Patrick McAndrew

speaker

86 appearances 1 recordings 1 series first heard Jan 2025 last heard Jan 2025

Patrick McAndrew’s voice in public audio — every appearance, attributed to the second.

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The Action Catalyst · Master the Game Within, with Patrick McAndrew (Entrepreneurship, Leadership, Self-Improvement, Focus) · 21 Jan 2025 podcast

Because the ego and the identity of the person who founded it is so interwoven with the actions or what that business reflects about them that... They're trying to keep it in a way that keeps their identity the way they want it to be. So what ends up happening is that our identity gets reduced to our biography. You know, you got a biography on me.

People at the beginning of the show heard about me. I'm not that. I'm not that. If I were to describe myself as that, it would feel like it's another person. But yet we need certain terms and containers.

to explain it so you're a coach okay great now i get a sense of who you are but you're so much more than that you're bringing your whole lived experience into it so it's fine to have these sort of monikers of who we are as people because we need that to make allow people to have a reference point of who we are and what we do but my days it's very dangerous if you think that you are that if you allow your identity become wrapped up on that you become very weak

And from what I see, there's very little self-confidence. There's a lot of survival, no matter how many millions you have in the bank. And it doesn't have to be that way.

And I would say, from my observation, I would say confidence is a sort of emergent thing. You don't craft confidence. Confidence sort of emerges, and it merges through your view of yourself and the evidence that this view of yourself is being reinforced. So you can also be very confident that you can't do something.

you know you it's it's a certainty it's a certainty of something it's a certainty of your capabilities and your powers which can be that it's a certainty that you can move towards something or it's equally a certainty that you cannot because it's been evidenced so many times before so my interest more so is because there's many environments that i go into with very little confidence that i can do it but i have confidence that i can find a way i have confidence that i'll be able to

be in the uncertainty or the discomfort of it. And I'll move through it because that's something that I have evidence of. I'm much more interested in, I suppose, expanding people's sense of value and worth beyond just their actions.

So for example, something that we're going to be launching relatively soon with Hara, which I now realize is so needed and so important, is so many of the companies that I speak to, whether it's the CEO or it's an intern, are feeling immensely overwhelmed.

Now, this overwhelm is coming because of the amount of information and the amount of things that we feel that we should know, the amount of communication. There was one gentleman that I spoke with in Dallas at a conference a couple of weeks ago, and he told me he gets about 480 emails a day. Like, that's such an insane quantity. That's beyond a full-time job, just filtering through that every day.

But why does this happen? Why are these tools that were meant to liberate us and free us to do the work that was most important, why are they becoming the things that are holding everybody back? Because it's a total distraction. Now, you could say it's in the design, and there's a truth to that. There's a design of a desire for engagement. That's how these products measure their value.

Not how little time you spend on them, but how much time you spend on them, how much information flows through them. But I don't think it's enough to just place the blame on the product and the tool. There's something deeper that's happening here. And it's actually much more related to a sense of social security.

And I've been watching this and it's only become clear to me very much so in the last five or six months. If we just look at distributed teams, for example, where you've got, let's just say, a couple of people in Omaha, Nebraska. There's a company that I work with that have a few people there.

And then you have others which are dotted around the country, but their boss and their direct report is there in Omaha. And they get to meet up with each other two or three, maybe four times a year at conferences. Sometimes they get 15, 20 minutes. If it's 20 minutes, 25 minutes is a one-on-one chat that feels like it's enormous. But most of the time it's in a group setting.

So the conversation is more about the collective. Like, what are we all talking about? The person that I'm reporting to doesn't really know me, doesn't really know my true character. They see the analytics of what I do based on the metrics of what comes in. But as a person, who I am as a human being, they don't know me because they haven't had much time with me.

I've given leadership teams this challenge to spend 45 minutes with their direct reports just on one call. And I've given them questions to ask, which are much more deep. about like who they really are as human beings. And they learn so much about them and realize that their assumptions of what motivated and drove them is so different to what it was.

So that's a norm that people are not really getting to see each other. Now, if I'm in New Mexico and my direct report is in Omaha, Nebraska, I see him or her three or four times a year. My promotion, how much more I'm going to earn next year or maintain my job is dependent on their view of me, how they see me. So how can I prove myself? I make sure I do, I succeed as much as I can in the

And I also make sure that I am as responsive as possible in my emails and my communication and showing that I'm on. Because by showing that I'm on and that I'm hyper responsive, it's a display in the best way possible that I'm committed and that I'm a worthy human being. And that's what's happening more and more is that we're not engaging deeply with each other.

So the context of how much we understand of each other is very low. So we invest a lot more of our energy into those low context transmissions of communication, which creates...

this very fragmented and distracted state, because to be not distracted and fragmented is to choose for yourself, is to choose where you're going to direct your energy, where you see that there's things happening outside, but you downgrade their importance because you upgrade the importance of what you want to do and what you see as important.

But for the vast majority of people I meet, they have completely downgraded to level zero their importance of what they want and how they want to direct their lives or their business or their day. And they completely upgrade the importance of everything that's happening around them that's coming in because they don't want to miss a thing. Because if they do, it might threaten their job.

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