Resilience Talk

Welcome to Resilience Talk hosted by
Paul Spencer of Second Nature Solutions.

Let's dive in.

Brandon Giella: Hello and welcome
back to another episode of the

Resilience Talk podcast I have
with me as always, Paul Spencer.

Paul, thank you for being here.

Today we are going to
be talking about change.

Why is change important and
how this relates to faith.

So last episode, we talked
about where is your faith.

We talked about this being a
confusing, chaotic age that

we find ourselves in, but.

Today a a core component of being
faithful and building resilience

is the ability to change.

But before you even have the
ability to change, we have to

understand why is change important?

What does it do for us?

So Paul, you have some thoughts
on change and what it does for us.

You have examples we've been talking
about, um, this week, about how

change is essential to bringing
energy into a company and having

this kind of rebirth moment.

So tell us about this.

Tell us your thoughts on change.

Paul Spencer: Yes.

So, um, maybe just going
back to the faith part.

So, uh, what we talked about before
was the faith and hope of things

that are swirling around us and, uh,
we lose control and, uh, sometimes.

We lose a little bit of control and
sometimes it's seemingly like desperate,

like everything around me is just
falling down and no matter where I.

Grab, right.

I lose a foothold, I lose a
handhold, and, and I can't really,

I can't get a grip on anything.

And that was the theme of, of what
we talked about before, is in the

end, you're just left with faith.

Right?

And your relationship with God.

Um, and so faith and hope are also
essential, at least from my perspective

of where we are and what we're doing.

Brandon Giella: Hmm.

Paul Spencer: And change, like how
you let us in change is an essential

part of bringing energy and, and
a rebirth to whatever we're up to.

So just kind of going back to what I was
just saying, if, if things are falling

apart around me, let's just say it's
my business and it's, it's, it's on the

edge of the cliff and the cliff is just
falling into the sea and there's nothing.

I can do about it no matter
what I try or what I do.

And it's almost left
for me to just observe.

Um, and I don't know how many
of you have experienced this,

but uh, I've experienced it.

I've seen it happen to others.

Um, and it's just something
that you just, you watch, right?

And in the end you still have
faith that, um, I can bounce back.

Right.

And some, sometimes for each of us
that takes more time or less time.

Um, and we all, we all process
those things as, as pretty

much grief in our own way.

Right?

And there's all those stages of grief.

Um, and so maybe for some of us
that takes next week and I'm.

I'm ready to go back to work and figure
out what I'm gonna do next, um, or do

it in a better way or a different way.

And some of us it may take months,
maybe years and maybe never, right?

We never wanna touch that thing again.

Um, but in the end, uh, that there
is something to, to be said about

those things around us going away.

Um, because there is a rebirth, right?

There's an opportunity for
something to come back.

Um, I think my, my Yaya, uh, which is a
Greek, Greek grandmother, right, Yaya, um,

she would mention about that when somebody
would pass away, she would always, however

she knew this, she would always point
out that, uh, there was a new baby born.

Right.

So, so and so passed away,
but so and so just had a baby

Brandon Giella: hmm.

Paul Spencer: she would always re recall,
right, that with death comes new, right?

There's a rebirth.

Um, and you can think about this as
also with, um, like forest fires, right?

We have this huge devastation of
lately, a lot of forest fires.

Um, and those trees are burned and it.

And animals and all kinds
of stuff, uh, houses, right?

Um, but what we know is you go
back to those areas and there's.

There's plant life, right?

There's animals, there's, it's
not like that is gone forever.

It actually doesn't take long
for trees and plants and animals

to go right back into that area.

It's a rebirth.

Um, so anyway, there's, this is
an extreme way of saying change.

I think today we don't wanna
talk about extreme change.

Um, but just going back to the faith
and the resiliency, it's just knowing

that when things aren't going well.

It, uh, and we're experiencing
something that we're not comfortable

with or that we don't want.

Uh, sometimes, even though in the
moment that might not be easy to

see sometimes, uh, into the future,
you'll be able to look back and you

say, well, if that wouldn't have
happened, I wouldn't be doing this.

