Why You Should Choose Team Work with Jack McGuinnessOn September 5, 2019 by Raul Dinwiddie
Hello everybody and welcome to our show. Today I’m really glad everybody could join us. So today we’re talking about what are the most important topics that you need to know a lot about when it comes to running a business which is going to be starting a team, running a team, managing a team and everything you need to know about team operation and in this topic, it’s so important that I went out and wanted to get one of the best and foremost experts on the topic. So with us today is Jack McGinnis now Jack has twenty-five-plus years of experience working with leadership teams at organizations big and small across multiple different industries after serving as an Airborne
Ranger with US Army’s prestigious 10th Mountain Division he helped build a
successful boutique management consulting firm, where he served to COO for 13 years. Jack also served as the CEO of a contract packaging company where he developed the passion for unleashing the leadership capacity of teams throughout the organization. Now 2009 Jack joined forces with the West Point classmate the forum relationship impact a consulting firm focused on working with CEO’s to unlock the potential of their leadership teams. He’s also served the senior professional instructor at the John Hopkins Carey School of Business where he teaches courses on strategic management and human capital. He’s a contributing writer to Chief Executive Magazine. He holds an MBA from Hagan School of Business at Iona College and a B.S. in engineering management for the United States Military Academy at West Point.
So pretty, pretty impressive here Jack. Thanks man. Welcome. Thanks for coming to the show.Thanks so much for having me Ty. Looking forward to talking to you. Yeah. and thank you very much for your service man. I really appreciate what you’ve done for our country. Thank you. So what. Let’s jump into this. This is your expertise when it really comes to team leadership. So you know in your experience what do you think are some of the most important traits that you find the team leaders typically have.
So you know the focus of the work that we do is how to get an executive team how to how to get build a great executive team. Right? And so we know let’s start with the end in mind right. There’s a, there’s a few characteristics that comprise from our perspective that comprise really good executive team or leadership team. And the first is obviously a laser focus on business results.
That’s, that’s a that would be a no brainer for most your, your, your, your audience right now I’m sure. Number two is, is when a team is much better collectively than they are as individual contributors when you ever plan a play in a great sports team where everything is just common and people anticipating each other’s you know the next moves and, and that feeling of, of, of the collective, is much better than the individual contributions that one member right. And so we call it the force multiplier effect. The third thing is the ability to, to overtime to be able to address more complex more challenging issues as they’re thrown at you right. And do that in a productive constructive way. And then finally you know a really true test of a really great team is the ability to be resilient in and sort of get back, back up when you get knocked down and do that in a productive way.right? Because things in particularly fast paced startup environments. It’s hard right. People you know things don’t always goes away in want you. You know, you don’t get next round of funding. You’re wondering where the next from the money is going to come to pay payroll. And those are stressful situations and how you deal with those issues as a collective unit of 3, 4, 5, 8 people is really important. So you start with those characteristics in mind. I’ll jump to the number one thing that gets in the way of teams being as effective as they can be is the ability to have what we call productive dialogue and that’s adults don’t like to confront each other they’re not less necessary like to challenge and don’t and don’t like conflict. Right. And so, so the ability to challenge debate and confront each other in a productive way that moves the issues that the most important issues that you’re facing forward with minimal sort of relational scores is, is a, is a key thing in building a team and it’s one of the, one of the hardest things right to do is how do you get a group of people that are working at crazy pace to be able to. Be able to confront each other well sure work together. I think that’s what we see. So in this, you know what’s the leaders major role in in the formation and creation of a team. Is it. Does it start with hiring the right people? That kind of meet this criteria that you know you’re asking questions that they have the laser focus and you could know they can work well together collectively and they, they welcome challenges and they’re