Speaker 1: If you're about to make a change in your life
Speaker 1: and you feel uncomfortable, that's the best.
Speaker 2: Feeling you can have.
Speaker 1: Because for the first time in your life, you're making
Speaker 1: a decision that's going to be best for you and
Speaker 1: not what somebody told you to do. And that's when
Speaker 1: all bets are off. Welcome to Money Making Conversation Masterclass.
Speaker 1: I'm your host with Shan McDonald. Our theme is there's
Speaker 1: no perfect time to start following your dreams. I recognize
Speaker 1: that we all have different definitions of success. For you
Speaker 1: and maybe decide to your h it's time to stop
Speaker 1: reading other people's success stories to start living your own.
Speaker 1: Keep wedding. Welcome, Welcome, Welcome, Money Making Conversations Masterclass. This
Speaker 1: is a good show that I set up in twenty
Speaker 1: seventeen to sit down and interview people about their success stories,
Speaker 1: so entrepreneurs, celebrities. Originally start out with celebrities because I
Speaker 1: felt that people wanted to hear from celebrities. They wanted
Speaker 1: to hear their stories, and I wouldraw those numbers and
Speaker 1: ratings and everybody will want to hear the show and
Speaker 1: listen to sex stories or celebrities. They'll realize people don't
Speaker 1: care by celebrities. They want to care about. They want
Speaker 1: to hear about people like you that listen to the show, entrepreneurs,
Speaker 1: everyday people. They want to hear about people nonprofits that
Speaker 1: are making a difference in the community. I'm not saying
Speaker 1: I don't do celebrities on the show, but I realize
Speaker 1: is that every day wins. The everyday person who has
Speaker 1: something to say, that's doing something in the community on
Speaker 1: a regular basis is the person that is impacted by
Speaker 1: the listeners who listen to Money Making Conversations Masterclass. So
Speaker 1: let's get to show rolling. Not saying my guest is
Speaker 1: not a celebrity, but I'm saying that he's an impactful
Speaker 1: person in the community, a person you definitely want to
Speaker 1: hear from. He's best suited to address questions that intersects
Speaker 1: young leaders with leadership, teamwork, motivational and personal development, which
Speaker 1: are all key components when you are trying to be
Speaker 1: successful in life. Please welcome to the Money Making Conversation
Speaker 1: Master Class. Omar L Harris, How.
Speaker 2: Are you doing?
Speaker 3: Omar, hey Rishan, how you doing?
Speaker 1: Thanks for having me well, thank you for coming on
Speaker 1: the show. And I was just pointing out that you
Speaker 1: are the new stars man everyday people. You know, you
Speaker 1: ain't got one billion social media follows, but you have motivation,
Speaker 1: you have information, and you have a resume that people
Speaker 1: want to hear about. What is the basis of the
Speaker 1: foundation for what your brand is all about?
Speaker 3: Omar, The foundation really is all about leadership and more important,
Speaker 3: servant leadership. Servant leadership is the concept that the higher
Speaker 3: of you going on an organization organization, the higher and
Speaker 3: greater responsibility you have to lead and to affect the
Speaker 3: employees in your care and servants support them to help
Speaker 3: them achieve their goals and develop them and coach them,
Speaker 3: and so it's not about we over me. Is the
Speaker 3: attitude of a serving leader basically like, how can we
Speaker 3: achieve bigger and more ambitious goals together, leave nobody behind
Speaker 3: and collectively impact the community, customers and the environment and
Speaker 3: even shareholders. But it all starts with the intention of
Speaker 3: the leader themselves, with the leader.
Speaker 1: And is that somebody that's appointed or somebody just assumes
Speaker 1: that opportunity.
Speaker 3: So basically, you know, leadership can be a title, so
Speaker 3: basically you can you can think of someone who has
Speaker 3: a title like director or manager or whatnot, but leadership
Speaker 3: is actually earned, not given. So people can follow you
Speaker 3: because of your title, right because they have to. But
Speaker 3: the most effective leaders people follow them because they want
Speaker 3: to because of the way that individual connects with them,
Speaker 3: builds trust with them, and demonstrates their true intention is
Speaker 3: for the good of that human being or those human
Speaker 3: beings in their charge. And so that's really much more
Speaker 3: effective of getting things done when people lean into you
Speaker 3: because of how you lead, not because of what your
Speaker 3: title is. Right.
