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Speaker 1: If you're about to make a change in your life

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Speaker 1: and you feel uncomfortable, that's the best.

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Speaker 2: Feeling you can have.

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Speaker 1: Because for the first time in your life, you're making

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Speaker 1: a decision that's going to be best for you and

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Speaker 1: not what somebody told you to do. And that's when

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Speaker 1: all bets are off. Welcome to Money Making Conversation Masterclass.

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Speaker 1: I'm your host with Shan McDonald. Our theme is there's

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Speaker 1: no perfect time to start following your dreams. I recognize

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Speaker 1: that we all have different definitions of success. For you

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Speaker 1: and maybe decide to your h it's time to stop

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Speaker 1: reading other people's success stories to start living your own.

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Speaker 1: Keep wedding. Welcome, Welcome, Welcome, Money Making Conversations Masterclass. This

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Speaker 1: is a good show that I set up in twenty

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Speaker 1: seventeen to sit down and interview people about their success stories,

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Speaker 1: so entrepreneurs, celebrities. Originally start out with celebrities because I

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Speaker 1: felt that people wanted to hear from celebrities. They wanted

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Speaker 1: to hear their stories, and I wouldraw those numbers and

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Speaker 1: ratings and everybody will want to hear the show and

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Speaker 1: listen to sex stories or celebrities. They'll realize people don't

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Speaker 1: care by celebrities. They want to care about. They want

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Speaker 1: to hear about people like you that listen to the show, entrepreneurs,

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Speaker 1: everyday people. They want to hear about people nonprofits that

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Speaker 1: are making a difference in the community. I'm not saying

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Speaker 1: I don't do celebrities on the show, but I realize

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Speaker 1: is that every day wins. The everyday person who has

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Speaker 1: something to say, that's doing something in the community on

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Speaker 1: a regular basis is the person that is impacted by

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Speaker 1: the listeners who listen to Money Making Conversations Masterclass. So

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Speaker 1: let's get to show rolling. Not saying my guest is

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Speaker 1: not a celebrity, but I'm saying that he's an impactful

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Speaker 1: person in the community, a person you definitely want to

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Speaker 1: hear from. He's best suited to address questions that intersects

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Speaker 1: young leaders with leadership, teamwork, motivational and personal development, which

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Speaker 1: are all key components when you are trying to be

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Speaker 1: successful in life. Please welcome to the Money Making Conversation

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Speaker 1: Master Class. Omar L Harris, How.

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Speaker 2: Are you doing?

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Speaker 3: Omar, hey Rishan, how you doing?

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Speaker 1: Thanks for having me well, thank you for coming on

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Speaker 1: the show. And I was just pointing out that you

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Speaker 1: are the new stars man everyday people. You know, you

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Speaker 1: ain't got one billion social media follows, but you have motivation,

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Speaker 1: you have information, and you have a resume that people

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Speaker 1: want to hear about. What is the basis of the

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Speaker 1: foundation for what your brand is all about?

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Speaker 3: Omar, The foundation really is all about leadership and more important,

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Speaker 3: servant leadership. Servant leadership is the concept that the higher

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Speaker 3: of you going on an organization organization, the higher and

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Speaker 3: greater responsibility you have to lead and to affect the

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Speaker 3: employees in your care and servants support them to help

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Speaker 3: them achieve their goals and develop them and coach them,

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Speaker 3: and so it's not about we over me. Is the

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Speaker 3: attitude of a serving leader basically like, how can we

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Speaker 3: achieve bigger and more ambitious goals together, leave nobody behind

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Speaker 3: and collectively impact the community, customers and the environment and

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Speaker 3: even shareholders. But it all starts with the intention of

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Speaker 3: the leader themselves, with the leader.

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Speaker 1: And is that somebody that's appointed or somebody just assumes

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Speaker 1: that opportunity.

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Speaker 3: So basically, you know, leadership can be a title, so

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Speaker 3: basically you can you can think of someone who has

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Speaker 3: a title like director or manager or whatnot, but leadership

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Speaker 3: is actually earned, not given. So people can follow you

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Speaker 3: because of your title, right because they have to. But

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Speaker 3: the most effective leaders people follow them because they want

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Speaker 3: to because of the way that individual connects with them,

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Speaker 3: builds trust with them, and demonstrates their true intention is

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Speaker 3: for the good of that human being or those human

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Speaker 3: beings in their charge. And so that's really much more

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Speaker 3: effective of getting things done when people lean into you

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Speaker 3: because of how you lead, not because of what your

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Speaker 3: title is. Right.

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Speaker 1: That really is interesting when you say it like that,

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Speaker 1: because of the fact that some people can lead based

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Speaker 1: on fear, based on repercussions, based on but that's not

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Speaker 1: the right level of leadership if you want loyalty correct exactly.

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Speaker 3: I call those individuals bosses. And I wrote a book

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Speaker 3: be a Jedi Leader, not a Boss? What reason everyone

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Speaker 3: talking about bossing? And I think, you know, being the

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Speaker 3: boss of oneself cool, very empowering, very very very inspiring.

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Speaker 3: But when you aspire to boss other people, people don't

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Speaker 3: even understand where the word boss comes from. The word

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Speaker 3: boss comes from the word Dutch for master, and it

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Speaker 3: was actually implemented after slavery to keep us calling people master.

