Gregg Lederman, Author, Speaker, Executive Coach
Gregg Lederman is a professional speaker, executive coach, and New York Times best-selling author. Over the past 20 years, Gregg has worked with tens of thousands of business leaders and managers to implement performance-driven leadership, employee engagement, and customer experience solutions.
He is the author of three award-winning books. His latest book, CRAVE: You Can Enhance Employee Motivation in 10 Minutes by Friday™ has been credited by many executives as “life changing” for those who want to become better leaders.
https://www.gregglederman.com/
https://www.gregglederman.com/lederman-on-leadership/
AUTOMATED EPISODE TRANSCRIPT
[00:00:01] You're listening to Scaling Up Services where we speak with entrepreneurs authors business experts and thought leaders to give you the knowledge and insights you need to scale your service based business faster and easier. And now here is your host Business Coach Bruce Eckfeldt.
[00:00:22] Are you a CEO looking to scale your company faster and easier. Checkout Thrive Roundtable thrive combines a moderated peer group mastermind expert one on one coaching access to proven growth tools and a 24/7 support community created by Inc award winning CEO and certified scaling up business coach Bruce Eckfeldt. Thrive will help you grow your business more quickly and with less drama. For more details about the program, visit eckfeldt.com/thrive . That’s E C K F E L D T. com / thrive.
[00:00:57] Welcome, everyone. This is Scaling Up Services. I'm Bruce Eckfeldt. I'm your host. And our guest today is Gregg Lederman. He is a professional speaker, leadership coach, New York Times best selling author, wrote Achieve Brand Integrity, Engaged and Crave. I had an opportunity to listen to Greg speak down in Atlanta a couple of months ago. Excited to have him on the program. It's a lot of great topics here. There's probably a couple episodes, but we're gonna try to squeeze Sweetin into this one. But really interesting stuff on how you can really think about employee engagement, about culture, about leadership. So I'm really excited to speak with Greg on that. With that. Greg, welcome to the program. Bruce. Thanks for having me. So you're. Yeah. So why don't we start a little bit with background 'cause I know you've been an entrepreneur before. You've been a coach and a speaker and an author. And I'm curious how how your entrepreneurial journey kind of led you to this path that you're you're on now and what experiences you've had, what you've learned and how that's kind of tied into the work you're doing today.
[00:01:49] So I started out pretty much right out of college back in the mid early to mid 90s, getting in to a bakery, an ice cream business.
[00:01:56] So really the hospitality business and learned really quickly that it's all about series of behaviors you put in place and how to integrate those into people's systems. So.
[00:02:04] Sighs My my cousin and I had a very successful, again, bakery in an ice cream business. We sold that in the late 90s.
[00:02:11] And I started a company called Brand Integrity. And the whole purpose of it was to help organizations do exactly what we did in our business, which was define our values and who we are defined the behaviors on how we how we live it, and then integrate that into the people systems, how we recruit, hire onboard and do recognition of employees. And that's what the heart and soul brand integrity is when we started that business back in 2002.
[00:02:33] I kicked that off and it quickly evolved into a software business because we developed some technology for recognizing employees what has become known as social recognition today. We built the effort platform for recognizing employees other than just using email back in 2005 before anyone had even really even heard of Facebook yet.
[00:02:53] You know, there was an idea of social recognition with the aim upward, but it became something pretty popular these days. But we also measured employee engagement and customer loyalty with this software product that that was built from 2010 in the four or five time frame upto I sold the business in 2018 to Gateway in London. During that time, I as you mentioned, I wrote a couple of books and I started a speaking business about 15 years ago. And I also am an adjunct professor at the Simons School at the U of R at the University of Rochester. I teach in the executive MBA program, a course called Leading Organizational Change. And all those things together have really been what I've been spending my time on and helped me to organize great content that I can deliver from the stage and admire in my books.
[00:03:37] Now that's 20 years and not good work. So let's talk about this all kind of employee engagement. What were some of your takeaways in terms of really what drives engagement? What what are the kind of fundamental factors? And I guess what do people typically get wrong or people kind of focus on the wrong things and you know, why? Why don't they get the results they're hoping to get? What are some of the right ways to do it?
