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So often we look at a person's personality type, and we think that tells us what job they should have. But working genius is what you do. It actually allows us to avoid hiring people who are going to be miserable.

You've written in the past that it's a mistake to think that A-level talent doesn't need to be managed.

Working genius helps us understand how they might need to be managed. But the truth of the matter is, every person in the world benefits from management. I don't care if you're running a $10 billion company and you're managing the CMO. Everybody needs to be managed. The thing about a short meeting, it's efficient, but it's not necessarily effective. Most organizations try to... And that's why people hate meetings.

Yeah, fam. Welcome back to the show. And today we are airing part two of my conversation with Patrick Lencioni. We're going to be talking all about working geniuses for teams. Now, if you didn't listen to part one of my episode with Patrick, I would go back now and take a listen to that. Part one of the episode is really the foundation of learning about working geniuses, working competencies, and working frustrations. We go over the six different working geniuses, and that part one episode is really focused on the individual. So how can we understand what are working geniuses are? How can we understand what to do with our competencies and frustrations and how to treat them? How do all these different six core working geniuses work together to put on a project? And we really focus on the individual with Patrick Lincioni. Now, Patrick Linconi is an expert on team building and team efficiencies. He wrote over 12 best-selling business books. He's one of the most famous business authors. He has a consultancy group called the Table Group that helps companies improve their operations, company culture, and team efficiency. So he knows all about how to have rocking teams, which is what we're going to be talking about today in part two, really focused on teams and organizations.

How do we roll out the working genius assessment to our teams? How do we use that to identify gaps within our organization? How do we use that to retain our employees better? How do we use that to improve our meetings and productivity as a whole? So I think you guys are going to learn a lot from this conversation. Let's jump into part of my conversation with the amazing Patrick Lencioni. I want to move on to more team effectiveness, productivity, talking about how we can roll this out to our whole organization. Let's start there. If we wanted to roll this out to our organization, what are the stages of actually doing that? What should we think through?

We're doing that more and more now. The first thing is, and the good news about this is the results resonate with people so quickly that there's not a lot of organizing you have to do. In other words, once a team, I think it's good to do it in teams. But we have organizations where everybody in the company does their working genius. And suddenly people are, and they know what they are, people remember what they are. And so people are going around the office going, Hey, could you come to this meeting? Well, I'm not in your team. I know, but if you come to them, we really need some galvanizing. We don't have anybody on our team that does that. So first of all, just get as many people in your organization to know what they are. The language, the vocabulary, and the way people work together is going to change. But then do the team map. The team map is a piece of paper that shows you in all six geniuses where you have people with geniuses or frustrations. So you can see the gaps. Right away, literally, you look at it. I had a team I worked with, Hala, and it was a technology company, but a big one.

They had nobody on the executive team with Invention. Nobody. It was a technology company.

Wow, that's terrible.

They were frustrated. For 10 years, they hadn't had a new idea. They were using their old products. They were like, Why can't we come up with a new product? Well, we looked at their type, and it's because they were all about implementation. They were all like, Well, we got to make our numbers. We got to have our tight schedule. Nobody there liked to sit back and ask questions and come up with new ideas, except for one guy on the team, and he was their lawyer. They were like, Why don't you take over new technology acquisition? He's like, Well, I'm the Chief Legal Counsel. They're like, Yeah, but you like it, don't you? You're good at this. He's like, I love it. I would love to do that. Two years later, he was no longer even in the legal department. He was running that part of their business. The answer to your question about how do you roll this out, get people to do this and talk about it on their teams, and they are going to solve problems just looking at it and going, Well, hell, I could do that. I love that. Somebody else is going to go, You love that?

Why? I hate it. And they're like, Well, because I'm this. And they're going to go, Well, let's change the way we're getting this done. So there's not a lot to do there, but there is this. We have a program which we call certification, which is you can take one person in an organization and make them an expert in this in two days. We have this training thing where you can do it online. It's virtual. And in two days, you can become an expert. And then you can be the consultant to your organization to help them figure out how to do this.

I love that.

We've had like 3,000 people get certified already. Companies will say, we're sending three of our people through certification, and they're going to teach everybody in the organization how to use this.

