Episode 1616
The Switched-On CEO – Steven Falk part 2
The Switched-On CEO –
Steven Falk part 2
Join Pastor Bob Thibodeau as he delves into the insightful world of leadership with Steven Falk, author of "Switched On CEO." This episode highlights the importance of effective communication and the concept of the three-lane highway in fostering better information sharing and collaboration. Steven shares his expertise on avoiding confrontational interactions, emphasizing the need for leaders to navigate conversations with care and intention. Listeners will learn valuable strategies for handling difficult conversations while maintaining a culture of trust and openness. With humor and practical examples, this discussion not only addresses leadership challenges but also equips listeners with tools to enhance their communication skills and team dynamics.
Takeaways:
- The importance of fostering connections in leadership can greatly enhance communication and decision-making.
- Using humor strategically can break down barriers and create a more engaged team environment.
- Difficult conversations require preparation and a focus on creating an open atmosphere.
- To avoid miscommunication, leaders should embrace a three-lane highway approach to discussions.
- Establishing trust is essential before diving into substantive topics in any conversation.
- Being vulnerable and approachable as a leader can lead to greater team cohesion and trust.
CONTACT INFORMATION:
Email: sfalk@switchbackos.com
Website: https://www.switchbackos.com/
Book: “The Switched-On CEO: How to Think Like a World Class Leader?”– on Amazon
_____________________________________________
Check Out These Amazing Links
Pastor Bob "HIGHLY" recommends "Captivate.FM" as YOUR podcast host! They have a lot of very helpful features (and more all the time) - and NO CHARGE for the features or upgrades!
ModernIQs is a sponsor of the Kingdom Cross Roads Podcast Newsletter: Transform your creative workflow with ModernIQs! Explore AI-powered tools for content creation, from smart question generators to automated blog writers. Streamline and create with ease! Go to ModernIQs.com for more information!
Grow your faith and your business with The Faith-Based Business Newsletter! Get practical tips, biblical insights, and strategies for success. Subscribe at FaithBasedBiz.Substack.com and tune in to the podcast at FaithBasedBusinessPodcast.com!
Dive deep into biblical prophecy with Revelation Warning! Explore end-times insights, scriptural truths, and what they mean for today. Start your journey at RevelationWarning.com.
Ready to share your faith and grow your business? Join FaithCaster Academy! Learn to create impactful podcasts that amplify your message. Start today at FaithCasterAcademy.com
Transcript
Welcome to the Kingdom Crossroads podcast with Pastor Bob Thibodeau.
Speaker A:Pastor Bob conducts personal interviews with Christian influencers from around the globe, helping Christian authors, recording artists, CEOs, entrepreneurs, non profit leaders, and yes, pastors and ministry leaders to get the word out about what they are doing to impact the world with the gospel.
Speaker A:Our podcast has been rated in the top 1/2% of all podcasts in the world by ListenNotes.com so you know your message will be heard.
Speaker A:Now here is your host with today's interview, Pastor Bob Thibodeau.
Speaker B:Hello everyone everywhere.
Speaker B:Pastor Bob Thibodeau here.
Speaker B:Welcome to the Kingdom Crossroads podcast.
Speaker B:Today we're so blessed you're joining us for part two and the conclusion, a great interview with our guest Stephen Falk, author of the Switched on CEO.
Speaker B:And folks, if you missed any, and I am being absolutely honest here, if you missed any of the preceding episode in part one, you need to go back and catch up.
Speaker B:He covers so much great information.
Speaker B:You just got to go back and listen.
Speaker B:That's all I can.
Speaker B:He was reading Pastor Bob like a book.
Speaker B:As I was reading his book, I could tell he is reading Pastor Bob like a book.
Speaker B:Hey man, it is that good.
Speaker B:Go back to part one.
Speaker B:Catch up if you missed it because we're jumping right in the conclusion of this interview in part two right now.
Speaker B:You know, as I was going through your book, I absolutely loved the concept of the three lane highway.
Speaker C:All right.
Speaker B:Because in your book, you know, I started to adapt that almost immediately after reading it with my assistance and stuff that I have now.
Speaker B:And in your explanation of this, you mentioned the military.
