1 00:00:00,000 --> 00:00:01,590 Chuck Mollor: The format first has to start with what are 2 00:00:01,590 --> 00:00:02,760 you really passionate about? 3 00:00:03,180 --> 00:00:06,630 Because look, if you're not passionate about this every day, if you don't 4 00:00:06,630 --> 00:00:09,990 believe in yourself and believe in the solutions that you're offering, 5 00:00:10,290 --> 00:00:11,970 my mindset's is very simple. 6 00:00:12,000 --> 00:00:15,720 If I don't feel I have a world class offering in terms of expertise 7 00:00:15,720 --> 00:00:17,010 and solutions and impact... 8 00:00:17,505 --> 00:00:18,255 I'm not going to offer it. 9 00:00:26,175 --> 00:00:28,484 David Shriner-Cahn: Welcome to Smashing the Plateau. 10 00:00:28,874 --> 00:00:32,504 We help consultants, coaches, entrepreneurs, and small business 11 00:00:32,504 --> 00:00:36,194 owners build their businesses after long careers as employees. 12 00:00:36,705 --> 00:00:39,614 We believe you should be able to do what you love and get paid 13 00:00:39,614 --> 00:00:41,654 what you're worth, consistently. 14 00:00:41,985 --> 00:00:44,454 I'm your host, David Shriner-Cahn. 15 00:00:44,889 --> 00:00:48,289 Today on Smashing the Plateau, I'm speaking with the CEO of 16 00:00:48,289 --> 00:00:50,170 MCG Partners, Chuck Mollor. 17 00:00:50,800 --> 00:00:54,459 In today's episode, you will learn how to be an agile leader and 18 00:00:54,459 --> 00:00:58,612 build a business that is modeled to serve your clients and you well. 19 00:00:58,679 --> 00:01:00,672 Stay with us to hear all the details. 20 00:01:01,302 --> 00:01:03,822 How do you feel about where your business is today? 21 00:01:04,502 --> 00:01:08,582 Most of us do our best work in collaborative, supportive environments. 22 00:01:08,882 --> 00:01:10,142 Come explore ours. 23 00:01:10,802 --> 00:01:14,612 The Smashing the Plateau Community can help you build your business 24 00:01:14,642 --> 00:01:18,962 through live events, a private communication platform, accountability 25 00:01:18,962 --> 00:01:21,032 partners, and lots more resources. 26 00:01:21,452 --> 00:01:24,632 Speak to me or one of our community members to learn more. 27 00:01:25,082 --> 00:01:31,002 You can schedule a quick conversation at smashingtheplateau.com/15. 28 00:01:31,382 --> 00:01:39,002 That's smashingtheplateau.com/15, or go to our website at smashingtheplateau.com. 29 00:01:39,482 --> 00:01:41,282 Now, let's welcome Chuck Mollor. 30 00:01:41,927 --> 00:01:47,087 Chuck is Founder, CEO, Executive Coach, and advisor at MCG Partners, 31 00:01:47,327 --> 00:01:52,007 an organization that specializes in leadership and talent optimization, 32 00:01:52,007 --> 00:01:55,457 aligning business and people strategy for maximum results. 33 00:01:56,087 --> 00:01:59,567 He is the author of his new and bestselling book, "The Rise of the 34 00:01:59,627 --> 00:02:01,667 Agile Leader: Can you make the shift?" 35 00:02:02,207 --> 00:02:05,237 and Amazon's number one bestselling book on management. 36 00:02:05,927 --> 00:02:10,787 As a recognized expert in leadership effectiveness, a former Harvard Business 37 00:02:10,792 --> 00:02:15,737 School executive coach and a member of the Forbes Coaches Council, Chuck specializes 38 00:02:15,742 --> 00:02:20,357 in coaching and advising senior global executives and leadership teams through 39 00:02:20,357 --> 00:02:22,737 times of rapid growth, M&A, and change. 40 00:02:23,147 --> 00:02:24,407 Chuck, welcome to the show. 41 00:02:24,857 --> 00:02:25,457 Chuck Mollor: Thanks, David. 42 00:02:25,517 --> 00:02:26,597 Thank you for having me here. 43 00:02:27,157 --> 00:02:28,202 David Shriner-Cahn: It's great to have you on. 44 00:02:28,652 --> 00:02:31,832 Can you talk a little bit about your own career and personal 45 00:02:31,832 --> 00:02:33,102 journey to get us started? 46 00:02:33,672 --> 00:02:34,182 Chuck Mollor: Sure. 47 00:02:34,182 --> 00:02:38,582 I'm definitely part of that very large group that, that was graduating college, 48 00:02:38,582 --> 00:02:40,022 trying to figure out what I wanted to do. 49 00:02:40,442 --> 00:02:43,917 But I always was, drawn to business and the dynamics of 50 00:02:43,922 --> 00:02:45,477 business and organizations. 51 00:02:45,897 --> 00:02:47,787 I've always liked being a problem solver. 52 00:02:47,787 --> 00:02:49,137 I've always liked to learn. 53 00:02:49,527 --> 00:02:52,227 Always been very curious and I get bored very easily, David. 54 00:02:52,275 --> 00:02:56,355 Consulting was a really good career path for me and I spent most of my 55 00:02:56,355 --> 00:03:00,385 career in management consulting, and, based upon that description, no 56 00:03:00,390 --> 00:03:04,225 surprise, I actually bounced across a number of different practices. 57 00:03:04,225 --> 00:03:06,965 Most people kind of stick to one practice or methodology. 58 00:03:07,335 --> 00:03:08,095 Yeah, no, not me. 59 00:03:08,110 --> 00:03:12,760 I started off doing business process reengineering for a year that 60 00:03:12,760 --> 00:03:16,660 I got involved in some strategy consulting, and then I moved into 61 00:03:16,660 --> 00:03:20,350 the change management practice, which I did for a number of years. 62 00:03:20,770 --> 00:03:24,010 And then probably about 25 years ago, I got into the leadership development, 63 00:03:24,010 --> 00:03:26,180 talent management space and I never left. 64 00:03:26,209 --> 00:03:30,380 I was fortunate where, I did consulting work, I managed projects, managed teams. 