[00:03:59] Bruce, let's let's start with the definition of engaged. Now, what's engaged mean I wrote an entire book on this concept and the simple definition. Someone's engaged if they're both motivated and committed to do what's best for the organization. But that's tricky. It's why we keep seeing these, you know, these reports that two thirds of their employees in our society are not engaged or actively disengaged at work.
[00:04:21] And it's true. The great majority people are not truly motivated and committed to doing what's best for their organization. And that really falls on the shoulders of leaders.
[00:04:30] You know, it comes down. It's a leadership discipline to create the environment where more people will tap into their motivation and become more engaged at work. And so that's what make sure we're on the same on the same page. And what we say engagement is because that can be one it's one of those ubiquitous terms that people just throw around. But it really means you're motivated and committed if are your aged.
[00:04:50] And one minute, if you look at, you know, leadership, you know, as you say, it's really it falls into the lap of leadership in terms of, you know, being able to make this happen. Is this mainly because people haven't leaders haven't set a clear vision? It's because I haven't put the systems in place. I mean, you talk about people systems. What does it really mean from a leadership point of view?
[00:05:07] Well, in most cases, organizations create their core values and then they post them over to paint them on their website. You treat it like it's a communications strategy, which you do have to have really solid communications. However, then it becomes. Managerial discipline. How do we reinforce them in our processes? So are we hiring and selecting people based on our core values?
[00:05:28] Are we doing performance conversations based on I'm in the most powerful of all? My last book, Grave is all about how do we strategically recognize people by capturing and sharing successes in a way that helps link it to our core values and highlight a business result so that it's truly strategic and genuine. So recognition is what is one of the things my clients have been able to show over the last decade and a half. Strategically recognizing people as the number one managerial skill for driving engagement and with our software platform that I was mentioning over the years, we've measured how recognition has correlated to improvements in engagement and improvements in customer loyalty scores, which any of your listeners can know. Those are going to be directly correlated. In most cases, highly engaged employees drive more loyal, engaged customers drive a better scaling up business result.
[00:06:18] Yeah, I was found. You want you want happy customers, you know, create happy employees and they'll make your customers happy. People often don't forget that employees are the ones that actually directly interface with the customers and deliver the service, you know, particularly service based businesses.
[00:06:31] So the important point is I was just saying, Bruce, that Bruce, there's a recipe for success in most organizations are doing it the wrong way.
[00:06:39] They're defining who we are and then they're keeping it like a conceptual language. They're not getting into the how and the why. How do we actually live that behaviorally and why should it matter to you every day, employee? And what can we do to create the environment where you'll be motivated to deliver upon our values, upon our brand of our organization?
[00:06:58] And you mentioned employee recognition. I mean, is this employee of the month put a picture on the wall under the kind of strategy? Or when you say recognition, what how did how does that actually play out? Like what do you suggest or what's your strategy for actually recognizing employees?
[00:07:12] If a company has employee of the month, then I can tell them right out of the gate they're going to say good. Now, if recognition is the is the managerial skill of stopping and paying attention to where success is happening, capturing those moments by telling the specific behavior, linking it to a key result is a key focus area like a core values and a key result and impact area. Those are the three steps that I provided in the Crave book. In the subtitle of the book is You can enhance employee motivation in 10 minutes by Friday, because the reality is, if you can get leaders to spend 10 minutes every week, you strategically recognizing their people for living the values and driving a specific type of business result, you can have profound impact on the engagement level in the workplace. I mean, you saw it when you saw me speak at that conference. You know, there were in fact, remember the event with the one in Atlanta. There were 1000 people in the audience there that were stunned when I stood up there and said my clients have achieved ninety one percent employee engagement on average over the last decade. They're looking at me like they don't believe it. And then when I showed them how 10 minutes by Friday works, all of a sudden you got a lot of believers in the audience because they realize, yeah, if you do demonstrate those three steps to recognition and a week to week basis, it will, of course, drive engagement in the workplace.
