up more powerfully and present and be able to find the action we can take today that's purposeful, and that will result in speed, like you were talking.
Skot Waldron:
Yep. There's a, uh, so James Clear from Atomic Habits, I keep dropping all these, these.
Lee Scott:
Oh, dude, yeah, no, I literally just discovered him. We did a
Skot Waldron:
Did
Lee Scott:
book club
Skot Waldron:
you?
Lee Scott:
two months ago. I was like, where's this guy been? He was reading back to me. It took me 20 years to figure this out. I could just bought this book.
Skot Waldron:
Oh my gosh. It's brilliant. Right. And it took him a long time to get to where he is, um, doing what he did. So that goes back to a different quote from Dave Anderson. He said to me, Scott, it's over time, not overnight. And I said,
Lee Scott:
Yeah.
Skot Waldron:
okay, that's it. That's it. But, but James talks about this principle of 40 70. And I'm going to read this to you. Cause I wrote it down. He said, never make a decision with less than 40% of the information. and gather no more than 70% of the information available. Less than 40 means you're guessing, more
Lee Scott:
Mm-hmm.
Skot Waldron:
than 70 means you're overthinking and the decision needs to be made. So I love that principle of 40-70 and thinking, okay, I've got enough information.
Lee Scott:
Mm-hmm.
Skot Waldron:
I just need, I need to contribute. I need to add value and thinking about the consequence of not adding that value and waiting until I have 95 or 98% of the information and like, What's the damage I'm doing not only to my team, but to myself, my own personal brand and
Lee Scott:
Yeah.
Skot Waldron:
who I am as a leader or who I like, you know, it does a lot of damage. I think that that's, that's critical.
Lee Scott:
And you're also damaging your customer and your communities because they're suffering, right? They're dealing with stuff right now that your business or your organization, your nonprofit or your church or whatever it is, right, could add value in the process of you waiting. The clock's still ticking. It's not like the clock's waiting until you start. It's like it's ticking all the time. Yeah, that is a great, I learned that philosophy from General Norman Schwarzkopf, good old Stormin Norman. I got to meet him in person. It was the guy is just a powerhouse. It was that same idea. It's like, look, as a general, you've got to have enough to move, but don't wait for all of it because the battle's already over. So that same principle has just been said so many times. And yet we still believe that waiting doesn't cost us anything, but there's always a trade-off. And it's like, well, I fear the mistake. And that's true that you might make a mistake, but you're also burning calories and causing harm or allowing harm to continue. by not acting. So there's a trade off, right? And it's like, that's why I like that 40 70 ratio, like how that quantifies it. So you're like, okay, you know, the risk of a mistake's really high and worth a little more investment below 40. But you know, after that, there's a cost, there's a trade off to you delaying. And that might be worse than even making mistakes. Cause you can make a mistake, figure it out and fix it. And the time it would take you to do more analysis to discover that, right? So
Skot Waldron:
Mm-hmm.
Lee Scott:
learn by failing, right? And then fail faster. get on it. We call the word wait a four letter word in our organization. We have some cultural like quirks that we do. And anytime somebody says wait, or final, you know, or finalizing, like everybody goes, Oh, no, they just start ducking and hiding. They're like, have your head, you know, it's
Skot Waldron:
That's
Lee Scott:
like, no,
Skot Waldron:
great.
Lee Scott:
we do not waste. We are purposefully analyzing and thinking and deciding, but we are not waiting.
Skot Waldron:
That's, that's good. I love that. That's a four letter word. Um, that's, that's really fun. I think about this principle of massive versus passive action. Um, and you, and it's like the passive action of going to the pool, dipping your toe in the pool, dipping your toe in the pool, dipping your toe in the pool, you know, licking your finger, testing the wind, you know, you know, like, it's just, you're getting some information, you're gathering some stuff, but by the time you actually jump in the pool, if you ever do jump in the pool, it's time to leave. And then you're like, I didn't even get to swim in the pool because I was so busy testing the water. And you know, it's, it's that idea. And I always bridge that analogy because I, I think it's, you know, we miss out. We miss out on what could potentially happen or be the benefit for other people even,
Lee Scott:
Mm-hmm.
Skot Waldron:
because it would have benefited other people to be if I was in the pool with them, you know,
Lee Scott:
Yeah.
