[david_horsager]: Welcome to the trusted leader Show. it’s David Horsager and I have a

[david_horsager]: special guest. He is

[david_horsager]: on his own amazing. He also happens to be the son of the world’s greatest

[david_horsager]: motivator. I grew up listening to ▁zig. ▁zigler, and I was transformed by

[david_horsager]: him. My parents listened. his positive compelling message that had takeaways

[david_horsager]: that have made me who I am. In many ways, I’m grateful for our pure

[david_horsager]: friendship. We do some similar, but very aligned, Uh, work in in different

[david_horsager]: parts of the world, But please welcome Tom Zigler, thanks for being here.

[tom_ziglar]: David, Gra, to be on. Thanks for having me A been a Fa of yours for a long time,

[tom_ziglar]: so I’m excited to be here with you today.

[david_horsager]: I’m grateful, very, very grateful, grateful you know for for you, It’s

[david_horsager]: certainly in your own right. I think I got to got to preread your your first

[david_horsager]: book and endorse it is full of nuggets and takeaways and inspiration. and

[david_horsager]: we’ going to talk a little bit today about your newest book, Twelve

[david_horsager]: Leadership Virtues for disruptive times Before we get there, Many know your

[david_horsager]: dad, Uh, some are younger, and maybe don’t know him as well, but also just

[david_horsager]: tell us a little bit about you. Uh, you know, what are some things people

[david_horsager]: don’t know about Tom? ▁ziggler,

[tom_ziglar]: Yeah, so gosh, uh, going way back in time. Uh, when I got out of college, I

[tom_ziglar]: wanted to be a professional golfer

[tom_ziglar]: and so I started working at the company to support my golf habit.

[tom_ziglar]: So Dad, uh, of course, you know, he had this amazing company and I was in the

[tom_ziglar]: warehouse shipping uh audio cassette tapes and V. H. S,

[tom_ziglar]: and then moved over to production, and then realized that the people who play

[tom_ziglar]: professional golf are really good, and I wasn’t there yet

[tom_ziglar]: moved into sales and just loved it. It was kind of in thes. I guess, and you

[tom_ziglar]: know, just kind of got into sales andles leadership and been with the company

[tom_ziglar]: now

[tom_ziglar]: over thirty five

[david_horsager]: Hm,

[tom_ziglar]: years. Um

[tom_ziglar]: seems like, Seems like that seems like a

[tom_ziglar]: long time, doesn’t it?

[david_horsager]: How has it changed?

[tom_ziglar]: Oh, wow, it’s like. Um, everything’s the same and everything’s completely

[tom_ziglar]: different.

[tom_ziglar]: Dad passed away almost a little over nine years ago, and before that you know,

[tom_ziglar]: his speaking had wound down and everything. And so the way W. the you know, our

[tom_ziglar]: brand and what we were known for, Uh, wasn’t gonna

[david_horsager]: Mhm,

[tom_ziglar]: be the future. and well, our brand would be the same, but how we did business

[tom_ziglar]: would be different, because Dad, as you know, was a force of nature when he

[tom_ziglar]: would speak, you know, I think for thirty years over thirty events a year would

[tom_ziglar]: have more than twelve to fifteen thousand at each event. That’s that’s never

[tom_ziglar]: goingnna happen again, Right And so people would go. They’d be inspired. They’d

[tom_ziglar]: reach out. Hey, what else you know? How can we uh, bring this message into our

[tom_ziglar]: company And so the company built up around that well when you have a personality

[tom_ziglar]: driven business

[tom_ziglar]: and a leader like that. Uh, and they’re no longer on the stage right,

[david_horsager]: Mhm,

[tom_ziglar]: They’re no longer doing it. Then you’ve gotta figure out. Okay, what are you

[tom_ziglar]: gonna do and David? Um, Dad told myself and my sister something that we didn’t

[tom_ziglar]: understand until he passed away,

[tom_ziglar]: and that was he said. You’re never gonna know true freedom until I’m gone.

[tom_ziglar]: You know what he meant by that is, we were there to support him to help his

[tom_ziglar]: message.

[tom_ziglar]: And so when you take when in leadership as you know, Uh, you can’t mimic the

[david_horsager]: Mhm, Hm,

[tom_ziglar]: leaders before you, because you’ve got different personality skills experiences.

[tom_ziglar]: You’ve got a. You’ve got to maximize who you are right. you’ve got to.

[tom_ziglar]: otherwise, people, you won’t be transparent, people.

[david_horsager]: Mhm,

[tom_ziglar]: they won’t believe what you say because you’re trying to act like somebody

[tom_ziglar]: they won’t believe what you say because you’re trying to act like somebody

[tom_ziglar]: you’re not

[tom_ziglar]: you’re not

[tom_ziglar]: And so I had to dig in and figure out.

