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Chapter 1: What is the main focus of Tamara Jackson's leadership philosophy?
You know, over the past decade, even longer, we've been putting this big emphasis on having high performing team. So really excited for you all to listen to this episode. We go into high purpose versus high performance. We talk a ton about emotional intelligence and how to ask really good questions. Tam Jackson, amazing leader of leaders.
You're going to love this episode and I'm just going to be quiet and just let you hear it. Ladies and gentlemen, I present the amazing Tamra Jackson.
You're listening to Mick Unplugged, hosted by the one and only Mick Hunt. This is where purpose meets power and stories spark transformation. Mick takes you beyond the motivation and into meaning, helping you discover your because and becoming unstoppable. I'm Rudy Rush, and trust me, you're in the right place. Let's get unplugged.
Chapter 2: How does character play a role in effective leadership?
Pam, how are you doing today, dear?
Mick, I am doing great. Thank you so much for the introduction. It did my heart good to just hear that. So thank you.
No, I appreciate you. I appreciate you more than you know. And, you know, Tam, I know...
Chapter 3: Why is emotional intelligence more important than IQ in leadership?
I'd say a lot about you, but I'm a huge follower of you. I've been a follower for a while. I'm in the leadership space as well. I think selfless, shameless plug for Tam. She has one of the best assessments that are out there that I'm going to make sure everybody goes to before we end the day. But Tam, I love starting this with asking my guests, what's your because?
That thing that's deeper than your why, that true passion, that true purpose. that you have today, Tam, what's your because?
I love that question. As I sit with that, I think for me, it's about igniting. I recognize that I've been blessed with a lot of great opportunities. There have been people that have opened doors for me that have poured into me over the years. And as I hit that 50 mark last year, I started thinking about the reality that there is likely less time in front of me than there is behind me.
And so I am operating with urgency in my life and I want to encourage others to do the same. Whatever it is that you are called to do, however you are supposed to make an impact in this world, however you're supposed to lead and be a light for others, it's time to do that now.
Chapter 4: What distinguishes purpose-driven teams from performance-driven teams?
I think, Mick, that we take for granted that we have time. And one of the lessons that I've learned over the last few years is there are no guarantees. Now is all we have. So we have to take advantage of it.
I love that, you know, and you hit on something. So one of my really good mentors, Les Brown, you know, he says people say time is money. It's like, no, it's not. Time is life. Because you can run out of money, run out of life and see what happens.
And I think what you're saying is so true that, you know, putting an importance on making impact, as my good friend Robert Irvine will say, is why we're all here. Should be who we are and what we're about. And I'd love for you to just kind of talk about what impact means for you.
For me, impact is about what I leave behind. So when I enter a room, am I leaving something behind? Am I making that space better than it was when I entered? And that doesn't necessarily mean that I am dominating or commanding that room. It could just be the conversation that I've had with the person next to me. It could be a smile when a person is having a rough day.
It's about leaving something behind that makes a positive difference in people's lives. And so the great news about that, Mick, is no matter where we are in our leadership journey, whether we have the titles and the accolades or not, we can all make an impact.
If we focus on the people that are around us, the gifts, skills, and talents that we've been given, and we look for ways to make others' lives better, we all have an opportunity to make an impact.
Amazing. Amazing. And so that's a great transition of all the great work that you're doing and that Beaconship is doing. Talk to the viewers and listeners about the company, the purpose of the company, and what all that you do at Beaconship.
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Chapter 5: How can leaders facilitate the Great Wealth Transfer?
Yeah, so you hit on a really important word that kind of encapsulates what Beaconship is about, and it's about being a light. I have been a person of faith since I was a little kid. You know, we all have those journeys where we kind of go in and out. But thank God for redemption and bringing us back home. Right.
So one of the things that I believe is critical as faith driven leaders is not so much preaching or beating people over the head with things, but being a light in a dark space. And the reality is in today's world, there is a lot of division.
Right.
There is a lot of complexity as leaders. You are navigating things that maybe you've never dealt with before. So Beaconship is about taking the wisdom of leaders that have been doing this. They have blazed the way, whether it's in the nonprofit space, running multi-million and billion dollar companies or in films.
What have these leaders learned that can help the next generation of leaders as they step into their leadership moment? I believe that as faith-driven leaders, we have the answers to the world's greatest problems, but there is a risk that the wisdom that has been hard won over the years doesn't get passed down.
And that's an urgent call because there's a lot going on in the political space, in the economic space, but also in the financial space, which is a passion for me, having worked so long in the financial space. Something that's happening right now is that we have leaders that have been able to achieve great success. They are in that boomer generation category, if you will.
And they are now faced with some critical decisions. What are they going to do with the businesses that they've been able to grow? What are they going to do with the wealth that they've been able to accumulate?
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Chapter 6: What is the significance of the Beacon of Excellence scorecard?
And in the conversations that I've been having, Mick, these leaders want to make sure that whatever they are giving or passing down is ending up in the right hands. So that means the next generation of leaders have to have great character. And that's really what Beaconship is about is how do we raise up leaders that have great character?