I'm definitely rolling this out to my organization because, first of all, it's so cost-effective. It's $25, not expensive, and the amount of money that you'll save from productivity and not having to hire, it's It's just a game changer. Even just the activity itself, I feel, is going to make my employees happy and feel like we care about them. I'm just going to roll it out as an activity that we do across the company. Then everybody has new language, which creates a deeper bond because everyone's talking about, are you an innovator? Do you have tenacity? It's something else to bond everybody together as well.

It's not a judgment thing because there are some things that people go, I don't want to be put into a box. I don't want to be limited. They don't respond to this like that very much at all because it's about joy and energy. Everybody wants to be able to share it with people. Hey, I really love doing this. If you could let me do this more, I'd be really happy. They don't feel like they're being judged. It's really about revealing to other people what their favorite things are. So it doesn't feel like any people get condemned. It feels like it's people feeling understood.

The other thing is that I want to implement it as part of the hiring process.

I got to tell you a story. In hiring, there are certain legal limitations about using assessments.

Oh, really? Yeah.

But it's not as bad as people think. But we actually had a lawyer come to our office. I worked with him and his team. I didn't know this. He was the guy that argued the case before the Texas Supreme Court to not let them use assessments in hiring because they thought it could be biased and all those other things. So he hated assessments. I did not know this. We did Working genius with him and his team. At the end of two days, I found out that he was that guy. He goes, I think this one works because he was actually giving people feedback, and he goes, I can't believe how everybody is resonating with this. It makes sense to me. I'm actually now talking to them using the working genius. Because it's related to work itself, it actually allows us to avoid hiring people who are going to be miserable or hiring somebody and putting them in the wrong job. We're developing, it's almost done, an AI tool where you could type in one paragraph job description. We want this person to do this and this and this and this, and it'll spit back to you the most likely working geniuses that will help find the person that would do that.

You know who loves it? Is employees who are getting hired and they're like, I don't want a job I'm going to hate.

Exactly.

It's a great matchmaking tool, and we use it when we talk to people. You can't necessarily force people to, but a lot of staffing companies, they're going to get their candidates all to do it. Their staffing companies to do this now.

Okay.

Then when their clients call and say, Hey, we need somebody to do this job, they look at their working genius and they go, Hey, I think this job would be great for you, or I think I have a person who would love this. It's taking staffing and hiring from a crapshoot where 50% of the time a person is like, I don't know why I took this job, to one where we're getting a lot better at knowing who's going to succeed and who's not.

I'm disappointed because I was so excited that I was like, Okay, I'm just going to make this mandatory because, for example, I'm looking for an EA and I need to make sure they can create. I need to make sure they have tenacity. I need those two things, innovation and tenacity.

I love it. An EA is a perfect job because one EA is not the same as another. Hey, one CEO is not the same as another. It depends on what company is. So you're looking for an EA. What you can say to them is, Hey, I would love for you to take this if you want to. It'll help you. It's a gift. Here's a gift for you to do this. Then I'm just going to describe what I want. And if you think that it's a good match for you, then that's fantastic. We'll talk about that. But oftentimes it's the candidate who will look at it and go, Oh, no, please don't hire me for this job. This is going to be miserable for me. Because for you, you're saying you want somebody with tenacity, and you said somebody who can create.

Yeah, invention, and they've got to get stuff done.

Okay, so that's called the methodical architect. If I had an administrator assistant, and we're hiring one for me right now because I'm moving to a new place, I need a new one, and I need a DT, which is discernment and tenacity. You know why? Because I will not give them detailed job descriptions. They're going to figure out how to help me. Now, if I were a different personality as a CEO, I would tell somebody what to do, and I I might want them to be an ET, which is to do whatever I tell you. But I'm going to say to them, Could you figure out what you think I need? Because I don't know. That's really different. In your case, because of the work you do, you want somebody who's actually creative. Now, there's a lot of people that don't want an EA that has that. It's not so much about every job with that title needs the same thing. Frankly, one person's executive assistant is different than another. One person's head of marketing is different. People talk about this like, What would be a good head of marketing? I'm like, I don't know. Do you want somebody who's lead generation and closes deals, or do you want somebody that's with a new brand strategy and understands the market from a strategic standpoint?