[tom_ziglar]: Okay, what do I love? What am I passion? About? What are my unique gifts? And

[tom_ziglar]: that’s what

[david_horsager]: Mhm,

[tom_ziglar]: Dad was saying, He saying, You’re really going to

[tom_ziglar]: understand

[tom_ziglar]: and and develop

[david_horsager]: Mhm, Mhm,

[tom_ziglar]: your unique gifts when you’ figuring this out to grow it on your own merits,

[tom_ziglar]: rather than support what I built?

[david_horsager]: And now you’re doing licensing certification? Many things that we we do in

[david_horsager]: our own way. But you do have some amazing programs. We’re going to talk

[david_horsager]: about that a little bit later to go back to the beginning and what your

[david_horsager]: company was built on, even while your dad was around, ▁zig. ▁zigler, for

[david_horsager]: those that don’t know, and he was a force of nature, he impacted my life

[david_horsager]: greatly, and uh, of course he is the top front endorsement on my first Wall

[david_horsager]: Street Journal bestelling book, Uh, national, uh, the trust edge, and he,

[david_horsager]: uh, was kind and gracious and I remember the first time I got a meet with

[david_horsager]: him kind of so low in a restaurant in downtown Minneapolis, Minnesota, Um,

[david_horsager]: he and I, and uh, I think the first publisher and so just a really. Uh, I

[david_horsager]: maybe did meet him growing up with my parents going to different, um

[david_horsager]: seminars that he spoke at Are just listening. You felt like he knew him. but

[david_horsager]: uh, what a generous amazing man. And he lived by something that used to live

[david_horsager]: via. That is, you can have everything in life you want. If you’ll just help

[david_horsager]: enough other people get what they want. Give us a couple of thoughts on that

[tom_ziglar]: Yeah, I mean that is the the ▁quote. When you go out and you say Hey, what’s

[tom_ziglar]: your favorite? ▁zigzler? ▁quote, Just go google it. You’ll see it like hundreds

[tom_ziglar]: of thousands of times out there, and it’s how we run our business.

[tom_ziglar]: You know you can have everything in life you want. If you help enough other

[tom_ziglar]: people get what they want. And when I talk about coach leadership, which is kind

[tom_ziglar]: of our word for the leader that’s needed in today’s age, Coach leaders

[tom_ziglar]: understand that they achieve their dreams by helping their people

[david_horsager]: Hm.

[tom_ziglar]: achieve their dreams

[tom_ziglar]: right. And it, And it’s it’s a. It’s a interesting thing because it’s very. I

[tom_ziglar]: think Dad borrowed it right out of out of God’s word, uh, out of scripture, and

[tom_ziglar]: and it resonates because it rings true,

[tom_ziglar]: And that is his primary motive. And when he was building the business and in

[tom_ziglar]: sales,

[tom_ziglar]: that’s what allowed him to be not only

[tom_ziglar]: an incredibly effective and influential salesperson, but also with the highest

[tom_ziglar]: moral and

[david_horsager]: Mhm.

[tom_ziglar]: ethical standard, because his motive was to find out what they wanted what they

[tom_ziglar]: needed, and to solve that problem. And when you solve problems, uh,

[tom_ziglar]: you do well and there’s a lot of problems out there that

[david_horsager]: There,

[tom_ziglar]: need to be solved. And so

[tom_ziglar]: so that’s that’s where that ▁quote comes from. That’s the basis of everything we

[tom_ziglar]: do.

[david_horsager]: so today. in the newest book Ten leadership virtues for disruptive times

[david_horsager]: Were, we certainly have disruptive times and yet change has been around. I

[david_horsager]: mean, I think people could. we think it’s so unique and of course Corona

[david_horsager]: virus, and of course you know all these things. but you know what. There

[david_horsager]: were massive challenges when as an example this country was formed. There

[david_horsager]: were massive challenges in the you know mid eighteen hundreds. There were

[david_horsager]: massive challenges in the early nineteen hundreds. There there’s been other

[david_horsager]: pandemics and other. You know high change times and yet we. We do get

[david_horsager]: focused on our time. It’s certainly still disruptive. What. Let’s let’s talk

[david_horsager]: a little bit about the impetus for this book and then get into a couple

[david_horsager]: takeaways from it.

[tom_ziglar]: Yeah, so uh, I was already when I wrote Choose to win. We had a two book

[tom_ziglar]: agreement with the publisher Thomas Nelson and I said. I don’t know what the

[tom_ziglar]: second book’s going to be, and they said That’s okay. You got a year to figure

[tom_ziglar]: it out, And

[tom_ziglar]: so at the end of two thousand, Uh nineteen, I’m starting to write the book and

[tom_ziglar]: then two thousand and twenty comes. Everything

[david_horsager]: Yes,

[tom_ziglar]: changes

[tom_ziglar]: and publishing timelines got delayed and I realz. wait a second. This book needs

[tom_ziglar]: to be about all the disruption, all the change. Everything that’s going on right

[tom_ziglar]: now and I just have this imaginary um

[tom_ziglar]: vision in my head. I mean, imagine, at the end of two thousand nineteen, Amazon

[tom_ziglar]: is sitting in their strategic Uh, sales and marketing meeting and they have this

[tom_ziglar]: goal to increase their market share of people over seventy by five percent over

[tom_ziglar]: the next ten years,

[tom_ziglar]: And then by April one they’ve increased it two hundred percent

[tom_ziglar]: right.