Speaker B:And as we said before the recording started, that was basically the environment that I didn't grow up in a military family, but I matured and you know, the beginning phase of my adult life was in the military.
Speaker B:So I guess you could say that that was the environment that I grew up in, at least mentally anyway.
Speaker B:And it's where I learned about leadership and responsibility and all that.
Speaker B:And as I was going through your book, I could identify some of the issues with how I was, according to your book, taught wrong.
Speaker B:Okay.
Speaker B:I mean, for example, I might need information for a report I was working on and I had tasked that out to a subordinate to research and get back to me with.
Speaker B:And, and when I was preparing to the materials to work on, you know, I just walk as a sergeant something like, you know, hey Sergeant Jones, you get that information I need yet?
Speaker B:You know, and you know, you're laughing, but that's, you know, the military, you know I asked you to get it.
Speaker B:Did you get it?
Speaker B:Yes or no?
Speaker B:It's a, it's not a discussion.
Speaker B:It's a yes or no answer type thing.
Speaker B:Right.
Speaker B:That according to your book, might be considered confrontational.
Speaker C:Maybe even a bit of a keyboard where you're.
Speaker C:If this three lane highway is a lot of traffic flowing on, you've actually caused an accident.
Speaker C:Like a neurological, relational accident.
Speaker C:And when you pull away from that cubicle, they're like rolling their eyes going, bob, oh yeah, what a jerk.
Speaker C:And you're not a jerk.
Speaker B:That's what I would do when they come in at me.
Speaker C:It just meant that you just what, in our world, you just skipped a lane.
Speaker C:You didn't merge through the lanes to get to what you needed to get to.
Speaker B:Yeah.
Speaker B:Well, explain the importance of this concept and how it can be used to help foster greater information sharing.
Speaker B:Really, without putting anyone on the defense.
Speaker C:Sure.
Speaker C:So let's, let's grab Wildfire for a second.
Speaker C:Right.
Speaker C:And so they have a briefing every complex fire.
Speaker C:So there's 400 people standing at 7 o'clock in the morning waiting for their briefing.
Speaker C:And the briefing's like 15 minutes.
Speaker C:And so there is no time for fluff.
Speaker C:There really isn't.
Speaker C:So they go through ops, they go through communications, they go through weather, they go through all the different.
Speaker C:Each person gets a little soundbite.
Speaker C:So it'd be very easy just to skip all the three lane highway protocols and just deliver the message.
Speaker C:But you know what?
Speaker C:If they do, that fire will be ranked very low on the level of engagement around.
Speaker C:There'll be mistakes made.
Speaker C:So literally, this is how hard it is for like an instant commander on a fire.
Speaker C:To use our model, they would show up at 7:00 in the morning or 6:30.
Speaker C:Depends on when the sun's rising.
Speaker C:Say, okay, let's get out of the gator.
Speaker C:Thank you very much for being here today.
Speaker C:Okay.
Speaker C:Two ducks and a deer walk into a bar.
Speaker C:But you're thinking that's no different than what a hypnotist does on the stage.
Speaker C:They're, they're capturing people's attention and in a random way.
Speaker C:And, and it takes like two ducks in a bar and two ducks and a deer walk into a bar.
Speaker C:Wait one steamboat and then the duck said the bars, the deer said, done.
Speaker C:What's happened?
Speaker C:You've now taken 350 people that are just came off a text with their family or just looked at their crypto account or just are wondering, wow, why am I so hungover like, or feeling Their store.
Speaker C:Like they're all over the map.
Speaker C:Right.
Speaker C:You don't have any team standing there.
Speaker C:And with one stupid joke in lane one, you've now gathered everybody together and then from there they go.
Speaker C:Okay, let's go, let's go to weather.
Speaker C:Okay, weather, what do you got for us?
Speaker C:Awesome.
Speaker C:What do you got from comms?
Speaker C:Okay, what do you got from our, from our stakeholders?
Speaker C:What do you got from this?
Speaker C:Okay, so what's the aerial plan for today?
Speaker C:Great.
Speaker C:What's the.
Speaker C:Everyone have a great day.
Speaker C:Oh, wait, just before you go.