65 00:03:30,905 --> 00:03:34,701 And I got involved and I experimented, I liked the big consulting environment 66 00:03:34,701 --> 00:03:38,361 in terms of early your career, providing some good mentorship and foundation 67 00:03:38,361 --> 00:03:39,711 in terms of the best practices. 68 00:03:40,131 --> 00:03:43,463 And then I did a couple of boutiques, one boutique I should say in particular. 69 00:03:43,643 --> 00:03:47,183 And then I did a global startup ,and I built a practice for a global firm. 70 00:03:47,183 --> 00:03:51,676 So I I liked experimenting my career and I liked, getting exposure to those 71 00:03:51,676 --> 00:03:53,836 different, practices and methodologies. 72 00:03:54,346 --> 00:03:57,796 And then I, advanced my career to running a practice. 73 00:03:58,306 --> 00:04:01,966 I ran business developments and then I also became the CEO. 74 00:04:01,975 --> 00:04:05,630 I was a CEO of a global consulting firm for about four or five years, and 75 00:04:05,630 --> 00:04:07,550 then we got acquired twice in one year. 76 00:04:07,880 --> 00:04:09,950 And then I started my own firm 15 years ago. 77 00:04:09,950 --> 00:04:13,978 So I'm a little unique in the sense that I am a coach, I'm an advisor, but 78 00:04:13,978 --> 00:04:15,928 I also own and run a consulting firm. 79 00:04:15,928 --> 00:04:17,188 We got about 50 people. 80 00:04:17,698 --> 00:04:17,878 David Shriner-Cahn: Yeah. 81 00:04:17,878 --> 00:04:23,198 I would say that is unique, that a very common path is someone who is 82 00:04:23,818 --> 00:04:30,903 in the corporate world or an industry and rises up the career ladder gets 83 00:04:30,903 --> 00:04:36,573 to a point where she or he would prefer to, the way I describe it is 84 00:04:36,663 --> 00:04:39,303 take more control over their destiny. 85 00:04:39,633 --> 00:04:44,420 And, sometimes they leave voluntarily and sometimes they get pushed out and they use 86 00:04:44,439 --> 00:04:50,154 the transition as an opportunity to really kind of double down on what it is they 87 00:04:50,154 --> 00:04:52,074 love doing, what they're best at doing. 88 00:04:52,434 --> 00:04:54,591 And they do it in a coaching format. 89 00:04:54,651 --> 00:04:58,191 Often it's solo, sometimes it's in a firm, but often it's solo. 90 00:04:58,611 --> 00:05:01,471 And your career trajectory was a little different. 91 00:05:02,601 --> 00:05:05,636 Chuck Mollor: Yeah, I know it was, and, but I did design this role of my 92 00:05:05,636 --> 00:05:07,706 business to suit what I was interested in. 93 00:05:07,761 --> 00:05:11,356 I liked the idea of having a business and having a team and having a, 94 00:05:11,356 --> 00:05:15,568 people that I could manage and develop and lead and scale on some level. 95 00:05:15,598 --> 00:05:18,741 I decided I did not want to open up offices around the us, the or 96 00:05:18,741 --> 00:05:20,721 globally, like I had done previously. 97 00:05:21,081 --> 00:05:24,321 Cause I had, I, at the time, I had three out of my four young 98 00:05:24,326 --> 00:05:26,931 children that I wanted to be involved in their quality of life. 99 00:05:27,576 --> 00:05:31,686 Coach soccer and go to dance recitals and all those things you do as a parent. 100 00:05:32,076 --> 00:05:36,336 So I kind of desi designed the job to fit both my personal lifestyle 101 00:05:36,636 --> 00:05:40,836 needs and the least desires, but also a role that made sense for me. 102 00:05:40,841 --> 00:05:41,753 I came full circle. 103 00:05:41,753 --> 00:05:45,173 I've been in the ivory tower for a number of years and I wanted to get back and 104 00:05:45,173 --> 00:05:46,673 make a difference with the clients again. 105 00:05:46,913 --> 00:05:49,256 And I'm still living in the business where I'm learning, I'm learning 106 00:05:49,256 --> 00:05:52,102 about industries and companies and the challenges that people 107 00:05:52,102 --> 00:05:53,362 are facing in the marketplace. 108 00:05:53,362 --> 00:05:56,852 And I think if you have that, I hate to say classic consulting 109 00:05:56,852 --> 00:06:00,182 mindset and interest, which is you're motivated by learning, you're 110 00:06:00,182 --> 00:06:03,918 motivated by problem solving, you're motivated by making a difference. 111 00:06:03,945 --> 00:06:07,907 It's really a nice fit for me personally, in addition to, running the firm. 112 00:06:07,907 --> 00:06:10,993 So yeah, I have this hybrid job, but I enjoy that. 113 00:06:11,413 --> 00:06:14,263 That's, it's satisfying for me personally. 114 00:06:14,443 --> 00:06:17,674 David Shriner-Cahn: And I gather, Chuck, that you also have, a wide 115 00:06:17,674 --> 00:06:25,142 variety of interests both on the kind of work side and on the non-work side. 116 00:06:25,442 --> 00:06:28,181 I see that, you were a cranberry grower? 117 00:06:28,571 --> 00:06:29,231 Owner, right? 118 00:06:29,231 --> 00:06:29,411 Chuck Mollor: Yeah. 119 00:06:29,651 --> 00:06:32,021 David Shriner-Cahn: And also board member of several organizations. 120 00:06:33,431 --> 00:06:35,591 Chuck Mollor: No, I've been involved in a number of boards over the years, 121 00:06:35,591 --> 00:06:37,661 both for profit as well as nonprofit. 122 00:06:38,141 --> 00:06:41,547 I'm a big believer, I even talk about this in, in my book, about making sure 123 00:06:41,547 --> 00:06:46,107 you have healthy time in each of our quadrants of life, which essentially is 124 00:06:46,112 --> 00:06:51,597 yourself, your family, and friends, your community, and then of course, your work. 125 00:06:51,717 --> 00:06:54,687 So I, I like to make sure that I'm spending enough time in each of those 126 00:06:54,687 --> 00:06:55,889 quadrants, not just one or two.. 127 00:06:55,912 --> 00:06:56,166 David Shriner-Cahn: Right. 