[david_horsager]: yep,

[tom_ziglar]: That’s that’s disruption. We all got sent home. Uh, life started changing,

[tom_ziglar]: and then something interesting happened and that was

[tom_ziglar]: on a large scale, and and you’ll hear people talk about it and seem to Le wrote

[tom_ziglar]: a book called The Black Swan And and what he did was He studied Uh world wars

[tom_ziglar]: and pandemics and financial crises

[tom_ziglar]: to see who does the best

[tom_ziglar]: in times of a Black Swan event like the Pandemic, And so I started digging into

[tom_ziglar]: that book

[tom_ziglar]: and the people who do the best are the ones who let go of the way it was,

[tom_ziglar]: and then they take a little bit. Of information from one view and then a little

[tom_ziglar]: bit of information from the other view, and then they go out and do life, and so

[tom_ziglar]: in the context of the day, the people who do the best they might get five or ten

[tom_ziglar]: minutes of liberal news and five or ten minutes of conservative news. and then

[tom_ziglar]: they go and do life,

[tom_ziglar]: and it allows them to have that balance to make good decisions. Well, what

[tom_ziglar]: happened when the pandemics sent everybody home and people they love started

[tom_ziglar]: getting sick, and family members may have passed away, and their job became

[tom_ziglar]: insecure.

[tom_ziglar]: Suddenly They wanted their life to matter, and to count, they wanted to do

[tom_ziglar]: something

[tom_ziglar]: that filled their soul.

[david_horsager]: hm,

[tom_ziglar]: They wanted to have a career or have a business.

[tom_ziglar]: That really made them feel like they were serving a higher cause or purpose than

[tom_ziglar]: who they are Now. Here’s what’s interesting, and I know you heard this from Dad

[tom_ziglar]: in the seventies. He had this ▁quote, that he would say often,

[tom_ziglar]: If standard of living is your goal. The quality of life almost never goes up.

[tom_ziglar]: If quality of life is your goal, your standard of living almost always goes up,

[tom_ziglar]: and literally as a nation, as in in a global.

[tom_ziglar]: That was the thought that went around people’s hearts and minds is. Wait a

[tom_ziglar]: second.

[tom_ziglar]: Why I am on this treadmill,

[tom_ziglar]: burning all this energy, you know, and everything centered around work.

[tom_ziglar]: When my, my, my physical and mental health, my family, my faith, friends, those

[tom_ziglar]: are all more important. and so that shift

[david_horsager]: mhm, Mhm.

[tom_ziglar]: happened

[tom_ziglar]: and people started making decisions in a different way and then productivity

[tom_ziglar]: went up. when people went home. There’s a hundred and twenty five million

[tom_ziglar]: workers in the United States. Sixty million of those jobs can be done from home.

[tom_ziglar]: That’s just the technology

[david_horsager]: Let let’s talk about that because there’s some things I really want to get

[david_horsager]: into around coach leaders and everything else, but productivity. There’s an

[david_horsager]: argument on both sides of that, Some people are more productive at home.

[david_horsager]: There is also a lot of new research saying they’re not more productive at

[david_horsager]: home in certain cases and ways. What what do you think about this? What? how

[david_horsager]: do we? How do we? And maybe the question is is just I’m going off the rails

[david_horsager]: a little bit from what we’re going to do. But how do you think people lead

[david_horsager]: well in a virtual environment too? How do we? How do we keep productivity

[david_horsager]: high? Because what I’m seeing is a lot of new data. Word’s not as high as

[david_horsager]: they expected just a few months ago. And I think it was for the first six

[david_horsager]: months. you know.

[tom_ziglar]: and it

[david_horsager]: Mhm.

[tom_ziglar]: varies uh, and it varies by market segment. So if you’ve got kids at home, uh,

[tom_ziglar]: that interrupt the work flow. That’s a challenge. If you’re single and you use

[tom_ziglar]: the workforce as a major connector for your social scene, that can be a

[tom_ziglar]: challenge.

[tom_ziglar]: I think the biggest challenge though is a leadership mindset, Um,

[tom_ziglar]: the old style topped down. Do it because I said so, Command and Control leader

[tom_ziglar]: who likes to look at output rather than outcome, who, uh, doesn’t really dig

[tom_ziglar]: into what motivates and and, and and understands the dreams and goals of each

[tom_ziglar]: person on their team. That person, they might be okay in an office environment,

[tom_ziglar]: Leading.

[tom_ziglar]: they do not do well on a camera, Um. And so that’s a productivity challenge.