Speaker 1: That really is interesting when you say it like that,
Speaker 1: because of the fact that some people can lead based
Speaker 1: on fear, based on repercussions, based on but that's not
Speaker 1: the right level of leadership if you want loyalty correct exactly.
Speaker 3: I call those individuals bosses. And I wrote a book
Speaker 3: be a Jedi Leader, not a Boss? What reason everyone
Speaker 3: talking about bossing? And I think, you know, being the
Speaker 3: boss of oneself cool, very empowering, very very very inspiring.
Speaker 3: But when you aspire to boss other people, people don't
Speaker 3: even understand where the word boss comes from. The word
Speaker 3: boss comes from the word Dutch for master, and it
Speaker 3: was actually implemented after slavery to keep us calling people master.
Speaker 3: So when you use the word boss, there's a very
Speaker 3: heavy conversation to that terminology that we should really move
Speaker 3: away from. No one should want to ever be called
Speaker 3: a boss in the workplace. But if you're giving, if
Speaker 3: you call coach, or called manager or called leader, these
Speaker 3: are much more aspirational and more effective titles to lean into.
Speaker 1: Well, you know when I listen to you, Omar, that
Speaker 1: that journey start is some Well, I know, like I said,
Speaker 1: you know you pick up information along the way. I
Speaker 1: know I did. You know, people mentored me, people told me, Rashan,
Speaker 1: you should do this, even though I wanted to take
Speaker 1: the easy route. You know, there's always to do. What
Speaker 1: you should be doing is always the harder route. Don't
Speaker 1: you agree, O mark on Hun.
Speaker 3: Agree with that? Yes, it would do the hard things first,
Speaker 3: I say, the heart things first.
Speaker 1: And so how did it all start for you? You
Speaker 1: know where you where you based at now? And where
Speaker 1: did you start?
Speaker 3: So I'm in Charlotte, North Carolina. Now they're a long
Speaker 3: winding road to Charlotte. I was born in Pittsburgh. But
Speaker 3: I would save my journey to leadership again at the
Speaker 3: illustrious Florida A and M University in Tema. Me La, Yes, sir,
Speaker 3: and you know, I was in the School of Business
Speaker 3: and Industry and that's where we're basically. They called us
Speaker 3: the Marines of business schools because of how we would
Speaker 3: go through this boot camp process and then come out
Speaker 3: the other side as primed and prepped leaders were to
Speaker 3: take on the corporate world. And I did take on
Speaker 3: the corporate world. For over twenty years, I worked in
Speaker 3: pharmaceuticals from the US, Latin America, Middle East, middles and Asia.
Speaker 3: Of course, for twenty year career, I've lived everywhere from
Speaker 3: Brazil to Turkey to Indonesia over the course of my career,
Speaker 3: leading teams and organizations of different sizes and scopes and
Speaker 3: really get to test my brand of leadership around the world,
Speaker 3: which is why I know that it's truly unique and
Speaker 3: applicable because it's not just theoretical. A lot of people
Speaker 3: you talk to are talking from a space of theory
Speaker 3: or what makes sense, but I'm talking from a space
Speaker 3: of actual practicality what I've actually done over the course
Speaker 3: of my career living around the world.
Speaker 1: And that's important. Now let's break down this whole living
Speaker 1: around the world and exercising leaderships in those different moments
Speaker 1: because I'm sure, you're dealing with different types of people,
Speaker 1: different RACESM Ginger, and let's walk through those different steps
Speaker 1: of what was what has been What is the most
Speaker 1: challenging when you are leading around the world, But then
Speaker 1: what allows you the most satisfaction when you do lead
Speaker 1: around the world.
Speaker 3: Right, Well, the most challenging aspect of leading around the
Speaker 3: world to me was leading in places where the actual culture,
Speaker 3: the culture goes against my leadership style. So for example,
Speaker 3: in Indonesia, they are a very indirect culture and I'm
Speaker 3: a very direct individual, and they actually very much respond
Speaker 3: to hierarchy. So basically, if you don't have a title
Speaker 3: in Indonesia, it's hard to get things done because people
Speaker 3: only respect title. And I went in there with this
Speaker 3: whole idea of flattening the hierarchy, getting rid of titles,
Speaker 3: and just doing the right things for the good of patients.