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Speaker 3: So when you use the word boss, there's a very

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Speaker 3: heavy conversation to that terminology that we should really move

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Speaker 3: away from. No one should want to ever be called

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Speaker 3: a boss in the workplace. But if you're giving, if

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Speaker 3: you call coach, or called manager or called leader, these

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Speaker 3: are much more aspirational and more effective titles to lean into.

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Speaker 1: Well, you know when I listen to you, Omar, that

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Speaker 1: that journey start is some Well, I know, like I said,

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Speaker 1: you know you pick up information along the way. I

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Speaker 1: know I did. You know, people mentored me, people told me, Rashan,

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Speaker 1: you should do this, even though I wanted to take

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Speaker 1: the easy route. You know, there's always to do. What

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Speaker 1: you should be doing is always the harder route. Don't

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Speaker 1: you agree, O mark on Hun.

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Speaker 3: Agree with that? Yes, it would do the hard things first,

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Speaker 3: I say, the heart things first.

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Speaker 1: And so how did it all start for you? You

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Speaker 1: know where you where you based at now? And where

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Speaker 1: did you start?

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Speaker 3: So I'm in Charlotte, North Carolina. Now they're a long

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Speaker 3: winding road to Charlotte. I was born in Pittsburgh. But

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Speaker 3: I would save my journey to leadership again at the

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Speaker 3: illustrious Florida A and M University in Tema. Me La, Yes, sir,

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Speaker 3: and you know, I was in the School of Business

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Speaker 3: and Industry and that's where we're basically. They called us

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Speaker 3: the Marines of business schools because of how we would

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Speaker 3: go through this boot camp process and then come out

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Speaker 3: the other side as primed and prepped leaders were to

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Speaker 3: take on the corporate world. And I did take on

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Speaker 3: the corporate world. For over twenty years, I worked in

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Speaker 3: pharmaceuticals from the US, Latin America, Middle East, middles and Asia.

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Speaker 3: Of course, for twenty year career, I've lived everywhere from

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Speaker 3: Brazil to Turkey to Indonesia over the course of my career,

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Speaker 3: leading teams and organizations of different sizes and scopes and

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Speaker 3: really get to test my brand of leadership around the world,

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Speaker 3: which is why I know that it's truly unique and

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Speaker 3: applicable because it's not just theoretical. A lot of people

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Speaker 3: you talk to are talking from a space of theory

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Speaker 3: or what makes sense, but I'm talking from a space

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Speaker 3: of actual practicality what I've actually done over the course

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Speaker 3: of my career living around the world.

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Speaker 1: And that's important. Now let's break down this whole living

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Speaker 1: around the world and exercising leaderships in those different moments

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Speaker 1: because I'm sure, you're dealing with different types of people,

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Speaker 1: different RACESM Ginger, and let's walk through those different steps

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Speaker 1: of what was what has been What is the most

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Speaker 1: challenging when you are leading around the world, But then

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Speaker 1: what allows you the most satisfaction when you do lead

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Speaker 1: around the world.

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Speaker 3: Right, Well, the most challenging aspect of leading around the

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Speaker 3: world to me was leading in places where the actual culture,

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Speaker 3: the culture goes against my leadership style. So for example,

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Speaker 3: in Indonesia, they are a very indirect culture and I'm

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Speaker 3: a very direct individual, and they actually very much respond

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Speaker 3: to hierarchy. So basically, if you don't have a title

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Speaker 3: in Indonesia, it's hard to get things done because people

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Speaker 3: only respect title. And I went in there with this

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Speaker 3: whole idea of flattening the hierarchy, getting rid of titles,

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Speaker 3: and just doing the right things for the good of patients.

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Speaker 3: Can We were working in a pharmaceutical context, and that

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Speaker 3: was very challenging to get people to actually lean in

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Speaker 3: and believe in me because I wasn't coming from a

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Speaker 3: position of hierarchy. I wasn't imposing, I wasn't telling people

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Speaker 3: what to do. I was trying to engage them in

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Speaker 3: the purpose of our organization and then get to do

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Speaker 3: the right thing because they believe in the purpose, which

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Speaker 3: is a lot harder to do as a leader, but

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Speaker 3: it's also much more sustainable. Once people connect with purpose,

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Speaker 3: they connect their individual purpose to the organization's purpose, then

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Speaker 3: you're off to the races. So that was a really

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Speaker 3: great lab for me to actually implement and see how

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Speaker 3: how much I really believe in my leadership philosophy is

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Speaker 3: because it would have been very easy to discard those

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Speaker 3: and just lean into hierarchies that do it because I

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Speaker 3: tell you to do it. But I never did that.

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Speaker 3: I made sure that I led through supporting and serving

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Speaker 3: and not dictating and directing.

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Speaker 1: Yeah, it's really interesting when you talk about leadership, you know,

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Speaker 1: because everybody wants to believe there are a leader. You know,

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Speaker 1: they're like you said, there are natural ways to leadership.

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Speaker 1: There as assigned leadership. But we was trying to manage.

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Speaker 1: Is there when I use the word management and leadership?

