Mar 17, 2021
Paul Casey:
Now, what are the 20% of targets that will let you 80% of results
if you were to focus a disproportionate amount of time on those 20%
tasks?
Speaker 2:
Raising the water level of leadership in the Tri-Cities of Eastern
Washington, it's the Tri-Cities Influencer Podcast. Welcome to the
TCI podcast, where local leadership and self-leadership expert,
Paul Casey, interviews local CEOs, entrepreneurs, and non-profit
executives to hear how they lead themselves and their teams so we
can all benefit from their wisdom and experience. Here's your host,
Paul Casey, of Growing Forward Services, coaching and equipping
individuals and teams to spark breakthrough success.
Paul Casey:
It's a great day to grow forward. Thanks for joining me for today's
episode with Tom Fletcher. Tom is the assistant manager for the
waste treatment plant, and Tom does everything with gusto. So Tom,
what's unusual about that?
Tom Fletcher:
So I often get teased by the wife and many family members that I'm
either 100% in or 100% out. And when I came into and I was walking
through the house at night and that's no different, walking through
the house at night and missed the step. I have tiled floor; you
know if you're on the tile you're safe. Well, guess what? My foot
stepped on the opposite side of the wall and smashed my face right
into the wall, blood going down.
Paul Casey:
Oh, no, no.
Tom Fletcher:
The wife comes out and laughs at me and says, "What are you doing?
Don't you put your hands out in front of you?" I said, "No, I was
walking." So I do everything with 100% in or 100% out.
Paul Casey:
And that's why we're interviewing you today, Tom. Well, we'll dive
in after checking in with our Tri-City Influencer sponsor.
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Paul Casey:
Well, Tom, great that you are here. I'm doing a little bit of
coaching for your organization and got to meet you through that
process. And just our brief conversation made me want to interview
you, because I think we're kindred spirits on the whole leadership
stuff. And so, let's let our listeners get to know you. So what are
some career highlights that have led you to where you are
today?
Tom Fletcher:
So I got master's and bachelor's in civil engineering from WSU, go
cougs, grew up in a family of construction businesses. So I've been
in the field since I was little but knew that that wasn't my career
path. So I went to work for the US Army Corps of Engineers, and in
2006 decided I would make a change and actually transferred to DOE.
And from there it's been a whirl, and I think I've held seven
positions in the last-
Paul Casey:
Wow.
Tom Fletcher:
... 11, 12, 13 years. Was the deputy manager of regional
operations, and just about three years ago was asked to come back
and bring the waste treatment plant online. Right now we're headed
towards 2023 for the first creation of glass. So got a lot of work
to do, but that's where we're headed.
Paul Casey:
Awesome. And why do you love what you do?
Tom Fletcher:
A couple of different things. One of the things that I love doing
is to give back to the great nation. It's my way of giving back,
working for the federal service. But it's also, I get to have fun
doing it. And there's something about building a $16 billion
facility that you don't often get an opportunity to go do. And the
magnitude, the challenges, all of those are rewarding and fun at
the same time.
Paul Casey:
Yeah, I was just doing that last week. No, just kidding. You're
right, that is a rare opportunity to be able to put on your resume.
Well, staying in one strength zone at work multiplies your
influence, you probably believe that as well. So how do you add the
most value to your organization and to the teams that you get to
lead?
Tom Fletcher:
So one of the things that I've done a lot through my career is
really building the team. Putting the right people in the right
seat of the school bus is critical in delivering of a project. You
don't put the kid that trips everybody in the front seat, you put
them towards the back. So when I build up a team, it starts with
building a clear vision, delivering that clear vision, building a
critical mass within the team, supporting that clear vision, and
then delivering on results. And as long as you can bring those
three together, the sky's the limit. And I've created my career
based on basically those three premises of clear vision, building
the critical mass within the team to support that vision and then
going and delivering on our word. And that's how I pretty much came
to where I've been at this point in time.
