Episode Transcript
[00:00:00] Speaker A: Foreign.
[00:00:14] Speaker B: Welcome to Battle Ready, the show where we equip you with the mindset and tactics to face life's next chapter head on. I'm your host, Ricky Chavez. Today's guest is a man who's helped countless leaders team up and grow right stronger from the lowest points. Dr. Adil Dadel is the CEO of Pinnacle Process Solutions and a member of the Forbes Coaching council. With over 100 keynotes worldwide, seven best selling books and multiple global awards and leadership, Dr. D is a transformational thought leader. And today we're diving into some of the most difficult battle leaders in base, you know.
[00:00:52] Speaker A: Welcome Dr. Dale, Ricky, pleasure to be with you. Thank you very much. Battle Ready.
[00:00:58] Speaker B: Yes, sir. So, Dr. Dill, we're all, you know, faced with moments of wondering, how do I come from this? How do you begin to guide someone out of that place?
[00:01:09] Speaker A: Could you repeat the question, Ricky?
[00:01:10] Speaker B: Yeah, no, sure. We know we're faced with moments that keep us wondering on how we got here. And you know, maybe it's not a great place.
How do you coach them to begin to guide somebody out of that place?
[00:01:23] Speaker A: Actually that's a great place to be because, you know, Ricky, what I feel is that growth happens when you are in a difficult situations. When you're in a comfortable situation, you feel, okay, life is good, I don't need to grow.
So just think of a seed. When a seed is planted, everything is dark around it.
It's thinking, hey, you know, where am I?
But the seed slowly will start sprouting when the environment is good.
And what is that environment?
That is the mind. The environment is what is around, but most importantly, what is within that seed.
So if it's an apple seed, it's going to grow an apple tree. If it's a, you know, weed, it's going to grow a weed.
So what I try to do with people is to show them what is within them. That mindset, that mindset change. So what I believe is I create something called a warrior mindset. A warrior mindset is not a mindset that allows you that is looking for battles outside, it's looking for battles inside. What do I need to change?
So that is how I show and I coach people how to get to that transformation. We are not looking for small changes, we're looking for a transformation. And that is what I do with my clients whenever I'm coaching them. I don't, you know, we're really looking for, you know, kind of a moth becoming a butterfly or a caterpillar becoming a butterfly. That's what we are trying to do so that is my model and that is what I believe in. And I've achieved it many times.
[00:03:10] Speaker B: That's amazing. So how do you help someone reframe failure? Not as an end, but as a lesson? And what mental shift is most powerful in this process?
[00:03:19] Speaker A: So, Ricky, what is a failure? I've never heard that word before.
[00:03:23] Speaker B: Okay, so you know, when you try to do something, it just doesn't work.
[00:03:28] Speaker A: There are no failures in life.
[00:03:30] Speaker B: I got you. Okay, so what are they then?
[00:03:34] Speaker A: So, so the key thing you have to understand is it's a neurological process. So I believe in the neuroscience.
When. So if you, if you look at Einstein, if you look at Oprah Winfrey, if you look at Henry Ford, so many other people, Steven Spielberg, do you know they all failed prior to their success?
Sure.
But did they look at it as a failure? Absolutely not. Absolutely not. What they thought is, hey, something which does not work. I learned a lesson. Let's move on to the next thing. So how do you develop that? There is an easy way. First of all, you have to understand the neurological process of failure. When a person feels that, hey, I failed, the amygdala part of your brain actually kicks in. When that kicks in, cortisol is released in the brain and that actually prevents your prefrontal cortex where all your decisions are made, the good judgment decisions are made. It shuts down.
So basically now you are, you feel them, oh, I fail. And it's, it's a self fulfilling cycle. Because your brain is not working now, you cannot make decisions.
The other side. How did you know? Einstein, Oprah, others come out of it.
What they do is they are focused on using failure as a lesson. The word failure doesn't exist. That's why I asked you, what does failure mean? Okay, because they don't believe there is a word called failure.
What they believe is that it's a lesson, it's a step. I missed a step. I'm going to come back and, and learn about it again.
What that does is it creates curiosity in the mind and dopamine is released in your brain. Dopamine actually engages with the prefrontal cortex and you're actually more curious. You are learning better and you are actually growing. So this is how a growth mindset happens.
