The 5 Disciplines and 2 Tools On How To Be The Best Leader

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alright tribe Welcome to align your practice with Dr. Cliff and Dr. Joe brought to you by line life where we want to give you the tools to find and create your line life. Today, we're gonna break down all five of the disciplines we've been talking about. And we want to give you two tools for each one to make you better. And so Joe, as I was going through these, I'm like, what you do you want to two or three do you want to be great at or a master of or what, and then what are the two or three that you just don't want to suck at. And so I loved your last story about your dad, being a manager. And I just feel like he was such a genius maker. And so I just love to dive into these five different tools give you some tools in each one and go from there.

Yeah, I love that I think it creates such in my world, it creates such self awareness as to where like gaps were to be able to lift it. And if you really pay attention, when we break this down, you're going to find the areas where you have a glaring potential gap and leadership that can take you next level literally within days or hours. Because for me, it was just such an awareness point that I could feel me going into that puts particular behavior style and immediately been able to rectify it and enhance leadership. So I hope listeners get the same kind of outcome that I achieved. So

yeah, I think the awareness and being able to put words to it. I think that's really like multipliers. I don't know if there's a whole bunch of new concepts, but it really helped me, like put words to it and have an understanding where before I just didn't have the words or an understanding of how to say it.

Yeah, no, that makes total sense.

So I'm just gonna go over the genius makers again, so that we had the talent magnets, the liberators, the challengers, the debate makers, and the investors. So I would love to kick off with the talent magnets like what are two or three things that we can do to be a better talent magnet? And so, Joe, what's your thoughts on that?

Yeah, I think I think as a talent magnet, you first have to be you know, in, in multiplies that talk about always be looking for talent, you always want to be ready and aware of that, number one, and then you got to let people have the space to be able to shine and express their genius. So I think when we break these down, and then in the genius role, we become the smartest, the best leader the most accomplished. And when we do that all we're doing is preventing their genius from shining. That's my overall perspective of it. What are your thoughts?

Yeah, I think you're spot on, I think is like, like this is for chiropractors and students alike. I think one of the spaces is like, I'll always look for talent, like when I'm at Starbucks, or when I'm out at restaurants, because honestly, those are some of the best, like servant hearted people. And so when it's looking for genius, not only do you want to be looking around you, but then also when you have your team look for the genius inside of them. I think that's the two biggest things is a talent magnet. And then the other thing I really like about like a talent magnet is I really feel like they need to be able to stretch that person and be able to be almost what I would consider an over believer where they would believe more and then they believe in themselves so that they grow into that person that you see in front of them.

Interesting, interesting. You're saying that as a talent magnet.

Okay. Yeah, so as a talent magnet, like that's the like the two things I think, like if talent magnet is one that you're already a genius at, or you want to be better at the two things you want to really want to be able to do is look for genius and others and then be that over believer believe in them more than they believe in themselves. So they can grow into that.

Yeah, and you got to be careful if you also have to balance it with accountability, because you can take someone who doesn't have genius in a certain area and say, Hey, you're you're introvert. Insecure introvert, let's I know you can be head of marketing. Come on, let's do it. You know, right may not be the right fit. So you have to have awareness around accountability. You still have to hold a lie. But what we're saying is, give them that chance to grow into that into their genius. Yeah.

100% It's funny, I was just in a room with like five like, super successful chiropractors. And one of my questions to him was like, What's your genius? And then what are you looking for out of this group? And like, all five of them struggle to come up with their own genius. And so I think really, for us to recognize that and then speak that into one we recognize that and other people We'll just speak that into them. So just like you said, Joe, like, they're that introvert. And we're putting them ahead of marketing. Like, that's a bad move. But if we're, they're an introvert, we're like, okay, cool. So as an introvert, you're probably gonna be able to make better empathetic connection. And so then to lean into that and call it out, I think it will be the biggest thing is a talent magnet. So not. So as soon as you find that, then you want to bring that talent out in them. Yeah, I agree. Cool. So then the next one is the liberator. So I think this one's awesome. Because I think a lot of times we become that like, tyrant. And it's like, okay, what do we do with that? Like, because I think sometimes it's just, it's honest, I think it's easier and faster. It's just like, okay, just do this. This is what I see. Versus I think, as you move into that Liberator role, and so if this is one of those ones that you're challenged with, it's like, you really want to play your chips sparingly. And I think one of the big ones in the Liberator is confess your mistakes. I think one of the things in business is people don't feel like they can make mistakes. And I'm not talking about making the same mistake over and over, but they don't even feel like they can make a single mistake without losing their job. And so I think when you talk about yours, it makes it okay, and it gives everybody else a chance to fail at something so that they try above their level. And because even when they try above their level, and even if they fail, they're still better than if they didn't try it all.