Speaker 3: Can We were working in a pharmaceutical context, and that
Speaker 3: was very challenging to get people to actually lean in
Speaker 3: and believe in me because I wasn't coming from a
Speaker 3: position of hierarchy. I wasn't imposing, I wasn't telling people
Speaker 3: what to do. I was trying to engage them in
Speaker 3: the purpose of our organization and then get to do
Speaker 3: the right thing because they believe in the purpose, which
Speaker 3: is a lot harder to do as a leader, but
Speaker 3: it's also much more sustainable. Once people connect with purpose,
Speaker 3: they connect their individual purpose to the organization's purpose, then
Speaker 3: you're off to the races. So that was a really
Speaker 3: great lab for me to actually implement and see how
Speaker 3: how much I really believe in my leadership philosophy is
Speaker 3: because it would have been very easy to discard those
Speaker 3: and just lean into hierarchies that do it because I
Speaker 3: tell you to do it. But I never did that.
Speaker 3: I made sure that I led through supporting and serving
Speaker 3: and not dictating and directing.
Speaker 1: Yeah, it's really interesting when you talk about leadership, you know,
Speaker 1: because everybody wants to believe there are a leader. You know,
Speaker 1: they're like you said, there are natural ways to leadership.
Speaker 1: There as assigned leadership. But we was trying to manage.
Speaker 1: Is there when I use the word management and leadership?
Speaker 1: Am I used in? Are they different terms? Management and leadership?
Speaker 3: Actually? Are? There's three terms? Actually? I think I said
Speaker 3: there's three modes of let's get lead, three modes of leadership.
Speaker 3: There's manager mode, coach mode and leader mode. Okay, so
Speaker 3: you're in leader mode when you are inspiring and motivating
Speaker 3: and performance. So basically when you're leaning into purpose and
Speaker 3: say listen, we're trying to achieve this vision with a
Speaker 3: big visionary. And when you're inspiring and motivating, your leading
Speaker 3: because you're getting people to follow you. When you're coaching,
Speaker 3: you are working with people on an individual or group
Speaker 3: basis to correct or to enhance behaviors. So you're coaching
Speaker 3: basically try to dial up positive behaviors and dial down
Speaker 3: negative behaviors. And when you're managing, you are focusing on
Speaker 3: the work being done itself, so how the quality and
Speaker 3: the care being put into the work itself is being managed. Basically,
Speaker 3: achieving key performance indicators and these types of terminology is
Speaker 3: what you're doing fundamentally when you're managing a business or
Speaker 3: managing people.
Speaker 1: Now I'm talking to amar L Harris. Omar L Harris,
Speaker 1: he basically talking about leadership, teamwork, motivation, and personal development.
Speaker 1: Reason I bring this up because you know, we have
Speaker 1: so many people listening to the show to have some
Speaker 1: all business or they may be you know, in major corporations,
Speaker 1: and when you walk into a session or employees. You
Speaker 1: might have twenty different people, but all different persons, and
Speaker 1: you've laid out three pillows there. So when you look
Speaker 1: at it, because everybody works differently. Some people are self motivated.
Speaker 1: Some people you have to you have to get in
Speaker 1: and get get to get the work out of them.
Speaker 1: Some people show up on time, some people want to
Speaker 1: stay late. And then you have different gender tones and ethnicities. Now,
Speaker 1: people listening to this show, and because I'm not talking
Speaker 1: about the military, that's a whole different conversation. I'm talking
Speaker 1: about that forty hour week person. How does your structure
Speaker 1: come into play when you're dealing with so many different
Speaker 1: personalities as well as different gender.
Speaker 3: Well, this is why leadership is hard work for Storm,
Speaker 3: because it's not It's not why do you take the
Speaker 3: big bucks? This is to ask peop well, why do
Speaker 3: you want to be a leader of your groupe? Because
Speaker 3: they want the salary, they want to bag, they want
Speaker 3: to they want the status. But you know, with great status,
Speaker 3: the great responsibility. Now what are you going to do?