So this is the power of turning a failure into growth mindset. And I've written about this. I'm a Forbes author, so I'm part of the Forbes Coaching Council and I've written extensively about this topic. I've also written about A whole chapter in my book, 12 Pillars of Project Excellence. It's focused on how leaders look at failures.
Okay.
[00:06:08] Speaker B: So, you know, I know that you know what we like to say, like, I was in the military for quite a few years and, you know, we always.
It's not about what happens to, it's how you react to it and what you do from that.
I guess that's kind of where you're coming from, right? It's not a failure. It's just a learning cycle, learning experience.
[00:06:26] Speaker A: Enrique, thank you for your service, first of all. Appreciate it.
[00:06:29] Speaker B: Appreciate it.
[00:06:30] Speaker A: Yeah.
[00:06:30] Speaker B: Thank you, sir. So are there any specific recovery habits that you help people with? You know, like breathe, breathing work, or journaling or visualization that you've seen rebuild confidence faster than others?
[00:06:42] Speaker A: So, Ricky, absolutely. That is exactly where you know. So, but the main thing is when you're in that stressful situation, what I teach people is the pause. The pause is a very important thing.
Your mind is racing in so many different directions, but when you pause, it changes the rhythm. Changes the rhythm. You get a chance for your prefrontal cortex to kick in and that's where you find the solutions.
So this is a very important thing. Once they come to that, even keel, they're on a baseline now you can take them to the next level. If they continue thinking in the same way, there is no way, nothing, no habit will work.
So they need to stop, they need to pause. When they do that now, it opens options for them. And that is when I teach them different techniques. So, you know, I don't know.
I just released a book called the V Factor, which is called the Power of Visualization.
This is the, this is the key to your neurodynamic excellence. If you really want to come out of any stressful situations or become the, the savant or the, the, the guru in your field, you have to practice this. This is the language of your brain. We have forgotten that language. I'm bringing it back into this world saying this is not a, A, a spiritual thing or a, you know, something which you put it on the sideline. This is a leadership skill we need to develop right now. Every leader needs that.
So this is how you change. And, and the leaders will face these situation on a daily basis.
So what I do is I, I, I have created a step by step process of how to really transform their thinking.
First get the pause and then put in the systems to really transform themselves.
[00:08:46] Speaker B: You know, that's interesting. As you say, put in the systems. You know, I was a military recruiter for a while then I'm in sales now.
A lot of times people doing real well so they really don't pay attention. But all of a sudden when they start hitting that wall or maybe their performance isn't as it was before, people always tell them, go back to the basics. Yeah, what happened if they don't have any basics? They never had basics. They were just running by the seat of their pants.
[00:09:12] Speaker A: This is where the problem is, you know, this is exactly where the problem is. So the basics can be found. Everyone has basics. And I, I come across a lot of people, Ricky, who feel they don't have basics, but I have techniques. I. What we need to do. What are your basics?
We all are born with a, with a treasure.
Everyone has some treasure. You, Ricky has a particular treasure. I have a particular treasure. What is that is my strengths.
Where people focus is their weaknesses, but where the value is, is your strengths.
And this is where the magic happens.
If, if you know, when Tiger woods was a child, his coach had told him, you need to play basketball. Your, your golf is good, but go play basketball because that's where you know you need to be all rounder.
What we would never have heard of Tiger Woods. Would you agree?
[00:10:12] Speaker B: I totally agree. Because yeah, that's not his strong suit for sure.
[00:10:16] Speaker A: What his talent in golf, that was his treasure.
So I help people find that, uncover that treasure. Once they uncover it, the world is at their feet. Because the, the, your growth depends on your strengths and don't focus on your weaknesses because that is the wrong way to look at it.
[00:10:38] Speaker B: That's amazing. So we're coming close to about a minute or so before we go into our commercial. I wanted to see so what tangible protocols from Pinnacle Process helps people replace self doubt with like a strategic action when fear creeps in.
[00:10:55] Speaker A: Again, as I said, the pause is very critical.
Help them understand how to get into that state of pause. And for that I actually have a software which I have created. So there is a.
