Michael Levitt

There you go. Yeah, definitely. And there was some power brokers that wanted more power and felt that their way was the best way to go. And not typically a wrong idea to think that. But their approach was a bit abrasive, lacked merit, lacked proper research, lacked all kinds of different things. And then they ended up letting go some key people that was making that organization thrive.

There you go. Yeah, definitely. And there was some power brokers that wanted more power and felt that their way was the best way to go. And not typically a wrong idea to think that. But their approach was a bit abrasive, lacked merit, lacked proper research, lacked all kinds of different things. And then they ended up letting go some key people that was making that organization thrive.

And then that organization went from being really successful, always in profit, to an organization that lost revenue, lost key people, and is not doing well. For me, it was a situation, and I think the biggest lesson learned is... And this goes back to a talk that I attended years ago that isn't related, but there's some similarity to it. It was a health symposium.

And then that organization went from being really successful, always in profit, to an organization that lost revenue, lost key people, and is not doing well. For me, it was a situation, and I think the biggest lesson learned is... And this goes back to a talk that I attended years ago that isn't related, but there's some similarity to it. It was a health symposium.

So it was a day-long health conference talking about different programs and initiatives you could implement in your healthcare organization. And there was a physician that was giving a talk and his talk was about weight loss. And one of the things that I learned from that, and I didn't know this before, is that Our body's natural inclination is for it to get to the weight of our highest weight.

So it was a day-long health conference talking about different programs and initiatives you could implement in your healthcare organization. And there was a physician that was giving a talk and his talk was about weight loss. And one of the things that I learned from that, and I didn't know this before, is that Our body's natural inclination is for it to get to the weight of our highest weight.

So let's say you weighed 300 pounds and you lost a ton of weight because you changed your diet, you exercised, maybe had a medical procedure to lose the weight, whatever the situation is. Your body, for some reason, the brain, body combination, all that stuff says, no, you were 300 pounds at one point. We have to get back to that.

So let's say you weighed 300 pounds and you lost a ton of weight because you changed your diet, you exercised, maybe had a medical procedure to lose the weight, whatever the situation is. Your body, for some reason, the brain, body combination, all that stuff says, no, you were 300 pounds at one point. We have to get back to that.

That's why people struggle so much with losing weight and keeping it off is because your body is fighting you on it. They're like, no, we want to go back to that. and it's the same thing with some organizations are just inherently toxic and you can correct them and make them healthy but that gravitational pull to return back to the way things were is very strong so if you don't

That's why people struggle so much with losing weight and keeping it off is because your body is fighting you on it. They're like, no, we want to go back to that. and it's the same thing with some organizations are just inherently toxic and you can correct them and make them healthy but that gravitational pull to return back to the way things were is very strong so if you don't

manage it, if you don't nurture it, you don't keep on top of it, you can have a stellar organization return to its toxic traits in a very short period of time. So it's not a set it and forget it kind of thing. And that was the lesson that I learned was, okay, I, and many consultants do. You go in, you give them the ideas. It's clear as day to yourself. They say it's clear to them.

manage it, if you don't nurture it, you don't keep on top of it, you can have a stellar organization return to its toxic traits in a very short period of time. So it's not a set it and forget it kind of thing. And that was the lesson that I learned was, okay, I, and many consultants do. You go in, you give them the ideas. It's clear as day to yourself. They say it's clear to them.

They implement it, which is always nice when they do that. And they see the big changes. And then all of a sudden, a few years later, they're right back into the problem they did before. And I've seen that even with keynote talks. I've given keynote talks to organizations and was brought back several years later when they had new people there, new management.

They implement it, which is always nice when they do that. And they see the big changes. And then all of a sudden, a few years later, they're right back into the problem they did before. And I've seen that even with keynote talks. I've given keynote talks to organizations and was brought back several years later when they had new people there, new management.

And they're like, we're having the same problem again. Oh, okay. I'll take your money again. I'm saddened by this because for me, and I have to be careful about this. Sometimes you get to be self-judgmental and they go, maybe my talk isn't good. Maybe I'm not convincing people. Maybe they, and that's not it. It's the old saying, you can lead a horse to water, but you can't make a drink.

And they're like, we're having the same problem again. Oh, okay. I'll take your money again. I'm saddened by this because for me, and I have to be careful about this. Sometimes you get to be self-judgmental and they go, maybe my talk isn't good. Maybe I'm not convincing people. Maybe they, and that's not it. It's the old saying, you can lead a horse to water, but you can't make a drink.

It's the same thing. You can say, here are all of the solutions that will make you feel better. But it is up to them to implement them. And you cannot do that as a consultant. You can't do that as a coach. You can't do that as a manager. You can't get people to do something they are refusing to do. You can encourage them. You can show them all the benefits of it.

It's the same thing. You can say, here are all of the solutions that will make you feel better. But it is up to them to implement them. And you cannot do that as a consultant. You can't do that as a coach. You can't do that as a manager. You can't get people to do something they are refusing to do. You can encourage them. You can show them all the benefits of it.

But unless they want to do it, they're not going to do it. And that includes stopping their burnout. Some people, unfortunately, love playing the victim. And I hate to be that person. blunt about it, but they do like I'm burned out or I'm a single parent or I've lost my job. Nobody wants to hire me. And it's okay. What are you going to do about it? I'm Gen X too.

But unless they want to do it, they're not going to do it. And that includes stopping their burnout. Some people, unfortunately, love playing the victim. And I hate to be that person. blunt about it, but they do like I'm burned out or I'm a single parent or I've lost my job. Nobody wants to hire me. And it's okay. What are you going to do about it? I'm Gen X too.