Paul Casey:
Where did you learn that, Tom? Did it come from resources? Did you
have a mentor maybe that taught you that? Or did you come up with
that on your own?
Tom Fletcher:
So a couple of different things. One, I do a lot of reading. I grew
up in a family, as I said, that we were taught early that nothing
in life is given and everything is earned, or is given or deserved
and everything is earned. So, that started off at an early age.
I've been working in the field of construction since I was probably
10 or 12 years old with my dad and family members, two of the
family businesses. So, that was the starting of it. But a lot of it
comes down to mentors and coaches. I've had a lot of mentors and
coaches. I'm lucky to have my brother who built businesses on
supporting building businesses and supporting people grow. So
having a brutal, honest voice that I get to bounce things off of
that comes free when he normally charges a lot is excellent as
well.
Paul Casey:
Well, on the flip side, leaders have to be self-aware of their
weaknesses. So what is your favorite "Way to sabotage
yourself?"
Tom Fletcher:
So one of the things that I want to touch on here, and this is
really about defeating the lesser self. I have a philosophy, and
this is built around my brother and my brother's concept as well.
You have a heroic self, and you have a lesser self, and the lesser
self is that little person on your shoulder, always sitting there
telling you to rationalize things away, removing accountability.
And I've spent a lot of time making sure I recognize who that is
and what it is, and it's me. So the lesser self is just another
side of me. And understanding what that means to me and what his
triggers are, usually starts with words like, it can be done
tomorrow, or there's a future day for that.
Tom Fletcher:
But for me, it's, being an A type personality, active listening.
It's always that little guy saying, jump in there. You know we are
going to tell you. And not actually letting the other people
provide their perspective, the teammates that truly are the ones
that are delivering the mission and truly often have the best
answers. Getting all of that information on the table before you're
making the decision has been critical and probably my weakest
aspect, but it's been something I've worked hard on over the past
10 years.
Paul Casey:
You mentioned about rationalizing, and I think our brains do have
the unlimited capacity to rationalize. If you had an employee who
was a "rationalizer," we've probably all been there in our lives,
what advice would you give them?
Tom Fletcher:
Know oneself. A lot of us have someday syndrome. Someday we'll
start that, tomorrow's a good day, and that never stops. It's,
someday we'll do that. Just over 18 months ago, I was challenged,
and again, by my brother, to get back in shape. I'd let business
take over for seven plus years and my body got out of shape. And
now 18 months later, I'm 60 pounds lighter and in the best shape
I've-
Paul Casey:
Wow.
Tom Fletcher:
... physically been in my life, because some day is now today. And
it's taking that accountability, again, 100% in or 100% out. And I
have watched many statistics, and I'm a huge tracker and I watched
my cholesterol keep growing, I watched my shoes get further and
further away. And I took no action until I took that challenge. And
once the challenge happened, it's been 530 days since I've missed a
workout.
Paul Casey:
Wow, fantastic.
Tom Fletcher:
But it's about knowing yourself and knowing those weaknesses. And
then once you go in, just make it a part of your day, make it a
part of you.
Paul Casey:
Yeah. You can't dabble in it, you've got to fully commit, all in.
Well, you mentioned about active listening, which is one of the
best leadership skills you could probably have. How do you remind
yourself to actively listen? Because you are a driver and you said
you're type A, go, go, go, but you've learned along the way. You
said that before you make a decision, you've got to listen. How do
you remind yourself of that?
Tom Fletcher:
I think part of it comes to educating your team. And it's two
pieces. One, educating the team that you need to know the bottom
line upfront. So as a leader, I make sure my team knows, give me
the bottom line and then provide me the details. I'll listen to the
details, but if you start with the details and I don't know where
I'm ending at or what the punchline is, man, that takes me a long
time. So I've taught my team ... and this is true throughout life.