Something called Nixon's Curve. And I've created, I've innovated something called the Pinnacle Performance Zone. This is our athletes train. How do you get that zone? I wrote the theory in my book, but I also created a software called Pinnacle Performance Zone which is put on their finger and they're actually playing with the mind. So I teach them how that pause is helping them when. So if they're racing a car, they can actually race a car on the screen with the mind.
If they are stressed or they cannot get into that pause, the car will not start the car will not run.
As soon as they get it centered, as soon as they find that pinnacle performance zone they are racing, they're racing with three other cars and winning. So that sticks to the mind is how to develop that mindset. So I have techniques. The theory which is in the, you know this my book has won four international awards. So it's winning, it's an award winning theory and award winning software. So I'm, I'm combining those two theory and practice and teaching them how to do this.
[00:12:21] Speaker B: Well, we'll come back and talk a little bit about that. We're going to go into a quick message and we'll see you in a few minutes.
[00:12:29] Speaker A: Thanks Ricky. Appreciate it.
Foreign.
[00:12:38] Speaker B: Welcome back to Battle Ready. If you love what you're watching, don't miss the moment of Battle Ready or any of the favorite NOW Media TV shows live on demand, anytime, anywhere. You can Download the free Now Media TV app on Roku or iOS and enjoys instant access to our full lineup of bilingual programming both in English and Spanish. If you prefer to listen on the go, you you can catch the podcast versions of the show right on Now Media TV website at www.nowmediatv for business and breaking news to lifestyle, culture and everything in between. Now Media TV is streaming 247 now we're here with Dr. Adil Dalil and he's talking about, you know, all this help he's done and how people and one thing I took out of last the last little segment, the word failure is not in his dictionary. I really appreciate that we talked a little bit about how he helps people in the pause. We're going to change the direction a little bit. You know, everybody knows I was in the military for quite a long time. You know, military is a big about teaching people about leadership. And my thought process was always, you know, leading others is pretty easy. You tell them what to do, you follow up, you give them some adjustments and check on them. You check on him, check on him. You know, you got to inspect what you expect.
But the biggest leadership thing out there I challenge I see is leading yourself. Dr. Dill, you want to talk a little bit about that?
[00:14:00] Speaker A: I think leading yourself is the key. This is what so what I try to do. I've created a new model of leadership. I truly believe leadership model is outdated. So I am on a mission. This is my mission is to create new models of leadership. In fact, Ricky, on this Saturday or this week I'm launching a show called A Super Conscious Leader.
So it's going to be on now media, tv and it is about the absolute next level. But how do you get there? So I've created a model called sensei leadership.
And the whole model of sensei leadership is five powers. Five powers of great leaders, all are internal.
So the first power is delegation.
If you cannot delegate any work to others, if you cannot trust others, you'll just be a manager. As always, managers are not bad, they need it. But you will never be a leader in your mind. It's not your title, it's your mindset. To be a leader mindset, you need to go to the delegation step.
The next is dynamic leadership. You cannot. I ask people what is your leadership style? And they keep saying, oh, I, I do a transformative style, I do a laissez faire style.
I said no, no, it is depending on the situation, situation leaders.
So you have to be very dynamic and your style depends on the maturity of your people.
If your people are not mature, then you cannot use the, the advanced style. You have to use the style which they need. So that is the key to leadership. Third is lean thinking.
Lean Six Sigma is a Toyota tool, which it's not a tool, it's a mindset, it's a philosophy. And I parted into leadership today.
Resources are limited, money is limited. Everything we have is getting constrained.
So lean thinking, how to optimize, how to get to that next level is very, very critical. And I teach people how to do that.
The next level is visualization. Power of visualization.
This is mind blowing power which every leader needs to use. This is the innovation. We talk about it when we do, we, we create a new phone, we call it innovation. No, that is outnovation. It's outside us. True innovation happens within us.
And that is what I call innovation.
Fifth power of humility.
If you have all of these, your head becomes a little bigger and then it explodes. You, you're, you're no longer successful.
So what I try to do is bring them back to the ground. So keep your feet on the ground, your mind and, and your eyes on the sky. Now that's a winning formula.
[00:17:05] Speaker B: So you know that, that makes me think a little bit. So, you know, in, in my former life after the military, I went into human resources. I saw one of the challenges. I saw the leaders out there.
I felt like they were scared of leading people to their level because they felt that if they led them to that level then they would be replaced. You know, military, we train for everybody to be able to take our job and continue the mission. Right? It's all about the mission. How do you feel about the leader? That's not teaching them everything for that fear?