[tom_ziglar]: and then people who, uh, the people who are winning, Uh, people with

[tom_ziglar]: disabilities, people with energy issues, people who have a hard time commuting,

[tom_ziglar]: Uh, a lot of women. I think I read a statistic where three million women from

[tom_ziglar]: the pandemic went home and a huge percentage of ‘ are not going back to

[david_horsager]: Mhm,

[tom_ziglar]: the old job,

[tom_ziglar]: And the reason is is they got their life back and they figured out there are

[tom_ziglar]: other ways to make an income, And so there more. I think small businesses have

[tom_ziglar]: been started Uh in the last year by this group. Then it? I think in any time in

[tom_ziglar]: history I could be wrong on that, but I think I remember that. Uh, and it’s

[tom_ziglar]: because they see the balance in life of what’s going on, so it’s not without

[tom_ziglar]: challenge now. I think Gallopp just came out with a study that said The number’s

[tom_ziglar]: gonna be about thirty seven percent, So thirty seven percent in the shake out

[tom_ziglar]: are go to be working either remote or hybrid when this all shakes out. And so

[tom_ziglar]: here’s the question. Uh, I was. I was talking to a friend and and and he said,

[tom_ziglar]: Uh, gosh, you know, he sells technology and his friends, Uh testing equipment

[tom_ziglar]: for Siemens and he’s I said, How’s it going, and he said, Well, my friend’s

[tom_ziglar]: doing fantastic. He’s made more money in the last two years than he’s ever made,

[tom_ziglar]: and I go. What does he do And he goes well, his whole career. he’s traveled

[tom_ziglar]: three nights a week, a lot of overseas trip, full day, meetings and client

[tom_ziglar]: offices around this technology. He hasn’t been on one trip

[david_horsager]: Hey,

[tom_ziglar]: in two years

[tom_ziglar]: and I go. Really. he goes. Yeah, he spends half his time at the beach and and

[tom_ziglar]: his beach house and half his time in his main house

[tom_ziglar]: and he goes, he’s doing. He’s doing great and I go. Well, let me think about

[tom_ziglar]: this for a second. So what you’re saying is he gets to pick what he eats, and

[tom_ziglar]: when he eats he gets to determine his exercise schedule. He gets to spend his

[tom_ziglar]: time with those he values and loves the most, which is his family, and he can

[tom_ziglar]: have three meetings with three different clients on the same day, When it used

[tom_ziglar]: to take three days to have one meeting with one client. Well, dad, this is the

[tom_ziglar]: perfect scenario for somebody like that

[tom_ziglar]: And so here’s the reality is a top performer can work for anyone

[tom_ziglar]: from anywhere,

[tom_ziglar]: And so I think organizations have to understand that If if you want to build

[tom_ziglar]: your business with top performers

[tom_ziglar]: then you’re gonna have to do things that attract top performers.

[tom_ziglar]: Apple, Uh, at the middle of the summer, Uh, before this new wave hit, they sen

[tom_ziglar]: out a letter, And and it said to all the people who’ moved away from

[tom_ziglar]: headquarters. Hey, it’s time to come back. We want you to move back to to Uh,

[tom_ziglar]: California,

[tom_ziglar]: and the next day they got a letter signed by eighty saying we’re not coming back

[tom_ziglar]: And that just grew and grew.

[tom_ziglar]: And so I don’t know. What do you think? The number one brand in the world where

[tom_ziglar]: everybody in that field wants to work

[david_horsager]: hm,

[tom_ziglar]: for says Come backack and these people say No.

[david_horsager]: yeah,

[tom_ziglar]: What is that? What does that tell you? Is it for everybody? No, it’s not for

[tom_ziglar]: everybody. I think it’s eighty four. Ninety four percent of people want to work

[tom_ziglar]: a hybrid at least one or

[david_horsager]: Mhm.

[tom_ziglar]: two days a week.

[tom_ziglar]: Who can,

[tom_ziglar]: And I think that’s where

[david_horsager]: Hm,

[tom_ziglar]: going to settle, but I think there are productivity issues.

[david_horsager]: So how do we lead in that H? What’s one thing we do because there is

[david_horsager]: research oning Connection Goes down. There is research saying. Uh, you know

[david_horsager]: what people? I mean to me, we have to focus leading Well, virtually we have

[david_horsager]: to make it really outcomes based like you’re paid for outcomes. That’s e,

[david_horsager]: relatively easy. but in some roles they might not have like the sales

[david_horsager]: outcome. And so how do we kind of you know Lead well, I mean, you still do

[david_horsager]: have people. all of a sudden. They’ve got three jobs that neith. None of

[david_horsager]: them know that the other that they have. These three jobs are getting

[david_horsager]: incomes from. You know, Um, because they’re just at home, kind of being able

[david_horsager]: to run all three. You know. so um it. it’s uh, having we know high trust

[david_horsager]: environments have a healthy form of accountability. Uh. you know, I guess

[david_horsager]: for leaders that’s still a challenge of Ha. Do you have any other how we

[david_horsager]: actually create healthy connection and accountability in a hybrid

[david_horsager]: environment?