Yeah, so the concept. What's the converse to a liberator is the tyrant tyrant. Yeah. So the liberator, the best lesson I learned is, and I think I brought this up in a previous one is, I have the tyrannical ability, due to my dominating personality. So it when you realize that comes out of fear, or comes out, it may not be that you want to control maybe a paranoia of fear that you want to help and move. But you realize you're not giving the space for someone to think and speak. So the biggest piece for me is just pause. And in your meeting, allow others to express before you come with a hammer, or come with this final thought, because it closes the conversation. So just timing, I think can be a big transition, if you are more tyrannical, and you want to be liberated from my experience.

Yeah. And I think one of the other biggest things, it's like Liberator is one of the ones that you want to get better at. And I thought the book leaders lead last was a great one on that, like, you want to play your, you don't want to talk less. And then you also want to talk last, because that gives you a chance to hear everybody's thoughts, they can share their space. So they feel like they're heard, they're part of the conversation, they have some chime in, so then they'll have some buy in. And so I think that's one of the other spaces where liberators really can create a different environment. And I know for me, some of the most valuable things is when people would say things that I hadn't even thought of, and then I can weave it into the idea. So it's not that it's even way off of mine. It just typically made my ideas better. So the Liberator will get more information to be able to make better decisions.

Yeah, I agree. I agree. I think I think this is one for me. Personally, that has been a big transition. So that the next one is the challenges versus the No at all. So the challenger is someone that's going to challenge a team member? Well, let's say you're on a in a, on a soccer field or in a sporting event, and you challenge your player with you to excel, or the know it all is like they're always right, you didn't do this, right. And it just kind of the same thing. It kind of diminishes as the password is diminishes them and not reach their potential. Just another framework of how you diminish somebody.

Yeah, and I agree with you, Joe, on that. And then I think some of the same things in the challenger is, you know, just asking the harder questions, asking more questions, and then listening. That's one of the things we do is we think we already know the answer. And then we'll ask a question. And, you know, just to allow, like, Oh, I'm just asking a question, ask a question versus asking a question out of curiosity. Yeah. And not having that destination. I think that's where I'm trying to get to, like, if you're going to ask a question out of curiosity, and not have that destination, and just because I would always lead the witness. That was one thing I was always guilty of, it's like, Oh, do you think we should do this? Or this one would be like, a really bad idea, you know, a good idea. And it's like, well, of course, we would do that. You know, it's like, Do you want a crappy sandwich? Or do you want to go to, you know, Ruth's Chris, and then you know, just kind of go down that way versus like, what do you think more open ended?

So I guess deeper culturally, when you're building a team, realizing that the team may be able to create a better outcome than what you may create on your own and that mind shift allows you to be a better challenger to See if there's fruit inside of people's genius in their thoughts that may direct you in a different position. So what you're saying, If you always think the outcome is best of what you think, then it's going to be hard to change any of these. So at the end of the day, what we that's what your chiropractor running one great office, you have three offices, you, you want to build leadership, and you want to build a genius, and you want to allow that to blossom inside of the people that you work with. And that's, it's the same thread as we break these down. But as a listener, you may resonate that you're more of one of these types of diminishes first the other. This is definitely mine.

Yeah, I think I love the you know, with a challenge or to extend challenges without a solution. Like don't give them everything. So I think that's one of the big things with a challenger. Yeah, I agree. All right. Go ahead, Joe.

So the next one is the dealmaker versa. What's

the debate maker and the decision maker?