[00:17:43] Speaker A: What an excellent question, Ricky. You, you just. So I work for a medical company, and I went from being an engineer to an executive running acquisition programs, completely transforming three of their divisions.
How did I do that is through this process of firing myself from every job I had.
This is the key.
And this whole structure which I had in this organization was all military.
There were Army, Navy, Air Force, there was Navy seals.
I had a submarine captain as my manager. I had a helicopter pilot as my vp. I had an army general as my manager, one of my managers. So all these people, they have a lot of discipline. Imagine I'm a civilian. I'm right out of school. I'm thrown into this mix, and I have to survive.
And so I had to come up with different ways. And one of the ways was, I don't want to hold on to my position.
So what I did is as soon as I was doing this, because every time I would have a meeting with my manager, I would say, hey, give me a bigger project. I'm not happy with what I'm doing. So he said, you have to prove yourself. You have to do what. So what I did was I created systems. I put in systems, train other people. Then I go, went to the manager and said, hey, this guy can do my job. What else do I do? This is how I got programs. It, the word spread and any acquisition program, they selected me. And I was at that point, not even a manager. And they, they selected me to run those programs. They selected me to transform this whole division. 300 people, directors, managers, everyone was reporting to me. And I was like an ant and speaking to the, to the elephant. And it was a tough situation, but I had to do it. And the results we got, Ricky, were mind blowing. 30 years of results had to be thrown away because our graph was way above that.
So this is how you transform, this is how you do, is do not hold on to your position.
This is absolutely the worst thing you can do.
Fire yourself from every position you have.
[00:20:05] Speaker B: That's. That's kind of scary though, right?
[00:20:08] Speaker A: It is scary, but that's where I told you in the beginning, I told you growth never happens when you're comfortable.
[00:20:15] Speaker B: That's right. You did.
[00:20:16] Speaker A: That's right.
Feels I'm. I'm very comfortable. I don't want to do anything.
How will it become a butterfly? To do be a butterfly, you have to be in a cocoon. You have to be in that space of uncertainty when you are in that space of uncertainty, growth automatically will happen.
[00:20:39] Speaker B: So how do you coach them? High functioning leaders. So they were high functioning individual contributors. And then now all of a sudden they are leading another group of high functioning, a high functioning individual contributors. You know, from all these things. Now all of, all of that testosterone and estrogen is going on. How, how do you coach them? And, and I know you said situational and I totally agree with situational leadership. So how would, how would you work with them?
[00:21:09] Speaker A: So I work with a lot of, so I, I, I have run almost over 350 pro programs and projects in 25 different countries.
[00:21:23] Speaker B: Wow.
[00:21:24] Speaker A: So I work with people who are extremely high, high functioning CEOs, CFOs. I'll tell you an example of one where I was working with one of the, you know, in the, in the, in Canada, I was working with one of the biggest industries there, which is the forest industry.
And I went in, you know, and these guys are six foot plus everyone.
They're like, you know, there's built like bears.
[00:21:58] Speaker B: And I'm like, like me, right, like me.
[00:22:02] Speaker A: So I'm going in and I'm running 15 of them in that room. And I have to take them through an event. It's called a Kaizen event in Lean where not only we have to identify what the issues are, I have to go and fix those that week.
Now this group is so high functioning, they are taking zingers at each other. They are kind of, you know, creating a situation where they are saying things to each other and it flares up a little bit and, but so how do I control that? How do I control that? So what I did on the second day, I got a swear jar.
So I said if you take a zinger at someone else, you put in a looney one. $1. If you kind of make it aggressive, then put in a tuni. That is $2.
And I said, in the whole week, if you don't have any zingers, you put $5. So I encourage them to have zingers, but start putting in the third day. I got people coming in and putting $10 in there, 10 Canadian dollars and say, today I'm going to take 10 zingers.
So we created, we you. I use this to create a dynamic and a fun atmosphere. The key to creating this is making it fun. If you keep, you know, if I had said, hey, you cannot do this. You cannot, you know, try to argue with each other or take zingers at each other, then it would have blown up in my face.
So I encouraged and I said whatever money is collected, we are going to donate that money at the end.