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Speaker 1: Am I used in? Are they different terms? Management and leadership?

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Speaker 3: Actually? Are? There's three terms? Actually? I think I said

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Speaker 3: there's three modes of let's get lead, three modes of leadership.

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Speaker 3: There's manager mode, coach mode and leader mode. Okay, so

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Speaker 3: you're in leader mode when you are inspiring and motivating

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Speaker 3: and performance. So basically when you're leaning into purpose and

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Speaker 3: say listen, we're trying to achieve this vision with a

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Speaker 3: big visionary. And when you're inspiring and motivating, your leading

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Speaker 3: because you're getting people to follow you. When you're coaching,

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Speaker 3: you are working with people on an individual or group

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Speaker 3: basis to correct or to enhance behaviors. So you're coaching

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Speaker 3: basically try to dial up positive behaviors and dial down

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Speaker 3: negative behaviors. And when you're managing, you are focusing on

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Speaker 3: the work being done itself, so how the quality and

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Speaker 3: the care being put into the work itself is being managed. Basically,

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Speaker 3: achieving key performance indicators and these types of terminology is

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Speaker 3: what you're doing fundamentally when you're managing a business or

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Speaker 3: managing people.

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Speaker 1: Now I'm talking to amar L Harris. Omar L Harris,

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Speaker 1: he basically talking about leadership, teamwork, motivation, and personal development.

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Speaker 1: Reason I bring this up because you know, we have

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Speaker 1: so many people listening to the show to have some

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Speaker 1: all business or they may be you know, in major corporations,

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Speaker 1: and when you walk into a session or employees. You

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Speaker 1: might have twenty different people, but all different persons, and

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Speaker 1: you've laid out three pillows there. So when you look

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Speaker 1: at it, because everybody works differently. Some people are self motivated.

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Speaker 1: Some people you have to you have to get in

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Speaker 1: and get get to get the work out of them.

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Speaker 1: Some people show up on time, some people want to

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Speaker 1: stay late. And then you have different gender tones and ethnicities. Now,

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Speaker 1: people listening to this show, and because I'm not talking

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Speaker 1: about the military, that's a whole different conversation. I'm talking

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Speaker 1: about that forty hour week person. How does your structure

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Speaker 1: come into play when you're dealing with so many different

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Speaker 1: personalities as well as different gender.

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Speaker 3: Well, this is why leadership is hard work for Storm,

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Speaker 3: because it's not It's not why do you take the

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Speaker 3: big bucks? This is to ask peop well, why do

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Speaker 3: you want to be a leader of your groupe? Because

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Speaker 3: they want the salary, they want to bag, they want

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Speaker 3: to they want the status. But you know, with great status,

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Speaker 3: the great responsibility. Now what are you going to do?

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Speaker 3: Now you're a leader? What are you gonna do? Who's

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Speaker 3: gonna follow you? Right? And so you have to the

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Speaker 3: goal of a leader is you have to individualize leadership

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Speaker 3: to your point, what I need to know what where

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Speaker 3: everybody on my in my organization is on their journey.

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Speaker 3: I just know who to direct, who to coach, who

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Speaker 3: to empower, who to delegate to. And that's not going

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Speaker 3: to be the same group of people. And depending on

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Speaker 3: that's with I have to adjust my style to the

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Speaker 3: needs of my people. That's what it means. By serving

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Speaker 3: them from leadership, I'm serving you by adapting my style,

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Speaker 3: meeting me where you are and helping you get to

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Speaker 3: the next level. It's a lot of work to be

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Speaker 3: a leader, so people who leadership is thrown around a lot,

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Speaker 3: but there's very few actual leaders leading in this way

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Speaker 3: in the world unfortunately.

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Speaker 1: Well, you know it's important when I when I bring

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Speaker 1: yourself and I smile because of the fact that you

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Speaker 1: know you want to be a leader. You want that

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Speaker 1: responsibility comes with leadership. But like you said, it's so

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Speaker 1: mentally draining, and and you hire people because I'm in

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Speaker 1: the position to hire people, in the position to also

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Speaker 1: terminate people, but you want to You don't hire people

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Speaker 1: to terminate them. You hire them and hopefully you made

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Speaker 1: the best decision because you go through a weed out

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Speaker 1: process did you brought a person on board that meets

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Speaker 1: the stand that you have, But then that person has

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Speaker 1: to be assimilated into the culture, you know, And that's

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Speaker 1: what I'm assuming the management comes in there and then

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Speaker 1: you the leadership has to allow them to talk to

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Speaker 1: your other employees to allow them to understand the strategy

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Speaker 1: of how this person is going to be positioned into

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Speaker 1: the workflow. But what fails sometime is that you just

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Speaker 1: want people just to fit in and do their job.

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Speaker 1: Sometimes you just get tired, O, Mark, Can you can

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Speaker 1: you just do it? Can you just do it?

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Speaker 3: How? You know?

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Speaker 1: And I say that when I smile because I know

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Speaker 1: that if people listening on this car or listen to

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Speaker 1: the show are there too, they go, hey, man, can

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Speaker 1: I just hire somebody and they just do their job

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Speaker 1: and I just go home? But that's not the case.