Right.

If that wouldn't have happened,
I wouldn't have met so and so.

If that wouldn't have happened,
we wouldn't have hired e uh, this

person and that person, and we
wouldn't even be close to doing

the things that we're doing today.

Brandon Giella: That's right.

That's right.

I have several friends who are
experiencing layoffs right now, and

I know having gone through that in my
career, there's usually really amazing

opportunities that come in the future by
having let that thing go, whether you're.

Forced out, you know, it's not of our
own will, but, but by, by having that

freedom, even though it's painful, there's
a lot of new opportunities that can come.

So if so, if I'm understanding
you right, we need change to do

the things that we want to do.

We need to embrace change wherever
we want to go, hit our goals, the

performance of the business, things in
our marriage life, that sort of thing.

But you have to let things go.

Something has to die in order to
experience that rebirth in the future,

which can be a very scary thing.

So how do you, how do you

Paul Spencer: maybe just qualify that,
not so something doesn't necessarily

have to die, but it's, it's when,
um, it's, it's just that scenario

when things are kind of outta control
for you and you can't get a grip,

Brandon Giella: Yeah.

Paul Spencer: um, it's okay
to let that go right now.

I'm not saying you don't do the best
you can and try to do the things

that, uh, make good decisions and
all of that, but at some point, um.

It's, it's just wise to let it go.

Um, I think what we wanna talk
about today is proactive change,

Brandon Giella: Yeah.

Paul Spencer: So those are the things,
what we've been talking about is things

that are happening to us or around us
that we don't have a sphere of control

Brandon Giella: Yeah.

Paul Spencer: Right?

Um, so there are opportunities that
we have where, um, a lot of the family

businesses, um, are very secure.

And feel safe in the fact that,
um, we have a lot of tenure in

our, in our business, right?

So if we have a 30-year-old
business, sometimes a 50-year-old

business, and, uh, some of our staff.

Have been with us for 20, 30 years.

Um, and that's not a, I'm not
saying that's a bad thing, I'm

just saying that feels good.

And it is an accomplishment.

It's a huge accomplishment for, and you
end up with family, not just your family,

but because they've been there so long
and they've likely helped you build your

business, um, when it was fresh and.

Risky, right?

And, uh, and so they're family
members to that business.

They, they're just a big
part of that business.

Um, so that's pretty normal and it feels
secure and safe, and why wouldn't it?

Um, what I am proposing or rather
encouraging is that there are

moments when you can be aware.

That the reasons why we're not able to
move here or the reasons why, uh, we're

losing customers here, or the reason
why I can't really put my finger on it,

but it just feels Hmm, not sure, um, is
because you haven't invoked any change.

Right?

Uh, another customer of my mind says,
if you're not growing, you're dying.

Right?

So, uh, and it's not about.

In this case, it's not necessarily
that you're not growing, um,

and then you're not advancing.

It's just this, um,
it's just this feeling,

Brandon Giella: Hmm.

Paul Spencer: Here's an example.

Uh, there may be opportunities to
bring in somebody from the outside.

Ooh.

Dirty word, right?

Oh, no, no, no.

From somebody from the outside
who's worked in corporate or worked

in a different industry and is
not gonna have our same values.

And is what's that gonna do?

Right?

Well, what it does is
the same reason that you.

Work with me and you hire with me, right?

We have similar values.

We have the, uh, we have, uh, uh,
interests in both, uh, me serving you

and you having some kind of initiative
that you want to achieve, right?

We, we work together and I'm an
outsider, but you work with me, right?

So you can bring outsiders in
who, um, when you bring somebody

in who's new to the company.

Uh, they want to do something
and they're generally excited and

I would say 10 times outta 10,
they're excited to join your team.

They've left somewhere, or maybe they were
looking right and they weren't working,

and you've hired them in and you've
give them a great story about who you

are, what you're doing, um, where you're
going, and they wanna join your team.

And so when they show up that
first day, they're eager.

And that just by itself
brings a lot of energy.

Um, and if you give them enough room to
make decisions and to do things maybe

that you wouldn't normally do or maybe
that you're a little uncomfortable

with, uh, you'll be surprised.

