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The Mind Behind Leadership

Thursday, January 28, 2021
28
Jan
Facebook Live Video from 2021/01/28 - Creating a Buzz About What You Do

 

2021/01/28 - Creating a Buzz About What You Do

[NEW EPISODE] Creating a Buzz About What You Do

With nearly 30 years as a public and private company CEO, Phillip Thomas's diverse leadership background in various industry and competitive contexts provides expertise in operational leadership, merger and acquisition activities, high octane corporate culture development, and maximization of revenue-profit goals.


As a trusted CEO, coach, and mentor, I leverage my knowledge in the many facets of corporate leadership and governance to support next-gen as well as mature executives wherever they find themselves on their leadership journey.


In this episode, we'll be exploring how Phillip's leadership experience, his current role as Vistage Chair in Boston and his personal passion for apiary brings a unique view on business.


Tune in for this insightful conversation at TalkRadio.nyc or watch the Facebook Livestream by clicking here.


Segment 1

Graham introduces Philip thomas, the ceo and founder of several high tech manufacturing businesses. He has twice been a finalist of Ernst & Young Entrepreneur of the Year. Philip served as a Naval Intelligence Officer for ten years with consistent top one percent performance reports. Bachelors in Political Science, a Masters in Strategic Intelligence at the defense agency, and Executive Development programs at Stanford and Harvard. Phillip believes that everyone needs the “big three.” Do good, have fun, and make money. Need all three to have the right balance in life. He was a naval officer for a decade. Philip advocates that people should join the military for at least a couple years. Out in the middle of the ocean you have to be resourceful because your resources are limited. You had to learn how to adapt and work with what you have. In 2020 businesses were very limited. Employees were sick or quarentinging, there were changes in relationships with suppliers, new employment laws. Graham notes that resilience is a key factor in military and business training. Phillip is familiar with many businesses in his Boston neighborhood who have struggled but through their resilience have been able to maintain.  Construction, cannabis, and marketing are some of the industries that have been able to thrive during the pandemic. Businesses have done so through incentive programs that allow them to connect to customers, others reinvented themselves entirely.


Segment 2

When the pandemic began people thought that it would not last this long, now they say “We’re in the 13th month of 2020.” Phillip has seen people constantly mentally adjusting to this situation. He believes that in the end things will be alright. There are numerous platforms for people to work from home and we now see that it is possible to be productive from home. Phillip has seen so much innovation and perseverance from companies, as well as many giving employees more latitude and support. The industry adapting to the new environment and Phillip attributes this to the American spirit. Phillip’s organization Vistage brings CEOs into peer groups where they share open honest feedback with one another so they can determine what works best. He says that they are adapting and adopting. Although trust has down in the media and the government, many still find trust in businesses because of their focus on their customers and employees.


Segment 3

Phillip’s transition from the military to business was facilitated by the advent of the personal computer. He saw that this was the direction that the world was going so he joined Wang Laboratories. There was a unity around the computer industry similar to what Phillip witnessed when the first men landed on the moon. Graham asked Philip what he believes helps people set up for working in business. Philip believes that joining the military is a strong start. It changed his perspective on the world and taught him self discipline and teamwork. Universities can provide a useful education but Philip believed that the military provides the foundational elements needed by young men and women to succeed. In his spare time Philip is a beekeeper. He is fascinated by them because bee’s are resilient and produce a perfect product, honey. Watching them is a good way for him to get away from the stresses of life, but most importantly bees are a perfect example of teamwork. Philip admires Thomas Seely, a professor at Cornell who has written numerous books about the lives of bees. Bees are essential to our lives. One in every three bites of food is created through pollination. Bees are delivered by trucks to pollinate almonds in California.


Segment 4

Bees set a strong example in terms of hard work. The business world is becoming increasingly more complex. There is a lot of specialization and leadership requirements that are constantly challenged. Philip encourages his clients to create scalable and predictable enterprises, this requires a second tier of support leaders.  This is similar to bee environments. Each one works in a synchronized way for the benefit of the hive. He sees parallels in teamwork amongst a company and society as we pull together in order to provide a better life for ourselves and our grandchildren. There is a lesson in how nature has nurtured bees and how we should nurture ourselves. As a people we haven’t quite figured out how to operate, much like bees, as a collective with shared principles. Philip teaches his CEOs principles that promote sustainability and hopes that they govern themselves properly. To quote Steve Jobs, “We don’t hire smart people and tell them what to do. We hire smart people and they tell us what to do.”