[00:23:41] Speaker B: So, so how much did y', all, how much did y' all collect?
[00:23:44] Speaker A: Oh my God.
It was, the whole jar was full by the end of the week. I mean these guys were, they were, they were. But it was such a fun event. I still remember it. This is 15 years ago. I still remember it. I have a case study of this in my book because it is such a memorable thing and probably for them too, it would be extremely memorable because they learn something as how to use that in a positive way.
[00:24:11] Speaker B: Dr. This is a powerful insight for our viewers out who want to learn more about your coaching programs or to follow you at work. How can they find you online?
[00:24:19] Speaker A: So LinkedIn is a good way. Adil Dalal, or you can go to my website, Dr. Adil Dalal.com that is D R A D I L D a l a l.com or you can go to my company website called Pinnacle. P I N N A c l e process p r o C-S-Dot.com thanks.
[00:24:39] Speaker B: So much for you. We'll be right back with that. We're going to take you to the commercial.
Welcome back. One of the most misunderstood strengths in leadership is empathy, especially in high pressure settings where, where leaders worry that they'll appear soft. Dr. Dillardell joins us again to join to break down how empathy can actually become your greatest leadership tool when used correctly.
So Dr. Dill, you know, many leaders believe showing empathy makes them seem weak or less decisive. How do you feel about that?
[00:25:15] Speaker A: I think that is absolutely the wrong concept.
[00:25:18] Speaker B: Okay.
[00:25:19] Speaker A: In reality, emotional intelligence is a force multiplier, not a vulnerability.
It actually helps leaders understand that authority isn't about control. It is about connections.
And in crisis, people will not follow titles.
They will follow presence. And that is the key to a leader. They need to understand that they first need to be in control. They cannot expect others to be in control if they are losing the control.
So when practice emotional intelligence, what it does is it shows, it's basically your presence is what creates that atmosphere.
Just imagine you have a, the military. If you have a leader out there without emotional intelligence giving you orders, do you really want to follow that? You have to follow that. I know it's your duty, but internally what is your feeling is it's not the right thing. You won't be inspired because it has to come from within.
So once you have someone who is an emotional intelligence. Now let me explain to you from a neuroscience point of View in your brain you have something called a mirror neuron.
What a mirror neuron is, is actually what it sounds like. It's like you're watching a movie. You know it's a movie, the actor is dying and you're sobbing or your wife is sobbing, correct. And you go, yeah, sure, but my.
[00:26:51] Speaker B: House would probably be me sobbing, not my wife. I don't know.
[00:26:56] Speaker A: But that happens. Why? You know it's a movie, you know it's an actor, you've seen him in a different movie.
But the thing is, it's the mirror neuron, the, the emotional connection which has made, you know, same thing. When you see someone yawning, you automatically yawn because you have something called a mirror neuron which actually replicates what happens in someone else's brain into your brain.
And this is what emotional intelligence does. When a leader themselves are emotionally intelligent, they are making themselves, duplicating themselves in others.
That is the most amazing thing you can do.
But how to be develop the emotional intelligence is a science. The key thing is iq. You cannot raise the iq, but you can raise eq. So I do teach people on the difference between IQ and eq. And EQ is a far better kind of a result oriented where if you want to be successful as a leader, as an individual contributor in an organization, EQ is the key to that.
[00:28:12] Speaker B: So let me ask you this. So you know, I transitioned a thousand years ago from military. I did 20 years.
And you know, I think one of the challenges I had, you know, I was a senior leader in, in the military and I can probably tell you about every one of my soldiers, who they were married to, what kids they had, if any of their kid had any kind of challenges, anything that the soldier was going through, financially, mentally, all of this. And when I came out and then I went into human resources, I was talking to leaders and there'd be things that I found out from their employees and the managers didn't know. And when I asked the managers, hey, did you know this? They, they didn't really engage that conversation.
How is the shift now?
[00:29:00] Speaker A: Foreign?
I've been, I've been a director, I've been a vp, I'm a CEO. Right now what I've seen is people are very, very scared of mentioning anything about their personal life nowadays.
It is, this is where a lot of the stress and everything is where their alignment is and the corporate alignment are not matching. Today what is happening is if you say something to either a friend of yours or to hr, it may come and bite you.