By, um, how much energy that
brings to you and to those around

you and to your, your employees.

Um, but you'll also be
surprised how much you learn

Brandon Giella: Hmm.

Paul Spencer: by, I don't
think that's gonna work.

I don't agree with that.

That's not how we do things
around there, around here.

Um, but you let it run for a little bit.

You don't have to be risky with it
and say you're just gonna do whatever

you want, but give them a month.

Give 'em six weeks and
then see what happens.

And you'll be surprised that by the
time you're done with that, you'll say,

Hmm, I didn't expect that to happen.

Right.

Oh, I'm surprised.

Oh, that's interesting.

Right.

And those are the phrases that are
bringing creativity and energy and some

rebirth into, oh, you mean if we do that?

And then the customer did this?

Yeah.

Yeah.

Oh, I wonder if we were to, right.

And then it just goes from there.

Brandon Giella: I like
that you put phrases to.

That experience because that is real.

And there's so many people that
would would say like, oh, you gotta

have creativity in your business.

You gotta have this culture
that has this kind of, you know,

creativity to it or something.

And um, but it's like,
what does that even mean?

But I love that, that phrase, when you
hear that, 'cause I've heard that in

my career, that that is creativity.

I think that's fantastic.

So, okay, so an important
component of this.

I wanna touch, I wanna make
sure we hit on this, this topic.

'cause we were talking about it
this week of the idea of play.

And that you have to be willing to
play and experiment in a business

in order to bring about that kind
of, uh, dynamism if you will.

Um, but that can seem scary.

Uh, what is play?

I don't want you playing
with my business, you know?

Please don't do that.

Um, so, but, but then the, the,
the other thing that we, we were

talking about was it takes a
lot of resilience to be able to.

Take on this idea of play and
learning and experimentation.

So talk us through that.

How do I, how do I get from
this place that like, uh, play

experimentation, creativity?

That sounds scary to me, but, and,
and getting to that place of change,

like walk me through that process.

Paul Spencer: sure.

Yeah.

So, uh, resilience, uh, is.

Also an input into being
resilient is not having your

identity tied into the business.

Brandon Giella: Hmm.

Paul Spencer: Right?

So in order for me to be willing
and accepting and actually happy

and eager to some change in my
business is that my business is,

is not a stark reflection of me.

Brandon Giella: Hmm.

Paul Spencer: Right?

And so if I'm resilient
and I'm able to just say.

I'm willing to let the business
shift and change from what, how I

built it or how I have designed it.

Um, doesn't mean I let go
of the governance of it.

I can still govern.

I can still manage where it's going.

Um, but if, uh, you are starkly afraid
of it getting out of control and you

losing your identity with the business
because it moves, um, then you're not

as much resilient as you could be.

Right.

So one of the things that we
can talk about is experimenting

Brandon Giella: Hmm.

Paul Spencer: and playing with it.

So having some play in, uh, what we do
and, and how we speak to each other and

how we decide what we're going to do.

So an experiment could be, uh,
just going back to the example

we had before is we've got, um.

A lot of tenure in our management staff
and maybe even our executive staff.

And, um, it would be fun to
experiment with bringing in a new

executive who is, uh, in a different
industry than ours and has these.

Whatever qualities.

Right?

Um, and you may say that,
uh, why would we do that?

That doesn't, we don't need that.

Or, uh, but the, just the idea
of doing it is probably already

making you uncomfortable.

Right.

Brandon Giella: I can hear listeners
cringing right now listening to

Paul Spencer: just like, you know,
like if you're watching somebody and

you're like, uh, so tomorrow is part
of our, um, team building exercise.

Well, actually we're not
gonna do it tomorrow.

Uh, it's almost lunchtime.

We're gonna do it right after lunch.

So we're all gonna carpool over
there and everybody's looking

at you like, what are we doing?

And we're gonna go skydiving.

all of a sudden people are touching
their face and they're, they're, they

got scratches on their shoulders and
behind their back and they're like,

we're gonna go, we're gonna go skydiving.

