Episode Transcript
[00:00:03] Speaker A: Hey, fellow leaders, do you know what this bell is for?
It is our wake up call. The world is shifting at lightning speed. Technology is rewiring the rules.
Generations are colliding with values and expectations.
And an AI revolution is unfolding that will flip our world upside down before you can blink. In this storm, the question isn't if change will hit you. It is how prepared are you when it does.
Will you be a leader who panics or the one who transforms pressure into possibility?
Right now, anxiety, burnout and uncertainty are at record highs. But this is also the greatest opportunity in leadership history if you know how to lead with clarity, courage and higher consciousness.
That's why we have created a superconscious leader. Not just to help you survive the chaos, but to help you rise above it and thrive. Turning disruption into your greatest advantage.
Remember, in the age of AI, you don't need to be superhuman. You just need to be so superconscious.
[00:01:27] Speaker B: Welcome to a Superconscious leader. I am Dr. Adil Dalal. You're watching now Media Television.
[00:01:37] Speaker A: Welcome to the superconscious leader. Your journey to the pinnacle of leadership starts here and it starts now.
Today we've joined by an amazing grace. Greg Elhurst, CEO of ReQ Consulting, Operations Office Officer at NanoQuest Corporation and host of Einstein's Disease. Greg is also the co founder of MEND Solutions and advisor to Freebridge llc. Bringing extensive experiences in business development, strategic planning and operations. He has led high value contracts and complex initiatives for companies including Boxell, Navigate Advisors and others.
While organizations that grow rapidly and sustainably.
Greg's hands on leadership and strategic vision make him uniquely equipped to help leaders and teams thrive.
Greg, welcome to the show.
[00:02:38] Speaker C: Doctor, thank you very much. It's great to be here today.
[00:02:41] Speaker A: Thank you.
So Greg, as you know, the problem facing many in the audience is that they want to grow as leaders and it often feels like there is no one who can guide them.
So this whole show is your experience into mentoring. We are going to pour in and really educate our audience on how mentoring can change their life and how being a mentor can change them too. So it's a two way street.
So let me kick it off with how has mentorship shaped your leadership journey? Greg?
[00:03:17] Speaker C: Well, I think importantly it's.
It's important to take a step back as a leader or assessment as a leader to say what kind of a leader are you?
Are you a leader that is trying to create a culture and the ability for somebody to actually step in and do your role, take your job.
If you're that type of leader, to be a mentor is of huge value.
And why do I say that? Because you're very comfortable as a leader trying to get employees, maybe interns, other leaders within the company, a vision that it's important to be able to be vulnerable enough to give up your role for others that can be better. It's the old Peter principle. Yeah.
It doesn't matter in terms of where you've been in, in your life. You always run into people that are not adequate leaders because they fear for their job or they don't like people that have skills that exceed theirs. And when those people exist in a. In a organization, it naturally has limitations in its growth.
So to be a mentor or to put people in that mentorship position, it's important to assess their level of confidence not only in and of themselves, but how they have been developed as a company leader in some form or fashion. So I think that's the most important aspect to start with. When you think about mentorship, does that help frame the question?
[00:05:05] Speaker A: Absolutely. This is very insightful. Thank you, Greg. Oprah Winfrey says that a mentor is someone who allows you to look for hope within yourself.
What are your thoughts on, you know, really guiding people through finding that treasure within them, allowing them to hope for the better tomorrow? Have you.
[00:05:30] Speaker C: Yeah, I'm, I'm, I'm. I'm not familiar with anything that Oprah's ever said or done.
So that is. And I've never, you know, she's obviously extremely successful, but I haven't ever followed or look for her for guidance. I think when you think about mentorship, one of the first things that's important when you take on and become a mentor for somebody is to understand what their personal risk factor is.
[00:06:04] Speaker A: Okay.
[00:06:04] Speaker C: What can they actually do?
I have probably given this speech or this pep talk to I don't know how many hundreds of people. But when you look at your career path, when you're going to start a job and your career, there's one big giant tree on this earth. And on that tree is where everybody that works or their families exist.
And on the bottom of the tree are big, fat, heavy branches that hold billions of people.
Because a lot of people just want to get on the tree. They want to get there. They're very happy in whatever that position might be, and they don't have aspirations to really do a lot better. That in and of itself was all that they needed.