resilient. Or is the leadership role to find people with these traits. Or is it more of developing these traits in the people that they have. It would be nirvana to say that you could go out and find five or six people that have all those traits and that are going to be the best team players that you ever wanted. If you know things just don’t happen like that right. You know you figure if you build it you start a business with three people one of them’s really laser-focused on building a technology. The other one’s really good at raising money. The other one’s out a good way to get customers and those are different skills or different motivations behind them and different styles of interacting and all that kind of behind them. So are you know long-winded way of saying we think the leaders rose. Yeah. You want to make sure as best you can is to get folks that fit that that profile that we talked about earlier but, but really the leader’s role is to model the behaviors that you’re looking for to develop as a team. So the ability to accept feedback, the ability to listen, to the ability the ability to get people talking to each other rather than just relying on you as is the is the intermediary or the boss authority. So develop we believe strongly in the developmental approach and we’re often asked you know well you know we got we got this guy who’s just not a team player and Buddy is a great technical contributor right. He’s really good at what he does. And. We believe and we’ve seen in the work that we do over the last 10 years. And before that and experiences we’ve had that. Yeah. You can’t you can develop even as an adult over 50 years old. Right. You can develop the capability to be an effective contributor to a team. If you do it and to get to the other part of your question what’s, what’s the real. The leader’s role is definitely to model the behaviors are looking for but also to set the foundation, set the structural foundation for the team, to be able to thrive. Right. And so what that looks like is really making sure that roles are clearly defined defined right. As best you can. Right. And again I recognize in a startup environment where you’re just people are doing multiple things right. Put a bet as best you can on creating some clarity around boundaries and interconnections of roles is really important establishing the foundation for how the team is going to meet and talk about strategic issues vs. the tactical day to day issues and what we see that as a very difficult challenge for organizations that are, that are growing fast and in a fast-paced environment because you automatically go to you know we’re sitting down to talk about you know our plan for the next year. Right. And automatically we jump into fighting fires because that’s what we have to do. So how do you build the discipline into to deal with the strategic versus the tactical? And I tell you, Ty, one of the biggest things we spend a lot of time with companies is how a meet you know what how do you manage a meeting effectively. I mean I know it sounds stupid it sounds silly but do you have an agenda to keep to topic. Do you get in the weeds versus staying on topic? Do you write stuff down and follow up on it. Right. And just it doesn’t have to be you know pretty it just has to be discipline and structure. Right. And so the leader’s role is really important in building that structural foundation because without the structural foundation the relational dynamics that we talked about earlier can get off-kilter like that. So I just think, just think about it you have, You have a meeting without a meaning that doesn’t have any instructure to it and you have roles that are sort of clear not very well defined and you have people tripping over each other to get with all with good intent about getting the right result but they’re tripping over each other. They start making assumptions about why Hey I thought I was supposed to do that and that guy’s stepping on my turf and he’s doing in a different way than I would. And the relational dynamics get out of whack like that and they’re really hard to repair if you if you don’t, if you don’t focus on branding. So we see we see that happens quite a bit. so it really sounds like the leader has several very important roles you know one being
finding the right people second modeling what you know what should happen in the way should look and then creating an environment for collaboration and that you can have this productive dialogue that’s so important.
so do you find that there are traits that you absolutely should not hire somebody if they have these traits or don’t have these traits traits like you mentioned. Hey look there’s people that just don’t work well in a team and it can happen in time with conditioning but is there just traits that you’re like when you see it when it comes to a team. It’s just absolutely cancerous. It’s poisonous. You should avoid these things at all cost. If you see them in a potential hire.
