Watch the full video here!

 

About the Episode

In this month’s episode, Michael Mendillo and guests Jesse DiGiovanni and David Calloway, discuss what it’s like for people to work in “war” vs. “peace” times – peace times being normal times that provide the standard daily obstacles as opposed war times – being an enormous and stressful obstacle that associates must face (like COVID-19). 

They share some personal stories about how people can take steps to handle adversity, as well as provide insights into how to put plans and processes in place to better handle obstacles effectively. They also explore some advantages and stories of how being well-versed in a lot of different areas can put people in a strong position when problems arise. 

About the Guests

Jesse DiGiovanni

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Vice President, Human Resources | FirstService Residential 

Jesse DiGiovanni, vice president of human resources, is responsible for the oversight and direction of all human resources activities, including planning and development of initiatives to align with company policies, culture and best practices. She will also serve as a strategic business partner, working closely with market and operational leaders to help meet and exceed organizational goals. 

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David Calloway

Screen-Shot-2022-05-10-at-2-07-38-PM.pngVice President, Business Development |
FirstService Residential 

David Calloway is the Vice President of Business Development for FirstService Residential. In this role, Calloway provides leadership and operational oversight to the division’s lifestyle communities and associates throughout New Jersey. 

Calloway has over nine years of community association and business management experience and most recently held the regional director position for the company’s NJ/PA Lifestyle Division. Prior to his regional director position, he was the business development director for the company’s NJ/PA High-Rise division. Previously, Calloway worked with DowntoEarth Landscaping where he opened their Virginia/DC Metro branch and worked on both the business development and operations ends of the business. He was also the head coach for the Monmouth University Hawks basketball team for 13 years where he brought them to three of their four NCAA Tournament appearances. He was recently inducted into Monmouth University’s Hall of Fame. 



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About the Get On Board Podcast

The Get on Board podcast is a leadership podcast that will help you discover leadership wisdom through thoughtful and real conversations. Join your host and FirstService Residential, president, Michael Mendillo, as he shares perspective on culture, people and what being a great leader truly means. 

michael-mendillo-300x300-1.jpg

Michael Mendillo is an equity partner with FirstService Residential, the largest residential management company in North America. As president and principal, Michael’s responsibilities include client retention, leadership development, culture building, organizational growth and strategic initiatives. Michael possesses first-hand knowledge of industry and corporate trends and challenges, having directly pitched and closed some of the largest communities in the region. Michael is responsible for identifying, due diligence and negotiation of all regional acquisitions – through closing and integration. He has been involved in 24 such strategic acquisitions including The Niles Company, Community Management Group and the Abbott Group, attributing to the key growth of the organization. 

Listen and/or watch the full episode above! For more Get On Board podcast updates, follow FirstService Residential on Facebook and LinkedIn, and don’t forget to subscribe on the podcast platform of your choice! 

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You Can Read the Full Episode Transcript Below! 