[tom_ziglar]: Yeah, so I have a a coach leadership model and it’s got six words on it and I

[tom_ziglar]: think you’ going to like the words. Uh, So in the middle, so this is the change.

[tom_ziglar]: Okay, this is what’ elevated. The two words in the middle are autonomy and

[tom_ziglar]: authority,

[tom_ziglar]: And so what’s happened is that people really wanty.

[tom_ziglar]: It gets construed is

[david_horsager]: Mhm,

[tom_ziglar]: flexibility. Uh, they want to work when they want how they want where they want.

[tom_ziglar]: Harvard Businessviw came out and said what people want is

[tom_ziglar]: they don’t want to be. They don’t want to be told. Uh, hey, yeah, we’re going to

[tom_ziglar]: work in the office Tuesday through Thursday. They want to be able to pick what

[tom_ziglar]: days they want in the office. Well now, on the other side, we’ve got authority

[tom_ziglar]: leaders managers and they gotta get the job done. They gotta get the project

[tom_ziglar]: done and they’ve got a team of people who have to work together with trust with

[tom_ziglar]: great communication in order to have it happen And so so it’s hurting cats. So

[tom_ziglar]: how can you give everybody autonomy and then have the authority do it? So on the

[tom_ziglar]: team members side, I’ve kind of made the two words for team members. They’re

[tom_ziglar]: purpose driven team members and pleasure driven team members,

[tom_ziglar]: purpose. Uh, these are the top performer. They’re there for a reason. They got a

[tom_ziglar]: bigger goal or dream. This is a stepping stone to where they want to go. Their

[tom_ziglar]: career is is thought out what they want to accomplish. They want to be a more

[tom_ziglar]: capable person tomorrow than they are today. The pleasure driven, Uh, and of

[tom_ziglar]: course everybody’s on a spectrum and we might be pleasure driven one day

[tom_ziglar]: and and purpose the next. I’m not saying that we’re stuck or we always act the

[tom_ziglar]: same. Uh. It’s ▁ziggler. we call them ▁zombies. Uh, Gallop calls them the

[tom_ziglar]: disengaged, So the new Gallop study came on on that.

[tom_ziglar]: Uh, thirty four percent of workers are engaged.

[tom_ziglar]: fifty percent are disengaged and sixteen percent are actively disengaged, and I

[tom_ziglar]: call the actively disengaged. They’re the biters. You know. That’s how that’s

[tom_ziglar]: how ▁zombies infect others right. They’re toxic, and so basically they make

[tom_ziglar]: decisions that suit their personal needs. They do as little work as as they have

[tom_ziglar]: to to keep their job on the leadership side. I think there’s two kinds of

[tom_ziglar]: leaders. There’s the accountability leader, and then there’s the control leader.

[tom_ziglar]: A control leader is do it because I said

[david_horsager]: Mhm,

[tom_ziglar]: so Delegate command and control. Very uh, results oriented. What have you done

[tom_ziglar]: for me lately? I, by symbol for them is the T Rex.

[tom_ziglar]: They got sharp teeth and

[david_horsager]: Mhm, Mhm,

[tom_ziglar]: short arms right, They bite your head off. They le fear and short arms means

[tom_ziglar]: they keep everything close. The accountability leader

[tom_ziglar]: is what I call the coach leaders and I use A. An illustration from Dock Rivers

[tom_ziglar]: and Dock Rivers is one of the one of the great N, B. A coaches. And they, they

[tom_ziglar]: asked him, they said, How do you? How do you lead people who make more money

[tom_ziglar]: than you? And he said, Well, I just have a conversation with him and they said

[tom_ziglar]: What do you say? And he said, Well, I ask him, What are your goals for the year?

[tom_ziglar]: And of course, in the N. B, A you get A, you get a contract and your agent

[tom_ziglar]: negotiates it, And and you know, if you, whatever position you play, you get

[tom_ziglar]: bonuses on number of rebounds or number of points or minutes played. And if you

[tom_ziglar]: make the all star team, and he says, I just let him talk. I let him tell me what

[tom_ziglar]: their goals and dreams are, And then I ask him what it means to them. Like If

[tom_ziglar]: you get those, What what does that mean to you?

[tom_ziglar]: And then he said I ask him,

[tom_ziglar]: Is it okay if I hold you accountable

[tom_ziglar]: to your goals,

[tom_ziglar]: And so the ownership of the goal of the plan is on the player,

[tom_ziglar]: right, the the? the? He didn’t tell him what to do.