Absolutely. I mean they’re. Integrity. Right. A sense of character. Not overly selfish you know. I say overly because you want people that have a have a drive and then want to succeed and they want to. They want to move forward and they even have maybe a money motivation right. I mean that’s nothing wrong with that. But too much of that at the expense of the, of the team and the organization can be cancerous right and so, so integrity character and the ability to have the potential which is this is a really hard one to have the potential to put yourself aside for the good of the of the team and the organization. Now it’s hard to evaluate. I would I would have but it but it’s, it’s what you can. there are some ways you could sure. Maybe just asking a flat out question of you know where’s an example where you put you know the team before yourself. I mean estimate it doesn’t have an answer to that and probably doesn’t fit the bill. What about the opposite side of things. Are there people that you’ve found that personalities or traits or characteristics that when put onto a team, together they just mesh really well-meaning are there ideal members of a team or ideal personality traits per se that you look for that when you see you’re like that person is probably going to be a really good fit with absolutely, absolutely Ty. It’s a great question and the simple answer is those that are curious people who are curious and don’t feel like they have a lack on the right answer about everything will really, really be good contributors. There’s a great article that just came out over the last couple of months. I think it was a summer edition of a
Harvard Business Review called The Case for curiosity and it was really all about that and it talked about that the ability to Be a good team member to, to, to, not think that you have to have the right answer and to not think that you are always right is really important. And when confronted with feedback about something that maybe others don’t think you’re doing well or questioning why you’re doing something rather than being defensive about it taking a curious approach and saying Well tell me and tell me a little bit more what you’re talking about there. I’m not sure I understand where you’re coming from and I’d like to know more. Boy when you can get players like that plan playing together team men. We see things really hard for sure. so how do you do this I mean, what are the things that you do to set? we’ve talked about hiring and finding the right people what to avoid what to look for. We’ve also talked a little bit about what’s important with the team of having a goal and having a vision in these type of things. So what do you what do you think are the characteristics of a good team. I mean when you guys this is all you do. So we don’t look at a team. What do you look at as the characteristics of a strong team versus a team? You guys come into and say this is broken because it doesn’t have these characteristics. once it will start back to the beginning
right it’s it’s focused on results having a force multiplier effect the ability to learn and grow and, and build your capacity to address more complex problems over time and then to be resilient right. Those are those are key characteristics. Now they’re there. You don’t just you don’t start with that right.
because at the foundation. the productive dialogue that we talked about earlier that’s really important and central to a team really excelling and achieving those, those characteristics is trust. Right. So trust. Trust is is a loaded word. You know there’s a lot of people that means a lot of different things to a lot of people but it is foundational in terms of building a team. So you talk about the leader’s role and you talk about what do you do to get a team off to the right start. You step back and think about how am I going to get this group of people to actually trust each other right when they don’t maybe don’t know each other. They come from different experiences and environments. they view the world differently. And so getting folks to recognize. Each other’s strengths their challenges their capabilities and stepping back as a team. and spending a little bit of time to understand what motivates what, what motivates each of us and how that’s similar and how that’s different. and then. after a while when you’re working together you start seeing the blemishes and the blind spots that each other has. And when you build some of that trust to begin with and you gain that understanding aware that there are some differences and similarities and how I approach Bob versus Jane is a little bit different. It should be a little bit different if I’m trying to get to the right answer you know trying to get to a good level of collaboration then, then you know it’s, it’s really it’s the foundation for being able to provide some feedback to each other. Because when we trust each other. Were a little less hesitant to confront each
other right and challenge each other a little bit which is really important to being able to hold each other accountable right. Yeah. Trust is foundational. and I’ve seen a lot of that. It’s interesting you say these things because you know for example one of the problems I’ve seen in the past is that you know I’ll come in and or have somebody in our team comes it goes OK. This is what we’re going to do. And then somebody else says Well why. And then the person that says this what we’re going to do is I don’t challenge me right but the other person is not trying to challenge the other person just needs to understand the why to work better. So and it’s the same thing with. I see this or I feel this that’s something else I’ve noticed that I think is interesting in a team where people say look I feel this way and then somebody else goes well I don’t see that. And it’s like they’re talking two different languages and it’s just because when we’ve realized that and linked it where the person says well why do you feel that way what makes you feel that way. It’s like you’re talking about feeling he’s talking about what he sees. She’s talking about what she hears. Right you’re talking prohibited language and talking over each other. And so and so you know our, our bias is that there’s a there’s some great research that’s been done on, on teams, I think it’s sort of great leadership.