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Speaker 3: Correct, We're sorry, we were detend of what your ultimate

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Speaker 3: goal is, we over me. If you want to if

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Speaker 3: the highest level of ambition requires the highest level of leadership.

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Speaker 3: If you don't have high ambition, then you can do that.

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Speaker 3: You can tell people what to do and they'll do it,

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Speaker 3: and then they'll go home. But they're not going to

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Speaker 3: engage and give themselves fully to the work, right, and

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Speaker 3: so what you want I mean we're talking about We're

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Speaker 3: talking about engagement because engagement leads to productivity, and if

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Speaker 3: you want to inspire the highest level of productivity, you

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Speaker 3: have to make the person feel essential to the work

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Speaker 3: being done. Not just do this work, but bring your

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Speaker 3: best self to doing the work, and bring your best

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Speaker 3: self doing the work because you believe in the cause

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Speaker 3: of the mission. And so that's where it gets really

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Speaker 3: really tricking. It's hard for people to elevate themselves from bossing,

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Speaker 3: get out of bossing and get into managing, coaching and leading.

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Speaker 3: They have to negate and get rid of their self

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Speaker 3: orientation and focus on what the other person needs to

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Speaker 3: get to that level that they're already at because they

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Speaker 3: already already achieved or they started the business, or they're

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Speaker 3: in that position.

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Speaker 1: Well, they got that job to cash in that check,

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Speaker 1: and I'm looking at it. I'm going I got to

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Speaker 1: get more out of them, because I want to get

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Speaker 1: into one of your techniques, your motivational techniques. They incited

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Speaker 1: to motivating warmth. And I'm very serious. You know, I've

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Speaker 1: been in a position to hire people last last twenty

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Speaker 1: years of my life, I've been hiring and securing people

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Speaker 1: for full time job opportunities, and each one of them

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Speaker 1: is different, but alone the way, Sometimes you can give

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Speaker 1: people too much rope, too much opportunity, hoping and maybe

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Speaker 1: even praying that they would get it. What is the

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Speaker 1: motivational text needs I should be using so I won't

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Speaker 1: get frustrated?

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Speaker 3: Omar, So once again, go back to basic principles. Go

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Speaker 3: back to childhood, when you first learn to ride a bike,

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Speaker 3: right when you first learn how to ride a bike,

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Speaker 3: that your mom or dad lets you ride around them

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Speaker 3: there or the entire neighborhood wherever you want it. No,

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Speaker 3: I told you you can ride in the yard right here,

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Speaker 3: right right. You can ride the bike in the yard

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Speaker 3: right here. Once you've proven you can ride the bike

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Speaker 3: in the yard right here without killing yourself or hurting

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Speaker 3: anybody else, you can go down the block to this point,

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Speaker 3: come back, go down the block. Come back only after

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Speaker 3: you've demonstrated that for a while. Well, I'll let you

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Speaker 3: release the ring and allow you to ride the bike

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Speaker 3: wherever you want. As it comes to gam maturity, so understanding,

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Speaker 3: no matter what you expect of somebody coming into an organization.

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Speaker 3: Everybody needs that goes through that process, whether they're very

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Speaker 3: senior orhe that they're very junior, there's a process of

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Speaker 3: onboarding where you need to basically define the boundaries for

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Speaker 3: them in that initial stage, in this initial state that

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Speaker 3: wants you to do in this kind of work. I'm

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Speaker 3: going to release you, but I need to see you

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Speaker 3: do this kind of thing well first. And so this

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Speaker 3: gives them confidence to get things done in an effective way.

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Speaker 3: They build their confidence and you build your trust in them.

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Speaker 3: That allows you to release them to go further and

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Speaker 3: further and further faster in their journey and so motivationally.

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Speaker 3: Create the boundaries initially for what you want someone to do.

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Speaker 3: Don't just have someone come in the door and dump

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Speaker 3: all the work that wasn't being done on this individual.

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Speaker 3: Like figure it out. That's what usually happens. People come

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Speaker 3: in you like figure it out right because you don't

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Speaker 3: want to be bothered with it. You want to basically

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Speaker 3: hand off the work. But if you do that, you're

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Speaker 3: going to bury the person. They're not gonna be motivated,

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Speaker 3: they're not gonna be engaged, and they're going to see

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Speaker 3: that it was all about you in the first place,

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Speaker 3: not about them. Well you so take a step to

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Speaker 3: do that help them out.

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Speaker 1: We know, Oh, something you said really key in this

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Speaker 1: whole conversation with the word on boarding, and that is

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Speaker 1: something I had to learn. We're going to take a

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Speaker 1: break when we come back. I want to bring that

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Speaker 1: at the top of the conversation. The on boarding process

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Speaker 1: that you have to put in play when you bring

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Speaker 1: in a new employee in so they can understand the culture.

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Speaker 1: If you don't on board them and just have them

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Speaker 1: walk out there and just kind of figure out on

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Speaker 1: their own, you're going to have a problem. And I've

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Speaker 1: had that problem in the past and own boarding and

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Speaker 1: HR plays a major role in correcting those issues. Be

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Speaker 1: right back with more money Making Conversations master Class and

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Speaker 1: my guests Omar L. Harris, thank you. Be right back.