Uh, so that's the feeling you're getting
by saying, we're gonna hire a new

executive into your, into your team.

But we don't need that.

Well, but, uh, what would be a,
what, what could happen, right?

What would be a benefit?

Of bringing somebody in.

And those are the, those are the ways
you start to form your experiment.

Like with Deming, we would
say, what's your theory?

So the theory is if we bring in an outside
executive who, uh, has these qualities,

they will bring energy into, uh, our
initiative of growing into a new vertical.

Right.

Or they will bring energy into our
lethargic sales staff or our, uh,

operations team that just can't
seem to get out of their own way.

Right.

But you have a theory around that.

And then you design the role, you design
who you're gonna talk to, how you're

gonna network, and then you bring him in.

Right.

And the, the.

Thing that you have with the
language is really important

because it's an experiment.

And like you said, I've had, I've had an
owner tell me that we're not experimenting

with my business, which is also fun.

Brandon Giella: Yeah.

Paul Spencer: uh, for me it's fun.

Uh, probably not for her.

But anyway, um, the, the,
the idea of the experiment.

The language of experiment and theory is
just like if we were at school, right?

And we're in the science lab, we
don't know what's going to happen,

and we're gonna learn by observing and
measuring what's what happens, right?

And so what what it does is it
tells us right away by the words

that we're using that we do not
know what the outcome will be.

Which also tells us that if
it fails or if it's not what

we expected, then that's okay.

And, uh, so what we then, then we say,
well, Paul, if it, if we go through this

whole process and we fail, what would
be the, that would be a waste of time.

And we would say maybe, uh, but I
guarantee you we would learn something.

Right.

And the learning is the rebirth.

The learning is the growth.

The learning is the energy
of what do we do next?

What could we tweak?

What could we, uh, let's say we, we
have a bad hire and it just goes poorly.

Um, worst case scenario,
like just terrible.

For all kinds of different
reasons and we could say, we're

never gonna do that again.

Or we could look back and we could
say, alright, this experiment,

this is what we expected.

We got something way different.

Why was that?

What did we learn?

Well, we learned that maybe, uh.

The role that we put on paper does not
match the person we got in, in reality.

And why is that?

Well, maybe, right?

There's a whole slew of things that
we can start to learn and then we can

choose to not do that again or choose
to, uh, improve the process and go again.

Right.

But in the end, we're learning
and we're constantly learning.

And I know I'm talking about hiring,
but this could fit in operations.

It could fit in your, on your shop
floor, in your in man, um, manufacturing.

Right.

It could fit in services,
fits in sales all the time.

Sales is really good at this.

They're used to experimenting a lot,
even though they may not call it that.

Um, so yeah.

Brandon Giella: I, you're touching
on some really deep stuff in that.

F failure is like one of these
I, I fear is a core human emotion

that is underneath failure.

Uh, and, and motivating us
in a lot of different ways.

Like I, you know, I'm an owner
of a business, I run a team.

I have objectives.

Uh, I'm afraid of failure.

I don't wanna fail.

The humiliation, the shame,
whatever might be a part of that.

I feel like I'm not competent at this.

You know, that sort of thing.

And I'm sure there's a lot of people
listening that it's like, yeah, you

should just experiment, try new things.

And if it fails.

No big deal.

It's, you know, we're just, we learned
and I'm, I'm thinking, how do you, how

do you, like, how do you relate to fear?

Like I, this, there's something
in this conversation that I, I,

I feel like is really central.

That is, how do you develop the kind
of self or culture or communication

or whatever it might be to relate well
with fear and seeing it as learning

and being resilient enough to handle
that instead of going into that

common step of, you know, humiliation
or shame or whatever it might be.

And I don't know if that's tracking
with where you're going, but that's

what keeps coming to mind to me.

Paul Spencer: Mm-hmm.

Well, it's normal.

I mean, it's completely normal to
have some fear of failure, right.

For all the things that you just said.

So, uh, if you're not feeling that,
then I'd wonder right where you are.

Right.

I mean, they, they talk, yeah.

Maybe psychopath.