I think it’s less than 10 percent of a leadership team’s view themselves as effective.
and that that’s a that’s a crazy stat right. And I mean in terms of productivity of organizations in general. But, but that’s, that’s, that, that, that, one. Statistic tells a lot about the fact that teams don’t necessarily know how to beat team’s right. And just by throwing really talented people together or sticking a charismatic leader in front of a team doesn’t mean it’s going to be effective. Right. And so our bias is to just slow just take some time. for the individuals on the team. To number one. define how they want to work together. Right. Cause you know this. This is not flaky stuff right. It’s like how we got to how are we going to make decisions together. Right. When we meet like are we. Just simple stuff like or is it OK for folks to be on their cell phones while we’re meeting right. Like just simple stuff like that because defining the behaviors of how we’re going to work with each other is really important. Sure. And then secondly its takes take a little bit of time for folks to get to know each other. And like peel back the an a little bit at a different level of understanding. Right. And so there’s lots of great instruments and tools out there to get the dialogue started around these similarities and difference in people. And they’re called psychometric instruments like Myers Briggs or disks or insights. A lot of great tools out there and we use them as discussion starters. It’s just you know you see the world this way. I see the world this way. That’s a good thing. right But when we’re interacting with each other we’ll probably yeah. We need to recognize those things. So the classic example rates you should get a really strong technical person that is great at solving problems and, and digging into the research and the analytics behind an issue. And then you got someone that’s a salesperson right. That just wants to go out and talk to people and, and get you know get the next thing and get the next sale in and build a relationship right. Those two people comment things from much different perspective one wants to just go do it. The other one wants to really figure and get to the right answer and those, those two types of folks if they don’t recognize those, those, those differences can very quickly get into clashes like well he doesn’t care about you know he doesn’t care about the facts. He just wants to get a sale right or he doesn’t care about building the business. All he wants to do is build his little lab right. And those, those things have a way of, of, of getting out of whack very quickly. you talked a little bit. And we talked several times about the importance of goals of knowing what the team is there for them understand the clarity of what the purpose is. How do you measure that? What do you find in some of the best ways for a team to measure the effectiveness of how they’re reaching those goals? Yes. so there’s, there’s two sets of metrics that we think are really important. Right Obviously, obviously first and foremost is defining the purpose of this team as it relates to leading this business right.
and so there are obviously business metrics associated with their sales goals. There’s a new product launch goal whatever, whatever that organization or those particular goals are for building that particular business right or that business unit.
those are obvious in terms of how we measure the effectiveness of the leadership team. Right. We think there are more predictive metrics as well. That will give you a sense for are you building towards those characteristics of a great team so that you can you’re building the foundation to be able to get the business met the business goals achieved. And so there’s various ways of doing this right. We use a great diagnostic instrument that measures seven structural components of a team and seven 7 relational components of a team and they give you some insights into how are we building resilience right. Are we able to confront each other well and have constructive interaction with each other? Do we make decisions efficiently and effectively? Right. So all the you know do we do we have roles of team members clearly defined in a way that we understand their functional roles their enterprise roles and the interconnection between them right and so the ability to measure that. Is a good predictor of whether you’re going to get the results you’re looking for? And so you know we our engagements are articulate typically four to six sometimes nine months long and.
We do this at the beginning and, and towards end towards the end of a, an engagement to give folks a sense for how they’re developing and where they’re whether development still needs work. you know you talked about different viewpoints different views. How can you encourage that? how do you encourage these diverging is different viewpoints without actually causing this trust, trust or you know creating gaps between the team members how do you do that. How do you. Because you know how it is. I mean there’s people who don’t want to speak up because they’re afraid of how we’ll be viewed. How do you get past that to get them to want to voice their opinion and then not get other people or other people to not negatively criticize them to shut them down?