One of the things that I so appreciate my mom for is I remember as I was, I'm a serial entrepreneur mix. So as you are, you know, had multiple ventures, multiple things that I've been interested in over the years, even though I grew up in corporate, there was always this call to, you know, step into that entrepreneurial space.
Hmm.
So I remember, you know, having my corporate career, building my business, my side hustle on the side, and I wanted it to grow fast because I started feeling this pull to step more into entrepreneurship and be able to step out of the corporate space. So I remember having these conversations with my mom. Mom, pray for my business. Help me to go to God in prayer so that this business will grow.
And she looked at me, Mick, and said, I really want your business to be successful. I really want your business to grow. But what I want more than anything is for your character to grow. One of the things that she recognized is that we can get promoted to places that we are not able to stay in because our character is not right.
So I will tell you, I was a little disappointed in that moment because I wanted what I wanted. But now, many years later, I am so thankful for her prayers. The way that we develop character is not always easy, but it is the thing.
It is the X factor, I believe, that distinguishes great leaders, impactful leaders between them and those that kind of start off strong, but tend to fall along the wayside. So it's about character.
I love that. That's one of my pillars. So character is what I like to say. It's what's seen before you walk into a room. It's what stays when you walk out of that room. Right. And I think from a leadership perspective. when we talk about trust and we talk about character, those are the things that the modern employee is actually craving.
And those are the things that the modern employee is looking for from their leaders. You know, Tam, I've been saying for the last 12 months now, This new generation, and it's not a bad thing, but this new generation of employees, the 401k and the pension isn't as important as the leader being transparent and the values that a leader has.
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Chapter 7: How can leaders improve their emotional intelligence?
I mean, nowadays... Prospects, applicants are researching the company and the values that you have. And they're looking at the things that you stand for or that you don't stand for, the words that you say, the words that you don't say. And when I was growing up, Tam, I cared about, one, I'm a serial entrepreneur like you, but my first job, I did care about, well, what's the retirement package?
What are the benefits? My kids, Tim, they don't care about that. They're like, I can work from home even if I'm sick. So I don't need time off. You know, I'm there like I can I can work on vacation. I don't need to be in an office anymore. How do you help leaders understand that transparency, trust, character are the things that these modern employees are valuing now?
Yeah, it's a great question. I think what we're seeing is this next generation of leaders wants receipts. They don't want talk. They don't want the fancy speeches. They don't want any of that. As you've said, it's about who you are inside and whether or not they are able to connect with that.
So at Beaconship, one of the things that we really emphasize is, and this is a hard word, but having a level of vulnerability. What I have found, you know, I don't have kids of my own, but I do have a goddaughter who is with 16 going on 30. I don't know how in 16 years. She's developed so much expertise and wisdom, but you know how it is when you're a teen, right?
You think you've got it all figured out. But one of the things that I have noticed from her is that she is more concerned with connection. She wants to know, you know, not only the great things that have happened, but the tough thing. She's really good at asking me questions, even in moments of difficulty. When I lost my mom a few years ago.
As I have had, not all of my ventures have been successful. She's been really good at asking those thoughtful, reflective questions to get to the heart of, okay, well, what did you learn? And how was that? How did that feel for you?
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Chapter 8: What legacy does Tamara Jackson hope to leave behind?
And so one of the things that we encourage leaders to do at Beaconship is not just lead with the metrics, not just lead with your expertise, but what have your experiences been? What are some of the things that you've encountered along the way that it really shook you at your core?
Use those examples to inspire the next generation of leaders because they need to know that they're not alone in the things that they are dealing with today. And you sharing your experiences is going to be the thing that really communicates that storytelling is so powerful.
You know, and Tam, speaking of challenging, I have to be vulnerable right here now. Because you challenged me and you didn't even realize this. But again, I've been a student of Tam for a while. You talk about high performance and burnout, and I was such a leader focused on high performing teams, right? And because you can measure that. I can measure performance. I can see it.
I have data that can back up every decision, every hit, every miss that we have. But you challenged me to say, well, what about having a high purpose led team? What if we go from performance to high purpose? And that shook me. I would love for you to talk to the viewers and listeners about that transition of performance does matter, but purpose is probably more important.
So talk to us about that a little bit.
Yeah. You know, it's it's it's actually another lesson that I learned from my mom. You know, I remember growing up. And seeing her work really, really hard. She actually got her start in retail. And for anyone who's worked in retail, you know it's really long hours. You are working really, really hard to make sure that you hit your goal.
And so she had actually been on a journey of learning how to not just focus on the numbers in terms of how many units were moved and how sales were growing month over month, One of her leaders had challenged her, hey, I know that you're focused on these goals, but people over paper. People over paper.
And I heard her, you know, she shared this lesson with me, but I was still pretty young, pretty early in my working career. And it didn't come back to me until I had my first team that I was leading in a corporate space. And sometimes when you step into leadership, you get teams that are really hitting it on all cylinders.
I did not make I got a team that was really struggling and fight my motivational talk. Despite me sitting down and coaching and going over the numbers, you know, a few months in, they still weren't where they needed to be. And I remember getting to a place of frustration such that I'm ashamed to say it, but I let my frustration show on our board. We had a board in front of our team.
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