128 00:06:56,166 --> 00:06:58,482 It's really important to living an integrated life. 129 00:06:58,902 --> 00:06:59,352 Chuck Mollor: I agree. 130 00:06:59,622 --> 00:06:59,982 David Shriner-Cahn: Yeah. 131 00:07:00,192 --> 00:07:04,782 Could you talk a little bit about how you came to really 132 00:07:04,812 --> 00:07:07,362 double down on your specialty? 133 00:07:07,572 --> 00:07:13,252 You do have a pretty broad background, yet you've now really specialized in one area. 134 00:07:14,292 --> 00:07:18,001 Chuck Mollor: Yeah, I, for me personally, yes, I specialize in what I do in 135 00:07:18,001 --> 00:07:20,041 terms of the work I provide to clients. 136 00:07:20,041 --> 00:07:23,884 As a firm, we're broader, we have essentially three practices. 137 00:07:23,884 --> 00:07:27,064 We have a leadership development practice, which includes everything from executive 138 00:07:27,064 --> 00:07:31,834 coaching to leadership development, to management training, to succession 139 00:07:31,834 --> 00:07:34,444 planning, to leadership alignment. 140 00:07:35,284 --> 00:07:37,204 So that's actually fairly broad. 141 00:07:37,251 --> 00:07:40,616 our organizational practice is everything from work around 142 00:07:40,616 --> 00:07:42,596 culture to work around change. 143 00:07:42,596 --> 00:07:45,121 We have a DEI capability in there. 144 00:07:45,121 --> 00:07:48,586 We also work around point engagements and we do a lot of work around 145 00:07:48,706 --> 00:07:53,266 team effectiveness, team building, including hybrid and virtual workforce 146 00:07:53,266 --> 00:07:56,806 effectiveness, which as you could expect the last two years has been huge. 147 00:07:56,822 --> 00:07:58,157 We did a lot of work around that. 148 00:07:58,457 --> 00:08:00,827 And then our talent practice essentially is assessments. 149 00:08:00,867 --> 00:08:04,790 Where we do everything from behavioral assessments that we have a tool that we 150 00:08:04,790 --> 00:08:09,812 use that we're we have a, long term sort of global certified partner relationship. 151 00:08:10,142 --> 00:08:13,832 And then we also do a lot of 360 assessment, employee engagement surveys. 152 00:08:14,222 --> 00:08:15,370 So that's what we call our telepractice. 153 00:08:15,790 --> 00:08:18,280 So as our firm, we're actually pretty broad. 154 00:08:18,520 --> 00:08:22,090 That allows us to really David, partner with our clients actually. 155 00:08:22,525 --> 00:08:26,605 Smaller mid-size companies that really want a partner to help them throughout 156 00:08:26,605 --> 00:08:28,225 the talent management life cycle. 157 00:08:28,465 --> 00:08:32,725 We do a lot of work with Global and Fortune 500 firms as well, 158 00:08:32,935 --> 00:08:35,335 where it's a bit more specialized either around leadership 159 00:08:35,335 --> 00:08:37,045 development or executive coaching. 160 00:08:37,345 --> 00:08:41,367 David Shriner-Cahn: And how did you personally decide on your niche in the 161 00:08:41,437 --> 00:08:42,997 service that you perform with clients? 162 00:08:43,307 --> 00:08:43,517 Chuck Mollor: Yeah. 163 00:08:43,533 --> 00:08:48,324 I think, as I was starting my firm 15, over 15 years ago, I knew that I wanted to 164 00:08:48,324 --> 00:08:50,394 be, was a self-funded, business startup. 165 00:08:50,399 --> 00:08:54,165 So I was going to do it on my own and I wasn't looking to scale that quickly. 166 00:08:54,165 --> 00:08:57,735 So I was experimenting early on my first year to say, okay, what 167 00:08:57,740 --> 00:08:59,055 really role I wanted to have. 168 00:08:59,085 --> 00:09:02,169 And in that I knew what my business model was going to be, as I already 169 00:09:02,169 --> 00:09:06,029 described it, we really haven't changed that business model in 15+ years. 170 00:09:06,489 --> 00:09:09,733 Maybe we've, we've obviously up, you know, modified and, upgraded in 171 00:09:09,733 --> 00:09:13,693 terms of best practices and research, including what the book is based upon, 172 00:09:13,698 --> 00:09:16,753 which is this new leadership model we design called The Agile Leader. 173 00:09:16,993 --> 00:09:20,398 So we continue to make sure we're staying current with what the needs 174 00:09:20,398 --> 00:09:24,088 are in the marketplace, but from my role, it really is a reflection about 175 00:09:24,088 --> 00:09:27,358 my own experiences as a leader, david, I had, I was one of those leaders 176 00:09:27,358 --> 00:09:30,958 that got tapped on the shoulder and said, Hey, we had a 360 assessment. 177 00:09:31,723 --> 00:09:35,773 So my own personal experiences of leading and managing my own trials 178 00:09:35,773 --> 00:09:39,583 and tribulations as a manager, in the moments where that were very 179 00:09:39,583 --> 00:09:42,793 transformational for me to really figure out what leadership meant for 180 00:09:42,793 --> 00:09:45,253 me, made a huge difference in my career. 181 00:09:45,553 --> 00:09:49,338 So based upon those experiences, I thought becoming an executive 182 00:09:49,338 --> 00:09:51,051 coach, would be a good fit for me. 183 00:09:51,051 --> 00:09:54,342 And, it's really a combination of coaching and doing some advisory work 184 00:09:54,732 --> 00:09:56,082 that's been a really good fit for me. 185 00:09:56,082 --> 00:09:59,576 I've really had such amount of, I'm just so grateful to be able to do what 186 00:09:59,576 --> 00:10:01,216 I've been doing the last 15+ years. 