Speaker 3: Now you're a leader? What are you gonna do? Who's
Speaker 3: gonna follow you? Right? And so you have to the
Speaker 3: goal of a leader is you have to individualize leadership
Speaker 3: to your point, what I need to know what where
Speaker 3: everybody on my in my organization is on their journey.
Speaker 3: I just know who to direct, who to coach, who
Speaker 3: to empower, who to delegate to. And that's not going
Speaker 3: to be the same group of people. And depending on
Speaker 3: that's with I have to adjust my style to the
Speaker 3: needs of my people. That's what it means. By serving
Speaker 3: them from leadership, I'm serving you by adapting my style,
Speaker 3: meeting me where you are and helping you get to
Speaker 3: the next level. It's a lot of work to be
Speaker 3: a leader, so people who leadership is thrown around a lot,
Speaker 3: but there's very few actual leaders leading in this way
Speaker 3: in the world unfortunately.
Speaker 1: Well, you know it's important when I when I bring
Speaker 1: yourself and I smile because of the fact that you
Speaker 1: know you want to be a leader. You want that
Speaker 1: responsibility comes with leadership. But like you said, it's so
Speaker 1: mentally draining, and and you hire people because I'm in
Speaker 1: the position to hire people, in the position to also
Speaker 1: terminate people, but you want to You don't hire people
Speaker 1: to terminate them. You hire them and hopefully you made
Speaker 1: the best decision because you go through a weed out
Speaker 1: process did you brought a person on board that meets
Speaker 1: the stand that you have, But then that person has
Speaker 1: to be assimilated into the culture, you know, And that's
Speaker 1: what I'm assuming the management comes in there and then
Speaker 1: you the leadership has to allow them to talk to
Speaker 1: your other employees to allow them to understand the strategy
Speaker 1: of how this person is going to be positioned into
Speaker 1: the workflow. But what fails sometime is that you just
Speaker 1: want people just to fit in and do their job.
Speaker 1: Sometimes you just get tired, O, Mark, Can you can
Speaker 1: you just do it? Can you just do it?
Speaker 3: How? You know?
Speaker 1: And I say that when I smile because I know
Speaker 1: that if people listening on this car or listen to
Speaker 1: the show are there too, they go, hey, man, can
Speaker 1: I just hire somebody and they just do their job
Speaker 1: and I just go home? But that's not the case.
Speaker 3: Correct, We're sorry, we were detend of what your ultimate
Speaker 3: goal is, we over me. If you want to if
Speaker 3: the highest level of ambition requires the highest level of leadership.
Speaker 3: If you don't have high ambition, then you can do that.
Speaker 3: You can tell people what to do and they'll do it,
Speaker 3: and then they'll go home. But they're not going to
Speaker 3: engage and give themselves fully to the work, right, and
Speaker 3: so what you want I mean we're talking about We're
Speaker 3: talking about engagement because engagement leads to productivity, and if
Speaker 3: you want to inspire the highest level of productivity, you
Speaker 3: have to make the person feel essential to the work
Speaker 3: being done. Not just do this work, but bring your
Speaker 3: best self to doing the work, and bring your best
Speaker 3: self doing the work because you believe in the cause
Speaker 3: of the mission. And so that's where it gets really
Speaker 3: really tricking. It's hard for people to elevate themselves from bossing,
Speaker 3: get out of bossing and get into managing, coaching and leading.
Speaker 3: They have to negate and get rid of their self
Speaker 3: orientation and focus on what the other person needs to
Speaker 3: get to that level that they're already at because they
Speaker 3: already already achieved or they started the business, or they're
Speaker 3: in that position.
Speaker 1: Well, they got that job to cash in that check,
Speaker 1: and I'm looking at it. I'm going I got to
Speaker 1: get more out of them, because I want to get
Speaker 1: into one of your techniques, your motivational techniques. They incited
Speaker 1: to motivating warmth. And I'm very serious. You know, I've
Speaker 1: been in a position to hire people last last twenty
Speaker 1: years of my life, I've been hiring and securing people
Speaker 1: for full time job opportunities, and each one of them
Speaker 1: is different, but alone the way, Sometimes you can give
Speaker 1: people too much rope, too much opportunity, hoping and maybe
Speaker 1: even praying that they would get it. What is the
Speaker 1: motivational text needs I should be using so I won't
Speaker 1: get frustrated?