Those are two different roles. Do you know how often, and you know the CEO's hired a head of marketing, and they don't even know what their working geniuses are? They say, Well, they were good at marketing before. Yeah, but they did a totally different job. So I think working genius, I don't know how to make it mandatory for a candidate, but usually you can say to the candidate, If you want to figure out what you are, I'll tell you what we want. And then you Can you please don't convince me that you think you could do that.

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Additional taxes, fees, and restrictions apply. See, mintmobile for details. I love it. That's what I'll do. That's the approach that I'll take. Another thing with teams is that you say that there's sometimes genius gaps. Can you talk to us about some of the common genius gaps and how we can actually figure out if we have any gaps in our organization?

Yeah. If there's an organization that has no T, right? You look like there's five people working on it, and nobody has tenacity. They're like, How come we have these great ideas, we get motivated, and then they never seem to get implemented? Or you only have one T on your team and you're killing her or you're killing him. Because every time you get to the last stage, we're going to that person going, Okay, can you finish this? The finishing stage often takes a long time, and we're crushing that person. I did an organization once where I looked and they had 10 people start up, and one person on the team had tenacity. I think her name was Laura, and I said, Hey, Laura, I just met them for the first time. Do you ever think you're going to get crushed? And does everybody else think she might quit because we make her do too much? And they were like, Oh, my gosh, how did you know? Because she's the only one that finishes. And they're like, Oh, no, we got to hire more finishers or actually rethink about how we do these things. Or if you're a company that has no W and I, you might be the most organized, efficient company in the world, but nobody's actually saying, Maybe we need a new product, or maybe our customers aren't happy.

So you're not identifying the opportunities. So any gap in the six things, if there's an egregious gap, causes problem. If there's no enablement, I had an organization that I worked with that served churches. So they're very kind, but nobody had enablement. And they were like, How come nobody helps? Shouldn't we be helpers? We work with churches. It's like, Oh, nobody has the genius of enablement. Nobody comes along and says, Yeah, I'll volunteer to do that for you. And so any This gap is going to show up. Usually, teams look at the gap on the thing, and in five minutes, they're like, Oh, yeah, this is why that project failed, or, This is why we were good at this thing, but why we're not good at this thing. It's pretty predictable. It's pretty self-explanatory.

You say that the best way to identify these is by visualizing everything with a team maps. What's that process like?

Everybody takes their assessment on an account, and then they just say, Print a team map. The piece of paper comes out and it says, Wonder, and it shows the list of people that have it as a genius and the list of the people that have it as a frustration. If there's none, then they all have it as a thing in the middle. It's very easy to see. There's green and red. You look at this thing and you go, Oh, my gosh, we have no green in discernment, or we have a whole bunch of reds. In my organization, we had a whole bunch of reds in invention, and I was the only green. Not only was I the only inventor, but the other people in my organization really hated having to come up with new ideas. What that told us is two things. Is one, we can't be pulling me out of invention too much because there's nobody else that's going to fill that gap. When we hired the next person, it would sure be nice if they had invention as a genius or at least certainly as a competence see. So there was a little bit more of that in the atmosphere on the team.

Yeah, it reminds me of my organization so much. I started with a social agency, super innovative, always going viral. And then I launched my network. Kate's running my agency. She's more of enablement tenacity. And I'm always just, We're using the same strategies that I did. And then I'm trying to figure out the new strategies, and I'm getting mad at her because I'm like, You're not inventing. But now I realize that's not what she He's good at. I need to get somebody else that's going to invent.

How great is that? Because what happens is then people will say things like, So I don't have enablement and tenacity. It's very easy for people to think that I, or for me to think about myself that I'm lazy. Now, I work my ass off, but I'll go like, I guess I'm lazy because I don't have enablement and tenacity. It's like, Well, I'm just not an implementer, but I'll work really hard in the things that I do. Or a person that doesn't have invention, we can go, They're not very smart. They're like, What do you mean? They're like, Well, gosh, I come up with these ideas. Can't they come up with an idea? No, it's just a different genius. They're smart, but in the thing that they do. It avoids judgmentalism. Now, let me tell you, if a person is really lazy, I have a book called The Ideal Team Player, and it's about Humble, Hungary, Smart, the three values of a good team player. There are people that aren't hungry. They don't work hard. There are people that are slackers, and yeah, they deserve to be recognized as such. But that's not about their skill It's about maybe they're just not motivated.