so it starts with the leader right. It really does and then we talk the word. I think you called the modeling before icon. I’m not sure which one but. But modeling is big right. And modeling and listening model modeling curiosity modeling being open to different perspectives modeling taking feedback well and giving it. Well those when. When a leader can set up this construct for that type of interaction. The opportunity for it to flourish in a team goes up dramatically. Right. And I think it’s important like it doesn’t always need to just be the CEO right. It can be another member of the team that has influence right. That is modeling that type of behavior you can say and can call a time out when we’re getting off track because people are getting offended by each and say hey look guys just listen to each other. You know Bob’s got a good point here. Just listen to what he has to you know you don’t have to agree with them but just listen to what he has to say. And asking more questions about it. Right. And so when you can get a leader that is able to model that type of behavior then your opportunity to build that kind of you know interaction goes up dramatically. well how do you build on feedback loops? I mean you know that’s great. If the moderator recognizes there is a conflict but how do you get feedback from team members to get their insight of how they feel the production of the team is going whether it be as a group or individual so you really get to to what they really think. Yeah it’s a good point. So you know it all starts with. Do they feel comfortable? you know building trust, to begin with, is really big because if you if you give you a scenario you you’re a leader that that thinks they have the right answer all the time and really is not that interested in hearing what other folks have to say. The more I read the more you behave like that the less likely people are going to be to be open and to put their two cents on the table. Right? The more you model that that openness to hearing different perspectives the more you’re going to get feedback. right And so but, but in terms of you know sort of the group’s process you know every once in a while not every meeting but you know once a month once a quarter just check and say Hey how are we doing. We said, we said we wanted to operate like this. you know to these set of ground rules. How are we How are we doing for those nuts? And this is a different conversation than are we getting those the business results we’re looking for It’s more of a discussion of how are we doing as a team are we. Are we interacting as a team effective people feel like they can put their, their voice on the table? The people feel like people are dominating those kinds of things. what do you do about challenges. I mean what happens when the team gets stuck. You understand the goal you’re trying to get to the goal. You run into kind of obstacles that are holding you back from reaching their goal. As a leader maybe you’re not sure to how to overcome those obstacles. I mean what happens when the thing fails. what happens when you face challenges with the team trying to reach that goal yet you call it out. You put it on the table right. And because everyone knows anyway it’s like that you know the dead fish in the room. Everyone knows there’s a problem. Everyone’s kind of avoiding it. Right now the worst thing that can happen is, for example, you, you’re in a leadership team meeting you’re meeting. Everyone knows is a challenge on the table. No one’s voicing their concern the meeting ends and then you see the line outside the CEO’s office where everyone’s trying to lobby the CEO for they’re there to sense and tell them that you know Bob’s point was stupid you know and the CEO’s response that it’s going to be go talk to each other about it right. Talk, talk openly in the discussion. If you’re struggling with Bob. Go try to figure it out with them if you can’t help your friend. Try to figure it out but yeah. Calling it out is you can’t you can’t ignore it because it’s going to it’s when you ignore problems they get worse. It’s very true and it’s funny. I think about an experience that we have with our sales guys where they were fighting over the commission and both of them were right in a way. and We put it back then said settle it you know, you guys need to figure it out come back to me only if you can they quit it. And I said Okay here’s the resolution gave the commission to a third salesperson that wasn’t even involved. And I said next time you guys said something you can’t work out feel free to come back to me again. Came back to me again and I like it. That’s good. I mean it out. never came back to me again I like it. Yeah. So let me ask you this. What are you know along this line. what happens when they kind of lose focus they lose energy how do you read or how do you re-energize them or how do you keep a team energized where you don’t have to come back in and re-energize yeah it’s
it’s the same it’s a it’s more of the same right it’s it’s I think when it
when a team gets off track It’s typically a couple of things right. It’s, it’s have we lost sight of or our focus our goal right our goals and number two Have we started to build assumptions about why things aren’t working that may or may not be true. Right. And so let’s challenge our assumptions a little bit. And so again it’s just you know what. When things are going bad don’t. Don’t ignore it put it on the table and address it and address it openly as a team. and one of the best quotes I’ve ever read came from Warren Buffett says it’s good to learn from mistakes. It’s better to learn from other people’s mistakes. You know That’s a large part of Business right. But what I found in rebuilding teams is that you have these you have this knowledge of past mistakes but then you build a team and put them into roles and you kind of forget to pass on that knowledge. So how do you kind of channel the past failures that you have. The team has your organization has back into the team in a positive way where it doesn’t create create fear but it actually motivates them to then take those experiences and learn them and do better.