Speaker C:So two rabbits were talking to each other.
Speaker C:It sounds so dumb, but you're actually merging into the transactional information and you're merging out.
Speaker C:If they would be taking feedback, AAR review of that fire or what do you think of this incident commander?
Speaker C:They'll go five star review.
Speaker C:Best commander in the world.
Speaker C:He's just loved.
Speaker C:I just felt energy all the entire 60 days in the.
Speaker C:Why Some stupid opening and closing joke.
Speaker C:So as much as it sounds basic, it's skipped by most CEOs.
Speaker B:Yeah, yeah.
Speaker C:Again, the risk management is like, oh, you know, I wouldn't want to show that, you know, the vulnerability of telling a joke.
Speaker B:Yeah, yeah.
Speaker B:And you know, going back to the military side, I've been in these briefings where, you know, we got a new mission order coming out.
Speaker B: nit leaders report up here at: Speaker B:And we're sitting there like, yeah, well, you know, how's everything going?
Speaker B:And you know, how's family?
Speaker B:You've been talking to everything.
Speaker B:And then the Colonel walks in, everybody shuts up, goes, all right, here's what we got, you know, and yeah, boom, straight into it.
Speaker B:Yep.
Speaker B:Any questions?
Speaker B:I move out.
Speaker B:Make it happen.
Speaker C:I, I had, I did an experiment at where switchback is integrated into, into agency administrator training for interagency wildland fire.
Speaker C:So it's a five day training that happens every year in Santa Fe.
Speaker C:It's amazing.
Speaker C:So there's like 18 speakers that fly in and do their thing.
Speaker C:And then, then switchback is like drip fed throughout the whole process where we do some training, but we do also interpret what's going on.
Speaker C:We close out the day.
Speaker C:And, and so day one, it's like, okay, so switch back.
Speaker C:You're gonna see on the agendas, throw out his whole thing.
Speaker C:So I'm not sure how to introduce some Stephen folk.
Speaker C:So he's in the back there.
Speaker C:So, Steve, why don't you just get.
Speaker C:Why don't you just get it going right?
Speaker C:So I'm already mic'd up, and now I have this opportunity to bond with 100 people in the room in the next 30 seconds.
Speaker C:So I could say, well, you know, two ducks and a deer walked into the bar, but I'm not there yet because they don't know me yet.
Speaker C:So I just go.
Speaker C:I turned my mic go, okay, this is gonna be awkward, but has anyone wanted to hug a Canadian and never had the opportunity?
Speaker C:I started walking to the front of the room, going through all the tables.
Speaker C:Men and women started popping up out of their seats like Montana men with belt buckles and rang their jeans go, well, I've never hugged a Canadian.
Speaker C:Well, I've never hugged a Canadian.
Speaker C:And so hug, hug, hug, hug.
Speaker C:I get, like, eight hugs.
Speaker C:By the time I get to the front, the room's mine.
Speaker C:The room is mine.
Speaker C:It's like, how.
Speaker C:How simple yet how strategic that one act was.
Speaker C:And what you're communicating is, I'm not a robot.
Speaker C:You're a human.
Speaker C:I'm a human.
Speaker C:We're gonna.
Speaker C:We're gonna talk about some deadly serious stuff like reducing fatalities and injuries on fires because of our mindset.
Speaker C:But in the meantime, let's make a connection.
Speaker B:Amen.
Speaker B:Amen.
Speaker B:Amen.
Speaker B:And that.
Speaker B:That's awesome.
Speaker B:I might have to use that one.
Speaker C:And then equal amount of people.
Speaker C:People yelling from the back room, you're never gonna hug me.
Speaker C:And then I'm like, oh, would you rather, like, have a little smooch on the neck?
Speaker C:And they're like.
Speaker B:And.
Speaker B:And out of all the speakers that day, they went back and told the story about that one.
Speaker C:100, 100.
Speaker B:Amen.
Speaker C:Amen.
Speaker C:Yes.
Speaker C:So how.
Speaker C:As.
Speaker C:As leaders, how do we.
Speaker C:How do we use neuroscience and some system systems thinking around communication just to leverage, you know, the.
Speaker C:A connection with people.
