Ep33 Make Your Client A Hero | Elise Mitchell

that's awesome yeah that i think that is an entrepreneurial thing right we want to be in control of our life it's one of the reasons why we end up leading running starting businesses and yeah we get very focused on the destination and not so much on the journey itself and i think that's One of the things that I'm very interested in is company culture.

How does the culture that you're building in an organization eventually create the brand that you're trying to create or fail to create that brand? And as a destination leader, you're focused on whatever that goal is.

Maybe it's a number that you're trying to hit or it's a...

some other target that you're trying to get to.

And I'm wondering when you're chasing that goal, when you're chasing growth or whatever it is, what's the cost that you see in the organization? Something that isn't reflected in that number, in the scoreboard, in the way that you're chasing that destination.

I love that you use the analogy of a scoreboard because I think we all have a scoreboard.

Usually in our careers, I've sort of adopted an idea of how I want to have more of a scoreboard for my life where work is just a part of it.

And there are many other things that you want to track and invest in in order to live a fuller life.

But when you think about that scoreboard in a work setting, I agree with you.

Culture is really important here because it is tempting sometimes to have more of the performance-based culture, which to me rewards the what but not the how.

So as long as you accomplish the goal or hit the number, I don't really care how you get there.

And that's a conscious decision you could make.

It never worked for me because I really did care about the how.

And it took us some time before we actually began to really define our values as a company and really allow that to guide us.

But if you don't do this because you asked about the cost, I think one of the things you have to really think seriously about is, okay, if I tell people, you know, hit this number and I don't really care how you get there, you tend to empower what I call cultural scoundrels, right? which is my sort of back of the napkin term for people who might be very high performing, like they're getting results, but they're terrible people.

Nobody wants to work with them.

They undermine your culture.

They do things they really shouldn't do.

And they tend to become this sort of toxic person.

They are toxic to your culture.

They begin to seep all over other people.

And I

had a few of those periodically, learned a lot from those experiences.

What I have to tell my clients now is you want to exit those people as quickly as you can because chances are this is not really where they want to be either.

There may be a better home for them than in your company.

that's awesome yeah that i think that is an entrepreneurial thing right we want to be in control of our life it's one of the reasons why we end up leading running starting businesses and yeah we get very focused on the destination and not so much on the journey itself and i think that's One of the things that I'm very interested in is company culture.

How does the culture that you're building in an organization eventually create the brand that you're trying to create or fail to create that brand? And as a destination leader, you're focused on whatever that goal is.

Maybe it's a number that you're trying to hit or it's a...

some other target that you're trying to get to.

And I'm wondering when you're chasing that goal, when you're chasing growth or whatever it is, what's the cost that you see in the organization? Something that isn't reflected in that number, in the scoreboard, in the way that you're chasing that destination.

I love that you use the analogy of a scoreboard because I think we all have a scoreboard.

Usually in our careers, I've sort of adopted an idea of how I want to have more of a scoreboard for my life where work is just a part of it.

And there are many other things that you want to track and invest in in order to live a fuller life.

But when you think about that scoreboard in a work setting, I agree with you.

Culture is really important here because it is tempting sometimes to have more of the performance-based culture, which to me rewards the what but not the how.

So as long as you accomplish the goal or hit the number, I don't really care how you get there.

And that's a conscious decision you could make.

It never worked for me because I really did care about the how.

And it took us some time before we actually began to really define our values as a company and really allow that to guide us.

But if you don't do this because you asked about the cost, I think one of the things you have to really think seriously about is, okay, if I tell people, you know, hit this number and I don't really care how you get there, you tend to empower what I call cultural scoundrels, right? which is my sort of back of the napkin term for people who might be very high performing, like they're getting results, but they're terrible people.

Nobody wants to work with them.

They undermine your culture.

They do things they really shouldn't do.

And they tend to become this sort of toxic person.

They are toxic to your culture.

They begin to seep all over other people.

And I

had a few of those periodically, learned a lot from those experiences.

What I have to tell my clients now is you want to exit those people as quickly as you can because chances are this is not really where they want to be either.

There may be a better home for them than in your company.