Speaker 3: Omar, So once again, go back to basic principles. Go
Speaker 3: back to childhood, when you first learn to ride a bike,
Speaker 3: right when you first learn how to ride a bike,
Speaker 3: that your mom or dad lets you ride around them
Speaker 3: there or the entire neighborhood wherever you want it. No,
Speaker 3: I told you you can ride in the yard right here,
Speaker 3: right right. You can ride the bike in the yard
Speaker 3: right here. Once you've proven you can ride the bike
Speaker 3: in the yard right here without killing yourself or hurting
Speaker 3: anybody else, you can go down the block to this point,
Speaker 3: come back, go down the block. Come back only after
Speaker 3: you've demonstrated that for a while. Well, I'll let you
Speaker 3: release the ring and allow you to ride the bike
Speaker 3: wherever you want. As it comes to gam maturity, so understanding,
Speaker 3: no matter what you expect of somebody coming into an organization.
Speaker 3: Everybody needs that goes through that process, whether they're very
Speaker 3: senior orhe that they're very junior, there's a process of
Speaker 3: onboarding where you need to basically define the boundaries for
Speaker 3: them in that initial stage, in this initial state that
Speaker 3: wants you to do in this kind of work. I'm
Speaker 3: going to release you, but I need to see you
Speaker 3: do this kind of thing well first. And so this
Speaker 3: gives them confidence to get things done in an effective way.
Speaker 3: They build their confidence and you build your trust in them.
Speaker 3: That allows you to release them to go further and
Speaker 3: further and further faster in their journey and so motivationally.
Speaker 3: Create the boundaries initially for what you want someone to do.
Speaker 3: Don't just have someone come in the door and dump
Speaker 3: all the work that wasn't being done on this individual.
Speaker 3: Like figure it out. That's what usually happens. People come
Speaker 3: in you like figure it out right because you don't
Speaker 3: want to be bothered with it. You want to basically
Speaker 3: hand off the work. But if you do that, you're
Speaker 3: going to bury the person. They're not gonna be motivated,
Speaker 3: they're not gonna be engaged, and they're going to see
Speaker 3: that it was all about you in the first place,
Speaker 3: not about them. Well you so take a step to
Speaker 3: do that help them out.
Speaker 1: We know, Oh, something you said really key in this
Speaker 1: whole conversation with the word on boarding, and that is
Speaker 1: something I had to learn. We're going to take a
Speaker 1: break when we come back. I want to bring that
Speaker 1: at the top of the conversation. The on boarding process
Speaker 1: that you have to put in play when you bring
Speaker 1: in a new employee in so they can understand the culture.
Speaker 1: If you don't on board them and just have them
Speaker 1: walk out there and just kind of figure out on
Speaker 1: their own, you're going to have a problem. And I've
Speaker 1: had that problem in the past and own boarding and
Speaker 1: HR plays a major role in correcting those issues. Be
Speaker 1: right back with more money Making Conversations master Class and
Speaker 1: my guests Omar L. Harris, thank you. Be right back.
Speaker 4: We'll be right back with there's more money Making Conversations
Speaker 4: Masterclass with Rashawn McDonald.
Speaker 2: Welcome back to the Money Making Conversations Masterclass hosted by
Speaker 2: Rashaan McDonald. Money Making Conversations Masterclass continues online at Moneymakingconversations
Speaker 2: dot com and follow money Making Conversations Masterclass on Facebook, Twitter,
Speaker 2: and Instagram.
Speaker 1: I'm speaking to Omar L. Harris, and he's educating me.
Speaker 1: He's allowed me to speak honestly about how I have
Speaker 1: dealt with employees that I've hired over the years. And
Speaker 1: hopefully the information that he's given me is hitting home
Speaker 1: with some of the people who are listening to the show.
Speaker 1: And you know, Omar, when I sit down and think
Speaker 1: about myself as an individual, you know, sometimes you can
Speaker 1: you know, it can be daunting task because you have
Speaker 1: a budget for a number of employees you can hire,
Speaker 1: and so there's a certain level of expectation that you
Speaker 1: need to see happen in that position that you hire.