Uh, but I mean, even people who are,
like, you've, you hear this a lot

like, um, for like singers like,
uh, like celebrity singers, right?

That, that those like 4, 5,
10 minutes before they go on

stage is like this full anxiety.

Like, what am I doing?

Brandon Giella: Yeah, I've heard

Paul Spencer: it's this nervous energy.

Um, so everybody gets it.

No matter how many times you've gone out
on stage and you sang that song, right.

Um, so I'd say that's normal.

It's absolutely normal and completely
understandable that you would

have fear, uh, when the, with the
idea of experimenting or playing

around with, with something.

Right?

Um, but it just, it all goes back
down to resilience and the fortitude,

courage that you have, uh, to be
able to step out onto the stage.

Brandon Giella: Hmm.

Paul Spencer: Right.

Uh, because you do it one or two
times, you do it a handful of times.

Um, and that singer knows that
they can sing and they know that

they can rock it out, right?

And they know that
everybody's gonna love it.

Brandon Giella: Hmm.

Paul Spencer: But for whatever reason
that those, those few minutes to go out

there, all those doubts come in, right?

All of that plays and you're like,
right, you gotta take a deep breath.

But as soon as you go out there.

You're on and you're good.

Right.

Um, so for somebody who's new at going
out on stage or, uh, experimenting for

the first time out of their safe zone,
it takes a lot of courage to do it right.

To step out onto the stage and go
for it, and it may not go well.

Right.

And I would say that, um.

I'm not gonna put it in the, in
the singing category 'cause I

don't even know anything about it.

But, uh, this is what I do know.

This is a proven fact with
all of my, um, clients.

Everybody out there listening is,
uh, you've all been in the safe,

happy zone with lots of tenure and
um, and you've had lots of failures

bringing in those new fresh people.

And you've had, uh, maybe one role or
another that is almost a revolving door

Brandon Giella: Hmm.

Paul Spencer: of, this is my third
IT director in four years, right?

Uh, this is, I've, I've tried to hire a
number two, three or four different times.

Each one of 'em didn't last 90 days.

And the one that lasted more
than 90 days, I knew 60 days

in they weren't gonna make it.

Brandon Giella: Hmm.

Paul Spencer: Right.

And so then you say, why
do you think that is?

And, but they don't know, right?

Why is it that you can't sing
when you get out on stage?

Well, 'cause you don't
have enough reps, right?

You don't have enough, you don't have
enough, uh, uh, practice at it, right?

Um, singing might be a
little bit different.

Than doing an interview process,
meaning, uh, maybe there's

a talent aspect to singing.

Um, but in the interview
process, it's a process, right?

You put it together and yes, maybe
some people are more skilled or

talented at doing the interview itself.

Um, but in the end, you put a
process together, you run it, you

realize that didn't work out so well.

You revise it, you go from there.

Um, but those first couple of times.

Uh, if you're doing it on your own
without a guide, right, without

somebody who is kind of that singing
coach or expert to guide you through,

and you've never done it before,
of course it's not gonna go well.

Of course, you're gonna get
unexpected results, right?

Uh, but that's okay, right?

Because if you have the mindset again of
I'm doing it, let's say you're just doing

it unguided and I've never done it before.

You do the best you can, but then you,
you're, you have the mindset, like you

just said, I'm experimenting with it.

I have a theory, and if it doesn't
work, I'll go back and I'll refine it.

That's, that's the flow.

Right.

So just going back, just kind of
loop it back to what you were,

you were saying, where's the fear?

Well, the fear is, uh, counteracted
by the fortitude to do something.

Right.

Having the courage to go for it.

Right.

And then after that, the courage
will only get you to outcomes if

you're willing to get some reps.

Maybe even some outside help
and some expertise in it, right.

I can't, uh, yeah, so I was
just gonna go back to the, the,

the, the music analogy, right?

At some point you can teach yourself
how to play guitar and all that, and

I know people do, but even people
who, uh, are really good at that as

far as I know, tend to go and learn.

Brandon Giella: Yeah.

Paul Spencer: Right.

They, they tend to have, uh, some kind
of coach or singing coach or Right.