187 00:10:01,236 --> 00:10:01,438 David Shriner-Cahn: Yeah. 188 00:10:01,438 --> 00:10:03,961 Congratulations on what you've built, this success you've 189 00:10:03,961 --> 00:10:07,621 achieved, and also congratulations on the release of your new book. 190 00:10:07,981 --> 00:10:09,341 What led you to write it? 191 00:10:10,011 --> 00:10:13,628 Chuck Mollor: Yeah, I asked the question actually right before Covid to my team. 192 00:10:13,628 --> 00:10:15,681 I said, what do we think is the future of leadership? 193 00:10:15,831 --> 00:10:18,651 And the leadership model has hadn't really changed that 194 00:10:18,656 --> 00:10:21,051 dramatically the last 10+ years. 195 00:10:21,541 --> 00:10:24,171 And yet the world had been changing rapidly, and this is before covid. 196 00:10:24,228 --> 00:10:27,048 Cycles innovation are getting shorter and shorter of a pace. 197 00:10:27,053 --> 00:10:31,180 The intensity of change, the digitalization of business, the 198 00:10:31,180 --> 00:10:33,070 multiple generations in the workforce. 199 00:10:33,610 --> 00:10:36,720 And then, obviously Covid just accelerated all that. 200 00:10:36,720 --> 00:10:40,585 Including issues around diversity, equity, inclusion, the virtual 201 00:10:40,585 --> 00:10:42,385 hybrid workforce became an issue. 202 00:10:42,385 --> 00:10:45,655 So we have all these things going on, but what are leader, what do 203 00:10:45,805 --> 00:10:47,005 leaders need to do to be effective? 204 00:10:47,005 --> 00:10:50,682 So we interviewed CEOs, we interviewed clients, we looked at research. 205 00:10:51,072 --> 00:10:54,660 We came up with this leadership model that we coined The Agile Leader. 206 00:10:54,930 --> 00:10:56,940 So that became the impetus to the book, David. 207 00:10:57,150 --> 00:11:01,380 In addition to that, I really wanted to provide a roadmap to help leaders 208 00:11:01,380 --> 00:11:02,760 at any level get to the next. 209 00:11:02,819 --> 00:11:07,474 So, you know, for some people, 95% of the roadmap is completely, 210 00:11:07,474 --> 00:11:09,127 new and transformational. 211 00:11:09,277 --> 00:11:12,944 For maybe a very seasoned leader, 10% or 20% of the book 212 00:11:13,214 --> 00:11:14,384 is going to be very impactful. 213 00:11:14,384 --> 00:11:17,114 But the point is, no matter who you are, your background or your 214 00:11:17,114 --> 00:11:20,144 level, I want to have a roadmap that's going to be hopefully 215 00:11:20,144 --> 00:11:21,764 helpful and a very practical level. 216 00:11:22,244 --> 00:11:25,694 Tools and strategies, methodologies that a person can 217 00:11:25,694 --> 00:11:27,044 incorporate in their day to day. 218 00:11:27,344 --> 00:11:29,707 So that was really the what motivated me to write the book. 219 00:11:30,037 --> 00:11:32,587 David Shriner-Cahn: Chuck, what are some of the techniques that 220 00:11:32,587 --> 00:11:37,357 you, that the book recommends for leaders who want to be agile? 221 00:11:37,752 --> 00:11:39,349 Chuck Mollor: Yeah, there, there's a number of things. 222 00:11:39,407 --> 00:11:41,417 There's definitely this self-awareness component. 223 00:11:41,445 --> 00:11:43,591 we've been talking about self-awareness for a lot of years. 224 00:11:43,891 --> 00:11:44,761 That's not new. 225 00:11:45,091 --> 00:11:47,911 But how do you really apply that in a very practical way? 226 00:11:48,211 --> 00:11:52,201 And by the way, what techniques and tools, they're not necessarily new either, are 227 00:11:52,206 --> 00:11:56,131 you doing in terms of how you ask for feedback and how you focus on what you're 228 00:11:56,131 --> 00:11:59,667 developing and frankly, if you're now focusing on self development, You're 229 00:11:59,667 --> 00:12:03,177 letting yourself down, including your organization, your team and I think one 230 00:12:03,177 --> 00:12:06,627 of the challenges I've seen, especially the last few years, David, with a lot 231 00:12:06,627 --> 00:12:10,737 of leaders, is they don't recognize that leadership and managing in itself 232 00:12:10,767 --> 00:12:13,227 is a skill in itself, is a profession. 233 00:12:13,587 --> 00:12:14,097 Okay. 234 00:12:14,397 --> 00:12:17,227 A lot of people, because they're bright, they're highly 235 00:12:17,227 --> 00:12:18,787 competent individual contributor. 236 00:12:18,787 --> 00:12:21,047 They're incredibly successful as a performer. 237 00:12:21,076 --> 00:12:23,566 They're thrust in the management very often and they're in it for a 238 00:12:23,566 --> 00:12:25,186 lot of years in advance, quickly. 239 00:12:25,486 --> 00:12:29,155 And next thing you know, they, they just take for granted that, management and 240 00:12:29,175 --> 00:12:33,285 leadership is just part of their mindset or part of their personality in itself. 241 00:12:33,285 --> 00:12:34,635 It's a skill, it's a profession. 242 00:12:34,699 --> 00:12:38,559 and if you take that mindset of understanding that how do I continue to 243 00:12:38,559 --> 00:12:42,453 get better as a manager, leader, as a skill, as a profession, that's how you're 244 00:12:42,453 --> 00:12:43,569 going to continue to develop yourself. 245 00:12:43,569 --> 00:12:47,412 The moment you think, Hey, I of reached the pinnacle of my expertise, 246 00:12:47,412 --> 00:12:50,592 that's when you're let yourself down for potential failure because. 247 00:12:50,663 --> 00:12:54,383 it's a constant, lifelong approach of learning and development. 