Transcript

00:00:28.530 --> 00:00:37.290 Graham Dobbin: Welcome to the mind behind leadership live here on talk radio dot nyc live from New York, this evening, my name is Graham dobbin.

00:00:37.800 --> 00:00:43.620 Graham Dobbin: Now, over the last few weeks we've had our whole range of different guests and we had Dr Tony Alexandra.

00:00:43.980 --> 00:00:53.580 Graham Dobbin: Who is a world leading expert in profiles of assessments with Teresa to grow, while the power of influence, talking about her evolutionary business Council.

00:00:53.940 --> 00:01:00.360 Graham Dobbin: Last week we adopted Dorothy Martin level foreman done sudden author and speaker.

00:01:00.720 --> 00:01:12.300 Graham Dobbin: let's see how tonight's guest shapes up to that now, you can hear those again on spotify apple podcast stitcher Google podcasts Amazon whatever you want just look for the mind behind leadership.

00:01:12.840 --> 00:01:22.620 Graham Dobbin: And really to have leaders in from business sports politics and even the military and i'm really excited tonight because we hit two of those targets.

00:01:23.040 --> 00:01:38.100 Graham Dobbin: I today's guest is Philip Thomas and for nearly a decade Philip has been a chair for this stage international use currently the Chair of to see your groups and a trusted advisor grip in the greater Boston region.

00:01:38.520 --> 00:01:49.830 Graham Dobbin: know to be able to do that and bring his expertise he must have had some business in the past and he's got over 25 years experience as a public and private company CEO.

00:01:50.160 --> 00:01:57.630 Graham Dobbin: His business experience includes serving as a CEO and founder of several successful high tech manufacturing businesses.

00:01:58.620 --> 00:02:07.830 Graham Dobbin: During his career Philip has also been twice a finalists for the ends in young young entrepreneur of the year program I priorities business career.

00:02:08.100 --> 00:02:19.080 Graham Dobbin: And here's where it gets interesting as well Phillips shared with distinction for 10 years as a naval intelligence officer Ellen talk consistent top 1% performance reports.

00:02:19.620 --> 00:02:37.710 Graham Dobbin: he's got a BA in political science a master of science, I strategic intelligence program at the Defense Intelligence Agency and also executive development programs at Stanford and Harvard Business skills Philip good to see i'm going to need a break after just introduction.

00:02:39.240 --> 00:02:40.110 Graham Dobbin: good to see you.

00:02:41.700 --> 00:02:43.020 Graham Dobbin: Let me just unmute you fill.

00:02:45.690 --> 00:02:46.500 Graham Dobbin: up there, we go.

00:02:46.680 --> 00:02:47.580 Phillip Thomas: Good to be here.

00:02:48.210 --> 00:02:50.640 Phillip Thomas: i'm love the opportunity to talk with you.

00:02:52.380 --> 00:02:55.170 Graham Dobbin: But you must be good we're really looking forward to.

00:02:57.450 --> 00:03:04.860 Graham Dobbin: to hearing what you got to say allowing people from Boston region on to New York radio stations unusual so we're excited to have you.

00:03:05.070 --> 00:03:17.040 Graham Dobbin: I was, I was doing a little bit of research and looking through your linkedin profile and it says that you've got your watch what are the big three so I want to kick us off just tell us what are your watch sports and why.

00:03:17.550 --> 00:03:33.060 Phillip Thomas: Well, you know i've been involved a lot of different things and lived several decades of business leadership and that sort of thing and I come to realize that really for me the Big Three things are do good have fun and make money.

00:03:34.080 --> 00:03:41.160 Phillip Thomas: And they're they're not one more important than the other, but they're all important together, and if you do good and have fun, but don't make money that's really not.

00:03:41.910 --> 00:03:52.620 Phillip Thomas: that's not ideal, and if you're making money and and you're not doing good that's not ideal, either, so you have to have all three to have in my mind the right kind of balance in your life.

00:03:53.790 --> 00:04:03.930 Graham Dobbin: Well, I know that you can do good, and I know you have four different ways we're going to explore that and a little while but just give us, you know you've got a really mixed background here and.

00:04:04.380 --> 00:04:14.610 Graham Dobbin: naval intelligence officer into founder and CEO into cheering vestige group so, can you give us a little bit of background, how did, how did that happen so.

