527: 7 Steps Teams Can Take to Do Big Things w/ Craig Ross

ABOUT THIS EPISODE

In this episode we talk to Craig Ross, CEO of Verus Global and Author of Do Big Things.

A relationship with the right referralpartner could be a game changer for anyb to be company. So what if youcould reverse engineer these relationships at a moment's notice,start a podcast invite potential referral partners to be guess on yourshow and grow your referral network faster than ever learn more atsweetfish media, dotcom, you're, listening to the Beata, begrowth, show a podcast dedicated to help him be to be executive, achieveexplosive growth, whether you're looking for techniques and strategiesor tools and resources. You've come to the right place, I'm James Carburry andI'm Jonathan Green. Let's get into the show, welcome back to the beauteby growthshow we are here today with Craig Ross. He is the CE O of variis global he's.Also, the author of the brand new book do big things Craig, How r you doingtoday, I'm doing well James. Thank you. I am really excited to chat with youtoday, Craig. I heard you recently on a pide cast that I'm a that I' veryreligious listener of and so excited to. Have you on our show, you've got aseven part framework that we're going to be digging into on really theiresteps that teams can take to mobilize hearts and minds and really make animpact, and I'm excited to dig into that framework before we do. Youactually wrote this book with two Co Authors, Angi Pechoni and VictoriaRoberts, and I would love for you to explain kind of why. Why did the threeof you decide to team up and and write this book? Do Big things? Two two bigreasons: James Number, one anything significant of going to get done isdone through teems. There is a ton of work out there, tonof really grat material on how to be a bet leader and yet, in this matrixnetwork connected world that we live and operating now everything almostevery I mean Co'm, try to name. One...

...thing that significant has beenachieved by mankind has really been done by one person a perhaps there wasa big idea. I mean Steve Jobs comes to mind, but yet there was a team behindtwo jobs like tilllever. So that's number of one. That's the biggestreason why, but you know theres, there's a powerful wide and underliesthat is that, because, based upon the research that we and others have done,there's so many people that are unfulfilled, they're, uninspired,THY're, they're, actually diminished as human beings, because of the teams thatthey're on and h that's just wrong, and so or twenty five years we step backand say: okay, what are the teams that are achieving big things doing and andare they making an EP impact where the people on the teams are as firfilled asthey can be? We Ro so so crlike, like I mentionedearlier, you guys have developed o the seven part framework and really excited todish dive right intoit. The first piece of this framework number one is to commit to the humanimperative. Can you explain to our listeners what's involved in that piece?This first step resonates with nearly everybody we work with, and it'sbecause of this we've asked people, hundreds and hundres of people. Howmany greet teams you been on and the answer really hurts it. Often peoplewill say I've been an two or three great teams or the course of a thirtyyear career. That's ridiculous! Bel! We ask them when you look back to thosetwo or three grat teams, descry, how they're thinking and their actions andJames, it's amazing they'll talk about an we were all in and hired and and wehad each other's backs. So what we've discovered is when they begin they'reworktogether define, what's important to to do to think and do together ashuman beings at the beginning, instead of waiting until the end, and so thefirst step doing big things is to commit to the human parative commit tothe thinking and actions who he knows a...

...team we're going to have to to deliverto function with. To do this big thing in front of us and I'm assuming Craigthat that that commitment with companies thatyou've worked with in the past. Does that commitment happen, I'massuming in the onboarding process of when they joined the team? In the firstplace, it should jam o love that you bringig it up because whatill oftenhappen there is they'll put the with the best of intentions. People say: Hey,here's are corporate values, here's here's the values that we have and then there's just sort ofaccknowledgement that those things are important, but we're equipping leadersand teams to do is actually step back and say well whatdo. It look like justthink this way. How will we know Wat functioning this way? What's the rewardfor functioning and behaving this way, and so we encouraged that in thatonboarding process, people are taking even deeper got it until so having newemployees commit to wh t y w. What you guys call this this human imperativefrom the start, I is really the best way to go. There is the best way to gothere and m encourage people to actually measure it as they movedthrough the lifecycle of their team, just like they'd measure otherimportant, initiates and, and is that measurement happening just by askingpeople on the team? Hey? How do how do you feel, like you,ere doing in this area, versus how do you feel, like other people on the team,are doing thi? I think that's one of the most powerful ways. How are wedoing with the thinking of behaviors? We defined upfront and number two whereand how can we get even better and are thinking of behaviors how ere we doingand where can we get the better a lotit this? This second part of the frameworkthat we're going to talk about Craig is to embody success and leverage failure.Can you talk to us about this? One good friend of mine is an astronaut, was anastronaut e four shuttle missions, countin of the endeavor in two thousandand two, can I ask thim ECOMI, I mean Thi this guy. If you ever commuted towork with them, he'd sit in the platform at zero mouse drower, and youknow Li with Thema thousand five...

