https://www.spreaker.com/show/bula-networkenBusinessCopyright Randy Cantrellhttps://d3wo5wojvuv7l.cloudfront.net/t_rss_itunes_square_1400/images.spreaker.com/original/006fe0bce3aca323be3f0900a082d548.jpghttps://www.spreaker.com/show/bula-networkMon, 06 Sep 2021 07:35:34 +0000Randy CantrellRandy Cantrellfeeds@spreaker.comGrow Great, the podcast - it's about your leadership! The website is BulaNetwork.com.cleanepisodicRandy Cantrellfeeds@spreaker.comGrow Great, the podcast - it's about your leadership! The website is BulaNetwork.com.Nohttps://www.spreaker.com/user/randycantrell/whats-your-ideal-outcome-why-optimism-fuWelcome to high-impact influence the podcast.
The website is Grow Great dot com, you can also get there by going to High Impact Influence dot com, but Grow Great dot com is just easier to remember. I'm your host Randy Cantrell coming to you from Dallas Fort Worth, Texas.
We're winding down August.
And I thought today we'd just fire things up and answer some frequently asked questions.
I will tell you that I have, really since the beginning of summer, and frankly, a little bit before I had the idea if somebody would let me kind of record one of the coaching sessions, I just thought it would be incredibly valuable so that people could kind of see how the sausage is made, did not anticipate it being quite as difficult to get someone to be agreeable to do that.
said, you know, we won't use any names. And we can even kind of, we can even kind of script out a little bit, you know, bullet point, kind of what we want to talk about, but just to give some people an idea, and nobody wanted to take me up on it, which is fine, I get it. I get it. The reason for it is because I'm regularly asked what's different. Because if you go to the website, and you check my about page, which is I think it's really titled, work with me, I've said forever, the way that I operate is just very, very different.
And I can tell you straight up why. Because the way that I operate is not scalable. I mean, not at all, it's a horrible business model. I just don't happen to care, because it's the way I roll. And it's the way I'm kind of wired to roll. And clients get enormous benefit. So they tell me from it, it is incredibly personal and confidential, which is why people were very reluctant to even anonymously, kind of pull the curtain back.
I say on my website, and it bears repeating here.
Consulting is give a man a fish, just do this for me. I don't I don't want to learn how I just need somebody to do this work for me. And I don't do that coaching, we typically think of it as teaching a man to fish coach a man how to fish. I don't do that either. Instead, I want to help you figure out do you even like fish? And so if I had to sum up all of my work, I would sum it up in the phrase, your ideal outcome? What is your ideal outcome? clients are stuck. They are going through some particular crisis. There's been some events, some circumstance, some situation that hasn't derailed them, but kind of sorta, I come in during moments where there's high levels of pain, high levels of suffering. And largely, it doesn't matter who's at fault, right? We all get fixated on well, where can I assess the blame? We focus on responsibility, we focus on individual personal responsibility, and how we can best be served. And so part of the frequently asked questions, I guess, the most honest way for me to answer the question of, you know, how do you operate? And how is it different?
In the coaching space, you really need to work at scaling, if you want to make any kind of income from it. And while earning a living is important to me, it's not the priority. And it's not because I'm Noble. It's because I'm frugal. And it's because I don't need much money. And is because at this age in life as a mature guy who's got a lifetime of experience, it's just really important to me, to not only pass it on but to help other people figure these things out for themselves. And so, I'm very fixated on my practice in helping people figure it out for themselves. It doesn't matter if I figure it out for you. You got to figure it out for yourself. It doesn't matter what I believe in what I think and what I feel it matters what you think and...]]>https://bulanetwork.com/?p=23774Fri, 27 Aug 2021 17:51:04 +0000Randy CantrellTranscript of today's special episode where I pull back the curtain on my coaching process. Welcome to high-impact influence the podcast. The website is Grow Great dot com, you can also get there by going to High Impact Influence dot com, but Grow...Welcome to high-impact influence the podcast.
The website is Grow Great dot com, you can also get there by going to High Impact Influence dot com, but Grow Great dot com is just easier to remember. I'm your host Randy Cantrell coming to you from Dallas Fort Worth, Texas.
We're winding down August.
And I thought today we'd just fire things up and answer some frequently asked questions.