0:14 

does a title make a leader so a lot of 

0:17 

times i feel especially in our industry 

0:20 

some titles are thrown around very 

0:22 

easily you know and you've got an 

0:24 

executive title right and i'm a big 

0:27 

believer is 

0:28 

the executive title should not be how 

0:31 

long a person has been in the industry 

0:33 

it should be driven 

0:35 

by the quality of what that person 

0:37 

delivers 

0:38 

in leadership and that might mean 

0:41 

somebody who's younger it might be 

0:43 

somebody who's been in the industry for 

0:45 

only a few years versus somebody that 

0:48 

has learned and got there after a longer 

0:50 

period of time as well but your thoughts 

0:53 

does a title make a leader so jesse your 

0:56 

thoughts on on that 

0:59 

you know i think it depends on which 

1:01 

point of view we're looking at um 

1:04 

so let's take it let me let me give you 

1:05 

a point of view yep so um a person has a 

1:09 

title they're an executive title and 

1:12 

they're leading their team 

1:14 

does that title 

1:16 

make that leader i know it's it starts 

1:19 

with it but does that title actually at 

1:21 

the end of the day at the end of the 

1:23 

year 

1:24 

if i'm reporting into an executive 

1:28 

and i'm assessing how this executive was 

1:30 

as a leader is it based on that title or 

1:32 

is it something different from your 

1:34 

point of view well i think it goes back 

1:36 

to what you said it depends on whether 

1:37 

or not the title was earned um through 

1:40 

performance right and through experience 

1:43 

um 

1:44 

so again it does depend on the situation 

1:46 

obviously when people 

1:48 

when when a team of folks see you with 

1:51 

the title they automatically feel you're 

1:53 

the leader right so um there's a certain 

1:56 

amount of 

1:57 

uh you have to sort of morph into that 

2:00 

for the expectations of that others have 

2:02 

on you 

2:03 

but no i i think ultimately um does just 

2:08 

having the title make you a leader 

2:11 

if you didn't earn it you know if you 

2:13 

didn't get there through a journey um if 

2:16 

there isn't if you don't have the the 

2:19 

the experience and the performance to 

2:21 

back that up um 

2:23 

i i would say the answer conclusively is 

2:24 

no yeah and i and i agree and i'm going 

2:27 

to get a little more specific for our 

2:29 

listeners 

2:30 

um 

2:31 

and i'll use you know obviously our 

2:32 

industry's property management so if 

2:35 

you're leading 

2:36 

managers 

2:38 

um 

2:40 

i believe there's two sides of this 

2:41 

business right there is the skill side 

2:43 

of it 

2:44 

which is learning the trade 

2:47 

you know if you're at a specific 

2:49 

property or you're managing multiple 

2:50 

properties you know there's certain 

2:52 

bylaws there's certain uh leadership uh 

2:56 

direction that a board may want to take 

2:58 

that i'd put under the skill 

3:00 

right and then there's the leadership 

3:02 

side the leadership is are we developing 

3:05 

our leaders and i'm very big on this 

3:08 

that i feel and i've learned this most 

3:10 

recently i'm going to say over the last 

3:12 

five to seven years in my career 

3:14 

that the real important value is 

3:16 

developing somebody developing someone 

3:19 

as a leader and that leader doesn't 

3:21 

necessarily mean that that person wants 

3:22 

to be an executive or eventually be 

3:25 

president of the of the organization or 

3:27 

maybe it does but it hits on both how 

3:30 

well are you this year 

3:32 

versus last year 

3:34 

because at the end of the day you know 

3:37 

you are going to learn the skill side of 

3:39 

this in time 

3:40 

but are you developing as a leader your 

3:43 

patience your ability to influence the 

3:46 

board your ability to 

3:48 

articulate the vision do you see the 

3:51 

power of vision and creating your path 

3:55 

and i feel that that 

3:57 

has a lot of great opportunities in our 

4:00 

industry 

4:01 

to really really play more on is how we 

4:04 

can lead in that way because that's i 

4:06 

think where you want to at the end of 