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Speaker 4: We'll be right back with there's more money Making Conversations

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Speaker 4: Masterclass with Rashawn McDonald.

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Speaker 2: Welcome back to the Money Making Conversations Masterclass hosted by

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Speaker 2: Rashaan McDonald. Money Making Conversations Masterclass continues online at Moneymakingconversations

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Speaker 2: dot com and follow money Making Conversations Masterclass on Facebook, Twitter,

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Speaker 2: and Instagram.

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Speaker 1: I'm speaking to Omar L. Harris, and he's educating me.

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Speaker 1: He's allowed me to speak honestly about how I have

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Speaker 1: dealt with employees that I've hired over the years. And

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Speaker 1: hopefully the information that he's given me is hitting home

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Speaker 1: with some of the people who are listening to the show.

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Speaker 1: And you know, Omar, when I sit down and think

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Speaker 1: about myself as an individual, you know, sometimes you can

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Speaker 1: you know, it can be daunting task because you have

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Speaker 1: a budget for a number of employees you can hire,

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Speaker 1: and so there's a certain level of expectation that you

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Speaker 1: need to see happen in that position that you hire.

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Speaker 1: But the own body process, it's where I was failing

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Speaker 1: miserably when I was bringing new employees on that on board.

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Speaker 1: Can you expound on that.

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Speaker 3: Yeah, So this is actually something that I went through

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Speaker 3: in my leadership journey as well, where I, you know,

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Speaker 3: basically assumed because someone had a certain level of career

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Speaker 3: maturity or title coming in the door, that I didn't

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Speaker 3: need to kind of hold their hand on the way in.

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Speaker 3: And what I realized is that you know, previous experience,

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Speaker 3: previous is you know, uh, success is context dependent. So

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Speaker 3: just because you were successful in a previous context. Just

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Speaker 3: because Lebron James won a championship in Cleveland on meet,

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Speaker 3: he's an won one in LA right, So you have

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Speaker 3: to still be on boarded into the organization, the culture,

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Speaker 3: the values, the principles and expectations. And so what I

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Speaker 3: began doing was realizing that HR was the only going

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Speaker 3: to help me so much. So HR was only going

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Speaker 3: to basically bring people into the culture and help them

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Speaker 3: meet other individuals, but they weren't going to get on

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Speaker 3: board to my expectations and my leadership styles, and we

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Speaker 3: weren't going to be able to trust fright from the beginning.

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Speaker 3: So I innovated a three hour onboarding conversation that I

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Speaker 3: had with each person who directly reported into me. So

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Speaker 3: I spent three hours in the first two weeks with

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Speaker 3: every person who were directly reported into me, whether I'd

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Speaker 3: inherited them or whether I hired them, and built trust,

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Speaker 3: conversed about styles, conversed about strengths, creating powerful partnerships. We've

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Speaker 3: discussed our expectations, we discussed upcoming priorities, and I explained

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Speaker 3: to them, I'm giving you ninety days to get up

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Speaker 3: to speed, and so I'm going to support you really

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Speaker 3: hold your hand for ninety days. At not to day

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Speaker 3: ninety one. The training will go off if you're going

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Speaker 3: around the block, but for ninety days, listen, come to

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Speaker 3: me for everything you need. I am here to give

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Speaker 3: you all the support you need to make sure you

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Speaker 3: are successful. I want to set you up for success.

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Speaker 3: And so that to some leaders, that's a tremendous burden.

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Speaker 3: It's like, oh, I have to do that, well, okay,

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Speaker 3: if you don't do it, the implication of not doing

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Speaker 3: that kind of action, whether that be one hour or

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Speaker 3: three hours or any amount of time, is that this

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Speaker 3: person is not going to connect with you right away.

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Speaker 3: They're not going to understand the parameters and expectations of

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Speaker 3: how they're being measured and what's going to make them successful.

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Speaker 3: And they're not going to have permission to come to

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Speaker 3: you to ask all their questions that they have, or

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Speaker 3: to get directed to resources within the organization to get

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Speaker 3: their questions asked. Because the biggest thing to success when

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Speaker 3: you're doing an organization is knowing the whens hows, who's

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Speaker 3: what's wise. You have to get all that stuff answered

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Speaker 3: in order for you to be set out for success.

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Speaker 3: That takes around ninety days giving people that grace is

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Speaker 3: really important. Giving them that support is really important, that

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Speaker 3: you can watch them fly.

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Speaker 1: Right, it's really important. And also you know that ninety

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Speaker 1: day window usually is the probation window that you give employees,

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Speaker 1: So it's important to keep that eye. And that's what

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Speaker 1: the holy evaluation process comes in, because again, all these

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Speaker 1: things matter because people come to work for you. One,

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Speaker 1: they've accepted the job based on the income that you're

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Speaker 1: offering them along the way, they are not going to

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Speaker 1: be satisfied with that salary a year from now or

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Speaker 1: two years. They might not be satisfied ninety days from now,

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Speaker 1: and so you have to evaluate that. And when in

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Speaker 1: speaking to you, Omar, when you're talking about leadership, when

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Speaker 1: you're a small business owner and an entrepreneur, you are

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Speaker 1: the leader. You know, you're not working for a fortune

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Speaker 1: five hundred company. What are some of the advice for

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Speaker 1: aspiring entrepreneurs starting new business and maintaining you know, the

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Speaker 1: the resilience of facing these challenges that they should do,

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Speaker 1: or there's some steps like we talked about HR. We

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Speaker 1: talked about HR is just the starting point. You have

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Speaker 1: to take it to the rest. What are some of

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Speaker 1: the some of the building points for an entrepreneur, I

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Speaker 1: would take.