At the wrong time. So people are very careful in what they do. It's almost like the HIPAA in the corporation. You don't talk about stress, you don't talk about certain topics because you want to be very careful.
But I feel that is really the wrong way to go. You want to create an open, you want to understand what the problem is. If I, if I know one of my employees, the kid is not well, you know, if I don't know that and they ask for a day off, you know, I will say for what. They may not tell me that if they don't trust me. So that trust building is the most important thing is they need to know that when they tell you something that said, it's not going to go beyond that. And you're never going to misuse that against them. You're only going to support them. You're using them to grow. I'll give you an example.
I had one person come up to me. I was running the whole documentation and marketing department and I had a document control clerk who came up to me and said sir, I really want to resign. So please expect my resignation. I am giving you a heads up so you can find someone. Said, but why do you want to resign? He said I'm really, I learned at that time websites and everything were brand new. Today everything can be.
So he said I learned the skill and I'm really interested in doing that. So I said see, document control, everything is manual. I'm going to create an internal website intranet for this. Would you be interested in working on this program? He said, absolutely. I connected him to our, our main it, they gave him some tools. Within two months we had a completely functioning document control, you know, software.
And he got messages from the president level saying wow, that was a great job. Because I sent out an email saying this was done by one of my employees.
Now this guy was about to quit actually then got promoted and became part of the it. So I helped him go to that next level. I never misused the information he gave me. I used it to, as a springboard to get him to that next level.
So this is the way I feel the leaders should be operating and that will change the whole way organization works.
[00:32:09] Speaker B: You know, I, I think that that speaks highly of you that doing something to help somebody else. I think that it's lost out here because people are so scared. You know, all this AI and everything that's going on nowadays and everybody's worried about, you know, how they're going to make ends meet if they don't have a job.
So it's kind of scary. So. But I totally agree with that. I mean, you got to coach people to be you because if you do that, you can also move. There's opportunities for you.
[00:32:44] Speaker A: Right? Yes, exactly. That is exactly the thing, Ricky. And, and you got to understand one of the things I believe in is a legacy driven leadership.
So I, you know, so I have three books which came out. One of them was my second edition of. Of A Legacy Driven Life where I say, live a legacy. To leave a legacy, a leader needs to live it. Now, what is a legacy is not the money you leave behind.
So to me, le A is leave everything appreciated on departure.
That is the meaning of lead.
What that means is every role you take, leave it better.
Leave it better than when you found it, because that is the key to your success and that is what a leader's job should be. Do not, you know, basically make it worse than you came in. That would be the wrong direction for a leader to go. So, so I have a step by step way of how a leader can lead a legacy driven life.
[00:33:56] Speaker B: So how do you train a leader to check in emotionally with their team without making it feel forced or soft?
[00:34:02] Speaker A: That's a science. You have to understand that people are very, you know, they're not very open when they don't trust you.
So what you want to do is create that trust that bridges the trust.
So what you want to do is create a situation where you are, you are basically creating that atmosphere. When you come in, come in with high energy, come in with a smile, they are going to reflect that. They, they understand that, hey, we are going to be, you know, talking to someone who's much more open, who understands us, and then they're more apt to open up about everything.
[00:34:49] Speaker B: I, I totally agree with that. I think that the legacy part you were talking about earlier, it's just, it's just amazing, you know, and make it better than how you had it when you got there.
I think just so many challenges out here that these leaders face.
I think good mentorship by a person like yourself will help them get to a better place.
And then that's, that's the good thing about this show we taking, Bringing people like yourself out to really share.
Is there an epithet, an empathetic habit that somebody can do today? Maybe asking one open question to reconnect meaningfully with their team?
[00:35:30] Speaker A: Yeah, I think again, the, the, I think the empathetic habit would be the smile.
A smile is such an, you know, it's It's a, it's a non verbal communication which says getting the duplicate follow.
Okay, so what is happening is when you come in again, that mirror neuron kicks in. So the one simple thing is if you come out all stressed, if you come out and talk to these people in a situation where you yourself are not within that center, you're not in the pinnacle performance zone, how can you expect the other person to do that?
So first yourself, first check yourself and you are coming in to talking with someone.
[00:36:24] Speaker B: I used to tell, you know, when I walked around the building, I tell, hey, say good morning because you don't know what happened to that person before they took the left or the right into the parking lot.