Maybe they never learned how to work hard. Maybe they don't really care that much. I'm not trying to say that there aren't things that you should let somebody go from your organization for. There are. But if it's just that they're wired differently, man, that's a tragedy when we lose good people because they're just wired differently and we attribute it to something else.

I totally agree. It's really hard to hire people and it wastes a lot of time. If you could just plug people and switch roles and lateral moves, that's going to save a lot of money and time.

Yeah, I really think in terms of productivity, if you have four people and you have them in roles, then you didn't know why. You figure out their working genius and you make adjustments, you're going to save two hires. There was a saying years ago, I remember when I first got out of school, and they said, If you have five engineers working on a project and it's not getting done, get rid of two of them. What they meant is sometimes it's just that there's too many. But I actually think when you tap in, if you have five engineers working on a team and you actually help them understand their geniuses, they're going to get the work of nine done.

Yeah. I can't wait to implement this.

Would you please let me know how that goes? I can't wait to hear what you guys learned. It is so fun to get stories back from people who have rebirthed an employee by helping them figure out their thing. Of course. Or avoided hiring the wrong person or letting go of the wrong... I love to hear those stories.

Of course, I'd love to tell you about it. I'm very excited. In terms of how you roll it out to an organization, is it a different process, or are we still going and taking the assessment individually, or are we signing up our organization so we can see all the results?

If you go on there, it's very clear. I know that because people do it all the time. I can also tell you, I don't know. As the inventor of this, I'm amazed. I'll be at some place and I'll say, Hey, you should take the assessment. And then I'll go, I have to find somebody that can get you on to do that because I don't even know how to do it. But it's very simple. When you go on and everybody fills it out, it's just one person signs them all up and they put it in the same account.

Got it. Okay, so youngimprofiting. Co/work, you guys You can take the assessment individually or you can sign up your organization. We'll make sure of it.

And call us if you want. We're at tablegroup. Com, and you can find us on the internet and you can call us. We'll walk you through it.

Okay, perfect. So let's get into some more tactical stuff. Because I know you're really good about having good meetings. We talked about Zoom, just some productivity, team management type of stuff. You've written in the past that it's a mistake to think that A-level talent doesn't need to be managed. What do we need to know about how much to manage someone, and especially maybe in the context of working geniuses?

I love that you asked in terms of working genius, because I've been saying this for years. But working genius helps us understand how they might need to be managed, because not everybody's the same. But one of the things I find in organizations is a lot of CEOs, one of the things they don't do is they don't manage their direct reports. What they do is they say, Well, I'm a CEO now, and this person is on my leadership team, so I shouldn't have to manage them. They're an adult. Or they think that managing micromanaging. They say, Well, I don't want to micromanage them. I trust them. But the truth of the matter is every person in the world benefits from management. That's why being a CEO is so dang hard because it is unmanaged. A board does not manage a CEO. Oftentimes, boards need to be humored. One of the hardest things about being the CEO of an organization, it's lonely and there really is no guidance. You have to seek out advice. But there's nobody that says, I own this and I will give you direction. The buck stops with you when you're the CEO.

There's something naked about that role, and it's why it's a very lonely and hard job. But when leaders say, and I fall into this category, too, I don't like to manage people by objectives and details and all these things. Because I'm an ID, I hire people and I go, Hey, I hired a guy recently who has ETs, all implementation. But I said to him, Hey, why don't you just figure out what your job scope should be and you tell me what success looks like, and you tell me what your job should look like. I want you to figure it out on your own. And he was mortified because that's my ideal job, by the way. And he's like, I want measurables, I want structure, I want expectations set for me. And I realized I can't manage him the way I would want to be managed. I have to manage him to make him the best that he can be. And too often, CEOs abdicate responsibility. They don't delegate and they don't... I say, at least be a good macro manager. Know what they're working on, know if they're doing well, check in with them, provide what they need based on their working genius, and take responsibility for being their manager.