If you look at the different types of personalities ... I've done a
lot of reading and training on personality types. If you start with
the bottom line, provide the analytical data and the facts that
support it and then provide the connection from an emotional
standpoint of how it makes us feel or how it improves us, you cover
the entire suite in that order.
Tom Fletcher:
And the amount of patience people have or normally have is in that
order, if you look at it from a personality type. So that is a way
to communicate and something that I've learned works very
effectively, both vertically, horizontally and down. If you
communicate in that style, because you grab that bottom line up
front, you gather the facts for those analytical thinkers and then
those that are emotional based, they really want to understand
what's in it for me. And if you connect that at the end, they'll
stay there the longest, because they're really there about the
emotional piece and they don't want to cut you off because they
want to make you feel that good.
Paul Casey:
I love that. And I heard that's an acronym. Bottom line up front is
BLUF, right?
Tom Fletcher:
Yeah.
Paul Casey:
So you got to call your bluff.
Tom Fletcher:
Yup.
Paul Casey:
And I love that you hit each one of the personality styles with
that approach. Sounds like that'd be a good email too.
Tom Fletcher:
It is.
Paul Casey:
Just hit it up because some people want to read the first paragraph
anyways, but then those that are going to hang with you need some
of that other information.
Tom Fletcher:
Absolutely.
Paul Casey:
Yeah, it's great for vision casting. So Tri-City Influencer
listeners, bottom line up front, then the analytical info, and then
the emotional why, and you'll probably catch everybody. Well,
rarely do we achieve our highest potential by ourselves. So Tom,
who keeps you accountable and energized to getting your
professional and personal goals accomplished?
Tom Fletcher:
So as you guys probably can tell, my energy level is high all the
time. Again, I'm 100% in when I go in and that's just me as a
person, my personality type. But I will tell you, I have a
beautiful wife and two beautiful daughters that support me
unconditionally, whether it's in my career, at home, whatever
craziness I try to get them into. And a lot of time it's at the
expense of personal time with them, because again, I got high
energy, high expectation on my career side, the house as well. But
in addition to the family, I have a whole host of mentors. I've
been lucky enough that many of my mentors started off as paid
mentors and the relationship and friendships, which I can't stress
enough the importance of relationship and friendship that I've
built with those people over time.
Tom Fletcher:
Now I can pick up the phone without the paycheck that goes along
with it and have that conversation about, hey, what do you think
about this? Or what do you think about that? I have my brother,
which is another awesome resource for me, and the team that my
brother works with. And so, it's been a great, I'll say,
interaction. But at the bottom line, for me, it really comes down
to making sure that we as a human or organizations, only our
organisms, only have a couple of things that we can control
entirely within ourselves. One is our integrity ... for me, these
are my two large ones, my integrity and my word. And I will protect
those at all costs, and those drive my behavior. So if I've
committed to something and it takes me 24 hours or 48 hours
straight of work, I'm going to meet my deliverable.
Tom Fletcher:
But that's just me, and that's something that I think it comes down
to. You got to know what your value is, what your commitment style
is. But one of the things I would tell you is, make the commitment
publicly. Nothing makes it more important than putting a date on a
piece of paper or putting a date in Facebook or putting a date in
something that's public. When you're going to get questioned by
those people that are out there that says, did you do it? And you
don't want to say, no. That's a bad answer as a leader. No is not
the right answer.
Paul Casey:
Yeah. I heard the other day, you're 78% more likely to accomplish
your goals if you declare it out loud. I mean, that is some great
odds.
Tom Fletcher:
Yeah.
Paul Casey:
So publicly share that with somebody or put it out there on social
media. And you don't want to have that egg on your face.
Tom Fletcher:
No.
Paul Casey:
You want to get that done. I love how you said you've almost turned
your mentors into friends over the years. And I think we all need
people that we can hit up for advice, or as a sounding board along
the way. I call them the A team. Accountability, teamwork,
encouragement, asking for help and motivation, that's your A team.