[00:36:35] Speaker A: You are so correct. And that is what, that is what true EQ is about, Ricky, is understanding that people have bad days.
People have bad days and you, you could just light the fire when it's just a spark with them.
They're anxious, there's something going on in their family or personal life and a word you say which is negative can light that and they can blow up or you can say something nice and completely take away that spark, that, that anger which is boiling, you know, within them. Once you are able to do that, imagine the day that person will have the trust they will have with you. The, the affection they will have with you is that this could go, you know, either in the wrong direction or the, the positive direction. And you just handle it in a way.
So always understand that people, human beings are not perfect.
They have their follies, they have their bad days, they have their good days. And when a leader with an EQ shows empathy, what does empathy mean? Putting yourself in their shoes.
And when you are able to do that, you are able to understand it from their point of view.
The game changers for in leadership.
[00:37:59] Speaker B: Perfect. We'll be right back after this commercial. Dr. Anil, thank you.
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Now we're back with Dr. Dill, an award winning author and leadership coach who has helped leaders go the distance. Now just bounce back.
In the final segment we're talking about what it takes to stay sharp resilient and energized not just for weeks, but but for years. Welcome back, Dr. Dill.
[00:38:54] Speaker A: Thank you, Reggie. Pleasure.
[00:38:57] Speaker B: So what are some of the protocols and rhythms you have built to your to sustain leadership capacity over years?
[00:39:06] Speaker A: So basically visualization is definitely one of them. But before that I. What I believe in is, is a very simple formula.
Know thyself. So Socrates said, know thyself.
So I'm not Socrates, but I think he was only 50% correct.
[00:39:25] Speaker B: Okay.
[00:39:26] Speaker A: Knowing yourself and just not enough. In today's world you want to know thyself and then innovate thyself.
So what I teach them is first, knowing thyself, knowing thyself.
I use tools from the east and the West.
There is a lot happening. I told you about the Pinnacle Performance Zone software. I also have a way to do a complete analysis of their internal systems.
Worries, fear, you know, emotional. I have a system, a software for that also work with the neuroscience part of it. And we can even do brain scans and I have techniques to be able to help them understand themselves better. I talked about the strengths, so I have a way to identify the strengths of a person because that is the key to their success.
Innovate thyself. I do the self leadership, the sensei leadership which we talked about in the earlier segment, the five powers.
So it is actually the five powers is not just, hey, I teach you this. We are actually measuring it.
So it's called micro habits. I'm measuring them, how they are doing in these powers. But it has to be linked to their strengths.
I just don't want them to develop a power which is not their strength.
So I create a system where they are legacy driven leadership, technologically savvy. I encourage the use of AI, although I know that AI can be very, you know, it will be challenging, it will be challenging for our people. But a leader needs to be technologically savvy in the future.
Higher consciousness, this is very important. People talk about eq.
Higher consciousness is way above eq.
And then I talk about what I, you know, my show, which is coming up on Now Media tv, the super conscious leader.
So I take them step by step. They cannot jump, they cannot leap.
So I have to take them step by step. But at the end of it, Ricky, it's a total transformation.
And this is what I truly believe is that even 1% of our leaders are transformed into a higher consciousness. A super consciousness leadership.
They're going to start transforming this planet. And that is my mission and my vision in life.
[00:42:05] Speaker B: So you know, you said Something that I really, really, I'm honing on. And that's know thyself. You know, I think we talked about in one of the breaks about self awareness, you know. No. You know, I can tell somebody that they're really bad at something, but unless they believe it, they're not going to make any changes. How do you feel about that?
[00:42:26] Speaker A: Absolutely. That is, you know, it's like I always say, I cannot even teach my pet to do anything.
They have to believe in it. Right? How, how many times has someone told you to do something and if they are your superior, you do it. You do it while they are there, but as soon as they're gone, what happens?
You're back to your back.
[00:42:50] Speaker B: So you used to say the right way, the wrong way, and the army way, right?
[00:42:53] Speaker A: That is true. Yes, exactly. You just, you just fall back on your, on your, you know, default mode habits.
So what you want to do is in order to change the default mode, you have to be the example for the other person. You have to create that example. You have to. So when I do my lean training, there is a tool in Lean called 5s where they have to organize everything.