I think incorporating him into the discussions you’re having about a, a potential challenge that you’re facing and again it’s like looking at looking at you know. What we’re trying to achieve and what could, what could potentially go wrong. And put it again just putting it back putting those discussions square in front of the of, of the teams so that and ,and bringing your experience to bear and say hey look I’ve had experience like this whereas this is what happened and this is, this is how you know this is what got in the way of this. This is particular challenge moving forward. I’m not suggesting that’s going to happen here but it could. So how do we address that together? Jack what do you find. We’re to see a screw this up. I mean we talked about several ways. Right. we understand that not having the laser focus and not having the goal when you know not getting people that want to deal with a challenging task. So we sent on some of that stuff. What did you just see where you just come into organizations and CEO’s it just completely screwed it up. And they made mistakes that were completely avoidable. What’s that stuff that you’re seeing?
Yeah. So the biggest one is that when a CEO feels like they have to be the the the central focus for resolving.
Every challenge that comes in front of the team whether they’re relational whether they’re business and technical challenges and ensure that hero kind of leadership style. Right. And because as you know I’m not telling you anything you don’t know I’m in the fast paced right now you can’t know everything and you can’t have all the information. And if you think you do you’re going to, you’re going to fail fast. So. So though the, the, the, the toughest challenges we see are those that try to try to take the burden of the team on themselves which is easy to do because because there’s know or that’s just like by default. You think after it is it is and it’s, it’s hard it’s hard it’s hard to learn how to delegate to. It’s really hard to learn how to delegate and what is delegation. What does that really mean? Is it just completely blindly giving something that I was doing now over to someone else and letting them go. Or is it. But as we talked about before delegating with development behind it. Right. And, and as a sales leader you know that you can’t do the former you have to do the latter. I mean you can’t can’t delegate you have to make sure there’s some development in there. Sure. Well it’s a hard thing to do and I do. You know it’s our organization’s grown I just refer to it as things that are taken away from me because that’s how it feels. You know all the stuff that I did as far you have to delegate. Eventually somebody does it all. And then there’s this like feeling of loss like you’re not contributing. And so it’s interesting because some people are startups here. They don’t even have teams to lead yet they’re listening. But you will need to know this because eventually as you said the organization gets so big that your primary role is leadership your primary role is to teach and lead be leaders that lead the organization. So this stuff is valuable because it doesn’t matter if you’re a startup or not. At some point in the Growth of the organization this becomes the focus that you have to learn to lead these teams and delegate and have the trust to step back and let them take the reins and run. No question about it. I mean it’s the hardest thing moving. We don’t really necessarily work with startups. We work with more established, established right now because they don’t really need our help to have teams in place yet or there. They have a team in name and they’re mostly just doing stuff right. And but delegation is the hardest thing. It’s like you said you said you said throw it away I feel like I’m losing and that losing stuff that I was doing before and now I’m not really sure what my role is. And it’s hard it’s hard. It’s hard to do that. do you though how do you not become the figurehead in those meetings. Because I see what you’re saying. you don’t want to shoulder it. But then again there’s, there’s you know if you’re talking about general discussion that group you’re one of the group you’re going to have opinions but you’re the leader. So when you put out those opinions it’s natural for the rest to pull back and not challenge that whatever it is that you put out there. I mean do you see that that be common where a leader contributes and then yeah we do and it’s, it’s, it’s, it’s part of that transition and it’s really important for a leader to recognize. Their. Their position of authority. Right. For the CEO by default, they have a position of authority and, and that’s a good thing right. But they also need to know when, when they’re voicing just an opinion versus a, this is the way we’re going to do it. There’s sort of a need to differentiate as the leader and simple things like just hey look guys I’m. This is your call. I’m just giving you my two cents on this right now versus this is the way I want to see this done right. And we know the difference between those these things is really powerful because if you don’t do that