I will tell you that I have, really since the beginning of summer, and frankly, a little bit before I had the idea if somebody would let me kind of record one of the coaching sessions, I just thought it would be incredibly valuable so that people could kind of see how the sausage is made, did not anticipate it being quite as difficult to get someone to be agreeable to do that.
said, you know, we won't use any names. And we can even kind of, we can even kind of script out a little bit, you know, bullet point, kind of what we want to talk about, but just to give some people an idea, and nobody wanted to take me up on it, which is fine, I get it. I get it. The reason for it is because I'm regularly asked what's different. Because if you go to the website, and you check my about page, which is I think it's really titled, work with me, I've said forever, the way that I operate is just very, very different.
And I can tell you straight up why. Because the way that I operate is not scalable. I mean, not at all, it's a horrible business model. I just don't happen to care, because it's the way I roll. And it's the way I'm kind of wired to roll. And clients get enormous benefit. So they tell me from it, it is incredibly personal and confidential, which is why people were very reluctant to even anonymously, kind of pull the curtain back.
I say on my website, and it bears repeating here.
Consulting is give a man a fish, just do this for me. I don't I don't want to learn how I just need somebody to do this work for me. And I don't do that coaching, we typically think of it as teaching a man to fish coach a man how to fish. I don't do that either. Instead, I want to help you figure out do you even like fish? And so if I had to sum up all of my work, I would sum it up in the phrase, your ideal outcome? What is your ideal outcome? clients are stuck. They are going through some particular crisis. There's been some events, some circumstance, some situation that hasn't derailed them, but kind of sorta, I come in during moments where there's high levels of pain, high levels of suffering. And largely, it doesn't matter who's at fault, right? We all get fixated on well, where can I assess the blame? We focus on responsibility, we focus on individual personal responsibility, and how we can best be served. And so part of the frequently asked questions, I guess, the most honest way for me to answer the question of, you know, how do you operate? And how is it different?
In the coaching space, you really need to work at scaling, if you want to make any kind of income from it. And while earning a living is important to me, it's not the priority. And it's not because I'm Noble. It's because I'm frugal. And it's because I don't need much money. And is because at this age in life as a mature guy who's got a lifetime of experience, it's just really important to me, to not only pass it on but to help other people figure these things out for themselves. And so, I'm very fixated on my practice in helping people figure it out for themselves. It doesn't matter if I figure it out for you. You got to figure it out for yourself. It doesn't matter what I believe in what I think and what I feel it matters what you think and...]]>1360cleanfullRandy CantrellTranscript of today's special episode where I pull back the curtain on my coaching process. Welcome to high-impact influence the podcast. The website is Grow Great dot com, you can also get there by going to High Impact Influence dot com, but Grow Great dot com is just easier to remember. I'm your host Randy Cantrell coming to you from Dallas Fort Worth, Texas. We're winding down August. And I thought today we'd just fire things up and answer some frequently asked questions. I will tell you that I have, really since the beginning of summer, and frankly, a little bit before I had the idea if somebody would let me kind of record one of the coaching sessions, I just thought it would be incredibly valuable so that people could kind of see how the sausage is made, did not anticipate it being quite as difficult to get someone to be agreeable to do that. said, you know, we won't use any names. And we can even kind of, we can even kind of script out a little bit, you know, bullet point, kind of what we want to talk about, but just to give some people an idea, and nobody wanted to take me up on it, which is fine, I get it. I get it. The reason for it is because I'm regularly asked what's different. Because if you go to the website, and you check my about page, which is I think it's really titled, work with me, I've said forever, the way that I operate is just very, very different. And I can tell you straight up why. Because the way that I operate is not scalable. I mean, not at all, it's a horrible business model. I just don't happen to care, because it's the way I roll. And it's the way I'm kind of wired to roll. And clients get enormous benefit. So they tell me from it, it is incredibly personal and confidential, which is why people were very reluctant to even anonymously, kind of pull the curtain back. I say on my website, and it bears repeating here. Consulting is give a man a fish, just do this for me. I don't I don't want to learn how I just need somebody to do this work for me. And I don't do that coaching, we typically think of it as teaching a man to fish coach a man how to fish. I don't do that either. Instead, I want to help you figure out do you even like fish? And so if I had to sum up all of my work, I would sum it up in the phrase, your ideal outcome? What is your ideal outcome? clients are stuck. They are going through some particular crisis. There's been some events, some circumstance, some situation that hasn't derailed them, but kind of sorta, I come in during moments where there's high levels of pain, high levels of suffering. And largely, it doesn't matter who's at fault, right? We all get fixated on well, where can I assess the blame? We focus on responsibility, we focus on individual personal responsibility, and how we can best be served. And so part of the frequently asked questions, I guess, the most honest way for me to answer the question of, you know, how do you operate? And how is it different? In the coaching space, you really need to work at scaling, if you want to make any kind of income from it. And while earning a living is important to me, it's not the priority. And it's not because I'm Noble. It's because I'm frugal. And it's because I don't need much money. And is because at this age in life as a mature guy who's got a lifetime of experience, it's just really important to me, to not only pass it on but to help other people figure these things out for themselves. And so, I'm very fixated on my practice in helping people figure it out for themselves. It doesn't matter if I figure it out for you. You got to figure it out for yourself. It doesn't matter what I believe in what I think and what I feel it matters what you think and...Nohttps://www.spreaker.com/user/randycantrell/the-role-of-safety-in-high-performance-cPsychological Safety. That's the common label for the kind of safety we're speaking of today. Of course, physical safety is equally paramount. Even in the brutal training of military special forces, safety during the training is stressed. Participants may feel as though they're going to die as they push to never-before-experienced extremes. But there's an implicit sense that those around them won't let them fail to the point of serious injury or death…in spite of the fact that accidents do sometimes happen. Ditto for people in the workplace. Employees must be provided a safe environment in which to perform. Else, they're going to be fearful and unable to perform. Unless, of course, they're professional athletes – or police officers, or firefighters, or soldiers, or any number of other occupations that have inherent and obvious risks!