I don't care if you're running a $10 billion company and you're managing the CMO, or if you're an entrepreneur and you have four employees. Everybody needs to be managed. It doesn't mean that there's a specific system for it. It doesn't mean you're checking in every day on their deliverables. It's less about efficiency and it's more about effectiveness. Even if you don't I don't necessarily like doing it, do it and do it for them based on what they need.

Yeah. Even just taking this assessment made me realize, even though I have employees that haven't taken it, I know what they are now and how I need to manage them. Yeah. It's just so clear. It's really clear.

You know what you're going to do with them? You're naturally going to go by their office and brainstorm and inspire them. You will do that. I don't have to tell you to do that. But what you might not do go, Okay, do you have enough information about whether you're succeeding or not?

Exactly. The management, the enablement stuff, how can I be a better enablement? It's chewing glass for me. I don't like it, but I have to do it.

You know what's great, Hala? When you go to them and you go, Hey, you know me. I'm an IG, by the way. I want you to see this. And they're going to go, Of course you are. That makes sense. But there's things you need that I don't do naturally. So just know, though, I'm not saying that I don't want to do them. Just know that it's not easy for me. And if you come to me and say, Hey, I need more clarity from you on something, I'm not going to take that as a complaint. I'm going to take that as a compliment that you know I'm not good at it and you need to provoke me to do it. And that'll give them permission to do it without going, Hala, are you going to get more specific with us? You're going to go, not naturally, I won't, but if you ask me to, I will. They can coach you. Your employees will be your best management coaches when you give them the language and the permission to do that.

We'll be right back after a quick break from our sponsors. Young in profitors, I spent years slaving away in so many different jobs, trying to prove myself, trying to figure out what gave me joy at work, and trying to build productive teams. Eventually, I figured it all out. But what if You could learn that stuff about yourself and your team in a fraction of the time that I did. The working genius model will transform your work, your team, and your life by leveraging your natural gifts. We each possess a unique set of skills, and let's face it, you're going to be more fulfilled and successful when you lean into rather than away from your natural true talents. Working genius can help you discover how to increase joy and energy at work by understanding what your working geniuses really are. The working genius assessment only takes 10 minutes, and the results can be applied immediately. I took the assessment, and my two primary working geniuses are inventing and galvanizing. I just love creating new things and then rallying people together to bring them to life. That's That's why I've been starting businesses and growing teams for years.

Your own working genius may be completely different. The working genius assessment is not just a personality test. It's a productivity tool. It can help you identify your own individual talents and provide a great roadmap for creating productive and satisfied teams. You and your team will get more done in less time with more joy and energy. To get 20% off the $25 working genius assessment, go to workinggenius. Com and enter the promo code Profiting at checkout. That's right, you can get 20% off the $25 working genius assessment at workinggenius. Com using promo code Profiting. Young in profitors, I love fashion. I love to get decked out, get dressed up. I buy a lot of clothes, jewelry, makeup. I've been feeling more responsible about my online shopping habit because now I use Racketin, the smartest way to save while shopping. Racketin lets you earn cash back at over 3,500 stores, whether you're shopping for workout gear, your favorite beauty products, travel, concert tickets, or even groceries. All of my favorite stores are on Racketin, like Sephora, Nordstrom, Bloomingdale's. And Racketin essentially lets you get cashback on stuff that you would be buying anyway. This past weekend, I decided I wanted a new pair of Jimmy Choo shoes.

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I don't like to do the boring finance stuff. I hate thinking about bookkeeping, expensing, invoicing, tax planning and organization. I hate it. So I've offloaded all those responsibilities to my business partner, who's basically our COO and our CFO, Jason. And Jason is doing an awesome job. However, I basically handed a mess over to him, and he's been having to toggle from app to app to app to get it all done. And he was looking for a streamlined solution to handle everything in one place. And we found that with Found. Yes, it's called Found, which is very fitting. Found is a banking and bookkeeping app that is especially made for solopreneurs and entrepreneurs. It's made for us. You can do everything from invoicing to bookkeeping to tax planning. One of my favorite features on Found is that it will actually automatically estimate the taxes that you owe and then set aside money for that. Similarly, you can create virtual cards for different things like travel or marketing and then set spending limits on them. Found is super cost-effective. First of all, it's everything in one app, and there's no hidden fees or minimum balances. There is no paperwork to sign, there's no credit checks.