people make assumptions while Bob said you know said this is the way he wanted to do it and someone would be look at look and say no he didn’t say that’s what we have to do it he said that was how it is. That was what his thought was right. And so he didn’t say we couldn’t push back on. Right. And so but as a leader particularly as you’re transitioning from a startup to a going concern it’s really important for for the CEO to say hey look I’m just giving you my two cents right now versus this is the way we’re going to do it. A lot of great stuff as we as we kind of get ready to wrap up. What are some parting thoughts what are we’ve talked about mistakes. We talked about what to do. What are some of the things that we haven’t talked about that you think are very important that people listening or watching should know where they’re either stuck with building their team or they’re kind of in the process of trying
to build and structure the team now and kind of figure these things out with some your best advice and you’ve given a lot already. Yeah, I guess my biggest advice which is would be. When you get to a point where you are building a team. Of leaders that are managing other people or other parts of the business. Take a step back it doesn’t have to be a two-day off-site or some stupid thing like that. Just take a step back and think about. How do we want to structure this team? How do we want to operate as a team? Who were the players on the team and what are their similarities and differences and how will that impact both positively and negatively? And what do we ,what do we need to do. Each of us tends to be a more effective contributor. At this point in time for this team moving forward. So So it’s just kind of stepping back setting up the structure of dynamics setting up some relational dynamics so that you have a path forward and then every once in a while doing that again because as you grow and add something new or add another line of business or whatever you need to know you need to reconstitute that. Very great advice and we do. The personality profiling for every team member that comes in and we ask them and they all a hundred percent of them say they want to share theirs for the team and they want to see everybody else’s and it’s a great topic for discussion. Because every time that happens something is Oh I get it now I understand it right. So like you said we the leader when you set that and get everybody to know everybody else’s strengths and weaknesses and personality it just helps that team mesh and works so well together so great advice. Yep. Thanks. Jack where does everybody go to learn more about you know what, what other information can people get where should they go-to kind of take action to get some more information. Sure. So we our website is a www.relationship-impact.com and we think we’ve done a good job building some good content out there. So we had a monthly webinar we do we write for Chief Executive Magazine. We have blogs out there and so we have a lot of we have a lot of good content all around how to build a great leadership team for your for your audience those that are, are our CEOs general managers, leaders and teams we have a complimentary assessment that you can find on our website as well that will give you a sense for how your team is working both structural and relationally. Perfect. So everybody listening. So remember that this means anything less you take action and I love what Jack just say is a complimentary assessment that you could take to see where you stand now. So make sure you go to relationship-impact.com, I will put that URL on the show resources page. I’m going to go ahead since they do put out so much content. I’m going to go ahead include a link to their Facebook page and their YouTube channel as well because it was a bunch of great content there, Jack is that good to add. That’s awesome. Thank you very much Yeah, OK perfect. So we’ll do that. But the first place the number one best place to go is the relationship. Dot Eric’s relationship-impact.com. And I will put that link on share resources so you can go and grab that complimentary assessment. In fact when you when you’re when the website pops up it’s the first thing you’ll see is a link to the, the what’s called a quiz.
OK. Perfect. And not only will I put that link on share resources I will put a flashing motion just image on the resource page so you can’t miss it to get to that relationship-impact Ty. I really appreciate that. Hey Jack. Thanks for coming on man this was really enlightening. I got a lot of stuff took a lot of notes on where I really appreciate your time. thank you so much for having me. Appreciate it, Ty, All right. Thanks everybody for tuning in. make sure you visit relationship-impact.com. That will be on the show resources page and make sure you grab this complimentary assessment to see where you are now and take the first step of building a really, really, really solid winning leadership team. So thanks everybody for tuning in today. Make sure you visit relationship-impact.com to grab that complimentary assessment. Thanks, everybody. Have a great day.