[tom_ziglar]: They told him what they wanted and then he co created a plane with them to

[david_horsager]: Mhm,

[tom_ziglar]: help him get it,

[tom_ziglar]: And so

[david_horsager]: One, it,

[tom_ziglar]: here’s the. here’s what I’m getting at

[tom_ziglar]: Is

[tom_ziglar]: we have automy and authority. What people want is autonomy and we’ve got

[tom_ziglar]: authority. So coach leaders choreograph the dance

[tom_ziglar]: between autonomy and authority. And so here’s a coach leader’s purpose.

[tom_ziglar]: It’s to equip support, encourage, develop

[tom_ziglar]: the top performer in such a way that they become. They co create a plan go, so

[tom_ziglar]: they become a better, more capable team member, top performer tomorrow than they

[tom_ziglar]: are today, for the sole purpose of giving them as much autonomy as possible.

[david_horsager]: Hm,

[tom_ziglar]: We want Navy seals on our team.

[tom_ziglar]: We, we want to say, here’s the mission. Go get it. How can I help? That’s what

[tom_ziglar]: we want to say now, top performers. this is really interesting. Top performers

[tom_ziglar]: realize when they have a coach leader and they’re grateful for it, and they will

[tom_ziglar]: literally go to the coach leader and they’ll say I’ve never had someone believe

[tom_ziglar]: more in me than I believe in myself.

[david_horsager]: how do you hire the? How do you hire

[tom_ziglar]: Please.

[david_horsager]: the top performer?

[tom_ziglar]: Well, you search ’em uh, as you can, but then you develop ’em

[tom_ziglar]: ’cause it’s it’s hard, right you? So When you, when you bring a new hire on,

[tom_ziglar]: your goal is that they will become a top performer, which means two. Th. There’s

[tom_ziglar]: two things you’re hoping on. They have the ingredients to become one and they

[tom_ziglar]: have the desire to become

[david_horsager]: Yep,

[tom_ziglar]: one.

[tom_ziglar]: Now remember what I said about ▁zombies.

[tom_ziglar]: What a ▁zombie. It’s somebody with the brain disease.

[tom_ziglar]: ▁zombies. Don’t care because they have no dreams,

[tom_ziglar]: And so what a coach leader does is taps in to that team member and says, What’s

[tom_ziglar]: your dream? What’s your goal? If you do Fantastic, do you want to make more

[tom_ziglar]: money this year?

[tom_ziglar]: Fantastic. I want to pay you more money. In order for that to happen,

[tom_ziglar]: your contribution to the profitability and growth of the business. The team,

[tom_ziglar]: whatever their role is,

[tom_ziglar]: has to, has to merit an increase in compensation.

[tom_ziglar]: How do you? What do you think? Do you want to put together a plan so you can

[tom_ziglar]: make more money?

[tom_ziglar]: So here’s a. There’s kind of a hot

[david_horsager]: okay,

[tom_ziglar]: topic right now.

[tom_ziglar]: I. i. i, uh, I have a d. E. I coach. You know, diversity, equity and inclusion,

[tom_ziglar]: And and I’m doing it because I’m following Dad. You know, Dad, when he would

[tom_ziglar]: speak,

[tom_ziglar]: he didn’t care,

[tom_ziglar]: Um,

[tom_ziglar]: what the audience brought into the room, right, He was never upset about them

[tom_ziglar]: being, you know, high school kids or seventy years old or salespeople, or or

[tom_ziglar]: technicians. right, All he wanted to know is how can I best communicate to this

[tom_ziglar]: group of people

[tom_ziglar]: so that they received the information and take action on and their life has

[tom_ziglar]: changed. He never held it against them. What their past experience was. Where

[tom_ziglar]: they came from. What profile they? He didn’t care. He only wanted to know. How

[tom_ziglar]: can I reach the people in the room?

[tom_ziglar]: And so? um, so that’s so. I’m like. I wanna reach everybody. It doesn’t matter

[tom_ziglar]: where you come from. And so uh, my coach. her name is Um. Michelle. She’s from

[tom_ziglar]: Puerto Rico. She grew up on the East Coast. She did corporate America. She’s our

[tom_ziglar]: age and she’s like. Well, how does a coach leader help somebody like me

[tom_ziglar]: and I said, What do you mean ’cause I need a context and she said, Well, when I

[tom_ziglar]: ended in the corporate world,

[tom_ziglar]: my culture was I would never volunteer for a project. I would never go into Uh,

[tom_ziglar]: the manager’s office and say I need a raise And the first time I went to New

[tom_ziglar]: York City, I was thinking I was twenty and we’re in Grand Central Station. I go

[tom_ziglar]: to the pizza place

[tom_ziglar]: and the pizza guy says What do you want and I hesitated, and the guy behind me

[tom_ziglar]: ordered right over my shoulder. And you know it’s and you when you’re from

[tom_ziglar]: Texas. That’s a culture

[david_horsager]: yeah,

[tom_ziglar]: shock, right. it’s not. it’s not right or wrong. it’s just the way it is.