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Speaker 3: A step back. When you're an entrepreneur, you know that

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Speaker 3: every hire counts, right, you cannot really afford to make

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Speaker 3: bad hiring decisions because every individual you're bringing is going

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Speaker 3: to be doing more than whatever your title for them

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00:21:54,440 --> 00:21:56,800
Speaker 3: is anyway, because you're small, right, and when you're smaller,

437
00:21:56,840 --> 00:21:59,359
Speaker 3: to do everything. So what I tell people is to

438
00:21:59,400 --> 00:22:04,280
Speaker 3: prioritize behaviors over pedigree. So it doesn't matter where you

439
00:22:04,280 --> 00:22:06,879
Speaker 3: went to school, doesn't matter what your previous experiences in

440
00:22:06,960 --> 00:22:09,120
Speaker 3: your resume. What I care about is what I call

441
00:22:09,200 --> 00:22:13,199
Speaker 3: the whom. The whom so I want to understand your

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00:22:13,240 --> 00:22:18,440
Speaker 3: work ethic, your heart so basically shared passion, your optimism

443
00:22:18,960 --> 00:22:21,840
Speaker 3: which is a O, and your maturity when I get

444
00:22:21,920 --> 00:22:24,520
Speaker 3: I calibrate this actually via a questionnaire that I have

445
00:22:24,640 --> 00:22:26,760
Speaker 3: in my first book, Read Aboard the DNA of High

446
00:22:26,760 --> 00:22:31,480
Speaker 3: Performance Teams. But basically this process of whome interviewing allows

447
00:22:31,520 --> 00:22:33,760
Speaker 3: me to calibrate and bring in a right what I

448
00:22:33,760 --> 00:22:36,560
Speaker 3: call team DNA right from the start, so I don't

449
00:22:36,600 --> 00:22:39,280
Speaker 3: make hiring mistakes. I make sure I bring in a

450
00:22:39,359 --> 00:22:42,639
Speaker 3: right team DNA, and then I can mold that DNA

451
00:22:42,960 --> 00:22:46,360
Speaker 3: towards task and what's happening within the business. But it's

452
00:22:46,400 --> 00:22:51,640
Speaker 3: hard to fix a mistake you've made in a hiring processing.

453
00:22:51,680 --> 00:22:54,119
Speaker 3: You know, if you hire somebody poorly, or you hired poorly,

454
00:22:54,640 --> 00:22:57,719
Speaker 3: you know that this is a very costly, timely mistake

455
00:22:57,800 --> 00:22:59,320
Speaker 3: and it can really take the wind out of the

456
00:22:59,320 --> 00:23:02,040
Speaker 3: sales of small business especially well.

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00:23:02,040 --> 00:23:06,000
Speaker 1: You know, let's be real. Now, when you hire somebody,

458
00:23:06,440 --> 00:23:09,359
Speaker 1: they may have had another job they've left, so you

459
00:23:09,560 --> 00:23:12,360
Speaker 1: just kind of it has been maturity on both sides here.

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00:23:12,840 --> 00:23:15,359
Speaker 1: Maturity that you've made a mistake in your hiring, but

461
00:23:15,400 --> 00:23:19,000
Speaker 1: you've also asked this person to trust you in the

462
00:23:19,080 --> 00:23:22,199
Speaker 1: hiring process. So if you've hired the wrong person, you

463
00:23:22,320 --> 00:23:24,320
Speaker 1: have to take on responsibility. And I think this is

464
00:23:24,680 --> 00:23:27,840
Speaker 1: what Omar is saying. When you're on board somebody, there

465
00:23:27,880 --> 00:23:30,439
Speaker 1: has to be handholding. You just can't push somebody in

466
00:23:30,440 --> 00:23:32,679
Speaker 1: the corner where you've got a master's degree or you

467
00:23:32,760 --> 00:23:35,320
Speaker 1: got experience in computer science or you got to experience

468
00:23:35,359 --> 00:23:38,280
Speaker 1: in accounting, go do what you do because this person

469
00:23:38,320 --> 00:23:41,920
Speaker 1: has come on board into your company, bought into your culture,

470
00:23:42,080 --> 00:23:44,760
Speaker 1: and you just can't go, well, I've hired the wrong person.

471
00:23:45,040 --> 00:23:48,560
Speaker 1: Maybe you've shown bad leadership when do we accept responsibility

472
00:23:48,560 --> 00:23:51,520
Speaker 1: that we are not doing our job Omar as.