248 00:12:54,383 --> 00:12:56,963 So I think that's, to me, one of the most critical elements that 249 00:12:56,963 --> 00:12:58,133 I talk about that in the book. 250 00:12:58,523 --> 00:13:00,353 I cover really a lot of material in the book. 251 00:13:00,353 --> 00:13:03,436 There's 20, I can't even remember how many chapters, like 26. 252 00:13:03,441 --> 00:13:05,416 I cover a lot of different sections David. 253 00:13:05,806 --> 00:13:08,476 One thing in particular I talk about is triggers. 254 00:13:08,476 --> 00:13:09,466 I've done a lot of work. 255 00:13:09,520 --> 00:13:12,520 I've come up with my own methodology and how people help them manage their 256 00:13:12,520 --> 00:13:14,530 emotions and manage their triggers. 257 00:13:14,530 --> 00:13:19,355 Now, whether you're very intense and very, sort of assertive personality, or you're 258 00:13:19,357 --> 00:13:22,120 very low keyed, in laid back and calm. 259 00:13:22,120 --> 00:13:25,990 We all have triggers, and it all impacts on how we interact, 260 00:13:25,990 --> 00:13:30,550 respond, develop relationships, and address specific situations. 261 00:13:30,850 --> 00:13:31,990 I talk about conflict. 262 00:13:32,050 --> 00:13:35,908 I talk about managing, multiple generations and managing a hybrid 263 00:13:35,908 --> 00:13:37,708 workforce, a virtual workforce. 264 00:13:37,708 --> 00:13:40,103 So I really cover a lot of, managing change. 265 00:13:40,103 --> 00:13:41,093 So I really cover. 266 00:13:41,533 --> 00:13:45,223 To me, I try to cover really the critical aspects of managing, 267 00:13:45,228 --> 00:13:46,873 leading in today's work environment. 268 00:13:47,143 --> 00:13:49,843 And again, trying to give people some really practical tools 269 00:13:49,848 --> 00:13:51,343 and techniques on how to be 270 00:13:51,348 --> 00:13:51,883 David Shriner-Cahn: effective. 271 00:13:52,123 --> 00:13:56,112 Chuck, what are some examples of, some leaders that follow this kind of 272 00:13:56,117 --> 00:13:57,912 methodology and have done really well? 273 00:13:58,362 --> 00:13:59,382 Chuck Mollor: That's a really great example. 274 00:13:59,382 --> 00:14:00,552 I think a couple of things. 275 00:14:00,552 --> 00:14:05,247 I think a leader that I know particular, and I use this metaphor in my book. 276 00:14:05,247 --> 00:14:07,081 I, we, and I like to be visual, right? 277 00:14:07,081 --> 00:14:09,721 And give people to close their eyes and visualize in a lot 278 00:14:09,721 --> 00:14:11,641 of ways a leader is a surfer. 279 00:14:11,761 --> 00:14:15,091 Right now, no, I may not resonate with a lot of people but let me, continue. 280 00:14:15,451 --> 00:14:18,331 What I mean by that is, and I'm not a surfer, which is even funnier, 281 00:14:18,336 --> 00:14:19,610 I'm using that as a metaphor. 282 00:14:19,940 --> 00:14:24,150 But my point here is that when you're surfing, you have no idea what's going 283 00:14:24,150 --> 00:14:27,710 to go on in the ocean at any given day, frankly, any given moment, whether 284 00:14:27,710 --> 00:14:31,385 it's the conditions of the ocean you know the direction of the waves, 285 00:14:31,385 --> 00:14:33,965 the choppiness or a storm brewing. 286 00:14:34,385 --> 00:14:37,264 As a surfer, you're surfing in chaos, essentially. 287 00:14:37,504 --> 00:14:38,524 The key is balance. 288 00:14:38,944 --> 00:14:40,634 How do you find balance on that surfboard? 289 00:14:40,705 --> 00:14:42,474 Well, guess what, in life it's similar, right? 290 00:14:42,479 --> 00:14:47,034 As a leader, you're swimming really, often in an ocean in your organization. 291 00:14:47,034 --> 00:14:49,704 You even know what direction your business is going in. 292 00:14:49,704 --> 00:14:50,694 What's the business climate? 293 00:14:50,694 --> 00:14:51,744 What's going on with your people? 294 00:14:52,314 --> 00:14:53,964 The challenges that everyone's facing. 295 00:14:54,204 --> 00:14:55,584 You've gotta create stability. 296 00:14:55,584 --> 00:14:59,994 You've gotta find, create a stable environment for your people to 297 00:14:59,994 --> 00:15:04,164 feel safe, for your people, to feel you're there to help support them. 298 00:15:04,164 --> 00:15:07,933 That they're grounded in their environment even though there's chaos all around us. 299 00:15:08,413 --> 00:15:13,338 So you try to use that as a visual, but also as is the methodology for leadership. 300 00:15:13,968 --> 00:15:17,379 And that really ties into, and I already just said this kind of 301 00:15:17,409 --> 00:15:18,639 creates safe work environment. 302 00:15:18,639 --> 00:15:19,419 What does that really mean? 303 00:15:19,419 --> 00:15:24,263 Safe work environment means that, people feel they can, challenge, they 304 00:15:24,263 --> 00:15:28,523 can make mistakes, they can fail, they can challenge the status quo, 305 00:15:28,823 --> 00:15:31,763 that they're not going to get shot down with their ideas and opinions. 306 00:15:32,228 --> 00:15:36,398 They're not going to get thrown out or lose their job or slap them the wrist 307 00:15:36,398 --> 00:15:37,928 if they make a mistake or failure. 308 00:15:38,318 --> 00:15:42,997 And the challenge is, we all remember in our careers, we learn by failure. 309 00:15:42,997 --> 00:15:46,747 When we look back at our careers and our profession, we recognize how we've 310 00:15:46,752 --> 00:15:50,077 gotten better is how we've learned, overcome our failures and mistakes. 311 00:15:50,377 --> 00:15:53,988 Yet when we get into management, whether it's the pressures of, the executive 312 00:15:53,988 --> 00:15:57,218 team or if you are an executive team member and it's the board. 313 00:15:57,738 --> 00:16:00,108 Or it's your investors or your shareholders. 