4:08 

the year and say wow this is what i 

4:09 

learned 

4:11 

from my leader you know not just oh how 

4:13 

to run an open 

4:15 

meeting or put a board packet together 

4:17 

or learn the bylaws 

4:19 

put those aside because those are one 

4:20 

part of your your your career 

4:23 

the other part is how am i as as a 

4:26 

business leader and that can go for 

4:28 

anyone in a county administrative and go 

4:30 

for any 

4:31 

vendor uh 

4:33 

the professionals the vendors that use 

4:35 

any position that you're in it goes to 

4:37 

board members it's the same thing what 

4:39 

are we doing to develop and and really 

4:41 

really take awareness of ourself and it 

4:43 

kind of leads into 

4:45 

dave uh a question for you 

4:49 

um 

4:50 

leading without an ego how important do 

4:53 

you see that and have you had any 

4:56 

uh 

4:57 

incidents or or experiences better word 

5:01 

in your career where you may have looked 

5:03 

back and said man i led that way too 

5:06 

much with an ego versus i should have 

5:09 

been doing this without an ego 

5:11 

um can you share with us that that 

5:13 

thought 

5:14 

well there's where do i start michael 

5:18 

and there's so many stories you know and 

5:20 

jesse mentioned and even yourself i know 

5:23 

we we were we had the great 

5:25 

opportunities to move into leadership 

5:27 

positions 

5:28 

uh that you know i think all three of us 

5:30 

earned a little bit to jesse's point at 

5:32 

young ages 

5:33 

you know for all three of us so 

5:35 

therefore you know the learning 

5:37 

experience along the way 

5:39 

uh you know and and just to piggyback 

5:41 

off of what you you know what you were 

5:43 

just talking about you know to me 

5:46 

uh well one the more you move up the 

5:48 

leadership ladder but in general um you 

5:51 

have to earn your your title you know 

5:54 

every day and the more the higher your 

5:57 

title the more you need to earn it 

5:59 

because there's more of it trickles down 

6:01 

on the tree and uh it's it comes down to 

6:04 

that awareness you were talking about 

6:06 

michael and to me it's that 

6:07 

self-awareness 

6:09 

of 

6:10 

um you know 

6:12 

what what are my strengths and what are 

6:14 

we talking about this all the time what 

6:15 

are my blind spots and you know where do 

6:19 

i you know grow and learn from that 

6:22 

and 

6:23 

the part of the ego to answer your 

6:25 

question is probably the one that 

6:27 

um as we develop as leaders and probably 

6:31 

as people in general and we we age a 

6:34 

little 

6:34 

um you know we get to understand that 

6:37 

ego's still important you know you you 

6:40 

have to care you know what that drive of 

6:44 

it is important but when when can you 

6:46 

sort of like you know check the ego at 

6:48 

the door and say hey you know we're all 

6:51 

in this together and let me step back 

6:54 

and you know this will allow our team to 

6:57 

develop here and really uh come up with 

7:01 

the ideas 

7:02 

uh the plan 

7:04 

uh and then as leaders we can 

7:07 

gather that and maybe fine-tune it as we 

7:09 

get into the strategy you know and to me 

7:12 

that's that's what i've learned and to 

7:14 

just flat out answer your your question 

7:16 

michael i i i got to tell you know sort 

7:18 

of a story and that you know just going 

7:20 

back and 

7:21 

we we joke from my coaching days that it 

7:24 

comes up often but it so applies that 

7:27 

when when i first got the job i 

7:29 

mentioned earlier i was 28 i was the 

7:30 

youngest head coach in the country and i 

7:32 

had kind of what you would mention like 

7:33 

that that old school 

7:35 

mentality and i would just come in and 

7:38 

push and and the players would look at 

7:40 

me you know i was only in some cases six 

7:43 

years older than some of some of these 

7:45 

guys 

7:45 

but they would say hey you know he just 

7:47 

did this six years ago he was a player 

7:49 

i'm going to listen to him i'm going to 

7:50 

take it and i pushed you know and 

7:53 

probably you know a little stronger on 