It's a breeze to sign up. If you want to try Found for free, you can go to found. Com/profiting. That's F-O-U-N-D. Com/profiting. Again, if you want to try Found for free, go to found. Com/profiting. Found is a financial technology company, not a bank. Banking services are provided by Pyramont Bank member FDIC. Found's core features are free. They also offer an optional paid product, Found Plus. So something that we agree upon is to have a successful meeting, it doesn't have to be short. I've heard that. And this is something that me and my business partner Jason disagree upon all the time, where he just wants to have short, short meetings. I'm like, We had a short meeting, but what was accomplished? We don't know what to do. We need to talk about it. It's not about just having short meetings. We need to know what to do and have clarity, right? So I'd love for you to just break down some of your best tips in terms of having good meetings. And also the fact that a lot of people tuning in right now are having Zoom meetings, let's be honest. Yeah, yeah, yeah. Most of the meetings are Zoom.

So let's talk about that.

And the hardest thing about Zoom meetings, Hala, is that, first of all, we learned this at the beginning of COVID. I just saw this movie called Hot Fuzz, and there's where they go, This shit just got real. It's like a cop movie, and That was from Bad Boys or something like that. But I remember when COVID started, when we were doing our third Zoom meeting and I finally provoked real conflict. We said, I think this shit just got real. Because too often on Zoom, it's harder to go there because you're not in the same room. After the meeting is over, you're not going to be able to recover and walk over to the kitchen and talk to them about it. Sometimes we don't go deep and get messy during Zoom meetings the way we need to. That's the thing I would say, first of all, is when we're doing the stuff on Zoom, we got to get to that place where we're being fully human. It's harder when it's two-dimensional and there's not follow-up and we don't have incidental time. We need to do that. But the other thing is I would love to know what your partner's working genius is.

Because the thing about a short meeting, it's efficient, but it's not necessarily effective. I'm a believer in effectiveness over efficiency. Sometimes a meeting wanders, but it needed to. Sometimes it takes 45 minutes in a before you finally realize, Oh, my gosh, we were talking about the wrong thing. When a person sitting in that meeting checking their watch and going, Well, I have another meeting to go to, and I have real work to do. Here's how to help a person understand that. There's four different kinds of meetings that a leadership team has to have and you and your partner have to have. There's four. You can't do them simultaneously. When we do them simultaneously, it doesn't work. I call that meeting stew where we toss out every ingredient in the cupboard into one pot and stir it up and it just tastes bad. The four different kinds of meetings that need to be separated are, one is what I call a check-in, a daily check-in. That's 5 to 10 minutes. What are you doing today? What are you doing today? Okay, great. That's great. Okay, I didn't know you were going to be doing that. Tell Fred, I said, Hi.

Can you ask him about this thing? Okay, I can take that off my list. Totally administrative check-in. Don't sit down just every day. This is me saying to my wife, Hey, who's picking the kids up from school? What time are you coming home? Here's, I got this meeting today. Okay, great. The second meeting is called your weekly tactical, if you do it weekly. This is the running the business. This meeting where you sit down and you go, Okay, these are our goals. Here's how we're doing. Do we need to solve any near term problems? This one's green, this one's yellow, this one's red. Aled Malali, who ran Ford, did it that way, too. Green, yellow, and red. We do that at our company, too. How are we doing? These are our five big things we're working on. How are they going? What do we need to do? It's probably an hour, maybe 90 minutes. It's pretty tactical, and it's focused on moving the ball forward. The problem is there's a third meeting, and we usually combine it with the second meeting. We call this the strategic topical meeting. This is It's like there's some big new initiative or idea or problem, and it's really interesting and it's really urgent.