Debate maker decision maker? So yeah, that makes complete sense. How many of you listening, set up a debate, a healthy debate, and even debating your decisions? So you feel x is the best move for us to expand our clinic? That's the debate, and you want to see other people's perspective of maybe, you know, debating it versus making the decision, this is the way we're gonna go. So why don't you break down the bait maker? And we'll kind of talk through it.

So I think one of the nice things about a debate maker and I think they'll we miss it sometimes is we don't really define the question, we just, you know, and I think spending that prep time and going in and coming up with the right question is one of the most important things is the debate maker is coming up with the right questions versus like, okay, cool. Let's just go in and solve this problem, like spend time before you go into the conversation. I think that's one of the best ways to become a great debate maker. And the other thing is asking people, great questions. And then when you spark a debate, if you have two people who are really going hard, and they're both on opposite polarities or opposite ends, have them switch positions, I think that's one of the best ways and make them debate the other way. My wife did that with me with a issue that was kind of near and dear to my heart. And so for me, it was always really important that I could have guns, I kind of grew up in a family that had guns, and my wife grew up in a family, that they didn't have guns, and so she didn't understand at all, like why I had guns. And so what she did was she caused me to reverse my position. And it really caused me to ask, yeah, cause me to ask different questions. And I really asked like, because my brother's he's a SWAT. He's a SWAT officer, and like, just north of LA. So I was asking him thoughts. And it just really made me rethink my thought.

This is a deep component here, not only in business, but in life, is that when your opinion becomes your identity, then you get locked in to you are a decision maker, not a debater. So let's make this practical in practice, let's say you're going to expand your service offering and you're going to do like, let's say, neuropathy work, or you're going to do, you can bring on decompression. And people are your staff thinking, neuropathy has nothing to do with what we're doing decompressions better and you want to do the neuropathy, and you guys are in this debate, and you're going to find a way to win. While you're the owner, you're going to win all the time. So what you do is what Cliff saying is if you flip, and you become an advocate of the opposite of what you're trying to win about, and they go on the other side, and then you've asked yourself and your ability to challenge your own idea. So this is probably to me, the most influential piece of his entire cycle Cliff for me is being able to bait your own opinion, and flip sides and be the person in the meeting the leader that can say, You know what, Cliff? Why don't you take your very strong opinion, I feel the emotional attachment to that and you bring it up great points. But what I'd love you to do, Cliff, why don't you come on this side, I want to take the concept that I am passionate about and fight for it. And let me go over there and fight for your position. And let's see how we end up. What we're going to do is neutralize our emotional connection or make villas that's attached to that decision and we're going to neutralize the emotion side of it. And it's going to get more intellectual and objective when we flip sides. So to me, Cliff that is I haven't utilized Is that our implement as much as I would have liked? And I want to do it more in the future, but what amazing concept, right? I mean, oh, yeah, same way.

No, I that this is one that I've definitely under utilized as well. And that's on my list to not suck at. And so and I think the other thing is you're framing a debate, give your team time to do their research. And I think knowing your team is super critical. And so if they're more analytical, you want to give them time to get the data so that they can come and have an intelligent conversation. You don't want to just throw them on the spot. And so as we're doing that, and it's up, that's where all that prep work comes in.

Love it. Awesome.

All right, then the last one

is the investor versus

the micromanager

micromanage. I personally I'm not a micromanager. I allow people to just jump in the water, learn how to swim and then I could get tyrannical like put your hands together swim better. I think I'll go with investor and then jump in as a tyrannical. But a lot of people aren't micromanagers I'd say I need a lot of people that are trying to micromanage. So do people really want to be a micromanager? Do doctors really want to sit behind the front desk and look over your ca and making sure they're scheduling? Right? Do they want to be on top of someone so they can't even breathe? I don't think so. I think it comes from the same thing that paranoia. I think it comes from lack of structure, lack of monthly meetups, lack of KPIs lack of meeting rhythms, lack of puddles in the morning lack of the process. I think that's what it stems from. I don't think innately most people want to be on top of someone's back. Would you agree or what are your what's your perspective?