Speaker 1: But the own body process, it's where I was failing
Speaker 1: miserably when I was bringing new employees on that on board.
Speaker 1: Can you expound on that.
Speaker 3: Yeah, So this is actually something that I went through
Speaker 3: in my leadership journey as well, where I, you know,
Speaker 3: basically assumed because someone had a certain level of career
Speaker 3: maturity or title coming in the door, that I didn't
Speaker 3: need to kind of hold their hand on the way in.
Speaker 3: And what I realized is that you know, previous experience,
Speaker 3: previous is you know, uh, success is context dependent. So
Speaker 3: just because you were successful in a previous context. Just
Speaker 3: because Lebron James won a championship in Cleveland on meet,
Speaker 3: he's an won one in LA right, So you have
Speaker 3: to still be on boarded into the organization, the culture,
Speaker 3: the values, the principles and expectations. And so what I
Speaker 3: began doing was realizing that HR was the only going
Speaker 3: to help me so much. So HR was only going
Speaker 3: to basically bring people into the culture and help them
Speaker 3: meet other individuals, but they weren't going to get on
Speaker 3: board to my expectations and my leadership styles, and we
Speaker 3: weren't going to be able to trust fright from the beginning.
Speaker 3: So I innovated a three hour onboarding conversation that I
Speaker 3: had with each person who directly reported into me. So
Speaker 3: I spent three hours in the first two weeks with
Speaker 3: every person who were directly reported into me, whether I'd
Speaker 3: inherited them or whether I hired them, and built trust,
Speaker 3: conversed about styles, conversed about strengths, creating powerful partnerships. We've
Speaker 3: discussed our expectations, we discussed upcoming priorities, and I explained
Speaker 3: to them, I'm giving you ninety days to get up
Speaker 3: to speed, and so I'm going to support you really
Speaker 3: hold your hand for ninety days. At not to day
Speaker 3: ninety one. The training will go off if you're going
Speaker 3: around the block, but for ninety days, listen, come to
Speaker 3: me for everything you need. I am here to give
Speaker 3: you all the support you need to make sure you
Speaker 3: are successful. I want to set you up for success.
Speaker 3: And so that to some leaders, that's a tremendous burden.
Speaker 3: It's like, oh, I have to do that, well, okay,
Speaker 3: if you don't do it, the implication of not doing
Speaker 3: that kind of action, whether that be one hour or
Speaker 3: three hours or any amount of time, is that this
Speaker 3: person is not going to connect with you right away.
Speaker 3: They're not going to understand the parameters and expectations of
Speaker 3: how they're being measured and what's going to make them successful.
Speaker 3: And they're not going to have permission to come to
Speaker 3: you to ask all their questions that they have, or
Speaker 3: to get directed to resources within the organization to get
Speaker 3: their questions asked. Because the biggest thing to success when
Speaker 3: you're doing an organization is knowing the whens hows, who's
Speaker 3: what's wise. You have to get all that stuff answered
Speaker 3: in order for you to be set out for success.
Speaker 3: That takes around ninety days giving people that grace is
Speaker 3: really important. Giving them that support is really important, that
Speaker 3: you can watch them fly.
Speaker 1: Right, it's really important. And also you know that ninety
Speaker 1: day window usually is the probation window that you give employees,
Speaker 1: So it's important to keep that eye. And that's what
Speaker 1: the holy evaluation process comes in, because again, all these
Speaker 1: things matter because people come to work for you. One,
Speaker 1: they've accepted the job based on the income that you're
Speaker 1: offering them along the way, they are not going to
Speaker 1: be satisfied with that salary a year from now or
Speaker 1: two years. They might not be satisfied ninety days from now,
Speaker 1: and so you have to evaluate that. And when in
Speaker 1: speaking to you, Omar, when you're talking about leadership, when
Speaker 1: you're a small business owner and an entrepreneur, you are
Speaker 1: the leader. You know, you're not working for a fortune
Speaker 1: five hundred company. What are some of the advice for
Speaker 1: aspiring entrepreneurs starting new business and maintaining you know, the
Speaker 1: the resilience of facing these challenges that they should do,
Speaker 1: or there's some steps like we talked about HR. We
Speaker 1: talked about HR is just the starting point. You have
Speaker 1: to take it to the rest. What are some of
Speaker 1: the some of the building points for an entrepreneur, I
Speaker 1: would take.