...hundred miles Fr. Our iting is Craztons of fuel every second are being burned. I asked Ham one time I saidMike Come on, tell the truth: Ervose even scared. I mean if this is crazy inseeing you're flying in space. He looked at me with this look of you know.Es made o Grant Ed Anyway, Oinand El Mehe said trust. The profn e tell meand miht the aschmats at Craik for everything we did. There was always aprocess, so no matter what happened to us during SFAITH, going or traveling inspace a matter what happened? We always had a process and you talked about apowel thirteen, your at story, those guys went Alay in the Moom, but theycouldn't make it, but we were able to and sure they could seek se Aad aprocess geving back home. Well, what we found is that teams that succeed in inin delivering onr initiatives and the projects that they have in front ofthem is that they have a process for also that includes how they will thinkand act in certain situations so that they can function like Asex as if therar success at the beginning. Instead of doing what most teams do and Thet'swait until they're actually done with the project or they're additiative andthen acting like a success gotiokay. So I love that piece about about leaning,leaning on the process and having having faith and trust in the process.So I guess from from someone who's leading the teamCraig. What does it look like to create the process that your entire team canlean on throughout that? How can you instillenough confidence in the process that that thr, that you wremove that fear? Ilove it? Let's take an example working with a team in Texas, and we just wehad just had this discussion fasultated this. As you know, most of us have goodintentions as human beings. We have greatness within us. He Hav one of thethings that, because people interrently believe that they'll hire for talent,James as you know, and then when, when they gete bad news, let's just say inHen particular case, they learn from...

...their their provider, that they werenot going to get the materials they needed to be deliver to deliver theproject that their customer is waiting for, and so they, the leader of thisteam, expected professionals as soon as they got the information to adapt.Accordingly, too, to be agile in th OOver, there was a break down ancommunication, someone who was responsible for Surin then- and itdidn't happen well, as you know, as you know, that created tremendous amount ofswuirl tacall Hem, a heart attack team made flat line before they reached thefinish line, Einstead of, say, hey time out what what will we do as a team whenwe receive any news that conwe would be considered as bad news wh? What are ourexpectations as re relates to responding to quoteunqort failure, andso when we're encouraging teams to do is to outlind their well, we th theiraccountability, reflex and and by doing that, they actually can then imlustrateand they set an expectation cultural norm for how they will handle bad news,how they will respond to failure. So it's actually part of that process fora success that they can rely. I lov it c. This third part of the frameworkthat we're going to talk about is choosing to contribute, activate andconnect across the business. Talk to us about what this means. Yeah, you know,lies as as they're delivering to their clients or customers. Other businessestoe teliveround growth, James up every one on their teams. Experts they'retelling us that they're making thirty five thousand decisions that day wileas a Lotyeah N, and so, as we all know, we'v Keans must make consistently iftheye ere, to succeed the first one e person, Te ontributor and the contriberdecision is simply this. I choose to bring my best to this situation, goingto be working with team on the East Coast. Here next week, and one of thethings that Cramy talging about is, they have very sidly begun to make itwhat we call the the inal contributor...