Psychological safety is the belief that you won't be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.
This explains why sometimes people don't do anything. Or say anything. Too often apathy isn't the result of anything more than people enduring ongoing discouragement…becoming less and less safe. It's easier to stand still and do nothing – even if that results in some chastisement. The devil you know is better than the one you don't. Why do something and risk an unfamiliar chastisement?
Frontline workers are often silenced because of fear and the reality that nobody wants to hear what they have to say anyway. So why bother?
Why bother?
Trust. That's the real issue.
Team members don't trust the boss. The boss doesn't trust team members.
The group doesn't trust the guy who is trying to assume leadership. He desperately wants to be in charge, but nobody trusts him – except to be self-serving.
People won't be honest. Instead, they'll be nice.
Kindness isn't the same as being nice.
Friends and even enemies will often be nice. It's not helpful, but they'll be nice.
Nice is telling you how sorry they are you're experiencing something difficult. "I'm so sorry you're going through that," they'll say. Question? Is that helpful? Other than knowing somebody feels sorry for you, it's not terribly helpful.
Kind is different. "I'm sorry you're having such a tough time. What actions are you thinking of taking to move forward?" It's not hateful, but it might be helpful…provoking them to think about and articulate what they might be able to do to improve things. Especially if the conversation continues with valuable back and forth…in a judgment-free zone with a clear emphasis on simply helping the person figure it out.
No dog in the hunt. Unselfish motives.
It's hard to get. Selflessness in people willing and able to help us without trying to live our lives for us. People whose only vested interest is our very best!
Human capacity to work for one another. With one another. It's extraordinarily high value. And too frequently hard to find and to accomplish. Because we get in the way. In a word, it's pride that ruins things.
Years ago, as I observed people (mostly men) who clamored to be in charge, to be the boss, to be the one making the decisions, I watched the destruction of their careers, groups to which they belonged, teams of which they were a member and organizations where they operated. I observed the carnage created by their ego and pride.
The height of the progression is compassion. It seems to me that without compassion – or at least the prospect of it – we can't experience trust. The kind of trust we need to feel and know we're safe.]]>https://bulanetwork.com/?p=23339Sat, 17 Apr 2021 17:30:46 +0000Randy CantrellFirst, a definition. Psychological Safety. That's the common label for the kind of safety we're speaking of today. Of course, physical safety is equally paramount. Even in the brutal training of military special forces, safety during the training is...Psychological Safety. That's the common label for the kind of safety we're speaking of today. Of course, physical safety is equally paramount. Even in the brutal training of military special forces, safety during the training is stressed. Participants may feel as though they're going to die as they push to never-before-experienced extremes. But there's an implicit sense that those around them won't let them fail to the point of serious injury or death…in spite of the fact that accidents do sometimes happen. Ditto for people in the workplace. Employees must be provided a safe environment in which to perform. Else, they're going to be fearful and unable to perform. Unless, of course, they're professional athletes – or police officers, or firefighters, or soldiers, or any number of other occupations that have inherent and obvious risks!
Psychological safety is the belief that you won't be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.
This explains why sometimes people don't do anything. Or say anything. Too often apathy isn't the result of anything more than people enduring ongoing discouragement…becoming less and less safe. It's easier to stand still and do nothing – even if that results in some chastisement. The devil you know is better than the one you don't. Why do something and risk an unfamiliar chastisement?