Then as you start to climb the tree, you obviously find less people, but it's more competitive to stay on that branch, maybe you're able to stay there and you're happy.
And those are people that move into, you know, maybe have a Peter Principal mindset or, you know, just enough to be able to get better than where their family was or, or the. The goals are attained. And then as you continue to climb the tree, there's less people, the branches are smaller. You see people with broken arms or legs, a black eye or a scratch because they've climbed high and they've fallen, but they don't want to go down, they want to keep climbing. And that is, that is how you can frame the element of understanding what a person's personal risk factor is. What are they willing to assess about themselves that are their assets and their liabilities? What's holding them back? Can those be overcome?
Are they things that eventually can move into the asset side of, of a ledger?
And that is, in my experience, the best way to initially start.
And if you want to call it a syllabus of mentorship, it's important to be able to have those open conversations and be, as a leader, willing to share where your vulnerabilities are, your liabilities are, and how you've overcome them. A good mentor is always willing to share what their faults are and their mistakes. Excellent Peter Principal mentor, which unfortunately, there's very. There's a lot in our, in our world, they don't do that. And it atrophies or makes the process of mentorship and the culture within a company challenging because you, regardless of whether it's work from home or in an office, the water cooler conversation says, you know, that guy Steve or that woman Lisa, you know, she's my mentor, but she just really isn't a great leader. And that's the fault of senior leadership to identify the right type of people and manage those people correctly. So I think that kind of frames that well.
[00:09:14] Speaker A: No. Very well. Though you don't know about Oprah's quote, you gave a good analogy and you really nailed it. So thank you very much. You talk about Peter Principle. I'm not familiar with it. Could you just briefly give my audience a little bit about what do you mean by the Peter Principle, please?
[00:09:30] Speaker C: The Peter Principle is you never hire people that have skills, knowledge, or aspirations are greater than your own, and you feel intimidated by them.
[00:09:43] Speaker A: That.
[00:09:43] Speaker C: So you would. You can think about a lot of companies or leadership where you see people leave and they go and start their own companies and they become extremely successful because they weren't able to do it within.
[00:09:56] Speaker A: Yeah.
[00:09:56] Speaker C: And that is a It's, it's a natural tendency by a lot of people. You may have it in different parts of your life and you may have it in your community, wherever it might be, but when you are in a leadership position and you have a fiduciary responsibility, not only to the employees, maybe the shareholders or the board, it's important that the people that are around you and yourself, if those characteristics exist, you have to manage them out of a company or out of a leadership position because your company can't grow.
I like to find people that can take my job and are better than me. I want better athletes or, you know, better well rounded people because that's how the company's going to do better. And that's my fiduciary responsibility to everybody else. Gets paid every two weeks or month. And there's a lot of, there's a lot of leaders that don't have those characteristics and you see those companies fail.
[00:10:54] Speaker A: Very true. Very well said, Greg. And you know, I've raced through the rank because I fired myself from every job I had because that's the only way to grow, otherwise you're stagnant. So that's a very important trait to teach our young people.
Greg, how do you mentor others to develop their superconscious leadership skills?
[00:11:16] Speaker C: Well, I think the answer is, or the question should be, how do you identify people in a mentorship position where they have that desire, they have that want to grow from within and become a better person.
And that really comes down to having authentic conversations, getting people in a vulnerable situation to truly share who they are, are.
This isn't about, you know, certain elements of their life, but it's very important. All the elements that affect them at work, they're able to assess those privately and maybe with the mentor themselves about where they are and what they're actually capable of in their desires. Where, where does work fit in? We use that euphemism of work life balance. But if I find you and Europe a rising star in the company, and I can identify that over five or ten years you can become the CEO and I share that with you, it's important to understand whether or not you actually want to take that work, because there isn't a lot of balance, work life balance. To become a CEO, work becomes a much more significant weight within your life, within how you behave and everything else. Those types of things are how you get to somebody to understand if they're super conscious at consciousness, as you say, is actually aligned with what you're trying to accomplish in your Mentorship role.