You know, everything. You know that. So what I tell, once I do that, I tell the leader. I said, look, you are going to walk through this plant. If you see a piece of paper and you do not pick it up and put it into the trash can, they are going to observe you.
If you just walk past it, that is what they are going to do the next time. But if you are bending down, picking up that piece of paper, putting it into the trash can, they are going to duplicate your habit. They are going to use you as an example.
That is the only way to create true change in people.
[00:44:03] Speaker B: It's like we said in the army, lead by example.
[00:44:07] Speaker A: Excuse me. Yeah, absolutely. Lead by example. And, and show. Be the example. Not only lead, be the example, because again, people are observing you as a leader.
What? The way I grew, Ricky, honestly, in my organization is by observing the people I admired. I had a really great mentor called Lonnie and he was a VP and he wanted me to transform this whole division.
I have a case study about him in my book and amazing leadership talent, amazing way to get people to do what he wanted us to do, but he never pushed, came naturally and we were, we went above and beyond when we had to do it.
So this is a skill set every leader needs to learn. And, and you know, to be the example is, is what is the key. As, as you know, Gandhi said be the change you want to see in this world.
So just don't you know, because when people see that you are leading, you are leading them. That means they're you're trying to encourage them. It will not work.
When you are the example, it clicks that look how is this person behaving? And I need to behave like that. That is the key.
[00:45:33] Speaker B: We're Dr. Lal, your approach to performance is incredibly grounded and actionable. For anyone who wants to follow you work, follow your work or get your books or connect for leadership development, where should they go?
[00:45:46] Speaker A: Dr. Adil Dalal.com is my website.
Another website you can go to is pinnacle process.com or best way is LinkedIn.
Type in Adil Dalal and you'll find me there and love to connect with you all.
[00:46:04] Speaker B: Well Dr. Dill, thank you for sharing your deep expertise and practice and practical wisdom with us today. You reminded us that every setback can be set up for a stronger comeback. That calm leadership can transform chaos into empathy and endurance are not opposites. They're like the foundation of real strength for our viewers at home. Take one insight from today and apply it to their week. Whether it's breath work or stress checking on the team members or or blocking time to reflect. Your next chapter starts with small intentional actions. What's one last note you want to share with them?
[00:46:41] Speaker A: Just be prepared for AI. That's all I can tell you.
[00:46:45] Speaker B: Be prepared for AI.
[00:46:48] Speaker A: Underestimate. See AI right now today is like a toddler.
It is not grown up. It's a toddler and it's so powerful already.
So how this, how we develop it is will be the future and it is going to gain strength at an alarming rate. So be prepared. The only way to be prepared is to raise your level.
If you are complacent, you are comfortable in your zone, AI will take you over.
So I'm a big AI fan. I think it's a great tool but just like every tool, it can be used or misused.
So be prepared for using it in the right way and becoming technologically savvy and using it not only to change yourself but the people around you.
[00:47:45] Speaker B: So you're definitely promoting a lot of self development there.
[00:47:48] Speaker A: Absolutely.
[00:47:51] Speaker B: Well you know I'm going to put a quick plug in. I hope you got time. I understand you're the co founder of the Peace Train movement. You have a few seconds to kind of expound on that.
[00:48:01] Speaker A: So the Peace Train movement, basically I, I've always believed in the piece that this planet doesn't need so many wars. What we want is to be able to use, you know, war is today in the world because it's more profitable than peace.
When you make peace more profitable than war now the whole consciousness changes.
So how do we create processes, products, things which encourage people to come together rather than breaking them apart? And I think that will be the key to good leadership. And that is what, when I talk about higher consciousness leadership, superconscious leadership, it all leads to that peaceful world. Because, Ricky, if you understand, you know, we have human beings, homo sapiens have 300,000 years of evolution. Is this what the evolution has been for, is to fight wars? Have we not evolved enough? I mean, yes, we fought a lot of wars in the medieval times. It's a different time today. We need to learn to be more human. And to be more human is to understand that you do not have to go to war every time.
True warrior fights. The fights within, not the outside wars.
[00:49:22] Speaker B: Dr. Dill, thanks so much for spending some time with us today. Everybody, thanks for joining us in. Batter ready? Helping you lead with clarity, courage and compassion. Until next time, stay strong.