And that's how they get better
because there's an expert behind

you, around you to help you improve.

Brandon Giella: that's right.

Even Tiger Woods, Serena Williams, you
know, all these amazing people still

had coat, they had swing coaches.

You know, they're still improving
their aspects of their techniques,

and they're the best in the world,
and they go to coaching every week.

Paul Spencer: Yeah.

And that's actually a great, another
great analogy too is uh, tiger Woods.

Uh, at his peak was the best, right?

But he still has a swing coach.

then you would say, well,
that guy doesn't, that guy's

never won a tournament.

Right.

The, I'm putting it into the analogy
of, of being an owner and working

with outsiders that he, that person's
never, uh, uh, ran a $50 million

company that does X, Y, and Z.

Exactly what I do Well, okay.

But, uh, I Why would you wanna
hire somebody that did that?

Right.

I wanna, I wanna, I wanna bring
in the person who has thought.

About sales or something different
or maybe a different industry that's

gonna create some energy, some
change into my business and gimme

some insights that's different than
what I'm, than what I'm used to.

And so that golf swing coach is an
outsider who spends a lot of time thinking

about the techniques and the flow of
things and, and all of those things.

And that's all they're focused on.

Brandon Giella: They read research
reports on how to do your swing.

I mean, they're during the
week, they're, they're working

Paul Spencer: they are the
expert in that one thing.

Right.

Does that mean they can go out
and, and be like Tiger Woods?

No, but that's why Tiger
Woods wants that person.

Brandon Giella: Yeah.

Paul Spencer: Yeah.

Brandon Giella: So if I'm, if I'm
recapping and putting the, the

logic together, an owner could.

It could be experiencing some kind
of static, uh, experience where

it's just not really clicking.

Things are not really humming
or there's not really any energy

or passion like there should be.

So in order to get where they want
to go, there's gotta be some change.

And so there's gotta be things
that you have to let go.

Typically in order to experience
that change, which can be

scary, this can be a new thing.

Even if you've done it before and
it didn't go well, there's still

that fear of moving to this next
step, bringing in this change.

And a way to overcome
this fear is keep trying.

Hire a coach or a consultant or
somebody, some kind of expert to

come help you, but additionally.

Separate yourself a bit from the business.

Take a step back, look at it objectively.

Think of it as a process.

Think of it as a, a way to
learn, experiment, even play.

It should be fun to try new things
and to bring in this energy and

passion again, so that you can get
more performance out of your business,

more, you know, bring in that hire,
make this change initiative happen,

bring in this new technology, improve
your processes, that sort of thing.

And so that's kind of the process of

Paul Spencer: exactly.

Yeah.

And I would add one more, which
is to bring joy into work.

Brandon Giella: Ooh,

Paul Spencer: Yeah.

Brandon Giella: that sounds lovely.

I want that.

That sounds great.

Everybody should have that.

Paul Spencer: yeah.

When you're, when you're doing things
that are fresh and fun and exciting.

Right.

It, it brings joy into work.

Brandon Giella: yeah.

Paul Spencer: and this is also
proven, uh, so with the different

customers that I have, right?

The clients, uh, they're in
various stages of, of all this.

Some are like what we've been describing
where they're kind of wrestling with

what does change look like, and, um, and.

Do I bring in another person or not?

And it doesn't have to be people.

Sometimes we wrestle
with a poor customer and.

Brandon Giella: Hmm.

Paul Spencer: Why we
need to cut that customer

Brandon Giella: Hmm.

Mm-hmm.

Paul Spencer: because they're taking
way too much overhead, distracting

everybody, but, but we've been right.

Um, so it doesn't always have
to be a person, uh, all the way

over to, uh, those companies.

Family businesses that have embraced
the change and brought in new, new

people, um, fresh perspectives.

And, uh, and it's not immediate.

This isn't like you snap your
fingers and then you're done.

It, it is, it is a process.

And it could take months, even years.

Right.

But what happens is that
your business before is.

A shadow of itself, right?

It's you look back and you're
like, oh man, I can't believe

we were, we were that way.

Not because it was a bad thing.