Skot Waldron:
so like, let's jump in the pool, like test the water. I am all for it. Like I don't even get the pool until July until the water is like 90 degrees. So. I'm with you, but like we got to get in the pool at some point.
Lee Scott:
Yeah. And don't cliff dive into a bucket, right? Like, you know, look at the
Skot Waldron:
Yeah.
Lee Scott:
depth, you know? I was a lifeguard. I'm like, yeah, you'll break your neck. Like that's a lethal mistake, but you know, take a jump in there and you're like, ooh, it was colder than I thought. Like, okay, well, you know, and I think we discount the value of those mistakes. Like, what if it's wrong? Like just how bad would it actually be? Because what do we learn the most from, Scott? You know, when we got lucky, we got it right on the first guess. You know, we didn't really know what we were doing. Like, we didn't learn crap from that. Right. But, you know, taking that dive and saying like, oops, wrong pool, too cold, too hot. Well, okay. Well, now we know. Right. And then they can get out and go to the right pool or, you know, choose a different time to do it or do a different part of the pool, but make the mistake. It's not going to end you most of the time. And this is coming from an EMT. You know, yes, there are some mistakes that end you. I'm not talking about those. I'm talking about the day-to-day business choices to say, be courageous, have that conversation with a teammate that you care about, but it's not making it happen. Reach out to that customer that you haven't had yet and see if there's a way that you could add value, right? You know, what's the worst thing to say is no. You know, I think that's, you know, really remembering the value of those mistakes I think will help a lot of those underlying limiting beliefs.
Skot Waldron:
smart. How do leaders help unlock their teams better? Like what are what are leaders like? Yeah, we talked about the leader themselves,
Lee Scott:
Mm-hmm.
Skot Waldron:
like the things that are holding them back. What can they do to help really benefit their teams?
Lee Scott:
I think that's really where the value of a leader comes, is again, allowing more of the potential to come out of their teams. And I think the way you find it is by listening. You know, you don't find it by talking. And so you have to listen. So you're asking somebody to do something and you're seeing this hesitation. And I think the mistake, I know I make all the time, still do, but you know, I'm still learning, is they think that the hesitation comes from a lack of knowledge. or a lack of information or whatever it is. And then we as a leader try to fill that void. And again, there's a time and a place where that is lacking and that's appropriate to do. So I'm not saying never do that, but I'm just saying listen and try to discern, is this something where there's a lack of a knowledge or something like that? Or is it a limiting belief that's preventing them from accessing the knowledge they already have? Because if it's a limiting belief to access the knowledge you have, you providing more knowledge isn't going to do squat, right? You're literally wasting your time and their time. And I think that's where the whole art of coaching is about drawing out the wisdom that's already there. And then you can provide the mentorship or the instruction or the support to fill in like, oh, okay, yeah, you literally didn't know that part. Well, let me provide that. So I think listening and asking yourself the question, is this a lack of information or is this a limiting belief? And the clues for me are, you know, when they identify that challenge or that impediment or that concern, right, you know, to ask, well, what's the concern? You know, what's the risk? What's the fear that you see? And I think leaders, because we're trying to be positive, and I'm a super positive guy, no doubt about it, but I think we try to, like, we shun risks and we shun concerns because those are bad, right? We just wanna be positive. And I think as a leader to really invite the fear and invite the bad and invite the risks and name those suckers. I think that takes a lot of the power that they hold of us out. So what's the, what, you know, like, yeah, I'm not ready to meet with this person yet. I need to just do some more analysis, right? I need to do some more fact finding. And I was like, okay, well, what's the risk you're trying to avoid by meeting with them now? What do you mean? Like, what's the bad thing that would happen? Well, it just may not be very effective. And they're like, okay, like how? Right, so like go there and they're like, well, you know, then you'll hear, I'll look bad. It won't be prepared. It'll be wrong. It'll be this sound, you know, like, okay. That's a legitimate risk. I'm glad you're trying to manage for that. How could you best address that risk if you were to meet with them in the next 20 minutes? Like, what would you do? You know, and then you see that heart rate start, you know, climbing and you see that stress start climbing. You're like, okay, I am definitely dealing with me in limiting belief right now. This is not knowledge. This is a fear that is, and it's trying to protect them from getting hurt. But I think that's how leaders, they listen for it and discern, right? Now on the flip side, they're just like, no, I totally could, I just don't know where the this is at. And you're like, oh, well then how would you find out where that is at? And it's like, oh, I would just Google it. And you're like, yeah, then go Google it and get on about it, right? Or here it is, that's how we do that. Or here's a video you can watch and get some training on it now you know how to do it, right? But that's more often than not, not the case. It's usually a fear or a belief that's partially right, but is holding them back. I think that's the biggest thing leaders can do. And then, Well, let me pause there. You know, we can talk about it further. I think once you know it's there, then it's a matter of how do you illuminate it so the person can see it and they can write a new belief. And it will still be limiting. It's never perfect, but it will be a more evolved and a better belief. I think that's the gist of it there, Scott.