[00:08:31] Yeah, I love that concept of you just catching people, doing the right things and just reinforcing that positive behavior.
[00:08:37] So talk us talk us through the Friday challenge and how you actually suggest leaders implement those, because I think this this idea of a habit, the city of doing it regularly, you know, making it something you do every week is really important. Talk us through that.
[00:08:51] Yeah. So so it starts. Let's back up before we get to the habit of 10 minutes by Friday.
[00:08:56] It starts with first understanding why do us humans crave know? What do we actually crave at work? And there's 80 years of research that has been focused in on what causes people to be satisfied and motivated in the workplace. And in my crave, I summarized it into three things we humans. And no matter what level we are in an organization, whether we're at work or even at home, you create three things. Bruce We crave feeling respected. So respect is number one, respect me for who I am and what I do. When you capture and share a success as someone doing the right thing, you're showing them, you respect them. Number two, craving is purpose, not a surprise. We've been hearing a lot about purpose over the years in the workplace. The millennials are so much more of a purpose driven cohort of folks entering the workforce over the last 10, 15, 20 years. Right? Well, look, these millennials aren't the only ones. Everybody has this sense of I want to be having an impact. I want to do meaningful work. It doesn't matter whether you're a boomer generation X. Millennials are now Generation Z coming in. So everybody wants to feel respected. Everyone wants a sense of purpose and meaning. And then third is relationship having a good relationship in particular with my boss. When these cravings are all fulfilled, people are more mode aged. So the recognition is the accelerator when it's done well and you capture the successes. And Sharam following the recipe that I provide in the book in the different ways of doing that, whether it's an online post or an actual handwrote. Notor, God forbid, an in-person conversation, due recognition following the three steps I highlight in the book and that I talked about a moment ago, you're fueling the work environment with what people crave. That's what drives engagement. That's why my clients have landed on Best Places to Work list. Almost 70 percent of them over the last 15 years on a best placed to work list. And it's why they're achieving three times the amount of engagement as their industry peers.
[00:10:45] Yeah, I mean, talk to me about how sort of the type or the style or, you know, kind of the personality or profile of your employees plays under those. Do you do you see that people need to be recognized in different ways based on, you know, their kind of language preferences or how they receive praise? Or do you find that praise is pretty universal in terms of what works, in terms of giving praise?
[00:11:07] Or do you suggest customizing it based on the person?
[00:11:10] You've got to customize it based on the person. But here's what we do know. You know, their search for generations all working together in the workplace now and it's going to go on for an extended period of time like never before. So it's super exciting time. The next decade, we're gonna have boomers, generation X, Millennials, Generation Z. And by the way, the boomers aren't retiring so radically. And so this will stick around. But next, over the next decade and a half, it's going to be unlike anything we've ever experienced before. While there are unique personality and mindset and behavioral differences, for the most part, everybody wants the same things. They want growth opportunities. Good managers that care about them. They want jobs that are suited for their talents and interests. And they all want the same craving of respect, purpose and relationship that we've been talking about. The younger generation tends to want a little bit more of that sense of purpose. Their expectations about a connection and collaboration that happens with technology is a little greater in yes, the younger generations, whether it's millennials or zie coming in, they want and expect more frequent communications. Now, that is the number one differentiator, in my opinion, is the communication, expectations and preference, how I want to be communicated with. But in addition to what I mentioned is the crave method of respect, purpose and relationship, that that's the human condition. We all want it.
[00:12:26] There's one thing that's really interesting that all four generations also agree on, and this was a study that I know this was done by the O.C. Tanner Institute. I get that this is their line of work. But when they went out to thousands of people and asked what causes great work, like what is the one single most important thing your manager or your organization does or could do that would cause you to produce great work? The number one response across all four generations recognize me. People just want to feel like they're making a difference and that they're important and tragically recognizing people, you know, with the method that I've been providing. That's the driver. That's the accelerator of these engagement numbers. There's no other magic formula and it can be done in 10 minutes by Friday if you really care about doing it.