00:04:14.670 --> 00:04:26.940 Phillip Thomas: You know, I was, I was naval officer for a decade or so, and then in the inactive reserves for another decade, and I think that, provided a very strong foundation I sort of advocate everybody.

00:04:27.420 --> 00:04:35.370 Phillip Thomas: Who who can should go into the military for at least a couple of years to it sort of gives you the Foundation and the navy was particularly helpful because.

00:04:35.760 --> 00:04:46.800 Phillip Thomas: When you're out in the middle of the ocean on a ship you really have to be resourceful if things go wrong, you have to figure out ways to get the job done and, in spite of limited resources, often so.

00:04:47.310 --> 00:04:57.870 Phillip Thomas: That was a good foundation for our business career, because we often find ourselves in companies where not everything goes according to plan, like we've seen in 2020 and you have to be you'd have to be.

00:04:58.290 --> 00:05:09.720 Phillip Thomas: able to pivot and you have to improvise and you have to think of alternative ways of getting the job done and so that military background I think really helped set set a good foundation for me for my business career.

00:05:11.190 --> 00:05:22.050 Graham Dobbin: And, was it particularly to connect that that that critical thinking that that thinking creatively as well about how you just overcome situations and was it that in particular.

00:05:22.410 --> 00:05:30.060 Phillip Thomas: yeah I think so because you know when you're out in the middle of the ocean, you really have to be resourceful you, you know you have limited resources, you have a mission to do.

00:05:30.510 --> 00:05:36.000 Phillip Thomas: And a lot of companies, especially in 2020 found themselves resource limited they had their resources.

00:05:36.690 --> 00:05:46.470 Phillip Thomas: remote, for the first time in a long time they they had resources that were sometimes sick and there were new protocols had to be put in place to protect employees.

00:05:46.830 --> 00:05:56.400 Phillip Thomas: relationships with vendors and customers were were changed, and so it really brought a lot of new challenges forth in terms of how to how to.

00:05:56.880 --> 00:06:08.040 Phillip Thomas: Contact customers, how to market yourself how to provide a better messaging platform for your for your goods and services, and your, and so I think that the.

00:06:08.910 --> 00:06:28.500 Phillip Thomas: The whole idea here has drawn from you know from the military in many respects, in terms of taking limited resources, focusing on getting the job done and being being creative innovative and being willing to pivot and change quickly and thoughtfully in a way that makes good sense.

00:06:29.970 --> 00:06:38.070 Graham Dobbin: it's interesting one of the ones that always jumps out to me when i'm when i'm working with with military and actually this this weekend last week i've been working with the US army.

00:06:38.820 --> 00:06:45.840 Graham Dobbin: about improving grind and one of the things that jumps out to me always is resilience, you know.

00:06:46.170 --> 00:06:59.250 Graham Dobbin: What What I do know what are, how we train when you know we're training and leadership and and and bringing people on looking at them being emerging leaders that resilience always seems to be kind of people just get up and just get on with it.

00:06:59.490 --> 00:07:13.950 Phillip Thomas: it's true, I mean showing up is what 45 50% of the job so being being willing to just steady consistent progress i've worked with a number of different companies about 40 different companies in and around Boston.

00:07:14.340 --> 00:07:19.410 Phillip Thomas: And about a third of them are really doing well, in spite of everything else, a third of them are hanging on and.

00:07:19.770 --> 00:07:27.690 Phillip Thomas: And they're struggling but they're getting through and a third of them are really been you know they've been really, really having a hard time if they're in the events business or they're.

00:07:28.140 --> 00:07:32.220 Phillip Thomas: In anything to do with large gatherings of people it's been it's been very difficult.

00:07:32.670 --> 00:07:46.350 Phillip Thomas: But they're all figuring out ways of pivoting of being resilient mentally physically emotionally it's a it's been a strain it's been a real drain on people, I see a lot of CEOs and some of their teams.

00:07:46.650 --> 00:07:51.180 Phillip Thomas: going through sort of ups and downs emotionally on top of everything else.

00:07:51.690 --> 00:08:02.160 Phillip Thomas: So I think a cross section of America we're probably all feeling that to some extent, I know, Simon cynic has talked about that recently in some of the presentation, so he has online.

00:08:02.640 --> 00:08:13.410 Phillip Thomas: about how we we sometimes just need to sit back and take a deep breath and swallow hard and and kind of power through it and.

