Todd Davis

I think you have to slow down. Dr. Covey used to say with people, fast is slow and slow is fast. Take time, understand what excites them, what motivates them, what energizes them about the business. And then make sure that they have enough of that going on so that they feel this ongoing connection with the work that you're all trying to do to move your organization forward.

I think you have to slow down. Dr. Covey used to say with people, fast is slow and slow is fast. Take time, understand what excites them, what motivates them, what energizes them about the business. And then make sure that they have enough of that going on so that they feel this ongoing connection with the work that you're all trying to do to move your organization forward.

I think you have to slow down. Dr. Covey used to say with people, fast is slow and slow is fast. Take time, understand what excites them, what motivates them, what energizes them about the business. And then make sure that they have enough of that going on so that they feel this ongoing connection with the work that you're all trying to do to move your organization forward.

That is what you just shared, Ryan. That is the foundation for the seven habits. Before we even get into the habits, we talk about our paradigms or our mindsets. And if I, for example, if I'm a micromanager, okay, everybody can relate to that. But if I'm a micromanager, how do I see my team? We call this the see-do-get model. Well, if I'm a micromanager, I see my team as incompetent.

That is what you just shared, Ryan. That is the foundation for the seven habits. Before we even get into the habits, we talk about our paradigms or our mindsets. And if I, for example, if I'm a micromanager, okay, everybody can relate to that. But if I'm a micromanager, how do I see my team? We call this the see-do-get model. Well, if I'm a micromanager, I see my team as incompetent.

That is what you just shared, Ryan. That is the foundation for the seven habits. Before we even get into the habits, we talk about our paradigms or our mindsets. And if I, for example, if I'm a micromanager, okay, everybody can relate to that. But if I'm a micromanager, how do I see my team? We call this the see-do-get model. Well, if I'm a micromanager, I see my team as incompetent.

And to your point, it's a self-fulfilling prophecy. If I see my team is incompetent, well, then what do I do? I do everything myself, or I hover over and criticize everything they do. And if that's what I do, what kind of results do we get? Well, we get pretty poor, mediocre results at best. And then what do I say to myself as the micromanager? See, they are incompetent.

And to your point, it's a self-fulfilling prophecy. If I see my team is incompetent, well, then what do I do? I do everything myself, or I hover over and criticize everything they do. And if that's what I do, what kind of results do we get? Well, we get pretty poor, mediocre results at best. And then what do I say to myself as the micromanager? See, they are incompetent.

And to your point, it's a self-fulfilling prophecy. If I see my team is incompetent, well, then what do I do? I do everything myself, or I hover over and criticize everything they do. And if that's what I do, what kind of results do we get? Well, we get pretty poor, mediocre results at best. And then what do I say to myself as the micromanager? See, they are incompetent.

I've got to micromanage even more. And to your point, it just becomes this self-fulfilling prophecy of what I'm seeing versus if I see people as capable and talented... Well, then what do I do?

I've got to micromanage even more. And to your point, it just becomes this self-fulfilling prophecy of what I'm seeing versus if I see people as capable and talented... Well, then what do I do?

I've got to micromanage even more. And to your point, it just becomes this self-fulfilling prophecy of what I'm seeing versus if I see people as capable and talented... Well, then what do I do?

Well, then I take time to get to know them and what's important to them and what inspires them and how do I motivate them and make sure that they connect with our larger mission and then it goes on and we get greater results. So, sorry, I'm passionate about this.

Well, then I take time to get to know them and what's important to them and what inspires them and how do I motivate them and make sure that they connect with our larger mission and then it goes on and we get greater results. So, sorry, I'm passionate about this.

Well, then I take time to get to know them and what's important to them and what inspires them and how do I motivate them and make sure that they connect with our larger mission and then it goes on and we get greater results. So, sorry, I'm passionate about this.

Thank you. Well, the seven habits have been around for 35 years, like we mentioned, since Stephen first wrote about them. They are all based on principles of effectiveness. For example, habit one is to be proactive. And it's based on the principle of choice. You know, and going back to your see, do, get, you're never going to forget now.

Thank you. Well, the seven habits have been around for 35 years, like we mentioned, since Stephen first wrote about them. They are all based on principles of effectiveness. For example, habit one is to be proactive. And it's based on the principle of choice. You know, and going back to your see, do, get, you're never going to forget now.

Thank you. Well, the seven habits have been around for 35 years, like we mentioned, since Stephen first wrote about them. They are all based on principles of effectiveness. For example, habit one is to be proactive. And it's based on the principle of choice. You know, and going back to your see, do, get, you're never going to forget now.

One way to see it is, hey, I can't predict how things are going to turn out, so I'm just going to kind of go with the flow. That's a common paradigm. But a more effective paradigm is, wait a minute, I can choose that I'm actually responsible for my own choices. So I can choose the life that I want. I can choose the career that I want. I can choose the outcome that I want.

One way to see it is, hey, I can't predict how things are going to turn out, so I'm just going to kind of go with the flow. That's a common paradigm. But a more effective paradigm is, wait a minute, I can choose that I'm actually responsible for my own choices. So I can choose the life that I want. I can choose the career that I want. I can choose the outcome that I want.