Speaker B:Yeah, yeah.
Speaker B:And keeping them from taking that defensive posture of, like, okay, what's he got to say?
Speaker B:Type thing.
Speaker C:You'll never crack this nut, you know?
Speaker B:Oh, yeah.
Speaker B:You can see it from the stage, too.
Speaker B:You can see everybody.
Speaker B:When somebody get all the arms go cross, they lean back in their seat, you know.
Speaker C:Hey, Bob, you know, one of my favorite things to do if I'm in a bigger room like that is.
Speaker C:Is and there's multiple speakers, I'll flip the room.
Speaker C:Because, like, switchback.
Speaker C:We don't use PowerPoint or anything like that.
Speaker C:We just.
Speaker C:I just use flip chart paper, and I just need a flat wall lighting on the wall to make it Happen.
Speaker C:So.
Speaker C:Okay.
Speaker C:Okay.
Speaker C:Stephen Falk is now doing.
Speaker C:It'll be doing the next hour, switchback.
Speaker C:And I'll get up and say, yeah, everyone stand up, stretch your backs a bit.
Speaker C:Oh, by the way, turn your chairs around.
Speaker C:We're gonna be working from the back of the room.
Speaker C:And all those back room dudes are like, well, I hate this training.
Speaker C:I can't believe we're having to sit in this, in this room for two days.
Speaker C:Both like, what?
Speaker C:They're now front row seats again.
Speaker C:It's like, it's.
Speaker C:It looks like I'm just being cheeky or.
Speaker C:But it's so strategic because at the end of the day, we, as a company, we've decided who do we need to love the most?
Speaker C:It's the late adopters.
Speaker C:It's the Resistors.
Speaker B:Yeah.
Speaker C:And so how do we reach them?
Speaker C:Well, they're in the back of the room in the shadows.
Speaker B:Yep.
Speaker C:And so when, when.
Speaker C:And we're not intimidated by those, those people.
Speaker C:We're fascinated.
Speaker C:We actually literally love them.
Speaker C:Right.
Speaker B:Amen.
Speaker C:And so when you flip a room, all of a sudden they're your front row audience and they're like, okay, bring it on there, Stevie boy.
Speaker C:What have you got for us?
Speaker B:That's awesome.
Speaker B:That is awesome.
Speaker C:That's.
Speaker B:Man, I'm glad I'm recording this because I'm going to be using some of this stuff.
Speaker C:Oh, yeah, by the way, it's all trademarks, so.
Speaker C:No, I'm just kidding.
Speaker B:Well, you mentioned when I was talking about some of the things I was doing in the military about a T bone crash on a three lane highway.
Speaker B:Now we talked about the merging in the three lane.
Speaker B:So explain that T bone crash syndrome and what it's all about and how to avoid it.
Speaker C:Sure.
Speaker C:So you can T bone probably in the two most common crashes.
Speaker C:The first one is what we described already, where you just come in, no hellos, no fist bump, no eye contact.
Speaker C:In fact, you don't even look up from your screen.
Speaker C:You start communicating to someone that's walked into your office and you just go straight to the transactional daily business that is actually.
Speaker C:That's.
Speaker C:Or if you're the one that's actually trying to get intel from somebody, you don't, you're not emerging.
Speaker C:You just go straight to the what do I need?
Speaker C:What are the facts?
Speaker C:And, and people say, well, we don't have time for that.
Speaker C:And it's silly to, to, you know, meander around the, in on the, you know, on the pleasantries, but it really isn't there's.
Speaker C:Really good science behind it.
Speaker C:So that's the first debunk.
Speaker C:The second T bone is the people that all thought that they wanted to be a counselor, but they never became one.
Speaker C:And so without even like building trust or the appropriate location or time, they just go, so Bob, you're being married for what was it, 40s?
Speaker C:How many years?
Speaker C:Tell me about a fight that you've had in the last year that really rattled you to the core.
Speaker C:You're like, hold on there, buddy.
Speaker C:Hey, you know, you, that's a no, that's a go zone.
Speaker C:But not now and not you.
Speaker C:And, and so there, those are the two classic T bones, people that just go straight to, to the daily business and people that jump over all the regular trust building processes and they want to get personal intel from people.