[00:13:14] Talk to me about the relationship side. So, you know, I get that one of the key things that is going to drive engagement is having a good relationship with your with your boss.
[00:13:22] But the person you report into. But how do you actually do that? I mean, from a leadership point of view, what is what does it look like? What do you do to build a good relationship with a direct report?
[00:13:30] That's a great question. And by the way, it's the heart, it's the hardest one to deliver on. And it should be the easiest driving, you think.
[00:13:36] But it's you know, we're talking about a dearth of leadership out there. I mean, the reality is and as I reported in the Crave book, two thirds of the American workforce says they'd take a new boss over a pay raise. And remember that I quote, stay sober.
[00:13:52] Seventy five percent of people say their number one stresses their boss.
[00:13:55] So what do you what is it you got to do in order to demonstrate 10 minutes by Friday? Once you get the concept down in the book, I teach it to, you know, the five steps to making it a habit. So it's become simple and easy and really second nature. But you also have to know what to look for from the stage. Show off and put this in the context of a football game, because even if you're not a big football fan, most people understand the basics, right? Most leaders at least get how it works. I know that if your favorite team is the Buffalo Bills, where I'm at Rochester, New York, and we would finally win a championship right here, 0 4. Exactly.
[00:14:31] You want to win a championship? Well, you've got to score a lot of touchdowns to win championships, right. Because you're not going to win a lot of games unless you're scoring touchdowns in order to win each individual game. You got to get a lot of first downs. You got to move the ball. You've got to control the possession and then score a lot of touchdown. So when you're thinking about what to recognize, people for the first downs are like the every day effort level. When people just do a good job at their job, you should catch that stuff every now and then and recognize it, whether it's a personal note, whether it's mentioning it in an email or doing an online post or sending out an email to the team. Then there's the touchdowns. That's a key result. Maybe the project team or, you know, had a success or maybe someone came up with an innovative idea or a new process improvement. That's a touchdown. Like, yeah, let's capture that moment. Let's make sure everybody knows about it, what it is, who did it.
[00:15:16] Let him feel good about that. And then there's the championships. It's the major accomplishment. It's the milestones maybe. We had a sales goal or a productivity goal or a hit off one of our scaling up metrics, at the end of the day, though, there's those are few and far between. Too many organizations are designing their recognition activity where they're just recognizing championships. Or let's say that's 20 or 30 percent of companies. The other 70 percent, unfortunately, are putting out programs to do the recognition of first downs and touchdowns, but they're not getting their managers to do it. So those are your listeners out there that are here in this state. I guarantee you the great majority are empathizing with this. They're going, yeah, we got a recognition program. We had all the ability to to go online and nominate people or recognize people or give out charge keys or prizes. But getting managers to do it can be like pulling teeth, which is frickin absurd because doing it is a great way to become a better human and a better leader.
[00:16:11] Yeah, it's interesting. I mean, I I get the football analogy and I think that definitely it articulates the need to kind of drive kind of break break down the game and to more kind of granular steps that you can measure and that you can reward that you can recognize against. I think it's hard in business because I think people don't. People don't actually put those metrics in place. I mean, I don't really think about what are your critical numbers at the organizational level, at a department level, at a team level that an individual level, you know. And I think that lacking that, not having those kind of, you know, what is success look like? What does winning look like? Makes it really tough to do the recognition. Because now I'm just dealing with kind of I'm dealing with very kind of nebulous behaviors and actions.
[00:16:50] If I don't have those that data and that structure in place.
[00:16:53] Yeah, I mean, you're you're spot on. And that's one of the things that I've been able to differentiate my entire career on is its focus on the results. Because, look, at the end of the day, you have what I call believers and you got doubters, OK? So doubters, you know, those are the folks that that in the organization they doubt whether just the act of recognizing people is really going to generate results.
[00:17:15] The believers are the ones who totally get it. So you always have to focus on the business results.