Speaker 3: A step back. When you're an entrepreneur, you know that
Speaker 3: every hire counts, right, you cannot really afford to make
Speaker 3: bad hiring decisions because every individual you're bringing is going
Speaker 3: to be doing more than whatever your title for them
Speaker 3: is anyway, because you're small, right, and when you're smaller,
Speaker 3: to do everything. So what I tell people is to
Speaker 3: prioritize behaviors over pedigree. So it doesn't matter where you
Speaker 3: went to school, doesn't matter what your previous experiences in
Speaker 3: your resume. What I care about is what I call
Speaker 3: the whom. The whom so I want to understand your
Speaker 3: work ethic, your heart so basically shared passion, your optimism
Speaker 3: which is a O, and your maturity when I get
Speaker 3: I calibrate this actually via a questionnaire that I have
Speaker 3: in my first book, Read Aboard the DNA of High
Speaker 3: Performance Teams. But basically this process of whome interviewing allows
Speaker 3: me to calibrate and bring in a right what I
Speaker 3: call team DNA right from the start, so I don't
Speaker 3: make hiring mistakes. I make sure I bring in a
Speaker 3: right team DNA, and then I can mold that DNA
Speaker 3: towards task and what's happening within the business. But it's
Speaker 3: hard to fix a mistake you've made in a hiring processing.
Speaker 3: You know, if you hire somebody poorly, or you hired poorly,
Speaker 3: you know that this is a very costly, timely mistake
Speaker 3: and it can really take the wind out of the
Speaker 3: sales of small business especially well.
Speaker 1: You know, let's be real. Now, when you hire somebody,
Speaker 1: they may have had another job they've left, so you
Speaker 1: just kind of it has been maturity on both sides here.
Speaker 1: Maturity that you've made a mistake in your hiring, but
Speaker 1: you've also asked this person to trust you in the
Speaker 1: hiring process. So if you've hired the wrong person, you
Speaker 1: have to take on responsibility. And I think this is
Speaker 1: what Omar is saying. When you're on board somebody, there
Speaker 1: has to be handholding. You just can't push somebody in
Speaker 1: the corner where you've got a master's degree or you
Speaker 1: got experience in computer science or you got to experience
Speaker 1: in accounting, go do what you do because this person
Speaker 1: has come on board into your company, bought into your culture,
Speaker 1: and you just can't go, well, I've hired the wrong person.
Speaker 1: Maybe you've shown bad leadership when do we accept responsibility
Speaker 1: that we are not doing our job Omar as.
Speaker 3: Leaders, Oh yeah, this is the most important thing. Is
Speaker 3: a concept called the window in the mirror. And so
Speaker 3: the window in the mirror concept is basically this, uh,
Speaker 3: it's true. Leaders what they do is when they are
Speaker 3: when it when it comes time to give praise and
Speaker 3: look out the window, so basically trying to look for
Speaker 3: people to get praise too. But when it comes time
Speaker 3: to take accountability for actions and look in the mirror,
Speaker 3: so you look at yourself. So basically the first port
Speaker 3: of call for for when things go bad, look in
Speaker 3: the mirror, look at what you did wrong, raise your
Speaker 3: own self awareness and understand where you could have improved
Speaker 3: yourself and admit and admit where you failed. But when
Speaker 3: it comes time to giving out praise, be generous, open
Speaker 3: out window and shout to the to the rooftops about
Speaker 3: the praise. And that's what real you know, as a
Speaker 3: very simple concept, but basically the window in the mirror
Speaker 3: allows you to think about what the role of the
Speaker 3: leader is. You have to take accountability, as you mentioned Shan,
Speaker 3: you have to take that accountability right and look at
Speaker 3: look at yourself and say hey, I screwed up. I
Speaker 3: got to fix it and I got to make it right.
Speaker 1: It's really and that's when you get into personal development
Speaker 1: and self improvement, both on the on the leadership side
Speaker 1: as well as the developer of the people that you
Speaker 1: high What are some of the tips on goal setting
Speaker 1: and self reflection?