...decision. ND. This happens, a lot oforganization games where I'll bring my best it. If you bring your best or if Iget kit give you breakfast if the customer is, is treating us well, Yeh,there's all these conditions. The second second decision, Wil Calll,activated tanthat. That is simply I choose to bring out the best in others,in this interaction, Changis a crime that so waiting for their weekendswaiting to to do good things for humanity. I mean it's amazing. Is itthat we see people volunteering in the their places a worst in abroad? Theythey're doing all these amazing amazing things for humanity, and then they goto work places and our APARTIV just werlwer Wai. We Ave to do that. We haveit within US and active. The activator decision is to say hey. I I'm anactually BCHRISTNAS medior on this phone call. Third Decisions Tat. Wecall a connector decision and that that is a team lest they've made the winerdecision in the activator decision than collectively we choose to partneracross deliver are shared objective so that we there's no boundary to our teen.Our team is abound by function. Our team is bound by the Mishis Trancag, soso craig this, this fourth part of the framework, is to exercise your barrierbreaking authority. Talk to us about what this means. I love this one for alot of reasons, because I love LAS. You know we W C no SOEthousand people in a room and IOV asking that Questiondispensei o themost part. Would you please raise your handit for the most part, you believethat everybody in this ro has goodness within e, actually has a desire to dogood things to be Great Tho Bee fulfill, and so one of thethings that wee foundis that people can act on that even more consistently and what that meansis that everyone has the authority to respond to the chathat they face.However, they choose teams at duly...

...things, are exercising that muscle totake the action necessary to succeed, nd what that means, then, is I'm ameeting that perhaps there's you know mybloss and my boss's boss is in themeeting, and I have information that I know theydon't have, and I know it might not be pleasant to hear well. My exercising myvarier breagan authority is is, of course, is to speak up and to do in away of course, that contributes hers, that contributor decision and activatesthe best in those that are hearing and receiving that that information thisthis is the one that is so freeg. We have people come up to us and tell usthat this step has allowed them to be who they really want to be becausethey're etesising their authority to be who they know they are. What do youthink it is about? I guess why? Don't you think that people naturally operatein that way? Is it? Is it like a self esteem? What do you think attributes tothat? There's a lot of variables. It comes down to too specifiically one. IsMy individual mastery to demonstrate that authority and Nhever to it's thesystem with that? I'm I'm in it's the team around me. It's the processies,the structure with the muranization. Those due influence are thinking inactions as human being is the key, though- and this is why this is a Kean-a book about teems at do big things and SEPL ONA typical traditional leadershipbook, because we are the system were a part of that and so plit we say heywhat is a look like exercise or bearer breako thor it loo like for you. Why isat Inpoor whatill? We do when we see it exercise or Vury Breakan thoray. Thatactually is a bracive or KINDOF sets me off before we had their back Wut wefight for their success or will wecriticize them. These are thediscussions. That's successful team, Al Hmi love it. I love it so this thisfifth piece of the Framework Crag, is to focus on what matters. This seemspretty self explanatory, but I'd love to hear you explain this one in thecontext of of doing bik things. Yeah,...

...so a lot of times folks, O matof people,I think ca in r deliver. We got to focus on results. We weare. We areacknowledging that and we're also adding that elementatterebody know orn that this is a cause, an effect world auses. Those great resultsto happen. What it's the relationships, it's the helth of the relationshipswith those tea members competing pirities results, anpeting, teemates,Kigon, an the resulto, a liver teams that are succeeding are upfront andinconsistently throughout their lifecycle are ensuring that as they'reinteracting with each other they're foatters than that is they're, focusingon what they respect about each other, they're focusing onlik an the care andlike about each other they're, focusing on what's important and motivates theirappears wita. They in help accomplish those things for their teammates, theirfolcs. You know what matters o they can do whit matters. It makes it makesperfect sense this. This six step Crag, is to to energize around a sharedreality. Talk to us about this one yeah teens don't fail because they don'thave enough time unless tost start right there, because most teams willuse that, and I say most because this is according t to research, they'll sayhey time. We didn't have enough time. We don't have enough time and of coursethese are Gon. Ta Gai, the heart attact teams thate failed before they greasethe Faclin, where teems often fail is because they're functioning for thet,the members of the team are functioning from a different reality, and so what'snecessary is to actually use a method d. We call it the energy map, so peoplecan actually address the issues they're facing with a shared reality. They canbring their unique and diverse perspectives that ones critical, tolsand strengths. Ut Now were addressing the issue in a way. WEREOR motions arenot getting in the way oor thinking or not getting it away. Thers a Howard,functioning tothe other shuring function from shure of reality is vital.COAND. You share an example. Crag of...