We've got to have those people in our life. And that's so cool you
got so many that you could turn to. You mentioned your family, and
before we turned on the recording, you talked about it blurs your
style, work-life integration. Talk a little bit more about
that.
Tom Fletcher:
Yeah. So I'm a person that I work and live one life. I don't have a
work life; I don't have a home ... they blur together. I'm lucky
that my wife is willing to let me do this because I'm not sure ...
I don't know if I could do it any other way. So I often go to work
a little later in the morning because I want to spend some time at
home with the kids in the morning, get them off to school. I've had
the ability throughout my career to be able to pretty much meet
every one of their games. But on the flip side of that, work
doesn't stop when I left the office. So I don't have a 9:00 to 5:00
job. I could, but that's not my style. I respond to emails
throughout the entirety of the day.
Tom Fletcher:
I work throughout the entirety of the day, whether I'm home when
it's a Saturday and Sunday. If one of my teammates have emailed me
or sent me a note, it doesn't stop me from jumping on the phone. I
do try to hold a couple hours each evening dear to my family. But
from a big picture, it's really just one life. And tried and we
talked a lot about work-life balance, and you think about that in a
scale, you always are giving up on one or the other.
Paul Casey:
Right.
Tom Fletcher:
And with integration, some days, some weeks, it's going to be
higher on the work side and some weeks it's going to be higher on
the family side. And that work-life balance, or that work-life
integration, it'll all level out at the end. And you're not trying
to truly give one thing for another. And often it creates, like I
said, two different lives, a work life and a home life. I just, I
don't do it.
Paul Casey:
My wife calls me the blur, I just sort of fly. So when you say it
blurs together, I totally get that. So replenishment has to be
important too, to stay at this high level of capacity that you
have. What do you do to manage stress?
Tom Fletcher:
This is a weird one for me, because most people think I'm not human
in this case, because I really don't get stressed. I probably have
one of the highest stress jobs, I've had one of the highest stress
jobs that you could possibly have. I've went through major
litigations, multiple major litigations, I've went through very
emotional events from a workforce standpoint, but I really don't
have stress. I mean, I do the best I physically can do and at the
end of the day I know I've done the best I physically can do, and
that's good. I mean, to take home energy or negativity or to even
have it at work, that doesn't have a positive outcome or event
that's caused by it, why? So I don't do things that don't add
value. And if it's all in, all out, stress is one of those all outs
for me. I can't figure out the value of it, other than, we all have
it in the background. I mean, yeah, it's there, but I don't really
feel it.
Paul Casey:
Sure.
Tom Fletcher:
But again, it's that work-life integration that I think is part of
the reason I don't have that field, because it really does flow. It
doesn't come in as one giant peak. And yeah, I get 50 deliverables
a week that weren't planned, on a Monday, that disrupt my whole
week. And I could be stressed over, or I could just go and say,
okay, how's the best way to tackle them and prioritize the order,
and just go crank down the list.
Paul Casey:
Right. Yeah. And stress is just stress. And I think what you're
talking about is your response to it. And you're not viewing it
negatively, you're viewing it as like, man, this is just an energy
giver for me.
Tom Fletcher:
It really is. It's not really a planisher, it's really just, hey, I
got to go tackle the projects or the action in front of me.
Paul Casey:
Yeah. If we continue to view stress negatively, that's when we get
to burn out. So if you can have a positive view of stress, you
won't get there. Love that. Well, before we enter our next question
on hiring and people development with Tom, a shout out to our
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Paul Casey:
So Tom, hiring and people development is crucial for leadership. If
you could clone the ideal employee for your organization, what
traits would that person have?
Tom Fletcher:
A growth mindset. And that is one that wants to learn, doesn't
believe a failure is a failure and really believes it's an
opportunity. We have a motto in my organization and something that
I've lived by failure today is an opportunity for success tomorrow
as long as we learn from it. Is driven and is a self-starter. I can
teach, we can teach anybody a skill. It's really hard to teach
somebody something that, in most cases, all three of those are
contained within. And if you think about some of the great growth
mindset people, or some of the great fixed mindset people on the
opposite spectrum that just truly believe everything, great growth
mindset would be Michael Jordan, right?
