Transformational Leadership: From the Insight Out
Sep 21, 2026 · 39 min · 13 segments
**About Bryan Elliott** Bryan Elliott is a professional engineer, serial entrepreneur, and holder of multiple technological patents. He is the founder and CEO of FLō Energy Solutions, a 27-year…
Bryan ElliottGuestPete CafarchioHostSteve ChuaHostSo first, starting with you, you had your first approach, which was still performance-based and, and, and overlaying, uh, certain controls on that.
But, um, during that, what was the hardest part of all that for you? Like in the, in that change process,
the, uh, I mean, some of the things that, um, I enjoyed doing and I was good at, I had to stop doing it.
Uh, you know, as a CEO, not the most effective use of my time, but you know, I loved innovation and I love getting in with the teams, but the problem is I was the one that spearheaded most patents.
But, um, so I think learning to say no to things that, that, um, you could do actually fairly well.
But what I recognize is those that are designed for those areas specifically that are fully focused can do it a heck of a lot better than, than I did.
Um, when it was, I had been running the company at that time for, um, you know, 16 years-ish, 17 years.
But what happened was the, I'd made a goal during that 360 evaluation time that I was gonna get my, at that time I was fully consumed by flow, 100% of my time, but it was almost all in the business, busy work, reactive work.
And, and so I wanted to try to get to a point where I could get to about 40% on the business, 60% in the business.
And what was amazing is within just over a year, I actually became 80% of my time on the business and 20% of my time in the business, which was fantastic.
So Brian, I, I know exactly what you're talking about, but maybe not all the listeners do the difference between in the business and on the business.
Yeah, so the, I mean, like I said, involved in every department, involved in department meetings, involved in way too many decisions.
So first, starting with you, you had your first approach, which was still performance-based and, and, and overlaying, uh, certain controls on that.
But, um, during that, what was the hardest part of all that for you? Like in the, in that change process,
the, uh, I mean, some of the things that, um, I enjoyed doing and I was good at, I had to stop doing it.
Uh, you know, as a CEO, not the most effective use of my time, but you know, I loved innovation and I love getting in with the teams, but the problem is I was the one that spearheaded most patents.
But, um, so I think learning to say no to things that, that, um, you could do actually fairly well.
But what I recognize is those that are designed for those areas specifically that are fully focused can do it a heck of a lot better than, than I did.
Um, when it was, I had been running the company at that time for, um, you know, 16 years-ish, 17 years.
But what happened was the, I'd made a goal during that 360 evaluation time that I was gonna get my, at that time I was fully consumed by flow, 100% of my time, but it was almost all in the business, busy work, reactive work.
And, and so I wanted to try to get to a point where I could get to about 40% on the business, 60% in the business.
And what was amazing is within just over a year, I actually became 80% of my time on the business and 20% of my time in the business, which was fantastic.
So Brian, I, I know exactly what you're talking about, but maybe not all the listeners do the difference between in the business and on the business.
Yeah, so the, I mean, like I said, involved in every department, involved in department meetings, involved in way too many decisions.
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