[00:12:58] Speaker A: Excellent. I think it's amazing our frequency is at the same level because this is how I think. And this is exactly, I think, you know, every leader needs to be like the, you know, judge on the American Idol, finding that talent which can grow to the next level. And if they're not doing that, they're not truly a leader. So. Well said, Greg. Thank you.
Can you share a story where mentorship has transformed a leader or a team?
[00:13:27] Speaker C: Well, I would say that the answer to that is yes. I think I spent many years on Wall street and one of the main characteristics through the years has been the, the need or the belief that everybody needs to have a very high acumen in math and engineering and things like that and characteristic wise.
And I, I still see it today.
Most of those people do not have good interpersonal skills or they were never developed because they were in competition, were driven to be very good at their desired profession and within their class. You know, you go to schools like MIT or Georgia Tech or Michigan or Berkeley, any of these schools, the competition is very high. And the competition isn't about how well you can communicate with others. It's how well you can excel in the program, which in, in all cases is a science to some degree.
[00:14:37] Speaker A: Excellent.
[00:14:37] Speaker C: Those people, they, they can't look you in the eye. They don't have the ability to listen and anticipate how to keep the conversation going, ask the questions and provide skills. And as the world has, you know, whether you, you open it up with AI, that's just an, that's just somebody you hire. But what technology has done is it's given everyone the ability to become lazy or atrophy, a lot of their communication skills, cognitive skills to be able to talk like you and I are right now. Most people, or a majority of people, especially in the 18 to 40, they're probably don't have the ability to give. Each. Give you and I 100 of our mind share about what we're talking about.
[00:15:24] Speaker A: Sure.
[00:15:24] Speaker C: They're going to be on their phone, they're going to be trying to do something else.
And that doesn't give them the ability to truly listen to what we're talking about or have the authentic conversation.
I spent a lot of time with some of those people and you know, it's a, whether it's a coaching tree or it's where things are. Many people that have done very well on Wall street reach back out to me and say, you know what? You taught me a lot of things that really gave me the ability to get to where I am.
[00:15:57] Speaker A: Excellent.
[00:15:58] Speaker C: And that is just the best form of flattery. It's the best form of every element about a process that works. Right. You need to be able to let them see the vulnerable side of who you are and help and coach them into being more well rounded citizens. Right. And that, that is absolutely, that's absolutely imperative. So I, I, I've got quite a few of those. But I think the most important thing is it goes back to my only, my fiduciary responsibility. But they had a very high personal risk factor in many ways. They just never had the need because their cohort were people that didn't have any social skills. Now all of a sudden they move into an element of needing social skills and they were able to excel at it, but they needed somebody to mentor them to be able to get them there.
[00:16:55] Speaker A: Excellent. Thank you. Thank you, Greg. That was very insightful.
So don't go anywhere. We'll be right back after a short break. Up next, we'll explore how to find the right mentor who can truly guide your leadership journey.
[00:17:21] Speaker B: Stay tuned. We'll be right back.
Imagine partnering with a firm that fuses lean precision with AI foresight, turning every process into a profit engine built on the foundation of operational excellence.
Hi, I am Dr. Adil Dalal, founder and CEO of Pinnacle Process Solutions.
For 20 years, we have empowered over 9,500 leaders across 25 industries and 5 continents and delivered savings from a million dollars to 39 million dollars via rapid transformations. Using AI digital tools, lean agile and six sigma technologies.
Through our award winning workshops, lean AI frameworks and human centric coaching, we elevate culture, eliminate waste and ignite sustainable operational excellence.
Elevate your people, accelerate your performance.
Visit pinnacleprocess.com and reach your pinnacle today.
And we're back. Let's continue this powerful conversation.
[00:18:48] Speaker A: Welcome back to the Superconscious Leader. Loving what you're watching. Don't miss a moment of the show or any other of your favorite NOW Media TV shows. Live or on demand, anytime, anywhere.
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Welcome back to A Superconscious Leader Greg. In this segment, we're diving into leadership and how leaders can find the right mentor, the person who can guide them through challenges and growth opportunities. Many in our audience know Mentorship is important, but it often feels impossible to find someone they can trust.
So the challenge for viewers is knowing mentorship is important, but feeling unsure of how to find a trustworthy mentor.
How did you identify mentors who had the biggest impact on your personal growth?