[tom_ziglar]: And so she says, How would a coach leader help me? Because it took me years

[tom_ziglar]: to figure out how to stand up for myself. How to put myself in a position to get

[tom_ziglar]: that and I said,

[tom_ziglar]: Here thing, a coach leader never lets that happen, Because day one, when you

[tom_ziglar]: work for a coach leader, they meet with you one on one and they say, Why are you

[tom_ziglar]: here? What’s your goal? What’s your dream? Do you want to be making more money a

[tom_ziglar]: year from now? Do you want a promotion? What is it that you want And then when

[tom_ziglar]: they tell you, you say, why do you want it?

[tom_ziglar]: And you dig in into what’s the driver? What is it that gets them going?

[tom_ziglar]: Because here’s the reality. Every person on your team’s got a different

[tom_ziglar]: experience, a different background, a different set of limiting beliefs, a

[tom_ziglar]: different culture, a different perspective,

[tom_ziglar]: And when you get all those things out on the table and let them know that you

[tom_ziglar]: are on their side

[tom_ziglar]: and you’re gonna help them grow. You’re not going to create the plan. They’re

[tom_ziglar]: gonna create it with your guidance.

[tom_ziglar]: And so it’s real simple.

[tom_ziglar]: a great coaching question. What attitudes can you demonstrate that will help you

[tom_ziglar]: to be more effective in your job role?

[tom_ziglar]: Well, you ask different personality styles that, and they’re going to give you

[tom_ziglar]: different answers right ’cause it’s not one size. It’s all. if I’m in a very

[tom_ziglar]: out. You know if I’m a people person out, go and talk a lot. I’m probably going

[tom_ziglar]: to say. Well, I need to ask better questions and

[david_horsager]: Mhm,

[tom_ziglar]: listen.

[tom_ziglar]: you know somebody who’s ▁quiet is like. Well, I’m gonna have to raise my energy

[tom_ziglar]: level right, So it’s different for everybody. And so that’s that’s to me when W,

[tom_ziglar]: when a coach leader

[tom_ziglar]: gets involved and knows this,

[tom_ziglar]: they, they, they know, the goals and dreams of the people on their team. And

[tom_ziglar]: then here’s the other sea change that’s happened

[tom_ziglar]: since the pandemic, And that is, Quality of life.

[tom_ziglar]: is now primary importance in people’s thought process and decision making.

[tom_ziglar]: the number one issue in big business today. As far as their concerns, looking

[tom_ziglar]: down from H, r is the health and well of people, because if that suffers,

[tom_ziglar]: productivity and performance goes down

[tom_ziglar]: this great resignation that we’re in that I call the greatagination A burn

[david_horsager]: Mhm,

[tom_ziglar]: out

[tom_ziglar]: its short staff. It’s people doing. They don’t know when the day ends and the

[tom_ziglar]: day begins. This takes a. a. Reagining the way,

[david_horsager]: Hm,

[tom_ziglar]: do business

[tom_ziglar]: right, and leaders have to step up and fill the void, And that means Hey

[tom_ziglar]: how you doing

[tom_ziglar]: feel

[tom_ziglar]: And when somebody knows that you care about their quality of life as well as

[tom_ziglar]: their performance, and you do things proactively to increase their balance.

[tom_ziglar]: Successor, to make it more likely

[tom_ziglar]: their performance is going to go

[tom_ziglar]: upallity

[david_horsager]: What

[david_horsager]: Y

[david_horsager]: it

[tom_ziglar]: performance.

[tom_ziglar]: performance.

[david_horsager]: so? In the book and

[david_horsager]: we, we went right through a lot of great things here. We, in a touch on a

[david_horsager]: couple of things here, the coach leader, People can learn more about that in

[david_horsager]: the book which is ten leadership virtues, Four disruptive times, talk about

[david_horsager]: different virtes from kindness and selflessness, respect, humility. boy,

[david_horsager]: That’s critical today. isn’t it? Hum? what would happen if people would

[david_horsager]: humble themselves And speaking of, uh, bring incription into it. God opposes

[david_horsager]: the proud and we are seeing plenty opposition to the proud. In many ways,

[david_horsager]: self control. looking for the best On a touch on one. Let’s look at number

[david_horsager]: five for just like a one minute snippet of self control. Not many people are

[david_horsager]: ding self control. They’re thinking. What kind of

[david_horsager]: I? I just don’t see people thinking that way, And yet we know great leaders

[david_horsager]: actually are great at controlling their own wants and not uh, taking instant

[david_horsager]: gratification. We could say, tell me about that from your perspective.

[tom_ziglar]: Yeah, so self control is actually, it’s recognized under different names today.

[tom_ziglar]: Uh, we recognize it on airplanes when people get into fights and get kicked off.

[david_horsager]: Oh,

[tom_ziglar]: Uh, I’m actually gonna be doing a a presentation up in up an Oregon to group

[tom_ziglar]: where self control is the big issue because their customer base, no matter what

[tom_ziglar]: they do, half of them get

[tom_ziglar]: upset.