We try to talk about it in the same breath where we're going through our goals, and we never give it enough time. This is the meeting where we need to go into a room, clear up 2 hours, and say, We have a competitive threat, or We have this new product idea, or this new partnership. You talked to me before about there's new partnerships you're developing. Don't have that during your regular weekly meeting. Have a separate meeting. All we're going to What we're talking about is that partnership. And go in there, roll up your sleeves, grab some food, get a whiteboard, and argue, and debate, and dream, and do this. That's what people in business school call a case study. It's the most fun you can ever have. And yet we kill that fun by having it in 10-minute increments in between going through our checklists. It robs our meetings. It makes the tactical meetings confusing. It makes the strategic meetings far too limited. When the leaders of an organization do that, they really lose their way. When somebody says, Let's have a short meeting, I say, Yeah, make your daily check-in short. Hey, maybe make your weekly tactical fairly short, but never cut off a conversation that needs to be explored and worked through, and it's messy.

That's the biggest problem I see in organizations. They combine their strategic conversations and their tactical ones in the same meeting, and it's never good for anybody. The fourth meeting, I think it's once a quarter, you should probably do it. Maybe it takes two hours, maybe it takes a half a day. That's just the quarterly check-in where you just get out of the office, you take a breath, and you say, Is this working? That's probably a WI meeting where you just step back and go, Is there anything we're not seeing? What's going on in the market? How are we doing as a team behaviorally? You just need to do that every once in a while. Those four kinds of meetings, most organizations try to have all four in one meeting, and they call it their weekly meeting, and that's why people hate meetings.

I'm actually really proud of my company because we do all four.

You do?

We do all four. We call each other Scrappy Hustlers. That's our name. I love it. Every morning, we do a hustler huddle. I do it with my executive team. I do it with my sales and marketing team, 15 minutes. What are we grateful for? What are we working on? Are there any blockers? How do you feel now? Every single morning, we do something called G90s, where we talk for 90 minutes every week, me and my executive team, about all of our problems called G90. Then we do a monthly strategic meeting to talk about any strategies. Then we do a quarterly planning, which is the ideation stuff. I feel like we're really on track here. You got it.

That is crazy because you know that people have different contexts when they go into those meetings and you can't do them all together. Good for you.

Yeah. No wonder we're doing so great.

Seriously, meetings are key.

I had such a great conversation with you. I loved learning about the working genius. I loved understanding how this is going to impact our teams. I end my show with two questions that I ask all of my guests. You can just think of this as not having to do with the topic necessarily, just whatever comes from your heart. The first one is, what is one actionable thing our young improvisers can do today to become more profiting tomorrow?

Wow. I want to give a thoughtful answer to that. I think that one of the things that people don't do when they're young is get very clear about who they are what their personal values are. We're too opportunistic and reacting to whatever's going on and actually sit down and write down, this is the person I want to be and this is what I want to do. It's so crazy. It's so simple. But they say, if you don't know where you're going all roads lead there or no road is right. I just think people need to be a little clearer about, yeah, this is what I'd like to do and who I'd like to be. That contextualizes everything else. So that's a very general thing, but it's so simple. And most people are like, yeah, I haven't really done Yeah.

So actually step back and think about who you want to be in the future, your future you. What do you want to grow into?

Yeah, absolutely.

And what would you say is your secret to profiting in life? And this can go beyond business.

Two things. It's healing. It's identifying the things that happened to me when I was young that I thought were my superpowers, but they were actually wounds because I was working out of those. Then every day I pray. I wake up and I pray. I'm Catholic, Christian. I listen to some Bible readings and I pray. That is all the difference between waking up and feeling scattered and lost and feeling like, Oh, yeah, everything's good.

Just to dig deep on that just a bit, is that a gratitude practice that you have? What do you feel like that does to set the foundation for your day? How can people mimic that?

Well, I think it's everything. It's interesting that you asked that. I have this app. It's called Amen. It goes through the readings of the day, which is seven minutes, eight minutes of the readings, Old Testament, maybe, Psalms and gospel. Then it asks you a series of questions. I think in those questions, it gets at the four areas of prayer, which is gratitude, what you're grateful for, petition, what you want, what you need, praise, which is, God, you're good. This is great. Then, Sorrow. Hey, I want to be better, and I'm sorry I did these things. I think it touches on all four of those kinds of prayer. Gratitude is the thing I need to work on the most. I grew up, every time I accomplished something, I would go like, Okay, what's next? I never felt safe just going, Oh, that was wonderful. Thank you. That's great. Gratitude is a deficiency area for me. I learned that from John Gordon. I don't know if you know who John Gordon is.