[00:20:07] Speaker C: Well, I, I, I guess the, the most important thing in answering that question is I had to understand who I was and what I was looking to do and achieve.
Establish a baseline.
My, my career has changed. My path is, has been altered. But the reality is you have to establish a baseline. And in establishing a baseline, then you can assess yourself in days, months, weeks, quarters, or years, whatever you want to say. But you have to, you have to have a baseline. And then once you've established a baseline in the direction you want to go, you want to identify somebody that has achieved success in the path that you're headed, but is also someone that is willing to not only be a mentor, but to understand your journey.
Because there's a lot of people out there, and I experienced it starting out where, you know, you ran in. I learned all about the Peter principle pretty quick. These people, they didn't want to really help me because they were fearful I was going to take their, their position.
[00:21:23] Speaker A: Yes.
[00:21:24] Speaker C: That's not a criticism of everyone. It's just a criticism of some. Yeah, you have to find those people. Sometime they're within your company, sometime they're not. But you have to be able to be vulnerable to say, look, this is where I'm trying to go. I need some help. Yeah, this is what I would like to achieve.
Can you tell me if I'm being realistic, et cetera, et cetera? And that requires some time and some vulnerability in terms of open conversations. You got to go and meet with somebody and say, hey, look, I'm really interested in growing in my career. This is who I am. This is what I like. And you have to be able to share that with them.
If you can't do that, you're never going to get a good mentor. What you're going to get is you're going to get a pretender, and you're pretending is you're not actually doing what you need to get further ahead. Does that make sense?
[00:22:15] Speaker A: Absolutely. And do you have a mentor who has made an impact in your life?
[00:22:21] Speaker C: I've had several.
[00:22:22] Speaker A: Several. Okay, fantastic. That is a good point, is that you don't need to be with just one mentor. As you grow into your career, you will have to kind of grow into a new mentorship. And as you have gaps, you're Looking for those gaps, and different mentors will be able to fill that. So. Excellent point, Craig. What is the difference between mentoring and coaching?
[00:22:47] Speaker C: Well, it used to be pretty well defined many years ago, but we've really kind of blended it together in a lot of ways. A coach can put you on the bench.
A mentor can be somebody that doesn't have the ability to put you on the bench.
Okay, and by what do I mean by that? If you, if you use a sports analogy and you play basketball. I'm not a basketball player. But if you do and you get three fouls, they put you on the bench because they want you to stay in the game.
That's what a coach can do. A mentor, even though you've got three fouls, can help you matriculate to be able to stay in the game or to alter your behavior or what you do.
But a lot of that has changed because as the companies have become more insular or roles have become more insular, unless you're a single entrepreneur, you really don't go outside of your organization or your group to be able to find mentorship for fear of sharing secrets or, you know, cultural issues, etc. So the coach and the mentor have in many cases become the same person or, you know, and then maybe putting you on the bench doesn't happen because they really like you. And then it changes the culture in the company because everybody around saying, why is this guy still in the game? He needs to sit on the bench.
And conversely, maybe the coach is hard on you and you don't get to play as much as you should. And people are like, why isn't Greg able to do that? So there's a defining difference, but it's become much more blurred in our society.
[00:24:38] Speaker A: Excellent. Very well said. And really brings out the difference with an analogy of coach.
Very, very, very good answer, Greg. Thank you. How do you. One of the things I struggle with or I try to consciously do is I had a mentor who was amazing and I learned a lot from them.
[00:24:58] Speaker B: How do you.
[00:25:01] Speaker A: Still stay original to what you do versus trying to copy what the mentor does? So learning from them, but staying original, how do you do?
[00:25:09] Speaker C: Yeah, I think that has more to do with the mentor than your yourself, because a good mentor wants you to explore and understand who you are.
And a good mentor that isn't vulnerable and fearful of their career or fearful of their position is going to put you more in a position where you do take on your better self or explore who you are.
You know, I go back to the adage because you run across them a lot, and your audience is going to really resonate with this. When you have a manager or somebody that you know doesn't like people that have better skills or better vision and they put them down or they manage them out, it affects not only the culture, but, but more importantly, they're more likely to say, be like me, because they don't want you to let people see the skills that the person actually has that can actually be a better leader.
And so that. That becomes a big challenge. So I. I don't try and have anybody be like me.
Right.