[00:17:20] So when I met, when I made a company, you know, it'll be like first first call that I have with it, with this company that wants to do a recognition strategy or a culture change strategy. And sometimes I'll get asked, who do you want on the call?
[00:17:31] Know I say the CEO and the CFO before you even bring in H.R. in marketing. If I have nothing less or nothing else, I mean, then at least give me the CFO, because let's talk about the metrics that matter to the organization. Right. If it's a manufacturing organization. I want to talk about safety incidents that impact your insurance premiums. I want to talk about machine uptime. I want to talk about quality defects. How are those things moving over the years? What are the things you need to be recognizing to improve those results? Because the entire strategy should be based, Bruce, on this idea of recognize what you want to see more of. Now, if now, would you want to see more of. I want to see behaviors that protect quality. Great. Then we should be recognizing those behaviors. If you want to see more of something recognized when you see it, it's common sense. But it's so rarely put into practice in a commonsense way in organizations. But it's focused on the business results. Otherwise those doubters, they can kill any program really quickly because they don't believe it's going to impact results. They feel like it's being forced on them. They Sellafield overworked and underappreciated. So the last thing they want to do at the end of the day is recognize others.
[00:18:38] So those are the reasons why most programs fail. There's a there's a method to the madness of implementing a program that works flawlessly. And it's not rocket science, but there is a process that has to be followed.
[00:18:49] So so walk us through how how do you make this a weekly habit? If I'm a manager with a team with a group of direct reports, how do I make this part of my weekly routine to incorporate catching people, doing the right things in recognizing people for doing doing the things I want more of? How do I make this work on a two week basis?
[00:19:07] I'll give you the five steps there also in the book. But I'll tell you, if you go if people go to Greg liederman dot com and it's GRV, G-G, L.E.D., E-R, MRN dot com, you go to Greg liederman dot com under books click crave and there's a free worksheet right there in the upper right hand corner. You can't miss it. You can click there and you can download the five steps I'm going to cover right now. And it's already pre populated with the best practices for doing the particular habit we're talking about, which is recognizing and sharing successes in 10 minutes by Friday. All right. So again, it's not that I'm just trying to pit my Web site here, but you can go there and get it and just send it out if you want.
[00:19:46] Download this p_d_f_ and I'll put a link in the show notes so people can make sure they get it.
[00:19:50] Yeah, for sure. Send them there to get it in if they wanted. Watch the creative audio summary or get the Soundview book summary. The code is 10 minutes written out 1 0 minutes. But anyway, so you asked about the five steps. This is steps to making any positive habit stick in your life. And you got to do all five or there's truly predictable consequences from skipping a step.
[00:20:12] The first is you've got to change your mind. Like when we're making a habit, that's something that becomes second nature. We have to we have to shift. Thinking how you've got to change our mind, we've got to care enough to want to change the way that we're thinking, speaking or acting. You gotta believe you can, should and will change the way that you act. Right. So that's the first thing is you've got to change your mind. You've got to say, look, man, Wreck-It, it could be something as simple as this. Recognition is a management skill that I should learn. That's a mindset.
[00:20:42] The second step is to create the routines and behaviors. This is this is the nuts and bolts of your habit. I mean, the word habit really implies a repeated action. So here the repeated actions that you're going to take to support your ability to achieve your goal. So, for instance, the number one routine that you've got to put in place is to schedule it, put 10 minutes every Friday morning on your calendar. Did I see a company's success that I can share? That's it. Simple as that. Then number three, you've got to demonstrate willpower because obstacles are going to present themselves and willpower is going to be needed in order to control your attention, your emotions, your desires. So you have to think about what obstacles are going to challenge your willpower and then what actions do you need to take to overcome the obstacles. The beauty of this particular habit ten minutes by Friday, with it recognizing and sharing successes is the same obstacle comes up over and over and over. And so irrational and so easy to fix. The obstacle is I don't have time. That's bullshit. Of course you have time. You and I will figure out a way to waste ten minutes by the time we're done with breakfast tomorrow. Three different ways. So it's absolutely not a time issue, but just scheduling it alone overcomes that obstacle. I don't have time because everybody's got it.