Then probably 8020 on that I think people don't there's 20%, who may like to put tape, I had to put tape on my floor in my front desk. During patient hours. You're not allowed to come behind here. When we first started, but yeah, I totally agree. I think most people don't want to become that I think where they do. And just like you said, I think it's really more about visibility and accountability. They don't have visibility into what's going on and they don't trust the team. So those are the two places I think that's where that micromanager easily slips in.

Ya know, it makes so much sense. So hopefully you guys grasp these, there's five of them. One is you being a genius. And the other is, you being a genius maker. The idea of the exercise through this podcast is to help you help create geniuses around you. So you can have more freedom, you can have more creativity you can have more outcome, you can have more revenue, you can have more wins get more success, you can have less stress, like that's really the essence of all of this is finding that so let's recap the list if you go to that first slide, so recapping it from the top you have the talent magnet is a genius maker, that's when you generate talent. And the other side is empire builders where I'm the I'm the chief I'm going to build and I'm going to be on top of this world and I'm the best then as liberators versus tyrants Liberator gives space for growth a tyrant is, is the person you get scared when that guy walks by you put down your phone, you take a deep breath and you're like, oh god, he's walking or she's walking by the Tyrant is massive control over people. Challenge your verse no adults challengers, challenges people to think and come up with their own ideas and outcomes, their own processes their own solutions. And know it all gives a little space and then pulls the reins back right away as the person's failing forward fast as the person is learning and growing, as the person is trying to learn and process in their brain how to accomplish the outcome. And then know it all bound pops in stops, growth stops learning stops, progression, stops consciousness improvement, and keeps them in their tracks and making the leader have to lead everything. It's ties you to the practice it creates dependencies, it creates extra work for you. Next one debate we're makers decision maker is setting up the debate like Cliff and I really enjoy and not just making decisions being the last person to speak last person to put down the hammer. Last is investors and micromanagers micromanagers is you holding their hand grabbing their pencil writing for them talking for them walking for them and making everything they do that's off your way by 3% as you stepping in, so they have no room for growth at all, versus being an investor in s&p. So that's my summation. Any other thoughts around that?

Yeah, I love everything you said. And I think for me, as you were talking, it's like I feel like this is that space to slow down to speed up because everything I think in the genius thing is it's all around speed. And so when you're talking about those things, that's what really came up for me. And so on this list like once you have this list Look at like, what are the two or three that you want to be good to great at? And what are two that you just don't want to suck at? Because sucking at any one of these will wreck being great at all of them. So you just can't suck at the two or three? You're not great at some. So yeah, so that's my biggest thing. And I think this the next session, what we will talk about is we'll talk about the accidental diminisher. And I think that's where most of us fall down, is that we don't do it intentionally we do it accidentally. And so to know these pitfalls, because as you go into these relationships, and, Joe, you mentioned this right before the call as far as like, you were getting ready to go on this call them be tyrannical, and then you made a change because of this book. And so I think it's that intention. So

yeah, so just to follow that story, I told cliff, reading the book multipliers gave me the most active real time, at the moment, impact to behavior style, I was going to handle a situation that I was upset with. And instead of calling and asking to tell, tell me more about what happened, what's your perspective, I was ready to pounce, take control. And then I realized that emotion I had at the moment wasn't control. It was paranoia, it was fear. It was ocean O's, that someone down or I didn't accomplish, or I dropped the ball that I had to step in and denounce that person, which is the worst thing you can do. But it's interesting that some of our behaviors are generated by our emotional state. And when you can quantify that in a state of awareness consciousness, you're like, Okay, I feel this way. So I'm about to behave this way. So first year, we're learning the behaviors. But when you get deeper in your consciousness, you'll understand your feeling that triggers. So if you read the book habits, emotional triggers, create behavior styles, that's high high consciousness guy. So being able to separate the behavior from the emotion and be aware of both, you become a master of your own reality. So I think I got to step one there, and I'm happy about it.

Yeah. And I think it's super important, like recognize that this is a discipline. That's why they're called the Five disciplines of multipliers. It's not that we're born into this. It's like, there has to be a conscious level to lead above the line. And so great point, so I look forward to talk about those accidental diminishers on the next episode. I look forward to seeing you guys have an awesome week. And thank you so much for your genius Dr. Joe.

Awesome. You too, man.