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00:23:51,440 --> 00:23:54,760
Speaker 3: Leaders, Oh yeah, this is the most important thing. Is

474
00:23:54,800 --> 00:23:57,560
Speaker 3: a concept called the window in the mirror. And so

475
00:23:57,760 --> 00:24:00,280
Speaker 3: the window in the mirror concept is basically this, uh,

476
00:24:00,400 --> 00:24:03,240
Speaker 3: it's true. Leaders what they do is when they are

477
00:24:03,359 --> 00:24:05,840
Speaker 3: when it when it comes time to give praise and

478
00:24:05,920 --> 00:24:08,240
Speaker 3: look out the window, so basically trying to look for

479
00:24:08,280 --> 00:24:10,360
Speaker 3: people to get praise too. But when it comes time

480
00:24:10,440 --> 00:24:13,320
Speaker 3: to take accountability for actions and look in the mirror,

481
00:24:13,680 --> 00:24:16,440
Speaker 3: so you look at yourself. So basically the first port

482
00:24:16,440 --> 00:24:19,560
Speaker 3: of call for for when things go bad, look in

483
00:24:19,600 --> 00:24:22,080
Speaker 3: the mirror, look at what you did wrong, raise your

484
00:24:22,080 --> 00:24:24,560
Speaker 3: own self awareness and understand where you could have improved

485
00:24:24,560 --> 00:24:29,399
Speaker 3: yourself and admit and admit where you failed. But when

486
00:24:29,440 --> 00:24:31,520
Speaker 3: it comes time to giving out praise, be generous, open

487
00:24:31,560 --> 00:24:34,160
Speaker 3: out window and shout to the to the rooftops about

488
00:24:34,160 --> 00:24:36,600
Speaker 3: the praise. And that's what real you know, as a

489
00:24:36,680 --> 00:24:39,320
Speaker 3: very simple concept, but basically the window in the mirror

490
00:24:39,440 --> 00:24:41,639
Speaker 3: allows you to think about what the role of the

491
00:24:41,680 --> 00:24:44,880
Speaker 3: leader is. You have to take accountability, as you mentioned Shan,

492
00:24:44,920 --> 00:24:46,840
Speaker 3: you have to take that accountability right and look at

493
00:24:46,920 --> 00:24:49,639
Speaker 3: look at yourself and say hey, I screwed up. I

494
00:24:49,720 --> 00:24:51,680
Speaker 3: got to fix it and I got to make it right.

495
00:24:52,040 --> 00:24:54,320
Speaker 1: It's really and that's when you get into personal development

496
00:24:54,359 --> 00:24:57,639
Speaker 1: and self improvement, both on the on the leadership side

497
00:24:57,920 --> 00:24:59,879
Speaker 1: as well as the developer of the people that you

498
00:25:00,119 --> 00:25:02,240
Speaker 1: high What are some of the tips on goal setting

499
00:25:02,800 --> 00:25:03,600
Speaker 1: and self reflection?

500
00:25:05,080 --> 00:25:07,959
Speaker 3: Well, so for goals, basically, you know, we have this,

501
00:25:08,000 --> 00:25:10,560
Speaker 3: we have frameworks, you know, smart whatever it is. I

502
00:25:10,600 --> 00:25:12,680
Speaker 3: think at the end of the day, what matters for

503
00:25:13,440 --> 00:25:16,400
Speaker 3: goal setting is to make sure that the bar you're

504
00:25:16,400 --> 00:25:20,720
Speaker 3: trying to achieve is attainable, but it is difficult, so

505
00:25:20,720 --> 00:25:23,159
Speaker 3: it needs to be really ambitious. You want to make

506
00:25:23,160 --> 00:25:24,879
Speaker 3: sure you have ambition in your goal. You want to

507
00:25:24,960 --> 00:25:28,040
Speaker 3: stretch in your goal because people develop when they're stretched,

508
00:25:28,240 --> 00:25:30,760
Speaker 3: when it's not just a layup. And so you want

509
00:25:30,800 --> 00:25:33,719
Speaker 3: to make things what makes things detainable so they're achievable,

510
00:25:33,880 --> 00:25:35,280
Speaker 3: So you want to make sure they have to We

511
00:25:35,320 --> 00:25:37,440
Speaker 3: all have to work to get here. You know. It's

512
00:25:37,440 --> 00:25:39,560
Speaker 3: sort of like you know, trying to climb Everest, right,

513
00:25:39,560 --> 00:25:41,080
Speaker 3: we have to go one stage at a time, So

514
00:25:41,119 --> 00:25:42,760
Speaker 3: our goal this time is going to be stage one,

515
00:25:42,800 --> 00:25:45,320
Speaker 3: Stage two, Stage three, stage four, and we know and

516
00:25:45,359 --> 00:25:46,879
Speaker 3: make sure you know when you get there, we have

517
00:25:46,960 --> 00:25:50,359
Speaker 3: milestones and you celebrate success along the journey. So I

518
00:25:50,359 --> 00:25:52,440
Speaker 3: think that's really really important in terms of goal setting,

519
00:25:52,600 --> 00:25:54,520
Speaker 3: is it's to set up that frame in terms of

520
00:25:54,520 --> 00:25:56,760
Speaker 3: your mind, in terms of making sure it is honestly

521
00:25:56,800 --> 00:25:59,560
Speaker 3: attainable what you're trying to achieve, but not so easy

522
00:25:59,600 --> 00:26:01,520
Speaker 3: that everybody hits the mark every time.