Paul Casey:
Mm-hmm (affirmative).
Tom Fletcher:
There's always a way to get better.
Paul Casey:
Yep.
Tom Fletcher:
And I can see the tennis player's name that throws his racket.
Paul Casey:
McEnroe.
Tom Fletcher:
McEnroe. Great fixed mindset. There's nothing that I did wrong,
it's everybody else's fault. It's that guy in the stadium that made
him sneeze, right?
Paul Casey:
That's right.
Tom Fletcher:
So that mindset, and it's been proven, and that's just something
that's been shown, that if you have that growth mindset where your
mind is about, okay, how do I fix that or how do I get better? I
can try to get you there, but that's probably the biggest thing for
me. And then driven and self-starter, because the sky's the limit,
no matter what level of the organization you're going. And if you
have those three, you can learn the rest.
Paul Casey:
Mm-hmm (affirmative). Say that quote again about ... what you said
was, "Failure today is an opportunity for success tomorrow." Is
that the quote?
Tom Fletcher:
Yeah. Failure today is an opportunity for success tomorrow, as long
as you learn from it.
Paul Casey:
As long as you learn from it. Great words, TC Influencers. We love
the self-starter thing too. I've been really reflecting on that.
What separates a leader from a follower or at least an influencer
is that initiative. That self-starter. If you're looking for a
potential leader in your organization, look for those that kick it
in gear on their own without any prodding from anybody else. Well,
I've had emerging leaders tell me that they want to grow in
thinking strategically, Tom. So what tips would you give on how to
look at that big picture, that vision for greater long-term impact?
How can people get better at that?
Tom Fletcher:
So, know where you want to go. If you're looking three months out,
four months out, six months out, you're going to fail to start
with. Most of us, and I've had the opportunity and my wife's
business is now what, five years in the making. And we started her
business, knowing that we had a five to seven-year plan before we
thought she'd become truly profitable. I mean, that's just
something you got to know. You got to know that you're in,
especially with a business, if you're building a business, you're
in up to five to seven years before you're going to be a truly
profitable business. Or that amount of cash that needs to go in to
support building the business actually starts coming out in the
positive terms. And if you can't see that end point of where you
want to be and you think today's going to be cash day, I challenge
you to think longer. You got to know and be real with yourself,
that long-term vision there. The only thing I would tell you is,
don't get stuck on the starting gates. Perfection is the enemy of
good enough.
Paul Casey:
Yes.
Tom Fletcher:
I tell my team all the time, we know where our destination is and a
destination is a point on the journey, so that's one of our goals
along where we're ultimately headed. But we're going to leave the
starting line, not knowing exactly how to get there. And through
metrics and measurement, we're going to self-correct or mitigate
risk, another way to look at it, through time, such that we're
going to leave. And we may take two or three jogs, but at the end
of the point, end of the time, we're going to make it to our
destination. And guess what? We don't get to stop there, because
the day we stop is the day we start going backwards in life.
Paul Casey:
Yes.
Tom Fletcher:
Because somebody else did not stop.
Paul Casey:
That's right.
Tom Fletcher:
So it really is about taking that long-term vision, knowing that
destination three, five, seven years in advance. Now, you can have
some intermediate steps along, those goals, and you need to track
metrics to measure those goals.
Paul Casey:
Yes.
Tom Fletcher:
Right? What's measured is delivered and what's not is forgotten,
for lack of better words.
Paul Casey:
Yeah.
Tom Fletcher:
So I would just challenge you to think big. Don't have pride and
rigidity. Too many people write a plan and say, this is where I'm
going to go. Well, guess what? 27 things happened between here and
where you thought you were going to go that you need to be adapt
and flexible too. And if you're willing to be adaptable and
flexible, the sky's the limit. And I'll give you an example from my
wife's business. My wife creates cake toppers. When the pandemic
hit, how many cake toppers do you think were coming into our
business, which just turned profitable this year?