...what a shared reality could look likeer, you got it. So, let's use that teamer talk about a little B t ago thatthey found out from their provider that they're going to receive theirmaterials. Twenty seven days later, welldifferent wh n function fromdifferent reality. We have some people who are seeking to identify who's toblame their functioning from TA reality. We have some people in the team who aresimply looking for the facts is at twenty seven: Eighth! Is it twenty fivedays I need to know exactly? Is it go how's it going to affect our cost andso forth. We have others on the same team who are actually moving right tosolutions saying well who who ca we get other material from in the less amountof time you put those three people in the same room: You're not going to havea discussion. That's going to be productive. NYETEENS are repeting thatdysfunctional scattered, fractured reality sort of approach over and overand over again this about coming together saying what are the facts?What information do we have? What what means to what we need to do to ensureaccountability? What possible solutions? How do we make this work and so forth,and so I I'm assuming that them falls on th. That's the responsibility of theleader to to not make sure that we're just looking at Knof silod realities,but we're looking at all of the realities and then having aconversation around all of those things. Jans a ledy man because you're doinggood work again, I'm going to actually add your comments here. This is this isa part, I'm sure for some that I want invite all tes to move from. If we'rejust waiting for the leader to drive that shured reality, we will wait for along time, and so this is about developing the leaders of the contextof teens, of saying that we actually all have a responsibility to dry thatsured reality. No, the leader plays a huge role, positional authority, nodoubt about it, is going to have a huge impact here, I'm not suggesting itdoesn't. I am encouraging us to realize and embrace theinsaying that it'severyone's responsibility. I love that...

...ththis. This last piece of theFramework Crag, is to mobilize hearts and minds forward. You have you havethis as as part of the subtitle of the books. It isobviously a very important piece of of this framework. I talk to us about w.What this looks like my good friend of Dyalama told me, wants to open the mind.You must first open the heart. No one part of that statement was Alie, andthat is that the dalion was a good friend of mine. The TALILAMA did in fact say wo openedTe Mind. HEU must first open the heart, an come over, seeing Timeatom, againJamess TAT leaders again and and attent to influence others, or actuallyanybody who wants to stepupper oftentimes to trying attempting topersuade others to change their behaviors by preaching throughintellectual exercises and changing behaviors as not an intellectualestracise. It's the business of the heart and the best way to activate theheart is with socrates talk about thousands of years ago and Thac teypassed. A different question asked elevated questions, questions thathappened, a purpose, questions atcappene to vision, questions thathappene to motivations, open the heart and therefore activate the mind whichemmoglizes us in the team forward, and so could you could you maybe walk usthrough what some examples of these elevated questions could be greg yougot. I in Timi is important on these. Thetraditional execution question sound like this. What nees to be done? Whendo we have to have it done? How will we measure success? MPERIODICALLYencouraged Ho members to to elevate thinking consciousness by by askingthis type of question, as I relates to delivering the subjective. How is thatentirely connected to our purpose as a team? What is the purpose of our teamas we approach this challenge with our customer thes, one as an example of vision,questions as we move through this...

...project IV got to tell yo I've gottenso mired in the details. Would someone please help me better understand?What's our vision for success, what will this look like when we'vedelivered this project? Custo, let's gain Craig this? This is ban this hisbeen fantastic. If there's somebody listening to this, obviously I thinkeverybody listening to this 'cause should go check out the book. Where'swhere's the best place they can find it is. You know, I'm assuming Amazon yourwebsite point listeners to wherever they can, they can go to to buy thebook. You got anywhere you like to buy your books, s een at most airports,you're, going to see the book as well. Of course, our website Barscol will B eR. U S: Global Vaglobal has not just a book t plenty of other resources n. Ifanyond, like t o, have a discussion with me. I'd entertain that as well indat Craig at Veris, Global Um and M excited to share that an and realizeatthe people's passion for doing big things. Lo it I let it crag. Thank youso much for your time today make sure you go and and check out the book te goto Var coobl, dot, com, Amazon or or a nearby airport. Cra again, this has been. This has beenreally eye opening. For me, I love your passion about this topic and I lovethat you guys have have symthesized it into into a book, so really appreciateyour time today. Thank you, James. If you'RE ABE TO BE MARKETER, we wantto feature you on sites like Hoffington, post, social media, exammar and chiefmarketer. Every week we send Oun a question related to be to be marketing.We use the responses to those questions to fuel the content. We write forreally popular websites to head over to sweetfish media, dotcom, backlastquestions and sign up today. Thank you so much for listening until next time.

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