Skot Waldron:
Ah, love that. That's so smart. That's really smart.
Lee Scott:
It's just the stuff you and I've read for our
Skot Waldron:
Well,
Lee Scott:
entire
Skot Waldron:
you know, not
Lee Scott:
life.
Skot Waldron:
claim it, just claim
Lee Scott:
But
Skot Waldron:
it, man.
Lee Scott:
put it into practice, right?
Skot Waldron:
No claim it. I think that it's, and it's also the spin you put on it and how, how you use your knowledge to enhance or, um, access different people in different ways. And
Lee Scott:
Yeah.
Skot Waldron:
I think that that's the gift of a coach and, um, you know, I was talking about this yesterday to an audience and I was asking them, you know, how many times a day. How many times a month, how many times a year do you get feedback? And they're like, Oh, I don't know. Like maybe in our quarterly reviews or maybe it's like, you know, a couple times a day, I may get something, maybe, you know, I said, okay, how many times does a professional athlete get feedback? Like thousands and thousands and thousands of data points. Like they're constantly,
Lee Scott:
I mean, video saved and yeah,
Skot Waldron:
constantly
Lee Scott:
right.
Skot Waldron:
getting feedback on, on what they're doing. And I think that that's the gift. And I think what you're doing here is you're saying, um, Hey, what you're, you're listening, what you're doing is legit,
Lee Scott:
Mm-hmm.
Skot Waldron:
right? What your concern is, is legit. Here's where you can level up. Here's what we can do to grow. Here's where we can do to progress. So I think, I think that that's, that's really fantastic. So let's talk about, um, so you've got a podcast. Tell us about that a little bit. Cause I'm, I, I'm interested. Um, you have a lot of good things to offer here. Tell us about the podcast and why you're doing that.
Lee Scott:
Yeah, yeah, this has been a long time in returning. You know, the irony is I had one back in like 2007, way before any of this stuff was cool. And I'm a man of very, very few regrets. But that's one I should have just stuck with it. I had a really good dear friend of mine who was promoting it and advocating for it. But you know, it's time has come. We've done trainings. We've trained tens of thousands of people. We've had many, many clients and... You know, the common request is, you know, how, you know, when you're here, when your team's here, when the training's happening, like, this is all amazing. This is great. But we know that education is a lifetime thing, you know, and it's having that steady drip. It's just like you said, it's not like, you know, once a year you go to a training or, you know, when you have this great consulting team on site, but we want to have access to those perspectives all the time. Uh, and so our, our approach with the podcast is to, you know, work with leaders from wildly different industries. and yet distill out what are the common patterns. And that folks that are working in the trenches, front lines, middle level leadership can say, oh, wait a second. Well, if they can do that in that state, in that industry, which I would think it'd be really hard to do, well, then by golly, I should be able to do it in mine. So it's really trying to elevate the belief that we can do these things. And then out of each one of them, be able to identify or distill what's one... Specific or practical takeaway that you can use to address the challenge you're facing, right? So whether it's limiting beliefs or being able to do a better job of talent plans or being able to Recruit the right kind of talent, you know What are those surgical impediments that if we just change things a little bit will open us up a lot And learning it through reflection right learning it from other leaders who have who are dealing with that and are going through it right now So I know I'm not alone And I think that parallels a lot of the great things you're doing here on your podcast That's why I think our communities, you know shares those same underlying beliefs that you know We got it in us and we can do better. We just got to get it out to make it happen So we're super excited about that we're also gonna possibly weave in a couple of episodes from time to time where we just do a deep dive on one subject and really get into the anatomy and the physiology of this particular thing whether it's a you know, prioritization or strategy or delegation or coaching. And so that way there's, there's a really kind of juicy, you know, content. And then there's also really good context that we can compare to.
Skot Waldron:
Okay, cool, what's the name of the show?