Speaker C:And, and the second one, they're, they're well intentioned, but they're, but they're being idiots.
Speaker B:Yeah, amen.
Speaker B:Amen.
Speaker C:And I mean I get confronted that that way sometimes.
Speaker C:Even in the lobby of the church is a dangerous place.
Speaker C:People come with their big old eyes after church going, so Steve, how's it going?
Speaker C:And they're like, easy, easy, easy.
Speaker C:We haven't spoken for a month, we barely know each other.
Speaker C:I'm not going to tell you about, you know, cash flow issues in my company.
Speaker C:Like, it's like.
Speaker B:Yeah, I heard you were speaking at that conference in San Jose.
Speaker B:How much did you make?
Speaker B:You know.
Speaker C:Oh, that's a perfect example.
Speaker C:That's a perfect example.
Speaker C:Yeah.
Speaker C:And you know, people, that's.
Speaker C:That basically unpack that three lane highway and they see for the first time they go totally busted.
Speaker C:Especially the T boners that go to the lane three.
Speaker C:And because they're good intentioned, their hearts are right, they just, they just have never seen the progressive science of.
Speaker C:You start with small talk, you go to the daily business, you go to stuff that matters more, you go back to daily business, go back to small talk.
Speaker C:And that's the natural flow of building trust and team.
Speaker B:Amen.
Speaker C:The minute.
Speaker B:That's why.
Speaker C:One, two, three.
Speaker B:That's why I said, yeah, that's why I said, you know the example I gave about walking into the office with the sergeant, you know.
Speaker A:Yeah.
Speaker B:And because, and when we, before the recording started, I told you, where were you 40 years ago when I could have used this stuff?
Speaker C:I've had grown, grown.
Speaker C:Typically men punch me on their shoulder and say, where were you like 20 years ago?
Speaker C:And I wouldn't have screwed up my kids.
Speaker B:You know, and being in leadership though, Isn't always, you know.
Speaker B:Well, sometimes I wonder why anybody want.
Speaker A:To be in leadership.
Speaker B:But there's always, always going to be those, let's just say, quote unquote difficult conversations that you outline in your book that that will need to take place with subordinates from time to time.
Speaker B:And you outline a method that after I read it it just makes complete sense and I wish I'd have known about this again 40 years ago, but you just kind of outlined it a second ago.
Speaker B:Explain how to handle those difficult conversations.
Speaker C:Well, again, what.
Speaker C:Thanks for asking but there's I, I always think of it like.
Speaker C:Remember I was a family therapist that drew pictures and so when I think about a difficult conversation it's always going to be this.
Speaker C:You're going to lean towards two sides.
Speaker C:You're either going to be too passive and not have it or you're going to have it in a very unempowered way as a leader or you're going to be too aggressive and just come through the be a bull in the china shop.
Speaker C:Those are the two defaults.
Speaker C:So there's something in the middle that's sweet.
Speaker C:But in order for it to be sweet I think you need to create a, it's called in anthropological terms it's not a closed system, it's not a chaotic system, it's an open flexible system.
Speaker C:Meaning a closed system is where you can't get in because it's completely closed.
Speaker C:A chaotically open system is there's too much inputs and outputs, there's not enough boundaries on the system.
Speaker C:So with a difficult conversation you have to visualize it that this person needs pre warning.
Speaker C:They need time to have their adrenaline spike and have a drain and maybe even sleep on it before they have the next opportunity to talk.
Speaker C:You want to eat the elephant one bite at a time and then you need to have a really good opening and close.
Speaker C:So it's almost like the three lane highway where, where let's say you need to have a difficult conversation, Bob, with one of your employees and you say okay, here it is.
Speaker C:You say tomorrow at 2:00 in the afternoon, I'd like to sit down with you for about 20 minutes.
Speaker C:And this is the topic we're having accounting differences of opinion.
Speaker C:Like our accounting isn't making sense and so we need to look at this and particularly with this one client.
Speaker C:So now you get in context, you put the topic into it and say, and say.
Speaker C:And this.
Speaker C:We're not.
Speaker C:Our company is not about blaming our country.
Speaker C:Our company is about learning like what is It.