314 00:16:00,558 --> 00:16:04,370 We sometimes put so much pressure, we forget sometimes the formula for success 315 00:16:04,880 --> 00:16:08,450 and the formula for success is creating an environment where people can thrive. 316 00:16:09,290 --> 00:16:14,267 And take risk and fail and be innovative because without innovation, not just 317 00:16:14,267 --> 00:16:18,197 in terms of products and services, but internally, you're risking the 318 00:16:18,197 --> 00:16:20,957 organization that's going to get stale and that's not going to grow 319 00:16:20,957 --> 00:16:22,097 and that's not going to thrive. 320 00:16:22,337 --> 00:16:25,258 And that people are not going to give, beyond discretionary effort. 321 00:16:25,588 --> 00:16:28,138 So that's one of the foundations that I I often talk about. 322 00:16:28,408 --> 00:16:29,518 David Shriner-Cahn: That's a huge challenge. 323 00:16:29,863 --> 00:16:33,256 And I love the metaphor, the surfing metaphor about, trying to 324 00:16:33,256 --> 00:16:35,686 achieve balance in a world of chaos. 325 00:16:35,986 --> 00:16:36,796 It's so true. 326 00:16:37,246 --> 00:16:37,766 No, thank you. 327 00:16:37,812 --> 00:16:38,772 Chuck Mollor: I'm not a surfer either. 328 00:16:38,796 --> 00:16:40,326 We all can visualize it, right? 329 00:16:40,331 --> 00:16:41,556 We all can visualize it. 330 00:16:41,856 --> 00:16:43,236 David Shriner-Cahn: We all can visualize it. 331 00:16:43,236 --> 00:16:45,888 And, I grew up near the ocean, so I spent a lot of time at the beach, so I 332 00:16:45,888 --> 00:16:47,208 know exactly what you're talking about. 333 00:16:47,658 --> 00:16:49,758 Chuck Mollor: Yeah, I think it's important we think about that because 334 00:16:49,758 --> 00:16:54,423 again, if anything, the world continues to be, especially with the access to 335 00:16:54,423 --> 00:16:57,483 media and digitalization, everything feels like it's in our backyard. 336 00:16:57,483 --> 00:17:02,733 And so how do we create a mindset as well as a work environment and psychologically 337 00:17:02,738 --> 00:17:05,853 where people, again, there's a lot of work around psychological safety and 338 00:17:05,853 --> 00:17:07,113 a lot of that's what I'm referring. 339 00:17:07,563 --> 00:17:10,623 About, how do we create environment where people feel they, they can 340 00:17:10,623 --> 00:17:12,988 do all those things and we, and we have to remember the relationship 341 00:17:12,988 --> 00:17:14,291 between innovation and failure. 342 00:17:14,314 --> 00:17:16,553 and I talk about this a lot, David, which is, without 343 00:17:16,553 --> 00:17:17,873 failure there is no innovation. 344 00:17:18,248 --> 00:17:21,218 And we sometimes, especially when you get to senior manager and we forget 345 00:17:21,218 --> 00:17:24,267 about that, we figure about the principles, what innovation's all about. 346 00:17:24,267 --> 00:17:25,994 David Shriner-Cahn: That's a really important point, Chuck. 347 00:17:26,714 --> 00:17:31,425 I wondered if we could shift and talk a little bit about, for someone who 348 00:17:31,425 --> 00:17:37,125 is in a consulting role, particularly for those folks that may be earlier 349 00:17:37,125 --> 00:17:41,058 on in their consulting business, and they're not looking to grow a 350 00:17:41,058 --> 00:17:46,288 team as large as yours, how do you choose the right business model? 351 00:17:46,288 --> 00:17:47,670 Chuck Mollor: Well, I mean, I think there's got, I'm going 352 00:17:47,670 --> 00:17:48,950 to become a formula person. 353 00:17:48,950 --> 00:17:52,010 I think the formula first has to start with what are you really passionate about? 354 00:17:52,430 --> 00:17:55,880 Because look, if you're not passionate about this every day, if you don't 355 00:17:55,885 --> 00:17:59,240 believe in yourself and believe in the solutions that you're offering, 356 00:17:59,510 --> 00:18:01,040 my mindset's going is very simple. 357 00:18:01,040 --> 00:18:04,550 If I can't, if I don't feel I have a world class offering in terms 358 00:18:04,550 --> 00:18:07,820 of expertise and solutions and impact, I'm not going to offer it. 359 00:18:08,180 --> 00:18:10,220 It's just too competitive world out there. 360 00:18:10,670 --> 00:18:13,790 Doesn't mean that necessarily everyone's going to want to buy from us when it 361 00:18:13,790 --> 00:18:16,858 comes to those capabilities, but to me, I feel we're going to be world 362 00:18:16,858 --> 00:18:20,266 class and we're going to continue to, by the way, research and invest in. 363 00:18:20,841 --> 00:18:22,621 And that's so critical of consulting. 364 00:18:22,921 --> 00:18:26,731 You just cannot continue to lean on models and solutions that 365 00:18:26,731 --> 00:18:28,471 you created five, 10 years ago. 366 00:18:28,771 --> 00:18:32,791 You've got to constantly be out there and doing research and evaluating best 367 00:18:32,791 --> 00:18:36,421 practices and looking at the future trends, what's needing out there. 368 00:18:36,426 --> 00:18:38,011 So that's, that to me is number one. 369 00:18:38,251 --> 00:18:39,661 David Shriner-Cahn: So you got to be on top of your game. 370 00:18:39,931 --> 00:18:42,181 Chuck Mollor: Yeah, you got to, you've got to be passionate about it, and 371 00:18:42,181 --> 00:18:45,631 you've got to invest in your expertise and your knowledge and think about 372 00:18:45,631 --> 00:18:47,251 the future, not just about today. 373 00:18:47,781 --> 00:18:51,078 Not overly rely on the methodology that you've been using for a number of years. 