[00:21:58] Everyone just tacked on to it. Everybody's got some sort of weekly thing they do. They put in their time report. They do an expense report, whatever. Just add in 10 minutes to did just think. Did I see our values in action or some sort of a recognizable moment that I could recognize online? Write a personal note, send an email and just follow my three steps for how to do or strategic and genuine recognition. So we got to change. You got to have the right mindset. You've got to have the right routine and behavior. You've got to get over the obstacles. The fourth of the five steps is focus on the benefits. You've got to look for small wins over time to reinforce why you should keep doing this. Otherwise, you'll always come up with excuses and why you shouldn't do your habit. So you got to pay attention to both personal benefits and business benefits. So on the personal side, you just feel like a better leader who's few in the work environment with what people crave on the business side. Those benefits should be around the quality improvements or the increased customer loyalty scores or the employee turnover decreases. The business actual monetized benefits. Yeah, and then then the fifth step process and the most important, the one that everybody wants to skip. And if they do, as I said earlier, predictable consequences.
[00:23:07] You've got to track your effort daily. And what I mean by that is download a habit tracking app on your phone. Every smartphone, whether it's Android or Apple Store App Store has tons of these these apps just download any habit tracking app. They're mostly free in all, but they allow you to type in a habit into your phone that you want to track. How many days a week do you want to track it? I would do it every workday and then have it pop up and ask you the question. Did I try to spot a success and share it? That's it. If that pops up each day. So you work Monday through Friday, have it pop up at 5 o'clock every day. Bam. Before I leave the office, did I try yes or no? If you do this tracking exercise, I guarantee my listeners and my readers that they'll get better if they've got the mindset and routines in there. And they do this two to three seconds a day. That's all it takes. Two to three seconds. Did I try? Yes or no? Not did I do it? Did it? Because if they try if they actually think about whether they tried their rewiring their brain, just the act of doing the tracking, no guarantee people they'll get better. All those steps can help you change any behavior in your life.
[00:24:16] So I'm curious, I know this is something I used to do back in my company was managing my team.
[00:24:21] And every week I had a sheet. And I had everyone, all the team members names. And I had three columns and had sort of date and time situation. I had the observable behavior that I saw and the positive impact it made. And I kind of gamified this process where I started out the week with a blank sheet. By the end of the week, I had to I had to capture something for everyone. So it's like every day I kind of looked at it and thought, OK, well, I got a missing for these three people. And so it got me focused on. It was a game. I was like, how can I capture them doing something right so I can put it in the sheets at the end of the week. I had filled out and then I would message them or I'd sit down with them and put it as part of my weekly. But it's a great way to kind of turn this into a game and get you tuned to looking for it, because I think that's part of the issue as you're wired naturally to sort of see problems, not successes. And I think that if you can retune your mind a little bit or retain your perception in your observation to be thinking about what are the positive things I'm seeing, can I capture them being specific date time? What did they actually do? Why it was beneficial and then have that conversation. I found it was a really great way of.
[00:25:19] Approaching now, there's no question about it. I've used these five step by step process to put a dozen that have different behaviors or habits, if you will, to work in my life.
[00:25:28] And in my opinion, it's been the number one driver of my ability to to attract the right talent to my team that helped us build and sell the last company brand integrity. It's been what? That was the driving force between all three of the books.
[00:25:41] You know, it's what helped me to do what I do from the stage has been it. And most importantly, Bruce. It's the process that's helped me to become the father and husband.
[00:25:49] I always things that just just act with my wife and kids based on little things that I do, that I use this very habbit building process to make sure that I was consistently connecting with them.
[00:26:01] So important. And this stuff does bleed over into all parts of your life. So that's good. That's it. Absolutely.
[00:26:06] So tell me a little bit more. You mentioned this, the multigenerational kind of focus that you're finding now in the workplace and how that's kind of driving these issues and this whole kind of engagement and recognition and stuff. Tell me more about that and then tell me about what you're doing with the liederman on leadership. You were mentioning some of the programs you're putting together, your focus for 2020. Tell us what's in store for next year.