Speaker 3: Well, so for goals, basically, you know, we have this,
Speaker 3: we have frameworks, you know, smart whatever it is. I
Speaker 3: think at the end of the day, what matters for
Speaker 3: goal setting is to make sure that the bar you're
Speaker 3: trying to achieve is attainable, but it is difficult, so
Speaker 3: it needs to be really ambitious. You want to make
Speaker 3: sure you have ambition in your goal. You want to
Speaker 3: stretch in your goal because people develop when they're stretched,
Speaker 3: when it's not just a layup. And so you want
Speaker 3: to make things what makes things detainable so they're achievable,
Speaker 3: So you want to make sure they have to We
Speaker 3: all have to work to get here. You know. It's
Speaker 3: sort of like you know, trying to climb Everest, right,
Speaker 3: we have to go one stage at a time, So
Speaker 3: our goal this time is going to be stage one,
Speaker 3: Stage two, Stage three, stage four, and we know and
Speaker 3: make sure you know when you get there, we have
Speaker 3: milestones and you celebrate success along the journey. So I
Speaker 3: think that's really really important in terms of goal setting,
Speaker 3: is it's to set up that frame in terms of
Speaker 3: your mind, in terms of making sure it is honestly
Speaker 3: attainable what you're trying to achieve, but not so easy
Speaker 3: that everybody hits the mark every time.
Speaker 1: Well, that's really important. So how can we reach out
Speaker 1: to you a website? Social media there, omar so we
Speaker 1: can you know gate because you mentioned several books, tell
Speaker 1: us some background on how we can now follow you.
Speaker 3: Well, I appreciate that. Rison. So my website www. Dot
Speaker 3: Omar Lharris dot com is the best place to get
Speaker 3: access and learn more about myself. On Amazon dot com
Speaker 3: Omar L. Harris, if you google Omar L. Harris, all
Speaker 3: my books will come up, and my socials will come up,
Speaker 3: and on Instagram omrl dot Harris and LinkedIn Omarl Harris.
Speaker 3: So basically made it pretty easy for you to find me.
Speaker 1: Well, greatful. First of all, thank you for coming on
Speaker 1: the show, because you know, this is the first time
Speaker 1: I've had a kind of like I believe I've given
Speaker 1: a leadership session on the show. From a standpoon of management,
Speaker 1: as paying a standpoint of strategy, because sometimes I have
Speaker 1: to look in the mirror. I have to understand that
Speaker 1: I invited these people and I put a indeed add
Speaker 1: in and saying I'm hiring that I have to go
Speaker 1: through the process of not just hiring the first person
Speaker 1: to come through the door because I'm I don't feel
Speaker 1: like doing this. I have to hire the best person
Speaker 1: because there's a commitment on both sides, the commitment that
Speaker 1: I'm going to welcome into a culture to give them
Speaker 1: an opportunity to succeed and also train them so they
Speaker 1: can succeed in the mindset of what my level of
Speaker 1: expectation is.
Speaker 3: That correct one hundred percent. And for me, I guesked
Speaker 3: me earlier how to I dot success of leadership And
Speaker 3: it comes down to I look back at my career,
Speaker 3: look at the amount of leaders that I've created who
Speaker 3: have gone and surpassed me in terms of leader corporate leadership,
Speaker 3: and that's how I did my success. If you achieve
Speaker 3: the level that I was at when I was leading
Speaker 3: you or but above that, that to me is success
Speaker 3: because true leaders make other leaders cool.
Speaker 1: Thank you allmar Harris for calling in and speaking to
Speaker 1: me on Money Making Conversations Master Class, because you have
Speaker 1: given us a class today, my friend, Thank.
Speaker 4: You, thank you, thank you for joining us for this
Speaker 4: edition of Money Making Conversations Masterclass. Money Making COMversations Masterclass
Speaker 4: with rough Shan McDonald is produced by thirty eight fifteen
Speaker 4: Media Inc. More information about thirty eight fifteen Media Inc.
Speaker 4: Is available at thirty eight fifteen media dot com. And
Speaker 4: always remember to lead with your gifts