Frontline workers are often silenced because of fear and the reality that nobody wants to hear what they have to say anyway. So why bother?
Why bother?
Trust. That's the real issue.
Team members don't trust the boss. The boss doesn't trust team members.
The group doesn't trust the guy who is trying to assume leadership. He desperately wants to be in charge, but nobody trusts him – except to be self-serving.
People won't be honest. Instead, they'll be nice.
Kindness isn't the same as being nice.
Friends and even enemies will often be nice. It's not helpful, but they'll be nice.
Nice is telling you how sorry they are you're experiencing something difficult. "I'm so sorry you're going through that," they'll say. Question? Is that helpful? Other than knowing somebody feels sorry for you, it's not terribly helpful.
Kind is different. "I'm sorry you're having such a tough time. What actions are you thinking of taking to move forward?" It's not hateful, but it might be helpful…provoking them to think about and articulate what they might be able to do to improve things. Especially if the conversation continues with valuable back and forth…in a judgment-free zone with a clear emphasis on simply helping the person figure it out.
No dog in the hunt. Unselfish motives.
It's hard to get. Selflessness in people willing and able to help us without trying to live our lives for us. People whose only vested interest is our very best!
Human capacity to work for one another. With one another. It's extraordinarily high value. And too frequently hard to find and to accomplish. Because we get in the way. In a word, it's pride that ruins things.
Years ago, as I observed people (mostly men) who clamored to be in charge, to be the boss, to be the one making the decisions, I watched the destruction of their careers, groups to which they belonged, teams of which they were a member and organizations where they operated. I observed the carnage created by their ego and pride.
The height of the progression is compassion. It seems to me that without compassion – or at least the prospect of it – we can't experience trust. The kind of trust we need to feel and know we're safe.]]>1001cleanfullRandy CantrellFirst, a definition. Psychological Safety. That's the common label for the kind of safety we're speaking of today. Of course, physical safety is equally paramount. Even in the brutal training of military special forces, safety during the training is stressed. Participants may feel as though they're going to die as they push to never-before-experienced extremes. But there's an implicit sense that those around them won't let them fail to the point of serious injury or death…in spite of the fact that accidents do sometimes happen. Ditto for people in the workplace. Employees must be provided a safe environment in which to perform. Else, they're going to be fearful and unable to perform. Unless, of course, they're professional athletes – or police officers, or firefighters, or soldiers, or any number of other occupations that have inherent and obvious risks! Psychological safety is the belief that you won't be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. This explains why sometimes people don't do anything. Or say anything. Too often apathy isn't the result of anything more than people enduring ongoing discouragement…becoming less and less safe. It's easier to stand still and do nothing – even if that results in some chastisement. The devil you know is better than the one you don't. Why do something and risk an unfamiliar chastisement? Frontline workers are often silenced because of fear and the reality that nobody wants to hear what they have to say anyway. So why bother? Why bother? Trust. That's the real issue. Team members don't trust the boss. The boss doesn't trust team members. The group doesn't trust the guy who is trying to assume leadership. He desperately wants to be in charge, but nobody trusts him – except to be self-serving. People won't be honest. Instead, they'll be nice. Kindness isn't the same as being nice. Friends and even enemies will often be nice. It's not helpful, but they'll be nice. Nice is telling you how sorry they are you're experiencing something difficult. "I'm so sorry you're going through that," they'll say. Question? Is that helpful? Other than knowing somebody feels sorry for you, it's not terribly helpful. Kind is different. "I'm sorry you're having such a tough time. What actions are you thinking of taking to move forward?" It's not hateful, but it might be helpful…provoking them to think about and articulate what they might be able to do to improve things. Especially if the conversation continues with valuable back and forth…in a judgment-free zone with a clear emphasis on simply helping the person figure it out. No dog in the hunt. Unselfish motives. It's hard to get. Selflessness in people willing and able to help us without trying to live our lives for us. People whose only vested interest is our very best! Human capacity to work for one another. With one another. It's extraordinarily high value. And too frequently hard to find and to accomplish. Because we get in the way. In a word, it's pride that ruins things. Years ago, as I observed people (mostly men) who clamored to be in charge, to be the boss, to be the one making the decisions, I watched the destruction of their careers, groups to which they belonged, teams of which they were a member and organizations where they operated. I observed the carnage created by their ego and pride. The height of the progression is compassion. It seems to me that without compassion – or at least the prospect of it – we can't experience trust. The kind of trust we need to feel and know we're safe.No