Speaker C:Is it a system failure?
Speaker C:Is it a character failure?
Speaker C:Like, where's the problem?
Speaker C:We don't know right now, but you and I, we're going to sit down tomorrow at 2.
Speaker C:We spent 20 minutes looking at it.
Speaker C:More than likely we're not going to figure it out in those 20 minutes, but we're going to get the ball going.
Speaker C:Are you good with that?
Speaker C:And they go, I'm good with that.
Speaker C:And for sure you'll leave their office and they'll have a rush of adrenaline.
Speaker C:They go, bob's blaming me, thinks I'm stealing from the company.
Speaker C:I'm no good.
Speaker C:I don't have what it takes.
Speaker C:I hate this company anyways.
Speaker C:They'll have all those back brain operating system responses, but within 24 hours, that's all drained out.
Speaker C:They maybe even talk to their spouse at home and they say, yeah, you should do your homework.
Speaker C:Figure this out what happened in September with accounting, with that client.
Speaker C:So then when you sit down and you go through, you're not going to say two ducks in the ear.
Speaker C:You know, you're not starting with a joke, but you're maybe starting with a handshake or maybe saying, hey, can I get you a drink of water?
Speaker C:Then you sit down together.
Speaker C:Lane one, you establish like that piece.
Speaker C:Lane two is.
Speaker C:Is that business as usual.
Speaker C:But now you're going to have an opportunity to have what's called Lane three tickets show up.
Speaker C:So they're going to say, oh, yeah, I am.
Speaker C:You know, the truth is, I didn't reconcile last month with that client.
Speaker C:I was just swamped.
Speaker C:Like, my mom got sick and remember, I took those four days off and went back to Boston and dealt with her and came back and I.
Speaker C:I just need to confess, I kind of winged it.
Speaker C:Oh, okay.
Speaker C:But Lane three gave you the intel as to why.
Speaker C:I'm not saying it's not an excuse or if they stole from you, they probably need to be let go.
Speaker C:Like, there's, like, there's consequences to bad things that happen in life.
Speaker C:However, that little bit intel of a sick mom in Boston and the fact that they kind of winged it so they closed the month off without actually reconciling the bank and the books.
Speaker C:And as a result, that client was wacky.
Speaker C:And I know I'm just making up an example right now, but.
Speaker C:And then.
Speaker C:And then you go to, okay, so the power of success is team, and people can change.
Speaker C:Say, okay, so what do we need to do?
Speaker C:Do we need to, you know, bench strength your department a bit more so that other people can you know, close off the month better, you know, if you're not available?
Speaker C:Like what's, what's our solution?
Speaker C:Work towards solution.
Speaker C:Maybe do a bit of a check in the whole time.
Speaker C:Here's the weird thing.
Speaker C:Whole time you're never asking how are you feeling?
Speaker C:It's more like how are you thinking?
Speaker B:Yeah.
Speaker C:Because feeling will go directly into blaming you or self pity to themselves.
Speaker C:And wait a second, that's a back brain.
Speaker C:Typically an exaggerated response in the heat of the moment.
Speaker B:Yeah.
Speaker C:You want to keep it in that metacognition area which is thinking about our thoughts, thinking about our systems.
Speaker C:I know it sounds mechanical, but it's amazing.
Speaker B:Amen.
Speaker C:To keep it in that zone to find resolution.
Speaker B:That's awesome.
Speaker B:That's awesome.
Speaker C:Nobody ever questions whether a CEO is smart.
Speaker C:They're all going to be smart.
Speaker B:Supposed to be.
Speaker B:Yeah.
Speaker C:No, but they are.
Speaker C:You don't get to that spot without being smart.
Speaker C:You don't get to be a leader without being smart.
Speaker C:The question is whether you are a fascinated now with the people side of your job.
Speaker B:Yeah.
Speaker C:And whether you're willing to tool up into that world.
Speaker C:That's, that's it.
Speaker C:And for that all of us need to take a giant dose of humility.
Speaker C:Because the tools that got us to this new role are not necessarily the tools or the mindset that's going to help this role flourish.
Speaker C:You are no longer a technical expert.
Speaker C:Now you're an expert of people.