7:54 

the ego side as we mentioned 

7:57 

uh and what happened you know had some 

7:59 

success early as i mentioned you know we 

8:00 

went to the tournament but then fast 

8:02 

forward 

8:03 

like 10 years went by you know now all 

8:06 

of a sudden i'm 38 

8:07 

and i didn't develop as much as i needed 

8:10 

to as a leader i went with the same 

8:11 

style and the same push and all of a 

8:13 

sudden now i'm i'm no longer six years 

8:16 

removed from these guys as a player i'm 

8:18 

16 years 

8:19 

removed and i didn't curve my leadership 

8:23 

and my 

8:25 

listening skills and my ability to adapt 

8:28 

uh and adjust 

8:29 

uh you know and i learned that over time 

8:32 

as you talk about the mistakes we've 

8:33 

learned and that's where i've learned 

8:35 

that you know you have to develop every 

8:37 

day you have to perform every day and 

8:38 

you have to adjust 

8:40 

uh with 

8:41 

in the leadership times 

8:43 

yeah that's a that's a great that's a 

8:45 

great point because i think 

8:47 

you know when i think back in in 

8:50 

you know i came out of college started 

8:52 

my own business and started uh building 

8:55 

on it and you know the the people that 

8:58 

were reporting to me were 

9:00 

10 years older 

9:02 

so i had 

9:03 

i had a struggle you know and my 

9:05 

struggle was trying to prove 

9:08 

that i'm worthy enough 

9:10 

to be the leader of these people who 

9:12 

have 10 more years experience of being 

9:14 

on this planet than i do 

9:16 

well that was not an ego what i realized 

9:19 

as i matured was that was my insecurity 

9:22 

my insecurity 

9:24 

of of looking at it was moving me more 

9:27 

towards the ego of 

9:29 

using that boss kind of swag 

9:32 

versus really being humbled on the 

9:34 

journey and look there is no right or 

9:37 

wrong here i think what we're we're 

9:39 

sharing with with all of you if you're 

9:41 

leading a board or if you're leading 

9:44 

your your company or you're 

9:46 

a manager at a property or you're a 

9:49 

staff accountant or a support to any of 

9:52 

those you're a leader 

9:54 

right and at the end of the day it 

9:55 

starts with 

9:57 

really coming back to 

9:59 

as dave said ego is important 

10:02 

but it's it's like the gas pedal on your 

10:05 

your car is important but it's not 

10:07 

important to use your gas pedal at a red 

10:09 

light 

10:10 

so you know when do you use your ego 

10:13 

to floor it and when do you step on your 

10:15 

brakes to listen and be a good listener 

10:18 

or be aware of when it's okay to be 

10:21 

humble a lot of people feel that 

10:23 

leadership is one where you can't make 

10:25 

mistakes or you should have the answer 

10:27 

for everything it is the absolute 

10:29 

opposite 

10:30 

a great leader uh 

10:33 

is one who can surround themselves 

10:35 

with not only talent but be a good 

10:38 

listener and having great self-awareness 

10:41 

knowing when it's important to use that 

10:43 

ego to drive you to get what you want 

10:46 

but also to be humble and hit the brakes 

10:49 

of what it is and those are good those 

10:50 

are really good experiences 

10:52 

that a lot of people 

10:54 

hide those and and i 

10:56 

i wear them like a badge of honor now i 

10:59 

probably wouldn't have felt that way in 

11:01 

the moment at the time but i use that to 

11:04 

say that it's okay 

11:06 

you know 

11:06 

failing and tripping and and not 

11:09 

succeeding 

11:10 

is so important in your journey as a 

11:13 

leader of wherever you're at and again 

11:15 

don't look at leader as just 

11:18 

the title leader that's that's one 

11:20 

leader but you're all leading in what 

11:23 

you do from a support position or not 

11:25 

and that's something again that drives 

11:28 

around a leader and how that leader 

11:30 

casts that shadow 

11:32 

to allow that but great great points uh 

11:34 

on that day 

11:36 

again 

11:37 

i wanted to add one more thing that 

11:38 

jesse did and you jump in michael i 

11:40 

think that's so important to me 

11:43 

the balance between 

11:45 