Tom Fletcher:
Her business just turned profitable this year. Not many. We went
from over a couple of five to $600 a day to less than $50 a day. So
we quickly looked at the potential and we landed this year with the
largest year of the year, because we started developing face masks
and stuff to support the pandemic that we're currently in. You have
to be flexible; you have to be willing to grab that next product
line. Yes, did it cost money? Absolutely. But at the end of the
day, in all these major changes is opportunity and you just got to
be willing to grab it. Isn't that scary?
Paul Casey:
Yeah. Well, quick shout out to your wife's business. Do you have a
website that we can-
Tom Fletcher:
She's actually on Etsy, Christy's Custom Vinyl.
Paul Casey:
Okay.
Tom Fletcher:
Is her shop, but she does a lot of cake toppers and cake wedding
products.
Paul Casey:
Fantastic. Well, that reminds me of Seth Godin's book, Poke the
Box, where he just says, "Put something into play, ship it." He
kept saying. And then you can iterate off that later. But as
adults, we get more and more reserved and we get risk averse and we
don't put it into play because we think it has to be perfect. But
like you said, we got to be flexible. If we're rigid with it, we're
in trouble. Also, like how you said, think bigger. We sometimes set
goals that just by the normal course of things were just going to
get done. I always tell employees, stretch, put a stretch goal
down, think a little bit bigger. If you shoot for the moon, you're
going to end up at the stars.
Tom Fletcher:
Yeah.
Paul Casey:
So that's at the macro level, let's go to micro level. What small
acts of leadership, Tom, if done daily, make a positive difference
in the lives of people and their teams?
Tom Fletcher:
Communication, communication, communication, and just keep hitting
repeat. And I think the other piece of that is positive reward
recognition where it's deserved. And I make that very clear, if you
say thank you to everyone, thank you means nothing. So you need to
make sure, as a leader, especially if you're the top leader or at
the top of your organization, that your thank yous are visible, but
also reserved for those areas that truly are those A performances.
If all your C performers are getting the same thank you that your A
performers are [crosstalk 00:25:51], you have just trivialized your
A performers.
Paul Casey:
Yup.
Tom Fletcher:
And it's okay that the C performer does an A job and gets that
credit when it's done. But you have to give credit where credit is
due, and it has to be in a razor manner that is truly rewarding and
meaningful. The other thing I would tell you is, make sure you know
how your employees want to be recognized.
Paul Casey:
Yes.
Tom Fletcher:
If you take a very strong introvert and you go put them up ...
bring them up in front of a stage and deliver them a grand award,
they are going to want to sink as far down into their seat as they
physically could. So, recognize people how they want to be
recognized. That would be my other one.
Paul Casey:
Do you think that goes to performance reviews too, Tom? Like,
rating? You can't give everybody the exceeds, exceeds performance
review, right? Do you think it also plays out there too?
Tom Fletcher:
My biggest pet peeve in life, rating everybody equal. And I'm not
trying to put a differentiation, but when you look at an array of
people, we have a bell curve distribution, no matter what anybody
tells me. There are people on the lower end, there's people on the
high end and the masses in the middle. And so when you look at it,
we have that distribution as you look at the vast majority of
organizations. There are a few that skew one way or the other,
depending on their structure and depending on how they style. But
we have to be brutally honest with our teammates in order to help
them grow. If we're not, we're giving them a disservice and we're
doing ourselves a disservice because we're allowing subpar products
to be the standard. So you have to be able to have the hard
conversations to truly push the team, to give them their feedback.
I don't ever wait. Yeah, we have feedback twice a year, plus end of
your performance. That's nonsense. When you see something that they
can improve on, give them the feedback.
Paul Casey:
Yeah.