00:08:13.980 --> 00:08:26.100 Phillip Thomas: be willing to admit that you're cheating i'm not i'm not on my game, today I I just don't i'm not getting it and then by virtually by virtue of sort of acknowledging that you actually come out stronger.

00:08:27.960 --> 00:08:36.840 Phillip Thomas: i'm seeing that happen, and a lot of the companies that i'm working with they're they're all they're all resourceful and they're all resilient to your to your point.

00:08:38.190 --> 00:08:45.030 Graham Dobbin: I you know self awareness is such a big thing in leadership, I remember, working with with a company in the UK.

00:08:45.510 --> 00:08:57.150 Graham Dobbin: And, and one of the first things to see all said to me, as my mind's not in it today, I just I just want to be open, my bike I just want to be safe, cycling says what should I do it let your body join your main get out your.

00:08:57.630 --> 00:08:58.710 Phillip Thomas: Your of no use to the.

00:08:58.710 --> 00:09:00.270 Graham Dobbin: Business today just go.

00:09:00.990 --> 00:09:07.890 Phillip Thomas: that's right listen to your body, and you know give yourself a break, I mean a lot of people are are.

00:09:08.490 --> 00:09:15.570 Phillip Thomas: concerned, and justifiably so, but you know this we're going to get through this it's going to be difficult.

00:09:16.200 --> 00:09:23.520 Phillip Thomas: There will be some winners, there will be some losers, a lot of people have have been adversely affected and some of them, to the point where there's no no return.

00:09:24.360 --> 00:09:31.800 Phillip Thomas: Because they've had some very, very unfortunate events happen, but meanwhile, for the most part, you know.

00:09:32.220 --> 00:09:39.420 Phillip Thomas: We figured out a way and we're getting through this little by little, and I would say that, by the last half of this year we're going to.

00:09:39.840 --> 00:09:49.440 Phillip Thomas: be in a much different situation than we were you know the last half of last year, so no one expected that the pandemic to last as long or have as deep.

00:09:50.400 --> 00:10:03.540 Phillip Thomas: impact, but people have have been persevering with the advent of the vaccine program and that sort of thing that's starting to show up people are beginning to be a little more encouraged that hey you know.

00:10:04.860 --> 00:10:08.940 Phillip Thomas: we're gonna I can sort of see the light at the end of the tunnel that's not a train coming towards me.

00:10:12.330 --> 00:10:16.020 Graham Dobbin: i've got to ask you, you see, you and naval intelligence officer, did you ever.

00:10:16.050 --> 00:10:17.370 Phillip Thomas: Did you ever visit Scotland.

00:10:19.020 --> 00:10:24.990 Phillip Thomas: i've not been to Scotland, Wales i've lived in I lived in the UK for a couple of years, but.

00:10:26.010 --> 00:10:27.360 Phillip Thomas: not been to Scotland, although I.

00:10:27.390 --> 00:10:36.780 Graham Dobbin: Must one that i'm from a naval base in Scotland, so that was my hometown and there was a lot of a lot of American ships came in there and just.

00:10:37.350 --> 00:10:46.500 Graham Dobbin: we're going to be going to a break and sort of three or four minutes i'm just really curious you said, a third of businesses, probably in your experience at the moment I kind of thriving.

00:10:46.980 --> 00:10:53.820 Graham Dobbin: Of embraces Can you give us an idea what what kind of businesses are making the most of what's going on well.

00:10:53.850 --> 00:10:55.260 Phillip Thomas: Construction strong.

00:10:55.710 --> 00:10:56.100 Graham Dobbin: In our.

00:10:56.130 --> 00:10:58.170 Phillip Thomas: At least in our area construction strong.

00:10:59.430 --> 00:11:05.010 Phillip Thomas: The cannabis industry is very strong there's a lot of growth, taking place and in terms of cannabis.

00:11:06.540 --> 00:11:12.810 Phillip Thomas: Because of the recent changes in legislation and maybe people are enjoying cannabis, as a way of getting through.

00:11:13.410 --> 00:11:14.940 Phillip Thomas: This president's page I don't.

00:11:14.940 --> 00:11:15.690 Graham Dobbin: comment on that.

00:11:17.400 --> 00:11:23.370 Phillip Thomas: But I wouldn't know anything about that, but i'm absolutely there's a few others to we've got.