confidence 

11:47 

and humility you know and the confidence 

11:49 

is probably more on the ego side and the 

11:51 

humbleness that you're talking about is 

11:53 

so so important in a leader and if you 

11:56 

think about it 

11:57 

if you're too humble 

11:59 

and have too much humility 

12:01 

people will tend to walk all over you 

12:02 

and you're eventually going to make a 

12:03 

decision right 100 

12:05 

but if you're too confident who wants to 

12:08 

follow that yeah if there's a cockiness 

12:11 

involved in right right so how do we 

12:13 

balance that and it's all these traits 

12:15 

we're talking about and the better you 

12:17 

can balance all the traits 

12:20 

and what you've learned from the other 

12:22 

leaders that you've learned from when 

12:24 

they've made mistakes you don't want to 

12:26 

just call turkey not do what they did 

12:28 

there was a reason they did that it just 

12:30 

maybe fell flat or didn't work out or 

12:32 

you they had a blind spot but there was 

12:35 

a a valid reason why they chose to do 

12:37 

whatever they did for you to just now 

12:39 

all of a sudden well i'm going to go 

12:40 

cold turkey and not do that that doesn't 

12:43 

make sense either it's balancing the 

12:45 

positives with the negatives the 

12:47 

humility with the confidence and the 

12:49 

more you can balance all the traits i 

12:52 

believe the more success you'll have as 

12:53 

a leader and the more success uh the 

12:56 

your teams will have and the more 

12:57 

success you'll have in helping grow 

12:59 

other leaders 

13:01 

you know i think um 

13:03 

i love this topic because i think it's 

13:05 

interesting how 

13:07 

you know you mentioned david that um the 

13:10 

three of us were in leadership roles 

13:12 

very young well it's ego that got us 

13:14 

there right 

13:15 

so um it's because of our drive 

13:18 

our confidence in ourselves that we were 

13:21 

even able to be you know considered for 

13:24 

um for a role like that at a young age 

13:27 

but you know i have probably it's 

13:29 

probably my most disastrous story as a 

13:31 

leader 

13:32 

um and 

13:34 

and like 

13:35 

like michael said i sort of wear it as 

13:37 

my badge of honor now because it 

13:39 

happened so long ago it's the same you 

13:41 

know my first leadership role stepping 

13:43 

out of 

13:44 

being an individual contributor into a 

13:46 

leader you know i thought i was bad you 

13:49 

know like yeah look at me you know i'm 

13:51 

20 years old and i'm leading a team of 

13:54 

40 people 

13:55 

and you know i it's interesting when you 

13:58 

think back at that because you know you 

14:00 

you kind of rely on your the versions 

14:03 

that you've seen of leadership when 

14:05 

you're getting into a role of leadership 

14:07 

right there's this sort of idea in your 

14:09 

head um based on the folks that you've 

14:11 

seen leading around you or the people 

14:13 

that have led you to say oh i know what 

14:16 

leadership is leadership has you got to 

14:17 

be tough you know it's my way or the 

14:19 

highway 

14:20 

um you can't let anybody walk all over 

14:22 

you you gotta expect excellence you know 

14:24 

do all those things so i came in like a 

14:27 

bull in a china shop into that 

14:29 

department right i'm just like laying 

14:32 

down the law and you know i'm i'm making 

14:35 

sure that i could play with the big boys 

14:37 

and you know i'm i just had 

14:40 

an enormous ego going into that role and 

14:43 

so humiliating that within the first 90 

14:46 

days i'm in that role i get called into 

14:48 

the office you know with my manager 

14:51 

and he reads this letter 

14:54 

you know that like i don't even know 

14:56 

half of the team i was managing wrote 

14:58 

together 

15:00 

requesting to get transferred out of my 

15:02 

group because it was horrible 

15:05 

to be led by me you know that i i was 

15:08 

horrible at communicating that i was 

15:10 

just a dictator like all of these things 

15:12 

well i immediately just started to bawl 

15:16 

and cry in that office you know because 