Tom Fletcher:
And as long as you start with what we talked about earlier about
the growth mindset, they want that feedback.
Paul Casey:
Mm-hmm (affirmative).
Tom Fletcher:
They want to know, how do they improve? Very rarely do I go ... I
mean, I do have presentations all the time and it doesn't matter
whose ... if they're willing to give me feedback, I'm asking for
it.
Paul Casey:
Oh yeah.
Tom Fletcher:
Because it could be something small or just a small tweak that
truly makes a difference and I make a better connection to the
audience I'm talking about, so.
Paul Casey:
Yeah, real-time feedback is so crucial. Like you said, the once,
twice a year kind of thing, it's doing your people a disservice
because they can course correct if we give it to them sooner than
to wait for the once-a-year thing and then it's, oh, surprise.
Tom Fletcher:
And you have disempowered employees when you do that.
Paul Casey:
Indeed. Indeed. And I like how you said that it's the motive behind
that, it's the high performers. If you just pull everybody up to
this rating that everybody gets, it really de-motivates the high
performers. If one of our Tri-City Influencer listeners asked you
two to three books or resources they must read in order to grow
their leadership skills, where would you point them?
Tom Fletcher:
So I have a whole library of books.
Paul Casey:
Yes.
Tom Fletcher:
But if I was to put a couple on the list, I think, and I've talked
about this a little bit, growth and fixed mindset. Mindset by Carol
Dweck is an excellent book, it really talks about the growth of
fixed mindset and gives great examples. And then Good to Great by
Jim Collins. Another great book where you talk about getting the
flywheel, the 5,000-pound flywheel going. And once it gets going
... it's really hard to get started, kind of the same idea of a
business thinking long-term. But once that thing creates rotational
mass and starts moving, it takes a little energy to make it keep
going faster. But as soon as you don't put energy into it, it is
slowing down and therefore you're going the wrong direction and
somebody's passing you. So I think those are probably the two great
books. But honestly, anything that you want to gain knowledge in,
just read.
Tom Fletcher:
I tried to read 30 to 50 pages the other day. I tried to make that
part of my day, reading 30 or 50 pages a day. And it doesn't matter
what it's in. I mean, it really doesn't, as long as it's in an area
of improvement you want to go after. I read a lot of books that
some would go, what, why is that? But it's just leadership styles.
Whether it's a book on autobiography for Amazon, Jeff Bezos or any
of those. They each have nuggets in them. And are you going to read
the whole book and you get something out of the whole book? No. But
there's nuggets in every book that you can learn from. One thing I
will say is, find a way to actually know how to go back and find
that information in your book.
Paul Casey:
Mm-hmm (affirmative).
Tom Fletcher:
If you don't have a good way of tabbing or a good way of note
taking or highlighting or whatever works for you, categorizing, to
actually go back and recall and reflect on those words, six, 12, 18
months later, you hurt yourself a little bit when you're reading
books. I always write mine; I highlight those critical ones and
then I write on the edge of the book itself on the margin, my note
that I want to capture or the thought I want to come back to. But
just find a way that works for you.
Paul Casey:
That's a great method. I read 46 books last year on leadership,
personal growth. That's why I think we're like-minded in that. And
yeah, I try to highlight, and then I go back and journal through.
So I get really three reads on a book and then it imprints in my
brain a little bit more than just reading it and then it's gone. So
Tri-Cities Influencer listeners, whether that's a seminar or a
conference you go to, when you get to go back to conferences, or
whether it's any kind of resource or even meeting with your mentor,
take good notes because you want to capture that stuff. And put
something into play within 72 hours, share it with somebody, write
it, do something, or we start to lose it, and then all that
professional growth opportunity slips away. Well, finally, Tom,
what advice would you give to new leaders or anyone who wants to
keep growing and gaining more influence?