Because I'm.
All my faults are things that other people don't need to experience. They need to understand why my faults materialize, how I identified them, and hopefully it makes them a better person without having to go through the situations that I did.
[00:26:36] Speaker A: Excellent.
What a insightful answer, Greg. Thank you. Appreciate that.
Obviously, you've gone through challenges to come up to the level you are.
Is there a mentor, a personal story you can share where a mentor helped you overcome something major in your life?
[00:26:56] Speaker C: Well, I guess the answer to that is, of course, defining the challenges, defining the success.
I think the hardest way to look through that lens is it's not the big events that you need mentorship where you have a setback. It's the small events that give you the ability as a person to be able to adjust when things don't go as they should.
Right. If all you do is have somebody that's there when the house is on fire, well, then you didn't have anybody help you make sure that you did the wiring correctly, that you didn't leave the fireplace on, that, you know, you left. Didn't leave the stove on. You needed somebody as a mentor to be able to ensure that when bad things could happen, they didn't happen because you learned how to get beyond those. So when something outside of your control or something with respect to your behavior or actions put you in a position that you have a setback, you have the ability to move forward because you've got a good foundation and you have.
You have a lot of confidence in who you are.
So I don't think that.
And I have friends, and I've had the same situation where I've had setbacks. I might call somebody and talk to them about my situation, but they're not going to be able to help me out of that situation because it's behind me. It happened. Right.
It's the mentors that have given me the ability to. To when I do call and Say, hey, you know, doctor, this is what happened to me and this is where I am. I kind of want to give you an idea of, you know, what I'm thinking to be able to right the ship or, you know, tact in a different way.
And then I listen to what you are willing to. When you give me your time to listen to my situation, what I'm going to do, maybe there's something that changes, but it's more about the foundation that's so important.
You don't have a mentor, but because you crash the car.
[00:29:11] Speaker A: Yeah.
[00:29:11] Speaker C: You have a mentor to teach you to drive it, to buy insurance, to stay on the right side of the road, to not drink and drive, to not look at your phone, whatever the case might be. That's what the mentor's for when the accident happens.
[00:29:24] Speaker A: Yeah.
[00:29:24] Speaker C: You've got to be able to be in a position to be able to adapt to and alter your behavior to make that not happen again.
[00:29:32] Speaker A: So what are you saying is mentorship is proactive. You may want, want to walk through some scenarios, but so you are strengthened before going to war. Right. You have that inner resilience. Excellent. That is very different way of looking. I've never looked at it that way. Greg, thank you very much. That gives me a totally different perspective on mentorship. So, Greg, for viewers eager to learn more about mentorship or connect with you, where can they follow you on social media and other places?
[00:30:03] Speaker C: Well, I mean, you can find me on LinkedIn. My website is reqconsulting.net. i think the most important thing is that if people are truly interested in being able to have interest in a coach, have interest in a mentor, as I said, they were different for a long time. Now they've kind of blended. But if you have the ability and you're an entrepreneur or you have the ability because you're a rising star and you want somebody outside your company and they have the W within your organization, they give you the ability to have outside mentors to work with, love to talk to people like that. I do it on a regular basis. I think the most important thing with all of that is just the person that is interested in the way I, I do intakes is I assess their true vulnerability and their risk factor.
[00:31:04] Speaker A: Excellent.
[00:31:04] Speaker C: And in many cases, I tell people no. And the reason I tell them no is because they're not ready.
[00:31:10] Speaker A: Yeah.
[00:31:10] Speaker C: Or because they need somebody that's different than me. And that in and of itself is a behavior characteristic that a lot of people today don't have. Everybody's willing to always just say, yes, I can do that. Yes, I can help you. I can.
And if I can't help you, but you've got the I.
There's things out there that are so important, not only to yourself, but to myself. I, I don't, I, I don't accept failure.
[00:31:38] Speaker A: Yeah.
[00:31:39] Speaker C: I find a way to tact around something that's not working, to find a way to have success. I do that in mentorship. I do that in business coaching. But you, you need to find somebody that'll say, no, no, I can't help you with this, or no, this is not my strength. Not because you want to keep searching, but because if you truly are looking for a mentor or a business coach in some way, as an entrepreneur, you need to understand where your risk factor is. And the first person you call or the first person that sends you something, you need to have a strategy to assess that person.
