Rob Shallenberger

There's a leader who went through this and he said, my leadership approach and style was to show up and deal with whatever comes my way that day. Now, as he was leading this team in a large organization, no wonder he's getting poor reviews on the culture scores for his team. You can imagine, Ryan, what kind of guy that is.

There's a leader who went through this and he said, my leadership approach and style was to show up and deal with whatever comes my way that day. Now, as he was leading this team in a large organization, no wonder he's getting poor reviews on the culture scores for his team. You can imagine, Ryan, what kind of guy that is.

And without me, in fact, let me just ask you, without describing anything else about this guy, Just by simply saying that, hey, I show up, whatever happens, happens. And my leadership style is let's just deal with whatever happens that day. How do you think it would be to work for that guy?

And without me, in fact, let me just ask you, without describing anything else about this guy, Just by simply saying that, hey, I show up, whatever happens, happens. And my leadership style is let's just deal with whatever happens that day. How do you think it would be to work for that guy?

Yes, yes, yes, and yes. That's exactly this guy. Once he realized that's what his approach was doing to the people around him, you know, a vision for each role. Okay, what is my vision as a leader? Okay, well, it's not to be that, right? What you just described. What are some things that he could do intentionally this year that would start to move the needle in a different direction?

Yes, yes, yes, and yes. That's exactly this guy. Once he realized that's what his approach was doing to the people around him, you know, a vision for each role. Okay, what is my vision as a leader? Okay, well, it's not to be that, right? What you just described. What are some things that he could do intentionally this year that would start to move the needle in a different direction?

Okay, pre-planning. Now let's put ourselves in his role. So rather than just winging it day to day, he's sitting down and saying, what matters most this week? Once he started applying these habits, Total transformation on his team because now he's coming to work and he's no longer just reacting to the fire of the day.

Okay, pre-planning. Now let's put ourselves in his role. So rather than just winging it day to day, he's sitting down and saying, what matters most this week? Once he started applying these habits, Total transformation on his team because now he's coming to work and he's no longer just reacting to the fire of the day.

And when a fire does come up, he can step in and handle it and then get back right into his plan around what matters most. And so let me walk, can I just go through the four steps of pre-week planning? And I'm going to just ask you, Ryan, you can kind of represent everybody listening to this. Do you prefer paper or do you prefer Google or Outlook calendars? What do you prefer, digital or paper?

And when a fire does come up, he can step in and handle it and then get back right into his plan around what matters most. And so let me walk, can I just go through the four steps of pre-week planning? And I'm going to just ask you, Ryan, you can kind of represent everybody listening to this. Do you prefer paper or do you prefer Google or Outlook calendars? What do you prefer, digital or paper?

Okay. And that's about 40, 50. It's kind of split. Half and half is about the right number in most cases. So this is why we developed the tool. And I'm happy after the show, Ryan, to give you access to it for a year. It's for Google Calendar or Outlook, or people can get a customized planner. It's new pre-planning. The point is the tool is there for either one of your preferences.

Okay. And that's about 40, 50. It's kind of split. Half and half is about the right number in most cases. So this is why we developed the tool. And I'm happy after the show, Ryan, to give you access to it for a year. It's for Google Calendar or Outlook, or people can get a customized planner. It's new pre-planning. The point is the tool is there for either one of your preferences.

It's four simple steps because to your point, nobody wants to add one more complex theme to their life. It's got to be simple. Four simple steps. And we invite people, no matter what you haven't do already, Bring that to the table if it's working for you and see if this can enhance it. And it will. And that is number one. And imagine yourself sitting down on a Sunday morning doing this.

It's four simple steps because to your point, nobody wants to add one more complex theme to their life. It's got to be simple. Four simple steps. And we invite people, no matter what you haven't do already, Bring that to the table if it's working for you and see if this can enhance it. And it will. And that is number one. And imagine yourself sitting down on a Sunday morning doing this.

Number one is to review your vision and goals. Now they're going to be written in your planner or they're going to be in your digital planner. The ones we created are one-stop shops so that you have your vision, goals, and do pre-planning in that spot. So imagine how awesome it would be to be aligned to your vision and goals and looking at that every week. That's what you mentioned earlier, right?

Number one is to review your vision and goals. Now they're going to be written in your planner or they're going to be in your digital planner. The ones we created are one-stop shops so that you have your vision, goals, and do pre-planning in that spot. So imagine how awesome it would be to be aligned to your vision and goals and looking at that every week. That's what you mentioned earlier, right?

It doesn't help us if we put it in a drawer. That's right. Number two is to write our roles. Well, that's easy. It's the same roles that we're using in our vision and goals. And I've already shared, you know, what some of mine are. Step three is to set action items for each role. In other words, we have a brainstorm with ourselves. And Ryan, do you mind if I just use you as the guinea pig here?

It doesn't help us if we put it in a drawer. That's right. Number two is to write our roles. Well, that's easy. It's the same roles that we're using in our vision and goals. And I've already shared, you know, what some of mine are. Step three is to set action items for each role. In other words, we have a brainstorm with ourselves. And Ryan, do you mind if I just use you as the guinea pig here?

No, fire away. So what would be some of your roles? So personal already, yes.

No, fire away. So what would be some of your roles? So personal already, yes.