374 00:18:51,708 --> 00:18:54,708 The other, second thing that's really critical, and I can give you an example of 375 00:18:54,708 --> 00:18:57,018 this and I will, is where is the demand? 376 00:18:57,498 --> 00:18:58,668 So I'll give you an example. 377 00:18:58,668 --> 00:19:01,788 One of the things I first did when I created my business that 378 00:19:01,788 --> 00:19:05,628 we still provide it, is I really thought that the future was going 379 00:19:05,628 --> 00:19:07,008 to be about new leader onboarding. 380 00:19:07,443 --> 00:19:12,149 Because, new leaders, especially hired externally, they still fail at a, like 381 00:19:12,149 --> 00:19:17,309 a 45% failure rate after 18 months, which is astounding when you think 382 00:19:17,309 --> 00:19:22,949 about the impact of productivity, performance, stability, culture, morale, 383 00:19:23,249 --> 00:19:24,719 and then performance of your people. 384 00:19:24,747 --> 00:19:28,276 There's a lot of instability, unrest when a new executive comes in from 385 00:19:28,276 --> 00:19:31,996 the outside and fails after 18 months for a variety of reasons. 386 00:19:32,551 --> 00:19:36,451 So to me the solution was a new leader onboarding coaching program and toolkit. 387 00:19:36,901 --> 00:19:38,371 I thought it was going to be a home run. 388 00:19:38,791 --> 00:19:39,451 And guess what? 389 00:19:39,451 --> 00:19:40,111 Crickets. 390 00:19:40,171 --> 00:19:40,591 You know why? 391 00:19:40,591 --> 00:19:44,341 Because in the priority of what companies wanted to spend money on, 392 00:19:44,701 --> 00:19:48,331 they all saw the value, but they didn't say, I'm going to spend money on it. 393 00:19:48,841 --> 00:19:53,401 So the lesson learned there is, I might think I may see what the need is, and 394 00:19:53,401 --> 00:19:57,961 I may try to convince as many prospects and clients that they need to use this. 395 00:19:58,381 --> 00:20:01,861 But the of the day, if it's not a demand for them, It's not 396 00:20:01,861 --> 00:20:03,091 going to be the right solution. 397 00:20:03,091 --> 00:20:08,186 So, it sounds like a very simple, example, but trust me, I see too many people 398 00:20:08,396 --> 00:20:11,876 trying to provide a solution that there's simply no demand in the market for. 399 00:20:12,326 --> 00:20:14,839 So the demand in the marketplace is really critical. 400 00:20:15,244 --> 00:20:18,480 And then third, the last thing I'll say, just to keep it simple, 401 00:20:18,480 --> 00:20:20,310 is where do you spend your time? 402 00:20:20,460 --> 00:20:24,480 Especially becuase you know, I think we can agree that the majority of consultants 403 00:20:24,485 --> 00:20:26,280 or coaches out there are individuals. 404 00:20:26,280 --> 00:20:27,690 So how are you? 405 00:20:27,690 --> 00:20:30,810 And it's like the three or four legged stool, depending on how 406 00:20:30,810 --> 00:20:32,250 many legs you want to talk about. 407 00:20:32,640 --> 00:20:35,999 We already talked about one of them, which is, investing in your expertise, 408 00:20:36,569 --> 00:20:40,069 investing in your best practices, and your solutions that you're offering. 409 00:20:40,399 --> 00:20:43,749 The second, leg is obviously delivering work. 410 00:20:43,796 --> 00:20:46,629 Having clients, they're working with you and you're providing 411 00:20:46,629 --> 00:20:48,729 services and you're executing. 412 00:20:49,119 --> 00:20:52,179 And remember of the cliche, and I use this with my team every time. 413 00:20:52,449 --> 00:20:54,189 You're only as good as what you deliver today. 414 00:20:54,624 --> 00:20:57,024 Doesn't make a difference what you did yesterday or five years 415 00:20:57,024 --> 00:20:58,914 ago, 10 years ago, 20 years ago. 416 00:20:59,184 --> 00:21:01,704 So make sure that when you're delivering, you're delivering what 417 00:21:01,704 --> 00:21:04,854 you're there to deliver, and it's only as good as what you're doing today. 418 00:21:05,214 --> 00:21:09,148 And the last stool, or leg, I should say, of that stool is external. 419 00:21:09,268 --> 00:21:12,898 Building relationships, networking, doing business development, being 420 00:21:13,168 --> 00:21:16,768 involved in the business community, finding partnerships and alliances, 421 00:21:17,338 --> 00:21:19,468 investing in professional associations. 422 00:21:20,068 --> 00:21:23,098 And again, I think what happens to a lot of individuals is they get 423 00:21:23,098 --> 00:21:26,908 so busy delivering a project and they're trying to find balance in 424 00:21:26,908 --> 00:21:30,253 their own personal life, they're not investing in those other two legs. 425 00:21:30,613 --> 00:21:34,693 And that's honestly the biggest challenge for any individual versus being part 426 00:21:34,693 --> 00:21:38,014 of an organization is how do I, Now there's a lot of really successful 427 00:21:38,014 --> 00:21:42,004 people that can do that, but they're all, they've also disciplined themselves in 428 00:21:42,004 --> 00:21:45,314 a way to be able to make sure they're focusing on each one of those stools 429 00:21:45,334 --> 00:21:46,924 or each one of those legs, excuse me. 430 00:21:47,224 --> 00:21:50,138 David Shriner-Cahn: Yeah, no, the discipline is really critical to be 431 00:21:50,138 --> 00:21:54,189 able to have the balance and then make sure that you're feeding what is 432 00:21:54,194 --> 00:21:56,469 needed in each area of your business. 433 00:21:57,069 --> 00:21:57,459 Chuck Mollor: Agreed. 