Lee Scott:
The name of the show really created. We went out, we focused group this, Scott. We went nuts. We were calling it the Unleashing Leaders podcast.
Skot Waldron:
What? Yes.
Lee Scott:
What?
Skot Waldron:
Well,
Lee Scott:
No,
Skot Waldron:
I
Lee Scott:
I
Skot Waldron:
get it, man. I get it. I get it. Brain
Lee Scott:
know.
Skot Waldron:
consistency. I love it.
Lee Scott:
Yeah, no, I mean, that's our trademark, that's our brand. And so we're just like, let's start with that. We can always spin off things, but how do we, what does being an Unleashed Leader mean to you? And how do we get there and get more of our teams to be there too?
Skot Waldron:
Beautiful. Okay. So let me ask you this. What would be, I'm putting you on the spot,
Lee Scott:
Yeah.
Skot Waldron:
the one concrete takeaway. Let's, let's feed off of your podcast a little bit. And like, I'm going to, you know, since you're on the show, I'm just going to ask you, what would be the one concrete takeaway from this episode?
Lee Scott:
Yeah, I think the one concrete takeaway would be recognizing that, you know, our limiting beliefs, you know, have more of an impact over our results than our conditions. And that the take of the practical application of that is when you're in a moment where you feel stuck to discern, am I stuck truly because of a lack of knowledge or lack of a tool or something like that? Or am I being stuck by a limiting belief that's trying to protect me from a fear or a risk? Right? And if it is that, then to ask yourself to name that fear, name that risk, you know, if I do this, then this bad thing will happen. Therefore, I should delay, get more information, you know, ask somebody else to do it, whatever that safety valve is and say like, okay, well, how bad is that risk really? You know, is that just a mistake that's wanting to level you up? And then how can I evolve that limiting belief to say, well, no, I have what I need right now. It's not perfect and it will never be, but taking purposeful action today will help me get where I need to get. So that's still an imperfect belief, but it addresses those risks. So I think that's knowing that they're there, knowing how to listen for them, and then choosing to upgrade them. If your listeners can take those three things away, I think there's a lot of families, a lot of businesses, and a lot of communities that'd be a heck of a lot better than where they are right now.
Skot Waldron:
Thank you, sir. I appreciate that. Now I don't have to do it because you just did it. Thank you.
Lee Scott:
Ugh! Hahahaha!
Skot Waldron:
So, so let me ask you this. People want to get in touch with you. Where do they find you? And, um, if people aren't quite ready to like jump on the least got unleashing leaders, train full bore, what can they do to get like a little smidgen of love from you?
Lee Scott:
Yeah, yeah, for sure. Well, of course, first of all, we'd love to, you know, if they're looking to take a deeper dive on these things, check us out at the unleashing leaders podcast, you know, all the main platforms that are out there. You know, we've got our website unleashing leaders.com. We just updated that and refresh that so we can have access to more blogs and learning content. And then on that you can also get to some of our digital products, we have a really fantastic introductory for first time and mid career leaders. We call it the Leadership Conversation Series. So we took all the coaching we've done over the years and pulled out what are some of the most challenging conversations that leaders have across the lifecycle of an employee, you know, from onboarding to delegating to coaching to getting that feedback that you talked about. And then we packaged them all into these little YouTube type videos, right, just 10 minutes where you're like, okay, I'm dealing with a veteran employee who, this is their first time major mess up. How do I have a coaching session around that? Okay, I'm dealing with this employee and they are chronically doing the same thing over and over again. How do I have that conversation? So they get the model, they get an example of it for exactly what they need in that conversation. Check that cost of a book and you get 23 some odd, really targeted how-tos to up your game as a leader. And what that does, Scott, is it instills that confidence. and it provides some of those scripts and those tools to know what are the right questions to ask, how to ask them to get more out of.
Skot Waldron:
Okay. Really cool. I love the idea. I love that, you know, just, I mean, it's such a low cost offer that I hope people take you up on it. It's, it's, you know, kind of brainless. So, um, I really appreciate you, Lee. I would appreciate you being on the show. You've added some good value and that's what I'm looking for. So thanks.
Lee Scott:
You bet Scott, it's great to dance with you. And I think you're working the East Coast. I'm kind of working the Pacific Northwest West Coast. And let's just meet in the middle, brother.
Skot Waldron:
Do it, let's change the world.
Lee Scott:
That's right, thank you.