15:18 

here i am i got this opportunity and 

15:21 

this manager who gave me this chance and 

15:23 

i totally crashed and burned and let him 

15:25 

down so i'll never forget that feeling i 

15:28 

can feel it right now like just being so 

15:30 

choked up hearing all that information 

15:33 

and 

15:34 

you know the words he said to me say 

15:36 

we're gonna put you in an interpersonal 

15:39 

skills course and i'm like oh my god is 

15:41 

it really that bad i have been 

15:44 

out for training 

15:45 

right you're suspended you're putting in 

15:47 

the corner right yeah so i said oh 

15:49 

please don't do that give me the weekend 

15:51 

because this is like a friday i was so 

15:54 

upset he's like you should go home for 

15:56 

the day you know i said yes this is what 

15:58 

i want to do just give me the weekend 

16:00 

and i am going to figure this out and i 

16:02 

remember that i said to myself okay how 

16:05 

am i going to figure this out because i 

16:06 

just got this feedback half my team 

16:08 

hates me and this cannot be you know for 

16:12 

all the work i did to to earn this this 

16:14 

cannot be how it's going to end 

16:16 

so in those days you know you had like a 

16:18 

little radio boom box 

16:20 

i packed up my my boombox you know my 

16:23 

dog um a a sleeping bag and a tent and i 

16:27 

went to this lake that you were allowed 

16:28 

to sleep you know in overnight and uh i 

16:31 

laid in the sand of this lake and i 

16:33 

stayed there the whole weekend i read 

16:35 

every leadership book i could i wrote 

16:36 

down lists and i'm like you know i've 

16:38 

gotta i've gotta 

16:40 

do this differently and i came back on 

16:43 

monday and 

16:44 

um boy did i mean that whole weekend i 

16:47 

probably ate like five humble pies you 

16:49 

know because 

16:50 

i came back you know 

16:52 

and i asked my manager i said listen i 

16:54 

want to have 

16:56 

a group meeting with my team and i just 

16:58 

want to apologize and i just want to be 

17:00 

honest so like hey i've never been a 

17:02 

manager before and i'm not 100 sure how 

17:05 

to do this you know and 

17:07 

this is what i thought it was it 

17:09 

obviously isn't landing the right way 

17:11 

um and i need to figure out how to do it 

17:13 

better so i'm going to ask you guys to 

17:15 

teach me 

17:16 

tell me you know 

17:18 

um how do you want to be 

17:20 

coached you know what's what's the ways 

17:23 

you know tell me what the pain points 

17:24 

are and i'll figure out how we can work 

17:26 

together and 

17:28 

you know my team went from so there were 

17:30 

10 teams um in that company and we were 

17:33 

number 10 in performance like horrible 

17:36 

just absolutely horrible um we went to 

17:39 

team number two and we held that for 

17:42 

nine months and then we went to team 

17:44 

number one for the rest of my employment 

17:46 

there nobody ever knocked us down 

17:48 

um but the lesson that i came learning 

17:51 

out of that was that 

17:53 

you really just have to be your 

17:55 

authentic self and not be afraid 

17:59 

you know to let people know when you 

18:00 

don't know what you're doing 

18:02 

um and not let the ideas that you have 

18:05 

of what leadership should be or your ego 

18:08 

be the what really leads up front you 

18:10 

know you just have to level with people 

18:12 

and be yourself 

18:14 

um be authentic say when you've made a 

18:17 

mistake apologize for the things you've 

18:19 

done and just stumble on it because at 

18:21 

the end of the day leadership is like 

18:22 

life it's like anything else right when 

18:24 

you're a parent for the first time you 

18:26 

don't know how to be a parent right you 

18:28 

learn right and so michael's had four 

18:30 

kids but by the fourth one he's like you 

18:32 

know an expert right but 

18:34 

but you know it's very different to 

18:36 

parent the first kid than it is the 

18:37 

fourth kid right because you learn how 

18:40 

to parent along the way there isn't 

18:42 

really truly 

18:44 

a book that you could just read 

