What tips, tricks, ideas do you have to like help a leader know the answer to that question? Like, where should my priorities be? What is working on the business versus in the business? Like, how do I identify that?

Well, what I, what I found is the, the best leaders are the most self-aware leaders.

And as I was telling you before we started recording, one of the tools that I really love, it's called the Six Types of Working Genius.

And Pat Lincione, he wrote Five Dysfunctions of a Team.

That's the latest tool.

But that helps a leader.

It's the quickest way I've found for someone to become self-aware about how they're wired.

If we go back to like, what are, I mean, like, what are some simple signs that I'm doing stuff that's, you know, that I shouldn't be doing, right? That I'm the bottleneck.

But this is the work you're doing now, but I just want to start with When did you realize or when did you experience that in your manufacturing career that was it you getting more work that didn't energize you and you realize that this is maybe the right space or was it you working with other people?

Yeah, Trevor, let me give a little bit more detail about the six types of working genius.

As you said, it's by Patrick Lincione and the Table Group.

It's outstanding.

I became a certified working genius facilitator several years ago and just love the model because it's It's all about how people are wired to do work.

It's not a personality assessment, which a lot of times we use those and those are great.

But what it's about is about getting work done, which is what business is all about.

here.

and bringing that back to the one-on-ones how do let me rephrase that a lot of business owners a lot of managers don't know how to have a one-on-one So do you teach your, do you coach your customers on how to give or how to engage in a successful one-on-one? Because, you know, I've been in one-on-ones where it's, you know, it was my boss doing nothing but talking down to me and others where he just sat there and it's like, I don't know when to stop because I'm getting no reaction from you.

Yes.

So this idea of having a one-on-one meeting is an art and a science and a skill all in itself.

But some of the simple places to start, and you've already named a couple of them, but one that I find the easiest thing to do is actually schedule them.

It's amazing.

I had an experience with a coworker who told me that he hadn't met his new he had a new boss come in and he hadn't met his new boss in person or on a team's call directly for months after he started.

And he described the way that that made him feel.

And that's where I think that the egos start, you know, causing the distrust.

So can you kind of go back in that moment and think about what you were feeling and then what really influenced the decision you ultimately made?

Yeah, there's so many feelings that get involved with that.

And as I said, I look back and there were multiple examples.

And I'll share the easiest one to talk about.

And this was when I was brand new.

I was in college.

I was working in a welding shop at a university because I grew up in a welding shop.

Have you seen that happen?

So what could a business owner do in that scenario when they start noticing, noticing some shifts?

Yeah.

One of the best things is to start with a conversation.

So being able to have a, a simple conversation about what have you done this week that you've enjoyed? What have you done this week that you haven't enjoyed? And when possible, you can...

Those are some simple, some simple adjustments that you can make.

And an example, I'll give you a quick story.

The, uh, one of the books that, the tools that I use is called The 6 Types of Working Genius.

You mentioned projects, and so as leaders, at what point do you think or how would they know it's time for me to let them be creative and execute, right? So you're leading with the vision or whatever it is you're doing, but at what point can I say, "Okay, go, fly, make it happen"?

I'd love to just, you know, learn a bit more about that and how this kind of, you know, manifested in your in your own experience.

Yeah, it's interesting to see how it kind of emerged for me.

Because if you look at how I grew my career, so I went to Kansas State University, was an electrical engineer.

As I said, I grew up in a welding shop around equipment.

It seemed like a dream job, which it kind of was.

I got to go to work for Caterpillar as a co-op student.

So I was in the systems and controls research group, worked on high-accuracy GPS.

key individuals that really are the glue that potentially are on this verge of burnout, unbeknownst to me, right? So what would you say to that person that is maybe in that frame of mind right now?