Because everybody wants your money. Everybody wants something from you. That's not my style.
I'm more interested in helping you become something of a great story versus a good story.
And if I'm not the person to help you, I want to try and find somebody that is because I'm more than happy to say, no, I can't help.
[00:32:40] Speaker A: Excellent. Thank you, Greg. Thank you for sharing that.
You know, guys, you know how to find Mr. Zen, Greg.
He will tell you no when it needed. So thank you. That's very, very rare. Up next, we'll explore how mentorship can strengthen an entire team, not just individuals.
[00:33:13] Speaker B: Stay tuned. We'll be right back.
Imagine partnering with a firm that fuses lean precision with AI foresight, turning every process into a profit engine built on the foundation of operational excellence.
Hi, I am Dr. Adil Dalal, founder and CEO of Pinnacle Process Solutions.
For 20 years, we have empowered over 9,500 leaders across 25 industries and five continents and delivered savings from a million dollars to 39 million dollars via rapid transformations using AI digital tools, lean agile and six sigma technologies throughout the. Through our award winning workshops, Lean AI Frameworks and human centric coaching, we elevate culture, eliminate waste, and ignite sustainable operational excellence.
Elevate your people, accelerate your performance.
Visit pinnacleprocess.com and reach your pinnacle today.
And we're back. Let's continue this powerful conversation.
[00:34:40] Speaker A: Welcome back to a superconscious leader, Greg. Let's talk about mentorship as a tool not just for individual leaders, but for developing an entire team. Many leaders want their teams to grow, but don't know how to guide their people. Effectively.
So the problem facing viewers is wanting to grow teams members but feeling unsure how to mentor effectively.
So how can mentorship be used to strengthen an entire team, not just individuals?
[00:35:14] Speaker C: Communication.
[00:35:15] Speaker A: Excellent.
[00:35:16] Speaker C: Leaders need to communicate with the team to, to define why the mentorship program is taking place, what the goals of it are, and to put some specific deadlines, milestones, and be consistently staying on top of it. The biggest, one of the biggest challenges in leadership when they start a mentorship program is they step away and think everything's going to go well. Leaders need to stay present in the process, whether it's monthly, check in, quarterly, whatever the case might be, to assess where it is and how the company is doing because of the mentorship program and feedback and share it with everybody else. That's the most important part.
[00:36:06] Speaker A: Excellent. Excellent. Thank you.
What are the signs that a team member is ready for mentorship?
[00:36:15] Speaker C: Well, I.
The signs a team member is ready for membership.
It's important that their managers or other people are observant of who that who and what they are to be able to, you know, it's the same adage of anybody out there that's had a child. When is the child ready to walk, when is the child ready to crawl, when is the child ready to be potty trained? When is the child ready to go to school?
If you're an observant parent, if you're a loving or observant responsible manager, you know those same things. When is that person ready to be mentored?
The answer is it depends. But it's most important that the management have the skills to be able to assess and observe when that is.
[00:37:03] Speaker A: Have you got a PhD in analogies? Because you come up with some great analogies here. So you know, parent and.
[00:37:11] Speaker C: Well, I, I don't know that I, I have a PhD, but you know, the biggest thing that the best way to answer that question is the more time you spend immersed in self assessment and helping others, the more you become aware of ways to get the message and yes, get people to engage in what you really want. If you don't have those skills. Yes, your ability to be a mentor or a coach or somewhat diminished.
[00:37:42] Speaker A: Well said, Dr. Greg.
[00:37:44] Speaker C: Thank you.
[00:37:46] Speaker A: How do you create a culture where mentoring is part of an organization's DNA?
[00:37:53] Speaker C: You do that through recruiting.
Whether I've done it through having interns, I love internship programs where you have people out of college that come in.
You get a better understanding not only of the people that work for you, but the people that you want to have in your company.
Culture is a lost art in most business.
[00:38:15] Speaker A: Yes.