00:11:24.030 --> 00:11:29.220 Phillip Thomas: Some marketing companies are actually I have one in mind that does a lot of marketing collateral.

00:11:29.520 --> 00:11:39.150 Phillip Thomas: And a lot of lot of companies are providing incentive programs that we're doing for awareness building programs and so they're selling a lot of mugs and T shirts and hats and.

00:11:39.600 --> 00:11:46.710 Phillip Thomas: And all sorts of things unprecedented rate, because people are trying to connect with their customers and that their employees.

00:11:47.040 --> 00:11:55.980 Phillip Thomas: So there's a there's a variety of companies that are doing well and like I said there's there's a lot of others that are just hanging on and there's a few in between.

00:11:57.690 --> 00:12:07.380 Graham Dobbin: yeah I mean essentially Mike Mike my own business, for your market was face to face constantly you know face to face training meeting speaking, it was always in groups.

00:12:07.890 --> 00:12:21.420 Graham Dobbin: So so kind of being able to change that in the last year has been kind of a big shot, but it seems to be that people are enjoying it it's a it's a it's do you think that the thriving is because of the market or because of the business owners.

00:12:22.740 --> 00:12:29.610 Phillip Thomas: You know it's a you think it's a combination really the business owners are you know there's a lot of.

00:12:30.210 --> 00:12:41.520 Phillip Thomas: Cross currents taking place in the industry today and some companies are performing better than others are executing better they're more they're more they're more fluid they're more able to.

00:12:42.660 --> 00:12:48.420 Phillip Thomas: Really adapt to the new environment and and so it's been really it's been really.

00:12:49.260 --> 00:12:55.680 Phillip Thomas: quite interesting to see how they have they been in the right place and done the right things, but on the other hand, it's others that weren't in the right place.

00:12:56.130 --> 00:13:02.520 Phillip Thomas: pivoted around became innovative reinvented themselves when events company that I know of.

00:13:03.300 --> 00:13:12.870 Phillip Thomas: They were doing weddings and bar mitzvahs and you know big corporate events now they're doing online events they sort of redefine the redefined the word event.

00:13:13.230 --> 00:13:18.330 Phillip Thomas: To have a different context, so they're doing a lot of work that says, if you want to have any event.

00:13:18.750 --> 00:13:30.900 Phillip Thomas: will do all the upfront work will actually manage the event and then we'll do the follow up for you, after the event in terms of surveys and customer feedback, so they have reinvented themselves around their core competencies.

00:13:32.340 --> 00:13:40.560 Graham Dobbin: Nice, and when we come back from the break we'll can have a look at I know it's a military term we'll have a little little bit of a look at Booker.

00:13:41.010 --> 00:13:50.700 Graham Dobbin: And one of the one of the things is kind of taking the uncertainty out of business, also want to explore just just for your first businesses were in just just what was your journey going from the military.

00:13:51.030 --> 00:14:02.940 Graham Dobbin: into into setting up high tech businesses you're listening to the mind behind leadership we are with Philip Thomas this evening, my name is Graham dobbin live in New York, and we will be right back after these messages.

00:16:20.430 --> 00:16:26.580 Graham Dobbin: Welcome back you're listening to talk radio I talk radio dot nyc my name is Graham dobbin.

00:16:27.060 --> 00:16:35.130 Graham Dobbin: And we are on the mind behind leadership we're sitting with that Phillip Thomas and Philip one of the things that we spoke about kind of.

00:16:35.460 --> 00:16:45.180 Graham Dobbin: naval intelligence officer i'm moving into business, but one of the things that it's come across this this last 12 months has been a phrase an acronym Booker.

00:16:45.540 --> 00:16:51.480 Graham Dobbin: Which which came out the American military in their mid late 80s, I think it was mid mid to late 80s.

00:16:51.990 --> 00:17:00.630 Graham Dobbin: stands for kind of like like the volatility around what's happening uncertainty complexity and ambiguity, but that uncertainty part.

00:17:01.350 --> 00:17:17.100 Graham Dobbin: is something that's played a large part on business and it felt like last year, when there were kind of some major announcements that likes a Google said we're not going back into June, July 2021 to the office if they move that to Sep tember.

00:17:17.580 --> 00:17:25.710 Graham Dobbin: And then other companies followed fixed big followed on indeed where one of the you know large large company in this country.