[00:26:26] Yeah. So my speech called Generational Agility is going to most definitely be my next book. And that's it's a term that I coined with the idea that generational agility is something, a set series of skill sets that leaders need to have in order to be able to communicate effectively within and across the generations. So whether you're a boomer generation X millennials and I tell you Generation Z come in, in 70 million of them, they're going to be the most fascinating and energetic generation we've ever seen. But to lead where no matter which cohort you're in to lead, you've got to have certain skill sets around getting the right knowledge. You've got to be curious and be good listeners and enable to mentor and be mentored. A skill set around recognition, which we've been talking about being strategic. Following the three steps of that I shared with you, I tell the action, link it to a focus area and in connecting it to results. So that's got to be a skill set. And then and then communicating the skills of communicating in optimal ways, using the right channels, the right influence, doing it in a way that's inspiring performance as opposed to demanding compliance. That's what generational agility is all about. I'm finding that it is the number one hottest topic from my audiences and companies that call me about wanting to to implement what I call the living the brand system inside their organizations. They're all struggling with holy cow, we got generational divide happening in our organization.
[00:27:51] Yeah, and I see it even not only with a new organization, but between organizations like we work with a couple different companies who have a high weighting on one one generation and they serve or they generally work with clients and customers that are of another generation. And that becomes a problem, too. It's like if you don't really understand the differences and the drivers of this other generation going both ways, that can lead to a lot of miscommunication and a lot of friction. So I think this whole generational, you know, intergenerational communication is going to be a huge topic going forward.
[00:28:19] Yeah, absolutely. Absolutely. And one of the ways I'm going to get great content out to people is I'm committing I've been thinking about doing this for years and finally committing to starting in January.
[00:28:29] Every other week, I'm going to send out to the people that are in my network a snack able bite, sackable bite of an insight or a technique or an idea that helps you become a better leader and human, both at work or at home. When I say a snorkel, by the I mean some video that's probably anywhere from one to three minutes long. The community is called liederman on leadership. And it's again, it's going to launch in. I'm going to do my first my first vlog is most likely going to be in later on in December. But I'm really kick starting this thing in January and again, twice a month for those that subscribe.
[00:29:03] You can go right to GregLederman.com and subscribe for it in. Hopefully those are gonna be educational, insightful, humorous at times.
[00:29:10] A little edgy, I would imagine if pending on my mood I like anything on the topic, but there are just so many things that I've learned from my clients and from my teammates, you know, brand integrity and then reward Gateway, who acquired us so much that I've learned over the years. And one thing I've always been good at is taking copious notes. So I've got I've got some great ideas to share and I'm looking forward to get them out there.
[00:29:33] That's great. Thank you for doing that. Yes, I would highly recommend anyone listen to the podcast. Go check those out. Sign up for that. If you're a leader in a service based business, you know, all these things become so much more important because, you know, all of your value is is being delivered through your people. And if you don't have that piece figured out, if you don't, the people's system, if you don't have the engagement there is gonna make it really difficult to grow and scale the business. So great insight, Greg. Again, the best way to get that information. Give us the oral one more time.
[00:29:58] It's GregLederman.com. It's right on the home page. You can write it in a scroll right down. You can see the all you need is an email in a name to become a member of the community.
[00:30:11] Perfect. I'm all. Oh, no. Make sure that you are all in the show notes so people can click through. Greg, this has been great. Thank you so much for taking the time. I really enjoy it. I appreciate it.
[00:30:19] Bruce, this was fun to do, and any time you want to connect again in the future, just let me know. This was a ball.
[00:30:25] You've been listening to Scaling up Services with Business Coach, Bruce Eckfeldt. To find a full list of podcast episodes, download the tools and worksheets and access other great content, visit the website at scalingupservices.com and don’t forget to sign up for the free newsletter at scalingupservices.com/newsletter.