Dr. Thom Mayer

You know, how does a team operate as an expert team? Certainly you recruit smart people. But Bill Belichick said, talent sets the floor of a team, but character sets the ceiling of a team. And I think that's true in any team. So our group came together and bonded. I mean, serious badasses. And that's the highest compliment I can give somebody in an emergency situation.

You know, how does a team operate as an expert team? Certainly you recruit smart people. But Bill Belichick said, talent sets the floor of a team, but character sets the ceiling of a team. And I think that's true in any team. So our group came together and bonded. I mean, serious badasses. And that's the highest compliment I can give somebody in an emergency situation.

You quickly develop those bonds of trust. You talk about team, how are we going to react in this situation? I can tell you, when I was dealing with those patients, They're right there working with me and I almost never had to ask them to do anything.

You quickly develop those bonds of trust. You talk about team, how are we going to react in this situation? I can tell you, when I was dealing with those patients, They're right there working with me and I almost never had to ask them to do anything.

You know, it's like in the midst of an emergency resuscitation, I put my hand out when the nurse puts a chest tube in because she knows what I'm thinking. And the same thing occurred there. So, you know, from great teamwork comes great preparation. great trust, a great sense of the ability of people to work across boundaries. You develop that very quickly.

You know, it's like in the midst of an emergency resuscitation, I put my hand out when the nurse puts a chest tube in because she knows what I'm thinking. And the same thing occurred there. So, you know, from great teamwork comes great preparation. great trust, a great sense of the ability of people to work across boundaries. You develop that very quickly.

And I think the more we understand that the work begins within, but it turns very quickly towards teamwork.

And I think the more we understand that the work begins within, but it turns very quickly towards teamwork.

Wherever we're leading, whether we're leading our family, our kids, you know, whether we're leading a large organization, we have to learn to tell the story of the people we serve. Tell a story about the people. that you represent. Too many organizations, too many teams are so bogged down in statistics and data instead of telling the story of the people that we serve.

Wherever we're leading, whether we're leading our family, our kids, you know, whether we're leading a large organization, we have to learn to tell the story of the people we serve. Tell a story about the people. that you represent. Too many organizations, too many teams are so bogged down in statistics and data instead of telling the story of the people that we serve.

Mark Twain was very good at this, as most things, when he said, if you want to rise to the meteoric heights of literary greatness, don't write about man, write about a man. Tell the story of the person who's doing it.

Mark Twain was very good at this, as most things, when he said, if you want to rise to the meteoric heights of literary greatness, don't write about man, write about a man. Tell the story of the person who's doing it.

Yeah, obviously, I think failure has to be our fuel. But driving failure is curiosity. That, huh, I wonder why. Why, why not? Why did we do it this way and why not do it a different way? Why are we doing it this way? We hear that all the time and the most common answer to that, because we've always done it that way.

Yeah, obviously, I think failure has to be our fuel. But driving failure is curiosity. That, huh, I wonder why. Why, why not? Why did we do it this way and why not do it a different way? Why are we doing it this way? We hear that all the time and the most common answer to that, because we've always done it that way.

Because we've always done it that way, that doesn't show curiosity, that doesn't show, you know, hey, why couldn't it be done another way? So, the question, you know, why should be, it adds value to the people we serve. But the bigger question is why not? Why couldn't we do it another way?

Because we've always done it that way, that doesn't show curiosity, that doesn't show, you know, hey, why couldn't it be done another way? So, the question, you know, why should be, it adds value to the people we serve. But the bigger question is why not? Why couldn't we do it another way?

Because I ask people to think about leading in a radically different way, to act on those thoughts within a week because if the people who listen to this don't, in some small way, do something differently if they don't act on it within a week, they're not going to act. And the third is to innovate. Think, act, and innovate.

Because I ask people to think about leading in a radically different way, to act on those thoughts within a week because if the people who listen to this don't, in some small way, do something differently if they don't act on it within a week, they're not going to act. And the third is to innovate. Think, act, and innovate.

And to innovate takes that curiosity to say, why couldn't it have been done another way? Why couldn't this, the play that we drew up, why couldn't that have been done in a different way? Why the strategic plan that we laid out? How did it fail? To what extent did it fail? Sure, it's nice to have stats to show, data to show, you know, the delta between what we aspired to and that which we achieved.

And to innovate takes that curiosity to say, why couldn't it have been done another way? Why couldn't this, the play that we drew up, why couldn't that have been done in a different way? Why the strategic plan that we laid out? How did it fail? To what extent did it fail? Sure, it's nice to have stats to show, data to show, you know, the delta between what we aspired to and that which we achieved.