00:17:26.100 --> 00:17:32.730 Graham Dobbin: And they were one of the first times the clothesline the offices that was at the end of February last year and I don't think they're going back this year and either.

00:17:33.270 --> 00:17:45.360 Graham Dobbin: So taking that uncertainty oh seem to be a point where things change I sat with felt here in New York, that people said right, we need to get on with it, what was your experience with this.

00:17:45.390 --> 00:17:53.070 Phillip Thomas: So up here in Boston is probably representative of many parts of the country, everyone thought back in February or March.

00:17:53.730 --> 00:18:01.260 Phillip Thomas: This will probably take us through the summer, but we'll probably go back you know late summer early fall things have kind of be back to normal.

00:18:01.680 --> 00:18:14.010 Phillip Thomas: And then, as the days were on the months were on it was like okay well hopefully by Easter and then by Christmas, I got it sort of went on and on and now what we have is.

00:18:14.970 --> 00:18:24.930 Phillip Thomas: People are saying well it's I just saw something a few minutes ago, a little quote on the Internet we're in the 13th month of 2020 right now.

00:18:26.310 --> 00:18:33.210 Phillip Thomas: it's suggesting that you know nothing really has changed, we just flipped the calendar page and we're just we're still in sort of the.

00:18:34.620 --> 00:18:35.370 Phillip Thomas: syndrome.

00:18:36.510 --> 00:18:41.820 Phillip Thomas: But I think people are mentally readjusting and then readjusting and then readjusting so.

00:18:42.600 --> 00:18:48.240 Phillip Thomas: Hopefully, the second half of this year, which a number of different economists are saying you know, should be better.

00:18:49.170 --> 00:18:59.610 Phillip Thomas: But in the meantime, people are saying well okay we're just going to work from home we're kind of like working from home to some real positive aspects of it, so you know I.

00:19:00.030 --> 00:19:13.860 Phillip Thomas: I think this is actually going to be all right, and a lot of companies are cutting their their cost structure and their the whole idea of working remotely is now front and Center we've got zoom and Microsoft teams and.

00:19:15.210 --> 00:19:24.210 Phillip Thomas: All sorts of different platforms and people are right there ready to go used to be in the old days, if someone work from home, it was like well they weren't really working.

00:19:24.240 --> 00:19:33.210 Phillip Thomas: yeah there were sort of you know, maybe sending emails and then they time the email, so they got over time, it looks like they're doing a lot of things.

00:19:33.510 --> 00:19:48.300 Phillip Thomas: But now it's like you just pick up the phone and there's a zoom conference readily available, and so you can actually have productive work from home situations and people are starting to understand and accept that and and and actually make something positive, out of it.

00:19:49.290 --> 00:19:59.610 Graham Dobbin: sounds like you had a lot of experience of of of taming your emails to go out at the right time and working from home there Philip sound like you were very experienced that doing that, before no.

00:20:01.050 --> 00:20:01.920 Phillip Thomas: Tell me about that.

00:20:04.230 --> 00:20:12.000 Graham Dobbin: i'm i'm interested in the company's one of the thrive and all the you know the struggling to find a way and so, whether the pivoting.

00:20:12.270 --> 00:20:23.910 Graham Dobbin: What do you think the leaders are going to are you seeing the leaders are going through, how are they having to deal with the teams differently, how are they having to to interact what what's the difference in your city.

00:20:24.180 --> 00:20:31.860 Phillip Thomas: So I work with about 35 different CEOs or various industries around the Boston area so it's a nice cross section.

00:20:32.280 --> 00:20:38.910 Phillip Thomas: of small, medium and large companies, some are like two or three 4 million and a couple, are you know.

00:20:39.780 --> 00:20:48.240 Phillip Thomas: 70 8090 million, and then it is a couple more that are two 300 million so we're seeing manufacturing we're seeing service providers.

00:20:48.630 --> 00:20:55.710 Phillip Thomas: So we have a nice cross sections and within the whole vistage community that i'm a part of we see in the United States.

00:20:56.640 --> 00:21:03.690 Phillip Thomas: To over 20,000 different businesses and we're researching and talking to all these companies, we have a really good database of.

00:21:04.260 --> 00:21:14.310 Phillip Thomas: Information flowing in that allows us to get a broad view of frontline view of what's going on and basically innovation perseverance.