434 00:21:57,669 --> 00:21:59,856 David Shriner-Cahn: Chuck, is there anything that I haven't asked you that 435 00:21:59,856 --> 00:22:01,506 you want to share before we close out? 436 00:22:02,016 --> 00:22:04,249 Chuck Mollor: No, I, I I think, look, there, there's always going 437 00:22:04,249 --> 00:22:06,669 to be good days and bad days. 438 00:22:06,669 --> 00:22:09,679 There's always going to be good experiences and bad experiences. 439 00:22:09,680 --> 00:22:12,424 If there's any advice we give to anybody, don't be a lone wolf. 440 00:22:12,544 --> 00:22:15,904 And what I mean by that is, yeah, surround yourself with friends and 441 00:22:15,904 --> 00:22:19,654 mentors and associates, that are interested in you, they care about you. 442 00:22:19,654 --> 00:22:21,334 It doesn't have to be a formal board. 443 00:22:21,694 --> 00:22:24,544 It doesn't have to be even a formal advisory group or committee. 444 00:22:24,904 --> 00:22:28,534 But, make sure you've got people you can talk to that can give you feedback. 445 00:22:28,534 --> 00:22:31,174 That can be able to support you when you're having a bad day or a bad 446 00:22:31,174 --> 00:22:32,554 week, or maybe even a bad month. 447 00:22:32,617 --> 00:22:36,627 stay optimistic, stay positive, believe in yourself, because guess what? 448 00:22:36,627 --> 00:22:40,057 Just like I talked about earlier, about leaders and innovation around failure. 449 00:22:40,057 --> 00:22:41,407 Guess so you're going to make mistakes. 450 00:22:41,817 --> 00:22:44,417 You're going to sometimes fail and forgive yourself. 451 00:22:44,417 --> 00:22:45,387 Accept youself. 452 00:22:46,037 --> 00:22:49,447 Learn from that and move on and grow and continue to be better. 453 00:22:49,717 --> 00:22:51,547 So that's my last piece of advice. 454 00:22:52,522 --> 00:22:54,682 David Shriner-Cahn: And I have to say, I was reflecting as you were 455 00:22:54,682 --> 00:22:58,755 describing, who you need to surround yourself with and why, which is, one 456 00:22:58,760 --> 00:23:04,608 of my primary motivations for founding and leading the Smashing the Plateau 457 00:23:04,613 --> 00:23:09,848 Community for consultants because it's designed to help consultants and coaches 458 00:23:09,878 --> 00:23:12,008 that are primarily working alone. 459 00:23:12,518 --> 00:23:16,268 And you do need to spend time with like-minded people who will give you 460 00:23:16,268 --> 00:23:20,438 support, give you feedback, point out some solutions you may not have thought 461 00:23:20,438 --> 00:23:24,258 about when you ha when you're facing a challenge, and really just be there to 462 00:23:24,438 --> 00:23:28,251 help you achieve the kind of things you want to achieve and you can't do it alone. 463 00:23:28,531 --> 00:23:29,681 Chuck Mollor: Agree, completly. 464 00:23:30,106 --> 00:23:30,436 David Shriner-Cahn: Yeah. 465 00:23:30,766 --> 00:23:33,106 Chuck, I want to thank you so much for joining us today. 466 00:23:33,106 --> 00:23:36,598 If somebody wants to go deeper with anything we've discussed, get a copy 467 00:23:36,598 --> 00:23:39,928 of your book or access any resources you have, get in touch with you, 468 00:23:39,928 --> 00:23:41,248 where would be the best place to go? 469 00:23:41,518 --> 00:23:41,848 Sure. 470 00:23:41,935 --> 00:23:43,490 Chuck Mollor: I would say connect with me on LinkedIn. 471 00:23:43,495 --> 00:23:46,084 Again, it's Chuck Mollor, M O L L O R. 472 00:23:46,414 --> 00:23:48,909 I have my own website, under my name, predominantly because of the 473 00:23:48,909 --> 00:23:50,869 book, which is chuckmollor.com. 474 00:23:51,249 --> 00:23:55,268 And then, of course, my business, which is mcgpartners.com. 475 00:23:55,478 --> 00:23:57,548 So those are the three options in getting in touch with me. 476 00:23:57,998 --> 00:23:58,988 David Shriner-Cahn: Thank you again, Chuck. 477 00:23:58,988 --> 00:24:02,108 My guest today has been the CEO of MCG Partners, Chuck Mollor. 478 00:24:02,588 --> 00:24:03,738 Thank you, Chuck, for joining us. 479 00:24:03,751 --> 00:24:05,701 Chuck Mollor: Thanks David, its been a pleasure to be here with you today. 480 00:24:07,681 --> 00:24:10,191 David Shriner-Cahn: When you visit the Smashing The Plateau website at 481 00:24:10,191 --> 00:24:14,941 smashingtheplateau.com, you'll find a summary of each episode along with 482 00:24:14,941 --> 00:24:16,081 the links we mentioned on the show. 483 00:24:17,041 --> 00:24:21,391 On today's episode with Chuck Mollor, we learned how to be an agile leader 484 00:24:21,451 --> 00:24:25,171 and build a business that's modeled to serve your clients and you well. 485 00:24:25,861 --> 00:24:27,331 Are you building a community? 486 00:24:27,721 --> 00:24:32,251 Check out Circle, the all in one community platform for creators and brands. 487 00:24:32,701 --> 00:24:37,021 Bring together engaging discussions, members, live streams, chat 488 00:24:37,091 --> 00:24:41,441 events, and memberships all in one place, all under your own brand. 489 00:24:42,061 --> 00:24:45,746 Circle is the platform we use in the Smashing the Plateau Community. 490 00:24:46,436 --> 00:24:51,386 I love the way Circle puts your people, discussions and content all in one place. 491 00:24:52,016 --> 00:24:57,686 Get a free 14- day trial of circle at smashingtheplateau.com/circle. 492 00:24:58,046 --> 00:25:01,936 That's smashingtheplateau.com/circle. 493 00:25:02,396 --> 00:25:03,796 I'm David Shriner-Cahn. 494 00:25:04,256 --> 00:25:07,476 Thank you for taking the time to listen to our show, I'll 495 00:25:07,476 --> 00:25:09,211 see you on our next episode.