523
00:26:02,000 --> 00:26:04,440
Speaker 1: Well, that's really important. So how can we reach out

524
00:26:04,480 --> 00:26:07,159
Speaker 1: to you a website? Social media there, omar so we

525
00:26:07,200 --> 00:26:10,080
Speaker 1: can you know gate because you mentioned several books, tell

526
00:26:10,160 --> 00:26:12,800
Speaker 1: us some background on how we can now follow you.

527
00:26:14,040 --> 00:26:17,320
Speaker 3: Well, I appreciate that. Rison. So my website www. Dot

528
00:26:17,320 --> 00:26:20,960
Speaker 3: Omar Lharris dot com is the best place to get

529
00:26:21,000 --> 00:26:24,240
Speaker 3: access and learn more about myself. On Amazon dot com

530
00:26:24,240 --> 00:26:27,320
Speaker 3: Omar L. Harris, if you google Omar L. Harris, all

531
00:26:27,359 --> 00:26:29,640
Speaker 3: my books will come up, and my socials will come up,

532
00:26:30,040 --> 00:26:35,399
Speaker 3: and on Instagram omrl dot Harris and LinkedIn Omarl Harris.

533
00:26:35,400 --> 00:26:38,080
Speaker 3: So basically made it pretty easy for you to find me.

534
00:26:38,640 --> 00:26:40,879
Speaker 1: Well, greatful. First of all, thank you for coming on

535
00:26:40,920 --> 00:26:43,000
Speaker 1: the show, because you know, this is the first time

536
00:26:43,040 --> 00:26:45,320
Speaker 1: I've had a kind of like I believe I've given

537
00:26:45,359 --> 00:26:48,840
Speaker 1: a leadership session on the show. From a standpoon of management,

538
00:26:49,040 --> 00:26:52,280
Speaker 1: as paying a standpoint of strategy, because sometimes I have

539
00:26:52,359 --> 00:26:54,640
Speaker 1: to look in the mirror. I have to understand that

540
00:26:55,119 --> 00:26:58,359
Speaker 1: I invited these people and I put a indeed add

541
00:26:58,400 --> 00:27:00,919
Speaker 1: in and saying I'm hiring that I have to go

542
00:27:01,000 --> 00:27:03,000
Speaker 1: through the process of not just hiring the first person

543
00:27:03,080 --> 00:27:05,359
Speaker 1: to come through the door because I'm I don't feel

544
00:27:05,359 --> 00:27:08,159
Speaker 1: like doing this. I have to hire the best person

545
00:27:08,240 --> 00:27:11,399
Speaker 1: because there's a commitment on both sides, the commitment that

546
00:27:11,480 --> 00:27:14,040
Speaker 1: I'm going to welcome into a culture to give them

547
00:27:14,040 --> 00:27:18,399
Speaker 1: an opportunity to succeed and also train them so they

548
00:27:18,400 --> 00:27:21,959
Speaker 1: can succeed in the mindset of what my level of

549
00:27:21,960 --> 00:27:22,919
Speaker 1: expectation is.

550
00:27:22,920 --> 00:27:27,120
Speaker 3: That correct one hundred percent. And for me, I guesked

551
00:27:27,160 --> 00:27:29,639
Speaker 3: me earlier how to I dot success of leadership And

552
00:27:29,680 --> 00:27:32,440
Speaker 3: it comes down to I look back at my career,

553
00:27:32,480 --> 00:27:34,640
Speaker 3: look at the amount of leaders that I've created who

554
00:27:34,640 --> 00:27:37,040
Speaker 3: have gone and surpassed me in terms of leader corporate leadership,

555
00:27:37,040 --> 00:27:39,320
Speaker 3: and that's how I did my success. If you achieve

556
00:27:39,359 --> 00:27:40,640
Speaker 3: the level that I was at when I was leading

557
00:27:40,680 --> 00:27:43,000
Speaker 3: you or but above that, that to me is success

558
00:27:43,000 --> 00:27:45,080
Speaker 3: because true leaders make other leaders cool.

559
00:27:45,240 --> 00:27:47,480
Speaker 1: Thank you allmar Harris for calling in and speaking to

560
00:27:47,520 --> 00:27:49,720
Speaker 1: me on Money Making Conversations Master Class, because you have

561
00:27:49,800 --> 00:27:52,320
Speaker 1: given us a class today, my friend, Thank.

562
00:27:52,119 --> 00:27:55,639
Speaker 4: You, thank you, thank you for joining us for this

563
00:27:55,800 --> 00:28:01,560
Speaker 4: edition of Money Making Conversations Masterclass. Money Making COMversations Masterclass

564
00:28:01,600 --> 00:28:04,720
Speaker 4: with rough Shan McDonald is produced by thirty eight fifteen

565
00:28:04,800 --> 00:28:08,680
Speaker 4: Media Inc. More information about thirty eight fifteen Media Inc.

566
00:28:08,880 --> 00:28:12,439
Speaker 4: Is available at thirty eight fifteen media dot com. And

567
00:28:12,640 --> 00:28:25,760
Speaker 4: always remember to lead with your gifts