00:21:15.300 --> 00:21:36.270 Phillip Thomas: taking care of the employees, giving people a little bit more latitude if someone does come down with a coven problem there's there's ample support and by the by the CEOs there's health and precautions being taken i'm everyone's taken seriously the whole masking and social distancing.

00:21:37.680 --> 00:21:49.920 Phillip Thomas: And hand sanitizer was really hard to get for a while people buckled down they found ways of getting it and they shared it so people are now starting to you know adopt to the new to the new environment.

00:21:50.430 --> 00:22:01.680 Phillip Thomas: And it's all because I think it's kind of the American spirit that says, you know we may we may be down but we're not out and we're coming back strong and I think that's what you're going to see more and more of.

00:22:03.810 --> 00:22:17.250 Graham Dobbin: Just for a point of reference, a very weird would book talking about this teach here as if the whole world knows and i'm sure many people doing all of this, the just can you just kind of summarize what the job actually is, and what it does.

00:22:17.460 --> 00:22:17.940 sure.

00:22:19.260 --> 00:22:29.070 Phillip Thomas: This stage is the world's largest CEO and senior leadership team Development Organization it's headquartered in San Diego it's been around over 60 years.

00:22:29.520 --> 00:22:48.480 Phillip Thomas: And about 20 almost 25,000 members worldwide and about 25 countries and it's it's an amazing organization which brings people together bring CEOs together in peer groups so that P it's CEOs working with CEOs led by a visit each chair in my case, I have.

00:22:49.560 --> 00:23:02.580 Phillip Thomas: Two or three of those groups and I I sort of I lead the group and I, help them and I work on a private basis with the CEO and I also have a monthly all day session, where all the CEOs come together.

00:23:03.000 --> 00:23:12.060 Phillip Thomas: These days, obviously be a zoom and and it's a tremendous resource for CEOs to not feel alone at the top.

00:23:12.330 --> 00:23:22.320 Phillip Thomas: They haven't ears to talk to there's no hidden agendas and don't try to sell something to learn another it's just open and honest feedback and Problem Solving together.

00:23:22.620 --> 00:23:30.390 Phillip Thomas: and sharing of ideas of what's working what's not working, what do we stop doing what do we start doing what do we continue to do and so it's a it's a.

00:23:31.230 --> 00:23:42.240 Phillip Thomas: amazing organization with lot of support from San Diego as far as research in the in the business community communicating sharing.

00:23:42.720 --> 00:23:54.420 Phillip Thomas: web resources and that sort of thing so it's it's something that a lot of CEOs are finding to be most helpful in terms of dealing with tough situations like we're all facing these days.

00:23:55.110 --> 00:24:08.730 Graham Dobbin: i'm curious because, again, you bringing groups of people together to collaborate with lots of different soho is been doing it, you know online, or virtually how has that changed things have, if at all.

00:24:09.210 --> 00:24:16.530 Phillip Thomas: Well, on the one hand we all miss each other being around each other in person, and I think that's fairly widespread sentiment.

00:24:17.340 --> 00:24:25.440 Phillip Thomas: But we are adapting and adopting that's the key we're adapting and adopting new ideas and new ways of doing things and so there's there's.

00:24:26.370 --> 00:24:36.630 Phillip Thomas: there's ways of breaking out into small clusters, when we all get together as a big group, and then we can have small special interest discussions, but what we're finding is that.

00:24:37.530 --> 00:24:42.120 Phillip Thomas: there's a lot of channel communication between the CEOs after the meetings.

00:24:42.870 --> 00:24:56.700 Phillip Thomas: And i'm spending a lot of one on one time with with various individuals and i'm able to guide conversations in a way that's very constructive and helpful, so we are adapting and adopting and find ways to be successful in spite of everything else.

00:24:57.570 --> 00:25:08.190 Graham Dobbin: It must be really reassuring for Members for other CEOs to see other people because i'm sure, regardless of industry, etc, good we're going we're kind of we're.

00:25:09.570 --> 00:25:14.250 Graham Dobbin: Free so that people will have had the same many times within the same stone wood in different books.

00:25:14.610 --> 00:25:19.170 Graham Dobbin: That just you know see how other people are getting through, it must be must be of great comfort.

00:25:19.770 --> 00:25:27.510 Phillip Thomas: areas and it's a kind of in stark contrast to what we see out of Washington DC where everybody, you know, is trying to put one another down.