18:46 

and say okay now i'm the perfect leader 

18:48 

right that only happens by acknowledging 

18:51 

that 

18:52 

um that you make mistakes and then 

18:54 

letting your people know that i screwed 

18:56 

up help me out yeah right now they're 

18:58 

it's a phenomenal story and again it's 

19:02 

always great 

19:03 

when it's very authentic and it's a real 

19:05 

it's a real life story right which is 

19:07 

what you you gave us not a 

19:09 

a friend of a friend told me this where 

19:11 

i read and i think the takeaway for 

19:14 

our folks listening 

19:17 

is really about the power of 

19:20 

self-awareness here 

19:22 

because 

19:23 

most people do not take that approach 

19:26 

jesse they don't what most people do 

19:30 

is screw them what do they know or blame 

19:32 

others 

19:33 

i don't need that i don't need this job 

19:35 

you know what this is not the right 

19:37 

company for me you're taking your trait 

19:41 

and all you're doing 

19:43 

is you're moving it along to the next 

19:45 

road i always say it's like 

19:47 

having a sore arm and taking the 

19:50 

soreness off and putting it on your knee 

19:52 

your arm is better but your knee now is 

19:55 

sore you've got to cure it and cured is 

19:58 

getting to 

19:59 

what's the root cause 

20:01 

of why you operated that way okay 

20:04 

uh youth in maturity chalk it up to 

20:08 

everybody in the at that age group but 

20:10 

then it was okay 

20:12 

i believed because what influenced you 

20:15 

may be what you read or what you saw was 

20:18 

lead by fear 

20:20 

lead by dictatorship 

20:22 

and then what was great was that someone 

20:26 

someone among that team of 40 said to a 

20:30 

few of them 

20:31 

we got to speak up because this is not 

20:33 

right and this is not good for us which 

20:36 

by the way 

20:37 

are ones you should be thanking because 

20:39 

they had the courage to give the 

20:40 

feedback yeah but then how well do you 

20:42 

receive the feedback and this this i see 

20:46 

a very very important topic and i see 

20:50 

this 

20:50 

harder for people who have matured 

20:54 

in their careers because they don't want 

20:56 

to be wrong 

20:58 

and the greatest quality of a leader 

21:00 

is a leader that genuinely really has to 

21:03 

stop and think 

21:06 

could i have a blind spot here 

21:08 

am i hearing this from two different 

21:10 

people notwithstanding i don't like the 

21:13 

way it feels 

21:14 

my ego is bruised 

21:16 

and i'm the boss i'm going to do what i 

21:17 

want to do anyway and can i put those 

21:20 

all aside 

21:21 

and say is there really rich content 

21:24 

there that can help me 

21:27 

that is a type of leader that has to 

21:30 

have the ability to stop 

21:33 

and have true 

21:34 

true self awareness because if you don't 

21:37 

have self-awareness then you're not then 

21:40 

going to listen 

21:41 

and if you don't listen you can't take 

21:44 

the feedback and then start designing 

21:46 

your plan to correct it because it's a 

21:48 

learned behavior 

21:49 

that's not a trait it's a learned 

21:52 

behavior so your learned behavior can 

21:54 

change just like someone who said oh i 

21:56 

was never a runner and i started running 

21:58 

at 30 years old and now i'm running 

22:00 

marathon that was a learn behavior it 

22:04 

was a 

22:05 

time plan discipline cadence 

22:09 

leadership 

22:10 

in any aspect of it is the same thing 

22:13 

if your arms are folded and you believe 

22:15 

that only you can do 

22:17 

what you can do 

22:18 

and you're not going to change and you 

22:20 

better you know just deal with me 

22:22 

because that's who i am 

22:24 

then you are a fixed mindset 

22:27 

and by the way i'm not going to say 

22:28 

you're having you're going to have a 

22:29 

horrible career and a horrible life but 

22:31 

i'm going to tell you that you're not 

22:33 

doing yourself justice with pushing 

22:36 

yourself to the next 

22:38 

limit and bettering you bettering 

22:41 

yourself as a personal as a person and 

22:43 

as as a leader 

22:46 

[Music]