Yes, I had him on the show.

He's like one of my favorite human beings, a good dear friend. The gratitude thing is so critical.

Michael Jervis came on the show, and he taught me this morning ritual where he says before he even gets out of the covers, the first thing he does is, what are three things I'm grateful for? Before you get out of the cover. So now every morning, before I even wake up, when I'm laying in my bed Before I get out of bed, I just say, What am I grateful for? And then I get up. It just helps a little bit, especially if I remember to do it. It's always a better day.

That's great. I'll remember that. That's fantastic.

Patrick, where can everybody learn more about you and everything that you do?

My company is called The Table Group. So if you go to tablegroup. Com, you can find us there. The Working Genius stuff is at workinggenius. Com. They can get to that through your site. There's one thing I have that I've started recently. I do a morning three-minute devotional for professionals who are followers of Jesus. But if you're not, if you're curious about Jesus, you can do it, too, because I love everyone. But it's a three-minute. It's called the three-minute Reset. Me and a guy named Chris Stefanek do it. And I found that a lot of people really like it. And I just started doing this January first of this year, and it's every weekday because a lot of people are like, I don't know what I want to do around my faith. And it's like, well, here's three minutes. Maybe you can just start with three minutes. And it's combining stuff that I do in the work world with faith. And so a lot of people really like that. It's grown. How do you join You just go wherever podcasts are and type in the three minute reset in my name.

Oh, it's a podcast that you can listen to every morning.

Yeah, it's essentially a podcast with a daily three minute thing.

Oh, cool. We'll put the link in the show notes. Again, guys, if you want to take the working genius assessment, go to youngimprofiting. Co/work. We'll put that link in the show notes. I can't wait to hear what you guys think about that assessment. If it helped you, let us know. Write us a review. Patrick, thank you so much for joining us on Young and Profiting podcast.

It's been a blast. Thank you, Hala.

Thank you for tuning in for the second part of my wonderful conversation with Patrick Lincioni. If you missed part one, you can find it right next to this episode in your Young and Profiting feed. It's definitely worth going back for. I really enjoyed learning more about how the different types of working genius can impact teams and organizations. I cannot wait to implement some of these takeaways with my own crew. Every team is only as good as the sum of its individual pieces, and sometimes those individuals are just in the wrong places, often through no fault of their own. The best salesperson does not always make the best sales manager, and we shouldn't force them or incentivize them to fill a role that is wrong for them and wrong for the company. Nor do you want to lose smart people just because they are not wired to do the job you have given them. A lot of young companies and startups suffer from lopsided teams. They may have plenty of inventors and galvanizers but lack employees who can get things done or who can enable others to do the same, or they may have plenty of implementers but few new ideas, and it's just as important to find the right mix of these skills as it is to find the right mix of subject expertise.

Patrick recommended creating a detailed team map to help identify where the genius gaps are within your teams. This can help you reassign tasks and reshape groups and roles. It can also inform your hiring decisions. The right person for the job might not be the one that you think based on conventional metrics. Thanks for listening to this episode of Young and Profiting. If you listened, learned, and profited from this conversation, then why keep it all to yourself? Send it to a friend or colleague that you think could benefit from the same insights. And if you did enjoy this show and you learned something, then why not drop us a five-star review on Apple podcast? This is such a helpful way to show your support and also help us to reach more people and keep climbing up the charts. If you prefer watching your podcast as videos, you can find us on YouTube. Just look up Young and Profiting, and you'll find all our episodes there. Looking to get in touch with me? You can find me on Instagram or on LinkedIn by searching my name, Halataha. Finally, Today, a quick shout out my incredible production team and all the different types of working genius they possess.

You guys are the best. Before I sign off, I wanted to let you know that this is my AI voice. At YAP Media, we've been experimenting with AI to see just how far we can push it. Send me a DM on LinkedIn or Instagram, or send me an email to let me know what you think. This is your host, Halitaha, a. K. A. The Podcast Princess, signing off..