Speaker B:Yeah.
Speaker B:Amen.
Speaker C:I've seen fantastic examples of that transition by the way.
Speaker C:Some people just crush it.
Speaker B:And others.
Speaker C:Don'T and others don't.
Speaker C:I remember we worked with a, with a Crown Corporation in Australia enforced during Wildland Fire.
Speaker C:And that CEO, he was like the finance guy, pretty, pretty quiet.
Speaker C:Quiet and non confrontational.
Speaker C:But he recognized I, I need to be that guy that people come to.
Speaker C:So he, when he got his office, he designed it as a place where people could visit.
Speaker C:He made himself a commitment.
Speaker C:He said, I am not going to sit at my desk when someone comes in the room.
Speaker C:And then here it is, ready.
Speaker C:He told himself this.
Speaker C:Distractions are now my primary job.
Speaker C:So someone says, hey Steve, you got a minute?
Speaker C:Hey Bob, you got a minute?
Speaker C:In his mind he says, absolutely.
Speaker C:You are my primary job.
Speaker C:Me like working on my presentation for the board.
Speaker C:That's a secondary piece of homework that I do kind of on my own time.
Speaker C:But listening to people and hearing them out.
Speaker C:And of course you have to have great boundaries.
Speaker C:You say absolutely.
Speaker C:I've got seven minutes.
Speaker C:Come sit down.
Speaker C:I'll Even set my clock because I do have a meeting at three.
Speaker C:So the goal kick, seven minutes.
Speaker C:Do we have time for a joke?
Speaker C:Maybe not.
Speaker C:Okay, so tell me what's up.
Speaker C:See, that alone is a joke.
Speaker C:Just saying that.
Speaker B:Yeah.
Speaker B:Amen.
Speaker B:That's right.
Speaker C:Then you lean forward and say, what do you have for me?
Speaker C:Say, oh, man, this ranger district is just like, we're under the pump.
Speaker C:Things are not going great.
Speaker C:We had did a community meeting and went totally south.
Speaker C:We basically had people throwing fireballs at us at the community meeting.
Speaker C:It's like, well, I'm not sure.
Speaker C:I might even lose my chief forester out of the deal.
Speaker C:This is not good.
Speaker C:And go, so what's your plan?
Speaker C:What's your thought?
Speaker C:How can I support you?
Speaker C:And then you come back in and say, just the fact that we're talking about this means that we're going to sort this thing out.
Speaker C:Thank you for bringing your bringing it to me.
Speaker C:Thanks for not holding it back.
Speaker C:I know it's sometimes not necessarily embarrassing, but you don't want to show your.
Speaker C:The soft underbelly to what happened at that, at that community meeting.
Speaker C:But there you did it.
Speaker C:Good for you.
Speaker C:And I'm here to help.
Speaker C:Okay, so we don't have a time for a joke, but that's seven minutes.
Speaker C:And you get up, stake their hand, pat them on the shoulder on the way out, and they go, best leader I've ever had.
Speaker B:That's right.
Speaker B:Amen.
Speaker B:Amen.
Speaker B:That's awesome.
Speaker B:That's awesome.
Speaker B:Steve, this has been great and I appreciate you sharing all this with us.
Speaker B:How can someone get in touch with you to ask a question, receive more information on your programs, your trainings and all that?
Speaker C:We're pretty old school because our clients are mostly government agencies and like private, like aerospace, like on people that are flying helicopters.
Speaker C:And so it's switchbackos.com so OS stands for operating system.
Speaker C:So it's really easy to remember switchback os.com.
Speaker C:and then of course, there's just a contact me, contact us, and surprise, surprise, it comes into my inbox as well as my IT and my business partner.
Speaker C:But anyways, it'll come right onto my desk.
Speaker C:And, and, and I last thought, take a page out of Mother Teresa's playbook.
Speaker C:And so some people asked her interviews, would say, how do you do it?
Speaker C:How do you.
Speaker C:How do you serve in Calcutta?
Speaker C:And then you meet with presidents, like, what's.
Speaker C:Like, how do you sort it out in your brain?
Speaker C:And she said, easy eight.
Speaker C:She's a life of prayer.