[00:38:16] Speaker C: And mentorship and the messaging of why mentorship is important in the company and to share what the culture is starts at the very foundational level. You don't have a company and then bring in somebody from the outside and say, I really want you to work on my mentorship program. The messaging needs to be there in the culture from, from the onset or if it doesn't have it, or you've got challenges with culture, that means that the leaders need to sit down with everybody and, you know, open the kimono and say, look, we've got an issue here and we're going to make these changes and this is how we're going to do it and I'm going to be involved and I'm accountable. All of those are ways to alter the culture or when you bring new people in, ensure that they understand what it is.
[00:39:06] Speaker A: I think excellent. And I think companies sometimes don't have a formal mentorship program. And to really create that right DNA, I always encourage, whenever I've led my teams or organizations, I've always put in a really good mentorship program which permeates and becomes the DNA of the organization where everyone is kind of mentoring.
The other thing, Greg, which is very important to understand, do you think the mentoring goes from someone who's older to someone who's younger?
Is that the general trend you've seen?
[00:39:43] Speaker C: Well, the answer, again, it depends. It depends on the company. I mean, the CEO might be 30. So why are you going to have some gray haired old coot like me being a mentor in the company? Because they're going to look at me and I consult organizations and they just call me Boomer. Right. They're all young kids. They appreciate what I can do, they appreciate how I can keep them within the guardrails.
But there are certain things that I'm not going to be able to mentor them on because I don't have that same life experience that they're having. Yes, things repeat themselves.
Ethics and all those are extremely important.
But it really depends on the company. And it depends on where the leadership in the company or the board or the company is trying to take that organization.
[00:40:36] Speaker A: Excellent. Because I think with the generation shifts, a good CEO would actually could get a mentorship from a millennial and understand what the generation wants at this point. So, you know, whenever I create my presentations, I do a lot of international keynote speaking and I actually pass all my presentations, important ones, through my daughter, and she tears it apart and I say okay, and I do what she says because she understands the current, you know, the generation shift.
So the point is that you don't think that mentorship goes only from someone who's older to younger. It can go from someone who's younger to an older person. And that is a very important thing which good leaders should understand is that it's not just, you know, it's a two way street. You're also learning from others. So thank you, Greg. Appreciate it.
Can you share an example where mentoring a team member changed the dynamics of the group?
[00:41:43] Speaker C: I think it's important to think about it from the analogy of cancer.
Right.
[00:41:52] Speaker A: Cancer.
[00:41:55] Speaker C: Cancer can be debilitating. It can be cured or it can kill you.
Good managers in different departments can assess or find if they are willing to see that cancer's in its early stages and that person's very good at what they do, or that group is very good at what they do.
And they can provide the remedy, call it chemotherapy or radiation, that most people are familiar with through mentorship to get them to understand what the mission of the company is and why they're instrumental in their opportunities going forward and the importance of what skills they bring.
That happens all the time in good companies.
In bad companies, they don't.
They see that a person or a group has cancer and they let it monasticize and grow.
And the only way to get rid of it is get rid of the people. But they've kept them because of their ability to generate revenue, their ability to do specific things that are harder, more expensive to replace them.
But that causes a much bigger disruption in the company overall because people look at it and say, why is the management letting these people stick around? Are cancer.
So everybody in your audience has seen both of those opport those instances.
And good mentorship assesses it early and provides remedy. And that comes from working like with people like myself, or working and having strong leaders within a company to be able to, to assess what that is.
When somebody goes to human resources, it's a better than 50% chance they're out of the company within six weeks.
[00:43:50] Speaker A: Yeah.
[00:43:51] Speaker C: And that's expensive to replace. And the disruption can be very difficult.
[00:43:56] Speaker A: Very true.
[00:43:57] Speaker C: You want to, you want to stay away from that.
[00:43:59] Speaker A: Excellent, Excellent. Another great analogy.
You're going to get your doctorate after this show. I'm going to send it to you.
So coming up after the break, Greg will share. The mentorship helps leaders leave a lasting legacy that extends beyond the tenure.
[00:44:29] Speaker B: Stay tuned. We'll be right back.
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And we're back. Let's continue this powerful conversation.
[00:45:56] Speaker A: So welcome back.
In this closing segment, we'll explore mentorship as a path to leaving a lasting leadership legacy. Greg, many leaders worry their influence will fade once they step away. How can mentorship and, you know, create a sustainable impact?
