Sande Golgart

The whole premise of what I do, and this came from a couple of different failures where people would say, I want to grow. I don't really know that much about what we want to do. I just want to grow. And they couldn't even answer why. It was just, they felt this pressure because other people were growing. I should be keeping up. I should be growing too.

The whole premise of what I do, and this came from a couple of different failures where people would say, I want to grow. I don't really know that much about what we want to do. I just want to grow. And they couldn't even answer why. It was just, they felt this pressure because other people were growing. I should be keeping up. I should be growing too.

And I could see and observe that just introduced a furnace of stress and anxiety to them, their company, their employees, their customers. And it creates this really horrible kind of toxic culture that everybody's living in. If you think of it differently and you think, what is it that let's get really clear about what we really want. Not what we think we should want, but get really clear.

And I could see and observe that just introduced a furnace of stress and anxiety to them, their company, their employees, their customers. And it creates this really horrible kind of toxic culture that everybody's living in. If you think of it differently and you think, what is it that let's get really clear about what we really want. Not what we think we should want, but get really clear.

Let's take some real time to sit in inaction and actually think about what do we want? Because you don't have to grow your company by 10x to be successful. A lot of small business owners could, and even large business owners, freedom could be getting to the place where you're doing the same amount of revenue and working three days a week.

Let's take some real time to sit in inaction and actually think about what do we want? Because you don't have to grow your company by 10x to be successful. A lot of small business owners could, and even large business owners, freedom could be getting to the place where you're doing the same amount of revenue and working three days a week.

And having all this free time to go experience this amazing playground we're on. It could be helping families or it could be more mission oriented. Or it could be all of those things rolled into one. But what I found is most leaders are not taking the time to get clear about what they really want. So then they cannot even begin to create alignment around that. And then they're not inspired.

And having all this free time to go experience this amazing playground we're on. It could be helping families or it could be more mission oriented. Or it could be all of those things rolled into one. But what I found is most leaders are not taking the time to get clear about what they really want. So then they cannot even begin to create alignment around that. And then they're not inspired.

So they're just chasing what they think they want. And they're introducing this furnace that we've all been in. And it's just stress, anxiety. I've seen it unfold in companies like Amazon, where leadership is so pressure packed. And then one of your guests brought it up and mentioned it.

So they're just chasing what they think they want. And they're introducing this furnace that we've all been in. And it's just stress, anxiety. I've seen it unfold in companies like Amazon, where leadership is so pressure packed. And then one of your guests brought it up and mentioned it.

Where people contemplate or even attempt to take their own life because it's toxic, because they're chasing what they think they should be chasing, not what they're inspired to bring to life. So with Segway, I spend a lot more time asking questions. Why is that important? What about that speaks to you?

Where people contemplate or even attempt to take their own life because it's toxic, because they're chasing what they think they should be chasing, not what they're inspired to bring to life. So with Segway, I spend a lot more time asking questions. Why is that important? What about that speaks to you?

Until we get to the root of what's really inside that person and allow them to really think and feel, man, this is what I want my company to be. This is what I want us as a team collectively to go and do and bring to life and create. And then now you have an inspired leader. that's really clear about what he or she wants to accomplish, who can now create alignment with a team.

Until we get to the root of what's really inside that person and allow them to really think and feel, man, this is what I want my company to be. This is what I want us as a team collectively to go and do and bring to life and create. And then now you have an inspired leader. that's really clear about what he or she wants to accomplish, who can now create alignment with a team.

Because Abraham Maslow, we all know the hierarchy of need. Within an organization, I think the number is like 82% of all your employees want to do an amazing job. They're showing up, they want to do great work. But the numbers show that because leadership is not clear, they're not inspiring and they're not aligning the team around them.

Because Abraham Maslow, we all know the hierarchy of need. Within an organization, I think the number is like 82% of all your employees want to do an amazing job. They're showing up, they want to do great work. But the numbers show that because leadership is not clear, they're not inspiring and they're not aligning the team around them.

get 80% that really excel. You're lucky to get one out of four that are excelling. So that would tell you right away, leadership's the problem, not the people. Because they already want to do well. You're just getting in the way. You're creating interference as a leader, right? So if you just didn't demotivate your people, they would produce better.

get 80% that really excel. You're lucky to get one out of four that are excelling. So that would tell you right away, leadership's the problem, not the people. Because they already want to do well. You're just getting in the way. You're creating interference as a leader, right? So if you just didn't demotivate your people, they would produce better.

But we are demotivating most employees because we're We're ourselves not clear. We're just introducing these frantic things. We're telling people to work harder. Life sucks. Get over it. Just get up early. Impress me with how hard you're working. All the things we've talked about for decades. the last little bit here, leaders are breathing that into their organization.

But we are demotivating most employees because we're We're ourselves not clear. We're just introducing these frantic things. We're telling people to work harder. Life sucks. Get over it. Just get up early. Impress me with how hard you're working. All the things we've talked about for decades. the last little bit here, leaders are breathing that into their organization.