It's just almost hard to
imagine what it was like, right?

Because now we're doing things in a
different way, um, and we've got different

people working on different things.

And as an owner, I've experienced
this, you as owners start

to have joy in the work.

You start to see that, oh, I don't
have to own every little tiny piece.

I don't have to be
involved with all of it.

I can let these people, right?

You design it that way and then
now you can work on fun things.

Um, and like that is from a business
owner's perspective, being strategic

and dreaming and thinking about what's
coming next, that's where you want to be.

Uh, I'm not saying that, that Paul is
saying that that's where you wanna be.

I'm saying that's really knowing all
of you, that's where you want to be,

and so you can put yourself there.

Brandon Giella: So change
equals vision, which equals joy.

You can have joy in your work again,
but you need some, you need some

breathing room, which requires change.

Paul Spencer: Yeah.

Yeah.

Joy and Work is working
on something that you.

Uh, are empowered to work
on, so even a worker.

I'm allowed to work on the
processes, make things better, right?

While I'm doing my
work, that's fun, right?

And you snowball that out.

We've talked about this before.

You snowball that out by your
30 employees, 200 employees, and

they're all improving processes.

What does that mean for your
business as opposed to the

traditional way, which is just do
your work and Paul will manage you,

Brandon Giella: Yeah.

Paul Spencer: will tell you
what to do and what not to do.

Right.

How, just think how much drag

Brandon Giella: Yeah.

Paul Spencer: that brings to your
business, especially over 20, 30 years.

Brandon Giella: mm

Paul Spencer: You could see the
difference between those two businesses

and let them run for 20 years.

Where they will be.

Um, and it doesn't necessarily mean that
one will have more revenue than the other.

Potentially maybe one will have more
profit than the other, but I guarantee you

if you walked into them, you would feel
a buzz in one, which is a joyful buzz.

And one is this stale kind of stagnant
thing that we're talking about,

which is people are just in their
cubes or in their office spaces or

on the floor just doing what they do.

Brandon Giella: Yeah.

Just grinding away.

Grinding away.

And the the funny thing too is when
you're doing your work joyfully

with passion, with creativity,
it's likely higher quality work.

Same, same workers doing
the same process, same task.

But the joyful ones will actually
probably do it better, faster,

you know, more energy doing it.

Paul Spencer: Yeah, yeah, yeah.

You definitely get more quality for sure.

Brandon Giella: You know, so that's
what everybody, that's what everybody

who runs a business wants is joy in
their work, and they want the work

to be good, higher quality, better,
but you've gotta have some resilience

doing that, which requires some, some
faith to inspire that kind of change,

e courage to get through and do it.

So, um, so what a call to action, a call
to arms, to take courage and to change,

have hope and faith, and do it well.

Paul Spencer: Yeah.

I think the call to action is, um.

Just the awareness.

I know we've

Brandon Giella: Awareness.

Paul Spencer: of times, right?

Just by listening to this, um, you
may not know what the experiment is

or, or what it is that you're actually
after from a process perspective or who

knows, whatever your theory might be.

Or you may not even have your theory, but
just listening to this and thinking about

it, uh, you will arrive somewhere, right?

And just the awareness of it will give
you some, some juice, right, to say.

You know, uh, maybe a couple weeks from
now, a month from now, you're ready and

you're gonna, you're gonna think about,
I wanna do this, whatever that this is.

Brandon Giella: hmm.

And I would encourage too,
listen for that phrase.

Huh.

Interesting.

That to me, that that says a lot to me.

I love that you mentioned
that earlier in creativity.

Yeah.

I love that.

That's great.

Well, Paul, thank you.

I know change.

We are going through a momentous.

Age where change is everywhere and
it's something to embrace because

it can be a really beautiful thing.

So thanks for bringing
that to our attention.

Paul Spencer: Yeah.

Brandon Giella: All right, my man.

Well, we will see you next time.

Thanks, Paul.

Paul Spencer: All right.

Good.

Thank you.

Welcome to Resilience Talk hosted by
Paul Spencer of Second Nature Solutions.

Let's dive in.