Speaker C:But then she Says I stopped for the one.
Speaker C:And so I'm letting you know, if you send us an email, contact us, I'll stop and read your email and I'll respond because that's stopping for the one.
Speaker B:Amen.
Speaker B:And then it's awesome.
Speaker C:Boeing is the next email.
Speaker C:I'll stop for Boeing.
Speaker C:And if, and if you know, Montana Wildland Fire is the next one, I'll stop for them.
Speaker C:If it's Bob next, you stop for Bob.
Speaker C:And so that's a model where, where you just trust even in God's email management system that you have the provision to stop for the one.
Speaker C:And if you feel overwhelmed with stopping for the one, you probably just need more bench strength.
Speaker C:So maybe you need an assistant that helps you stop for the one.
Speaker C:Or maybe you need a team of 300 that helps you stop for the one.
Speaker B:Amen.
Speaker B:Amen.
Speaker B:Well, Steve, I appreciate your time.
Speaker B:And how can someone get a copy of your book Switched On CEO how to Think Like a World Class Leader.
Speaker B:I take it it's on Amazon?
Speaker C:Yes, that's the very best place to find it.
Speaker B:Okay.
Speaker B:All right.
Speaker B:And I'll put in the show notes giant copies.
Speaker C:Like if you want like 100 copies, then you should definitely contact me because I get author copy price.
Speaker C:Right.
Speaker C:And so I can then ship to a different address and offer a really great discount.
Speaker B:Amen.
Speaker B:I'll put links all this in the show notes below.
Speaker B:Amen.
Speaker B:Folks, I want to thank you for joining us today as Stephen Falk shared some incredible insights into the power of neuroplasticity, the battle of the brains, the role of teamwork and leadership transformation.
Speaker B:If you're ready to implement the strategies that he's discussed today, like reframing your limiting beliefs and managing back brain triggers and fostering a culture of resilience, you need to connect with him right now.
Speaker B:Don't wait.
Speaker B:You don't know what tomorrow breaks.
Speaker B:You need to be ready for this as soon as possible.
Speaker B:Let's put it like that.
Speaker B:Okay.
Speaker B:By applying these principles, you can unlock better communication, improve decision making, and have a more dynamic, engaged workplace.
Speaker B:Immediately visit switchbackos.com to connect with Stephen and his team right now.
Speaker B:Just drop down the show notes, click the links right there.
Speaker B:They're all there for you to connect with Steven and his team.
Speaker B:Just take action.
Speaker B:Do it now.
Speaker B:Don't let those X's in the back of your brain hold you up.
Speaker B:Amen.
Speaker B:Move them to the front.
Speaker B:Click the links down below.
Speaker B:Right now.
Speaker B:Be sure to click the link to watch Order his book switched on.
Speaker B:CEO as well discover how his tools can transform your leadership and team dynamics right now, today.
Speaker B:And don't miss the opportunity to take your growth to the next level.
Speaker B:Praise God.
Speaker B:Stephen, I want to thank you again for taking the time out of your busy schedule to come on the program and join us today.
Speaker B:Man, I learned a lot.
Speaker B:I just.
Speaker B:I just appreciate you taking the time to do it, brother.
Speaker C:Yeah, thank you.
Speaker C:And I'm glad.
Speaker C:Those three P's just blessed you right to the core.
Speaker C:In fact, that might be the most memorable part of our whole conversation and honestly, the most transformational.
Speaker C:So, by the way, you're hired.
Speaker C:You can do the grad, the best promo ever.
Speaker C:So thank you so much for your kind words.
Speaker B:I appreciate it.
Speaker B:You have a blessed day, folks.
Speaker B:That's all the time we have for today for Steve Falk, myself, Pastor Bob, reminding you to be blessed in all that you do.
Speaker A:Thank you for listening to today's episode of the Kingdom Crossroads podcast.
Speaker A:Please subscribe to our podcast so you can be notified when another episode is published.
Speaker A: interviews and: Speaker A:To share their messages with the world, please visit our website@www.podcastersforchrist.com.
Speaker A:that web address again is www.podcastersforchrist.Com.
Speaker A:for more information, until next time, be blessed in all that.