Tom Fletcher:
Be true to yourself. I think you've heard me say this multiple
times. I'm the same person at home as I am at work. As soon as we
try to divide ourselves or make ourselves have different
personalities, you're not going to be true to yourself. So many
people try to fit in a box because there's a paycheck or a pay
increase that goes along with it. But if it's not the right spot
for you, don't take it. Money is just an object, it's not what
defines us. And be true to yourself in that process. Keep moving
forward, no matter what is in front of you. Yes, you're going to
get knocked backwards in life and in business and in developing or
growing. But no matter what adversities, challenge, you keep moving
forward. That'd be my main thing. It takes determination, grit, and
just pure brute force at times to overcome those challenges.
Tom Fletcher:
So I would just say, keep going. You talked a minute ago about
documentation, one of the things I work hard about is documented
approach. So whatever we do, whether it's a process at the business
at home or a process at work, I try to document it such that I'm
improving on it. So rather than trying to relive, okay, how do I go
do that? Well, I've got a documented approach. I go back to my
piece of paper. That's what we did last time. Let's see, what do we
do this time? Was it better or worse? And keep iterating on that.
And that approach just keeps getting better and better through
time, the more times you use it.
Paul Casey:
Yeah. Anything we're doing is worth evaluating for sure. And so,
yes, be yourself, Tri-Cities Influencer listeners. It's the best
way to have executive presence if you're trying to go for that
goal, because you're not trying to fake it, you are trying to be
your unique self. Well, Tom, how can our listeners get in touch
with you if they wanted to follow up?
Tom Fletcher:
Yeah. This is the part that I ... I'm probably the worst at social
media in the world. Social media and I are like evil enemies. But I
am on LinkedIn and Facebook. If you do send me a note, I do look at
those and will respond. Just don't expect it overnight.
Paul Casey:
Because the driver is on his path, achieving great things.
Tom Fletcher:
I look at them every couple of days. They pop up. What really gets
me is those little stupid bubbles that have numbers in them that
drive me absolutely crazy as a human.
Paul Casey:
Well, thanks again for all you do to make the Tri-Cities a great
place and keep leading well. Let me wrap up our podcast today with
a leadership resource to recommend, the book I'm in the middle of
right now called the 12 Week Year, by Brian Moran. The 12 Week
Year. It's trying to help you get more done in 12 weeks than other
people do in 12 months. So if you're a productivity junkie like I
am, you're going to like this book because it's giving yourself
tighter deadlines than just your annual goals. Those annual goals
seem so far off and we just procrastinate saying, hey, I got time.
And then November and December come, and all of a sudden, we've got
some pressure to ramp up. But by breaking your year into 12-week
years, you're going to have that little bit of pressure to get
things done more often.
Paul Casey:
Again, this is Paul Casey. I want to thank my guest, Tom Fletcher,
from the waste treatment plant for being here today on the
Tri-Cities Influencer Podcast. And we want to thank our TCI sponsor
and invite you to support them. We appreciate you making this
possible so we can collaborate to help inspire leaders in our
community. Finally, one more leadership tidbit for the road to help
you make a difference in your circle of influence, it's from Zig
Ziglar. He says, "Outstanding people have one thing in common, an
absolute sense of mission." Till next time, KGF, keep growing
forward.
Speaker 2:
Thank you to our listeners for tuning into today's show. Paul Casey
is on a mission to add value to leaders by providing practical
tools and strategies that reduce stress in their lives and on their
teams, so that they can enjoy life and leadership and experience
their key desired results. If you'd like more help from Paul in
your leadership development, connect with him at
growingforwardatpaulcasey.org for a consultation that could help
you move past your current challenges and create the strategy for
growing your life or your team or group. Paul would also like to
help you restore your sanity to your crazy schedule and getting
your priorities done every day by offering you his free control my
calendar checklist. Go to ww.takebackmycalendar.com for that
productivity tool, or open a text message to 72000 and type the
word grow.
Paul Casey:
The Tri-Cities Influencer Podcast was recorded at Fuse SPC by Bill
Wagner of Safe Strategies.