[david_horsager]: Mhm,

[tom_ziglar]: And so here’s the thing. This is the way self control feeds out.

[tom_ziglar]: The first thing you’ve gotta know is why do you do what you do? What’s the

[tom_ziglar]: bigger? Why?

[tom_ziglar]: When you’re solid in your why,

[tom_ziglar]: then that gives you purpose and calmness and stability. The second thing is this

[tom_ziglar]: when somebody overreacts in their response to you

[tom_ziglar]: ask yourself this question.

[tom_ziglar]: Would a secure person do that

[tom_ziglar]: and the answers? No, And so I’ve had to train my mind on this, and that is when

[tom_ziglar]: I’m speaking about something or working with somebody, a prospect, a client or

[tom_ziglar]: whatever the case. And they, they kinda go off the deep end.

[tom_ziglar]: I go. That’s not a secure person.

[tom_ziglar]: And let me just tell you the way you respond to someone when you make that

[tom_ziglar]: mental thought, that’s not a secure person. It’s totally different. They’re not

[tom_ziglar]: attacking you. they’re they’re burned out. They’re frustrated. something in

[tom_ziglar]: their life is going sideways, And so what does that allow you to do Is the

[tom_ziglar]: leader?

[tom_ziglar]: It allows you to be present in the situation without escalating it,

[tom_ziglar]: and to give a response that moves somebody a much higher likelihood in the right

[tom_ziglar]: direction, And that’s really what I was talking about,

[david_horsager]: Mhm,

[tom_ziglar]: Self control in the book Is leaders today, they get frustrated by

[david_horsager]: Mhm,

[tom_ziglar]: the change, the disruption and they go off. They’re digging their own, whole,

[tom_ziglar]: people need stability and positivity.

[tom_ziglar]: And and there’s a difference between short term confidence and long term

[tom_ziglar]: confidence, And this is a big one for leaders. Short term confidence is results

[tom_ziglar]: oriented. What did you do for me yesterday? Well when your whole business cycle

[tom_ziglar]: changes because of supply change issues,

[tom_ziglar]: what did you do for me yesterday? If that’s where your confidence comes from,

[tom_ziglar]: it’s going to be a hard season, but

[tom_ziglar]: long term confidence comes from learning and growth. If you’ve developed a team

[tom_ziglar]: of people

[tom_ziglar]: who thrive on learning and growth, then disruption is your friend,

[tom_ziglar]: and it gives you an edge

[tom_ziglar]: because you look at disruption as an opportunity to serve more people to figure

[tom_ziglar]: out new ways to do it. Long term confidence comes from the humility of. I don’t

[tom_ziglar]: know the answer. I don’t have to know the answer. I know how to ask questions,

[tom_ziglar]: and I’ve got a team of learners and growers who know how to work together and

[tom_ziglar]: together we will get this done.

[david_horsager]: there’s so much more in the book Ten leadership Virtues for disruptive

[david_horsager]: times.

[david_horsager]: I would encourage everybody to go back to choose to win. and uh, the great

[david_horsager]: work there and all you’re doing at ▁zigler hey’ ▁zigler dot comt com. We

[david_horsager]: love your family, we love your dad and your mom and the red, as he would

[david_horsager]: say, and just grateful to call you friend. Anywhere else we can find you

[david_horsager]: the Web, or where can connect with you?

[tom_ziglar]: Yeah, Facebook, uh, the website and ▁zigler dot com. I’m on there and I do

[tom_ziglar]: something kind of weird. I give out my email, So Tom at ▁zigler dot com. So

[david_horsager]: Great, fill it up.

[tom_ziglar]: love it. thank you, sir.

[david_horsager]: Well, it has been a treat to have you on. We could talk for hours and I’m

[david_horsager]: just uh. yeah, grateful for you and your family. We always end with one

[david_horsager]: question on this show. The question is who is a leader you would trust And

[david_horsager]: why

[david_horsager]: or who is a leader you trust, And why?

[tom_ziglar]: Well, uh, you know. of course, dad, uh, and I don’t know if that’s a valid

[tom_ziglar]: answer be cause he’s he’s uh graduated. He’s gotten his, his, his, Uh, diploma,

[tom_ziglar]: uh,

[tom_ziglar]: but a leader I would trust is

[tom_ziglar]: someone who has a combination of

[tom_ziglar]: selflessness,

[tom_ziglar]: humility,

[tom_ziglar]: kindness,

[tom_ziglar]: and their motive is to understand

[tom_ziglar]: what it is in life that I need, and to be a conduit to

[david_horsager]: Mhm.

[tom_ziglar]: help me get there.

[tom_ziglar]: That’s that’s who I trust. Um, and I work hard for those.

[david_horsager]: well said

[david_horsager]: well, thank you, Tom. thank you every for listening. This is Ben the trusted

[david_horsager]: Leader show until next time stay trusted.