So the question for you would be, how can a mentor, you know, other. How can a mentor program or a mentor in themselves help leaders leave a lasting legacy? Which obviously a legacy is something which is beyond this generation, which is supporting future generations of leaders.
[00:46:36] Speaker C: Well, I'd answer it as in this way, um, legacy just doesn't have an O, but it's still about the ego.
What's important in leadership is ensuring that there's a transition when leadership changes that makes the company perform better or become something bigger than what it was.
Good leaders don't care about their legacy. Their legacy is defined by the strength of the company.
Still to this day, Microsoft, everybody thinks of Bill Gates is the, the person that created that. But Sasha Nadella has done a phenomenal job.
You see that across different companies.
The legacy is about being vulnerable and again, being one of those leaders that is always striving to find somebody that's better than themselves to fill that role.
[00:47:37] Speaker A: Excellent.
[00:47:38] Speaker C: So when you ask that question, legacy is defined by your actions. Legacy isn't defined by what you want your actions to be remembered by.
I was.
If you think about it from the standpoint of a leader, do you want to pay for a ticket to watch your movie as the leader of that company?
And do. And if you do, what's going to be your review?
And that is very important to think about because if your, if your belief is that you are going to leave something that's indelible after you've gone, that's because the people that are still there feel and believe that whatever you did to, to create that culture, it was lasting beyond you.
[00:48:33] Speaker A: Yeah. Excellent.
[00:48:34] Speaker C: And so I don't Define legacy by what I want it to be. Legacy is defined by what the people and the company does after I'm gone. What did I leave?
[00:48:44] Speaker A: Absolutely. And Steve Jobs is a fantastic example of what he has done for Apple. So thank you. Thank you for sharing that. Greg, what is the connection between mentorship and building superconscious leaders for the future?
[00:48:59] Speaker C: Well, I, I think we talked about it during the show. Right.
If you don't understand a person's personal risk factor, you don't understand where they're willing to be vulnerable. You don't understand where their vision and goals are and how they marry over to what can make them a great leader.
You're not going to be able to use the mentorship process to help.
[00:49:24] Speaker A: Very true.
[00:49:25] Speaker C: It's very important to have regular assessment and most importantly, honest conversation.
[00:49:32] Speaker A: Excellent.
Can you share a story of a mentee whose growth exceeded your own expectations?
[00:49:42] Speaker C: Well, I don't know about that. I think there's people that have, have taken on roles and levels of success in the investment community that are much greater than I ever would have thought they would have been. But not because they didn't elicit those skills.
It's just that they were able to truly be vulnerable and grow that way.
Many times people don't truly believe that their abilities are as great as what they are. We only use 10 or 12% of our brain.
You have to expand that. You have to be able to get people to understand what.
You don't want to fear risk, you want to embrace it. You don't want to fear fear, you want to embrace it and you just have to do it.
[00:50:39] Speaker A: Excellent.
[00:50:39] Speaker C: And there's a lot of people that have done that, that have been mentees.
But it's just about the process. It's about honesty, it's about vulnerability.
[00:50:51] Speaker A: Greg, is there a question I have not asked you which you would like to share your insight and wisdom into?
[00:51:00] Speaker C: I think the most important thing that people don't do on a regular basis is a personal self assessment.
They tend to look for outside validation when at the end of the day the most important thing is internal validation.
[00:51:22] Speaker A: Very true.
[00:51:24] Speaker C: And that's a hard thing for a lot of people to do.
[00:51:28] Speaker A: Excellent. And that's why Socrates said know thyself. That is so important. That's the step one of so very insightful.
So Greg, this has been an incredibly valuable. Where can people follow your work and continue this conversation?
[00:51:44] Speaker C: Go to www.reqconsulting.net. you can reach me there and you can reach me on LinkedIn. Happy to talk to anybody.
And I really appreciate being on your show today. Dr. It was a lot of fun.
[00:51:57] Speaker A: Thank you.
[00:51:58] Speaker C: And I wish you all the success in the future.
[00:52:01] Speaker A: Thank you very much. Thank you so much, Greg, for sharing your insights and experience with us today. Your perspectives on mentorship, leadership and growth, leaving a lasting legacy are truly inspiring. And thank you for the viewers for joining us on A Superconscious Leader. Remember, in the age of AI you don't need to be superhuman, you just need to be super conscious.