00:25:27.840 --> 00:25:38.580 Phillip Thomas: Whereas the business community tend to be trying to help one another we're trying to sort of like you say row row together in a way that makes progress and keeps focused on you know eyes on the prize kind of thing.

00:25:39.270 --> 00:25:49.110 Phillip Thomas: And it's very, very refreshing I think edelman and company tests, the level of trust in the various components of our society.

00:25:49.530 --> 00:25:55.170 Phillip Thomas: And I think today there's very low trust in the media there's very low trust in government, but there's high trust in business.

00:25:55.470 --> 00:26:06.630 Phillip Thomas: Because of the business people, as a general rule, are focused on their business their people, their customers and making hay in spite of all the adversity that they're having to deal with.

00:26:08.280 --> 00:26:10.530 Graham Dobbin: I think that's a big family just take control.

00:26:11.850 --> 00:26:12.210 Graham Dobbin: Sorry.

00:26:12.750 --> 00:26:19.200 Phillip Thomas: I say it's a telling sign when you see business as one of the leading trust indicators in our in our society.

00:26:20.760 --> 00:26:30.720 Graham Dobbin: hey I just kind of wait with you make sure i'm curious about your thoughts on how that trust can be rebuilt, whether it be media or government or something like that, because.

00:26:31.830 --> 00:26:40.650 Graham Dobbin: people's backs up against the wall snake over over the last years in business, you know at home and people coming out fighting in a good way.

00:26:41.460 --> 00:26:57.810 Graham Dobbin: And you know the looking for ways to make things work and, as you say that there's there's a lot of collaboration tools out there are people being able to pull in from others, how do we get that trust back when we don't almost don't want to turn on the TV.

00:26:58.860 --> 00:27:02.220 Graham Dobbin: We should be looking you should be looking at those ideas for games.

00:27:02.610 --> 00:27:10.740 Phillip Thomas: Well, I Stephen covey's written quite a bit on trust and Stephen covey had the son of Stephen covey is also a really great book called the speed of trust and.

00:27:11.280 --> 00:27:19.920 Phillip Thomas: and basically getting the bus comes down to this is sorry he did he defines as five levels of trust, starting with individual trust and end with societal trust and.

00:27:20.520 --> 00:27:31.410 Phillip Thomas: and three in between, but fundamentally trust as a function of confidence and character if you really trust someone's competence to get things done, that need to get done.

00:27:31.800 --> 00:27:36.810 Phillip Thomas: Then you would still have trust and your ability to get stuff done and, if you have.

00:27:37.290 --> 00:27:46.560 Phillip Thomas: If you assess their character can be strong and good and noble and and the right kind of character, then you can extend to them a high level of trust and so.

00:27:46.770 --> 00:28:04.170 Phillip Thomas: competence and character so we're we're constantly looking for people who can get the job done and do it enough and a ethical and our Honorable way and that trust and that whole idea of how to get along together, whether it's a marital relationship of business relationship.

00:28:05.310 --> 00:28:13.230 Phillip Thomas: Companies kind you know relationship in the in the marketplace or in general anxiety of all of us are in this together, and we need to.

00:28:13.770 --> 00:28:23.010 Phillip Thomas: Respect one another's opinions and respect differences at the same time, stay focused on we're trying to build a better a better world for all of us and our children grandchildren.

00:28:24.750 --> 00:28:36.810 Graham Dobbin: yeah essentially i'm self have so much from, we can see what's going on on external of her so much from the business community about, we need to be in this together, we need to work together, we need to build something together and that starts happening.

00:28:37.440 --> 00:28:45.390 Graham Dobbin: that's absolutely hartley when when I hear something like that i'm using to mine behind leadership we're speaking with Philip Thomas who's a chair of this each.

00:28:46.170 --> 00:28:57.900 Graham Dobbin: up in Boston region and we'll be talking about we didn't quite get to kind of your first forays into business and after the break and after that I really want to dig into.

00:28:58.590 --> 00:29:06.240 Graham Dobbin: How you're helping to alleviate the colony collapse disorder, we might have just got a few people intrigued with that one.

00:29:07.650 --> 00:29:12.060 Graham Dobbin: Buying leadership live on talk radio dot nyc we'll be back right after these.

00:29:13.560 --> 00:29:16.830 are listening to talk radio nyc.

00:31:35.970 --> 00:31:47.580 Graham Dobbin: acted in my mind leadership we're speaking with Philip Thomas today so Phillip just give us an idea of how did you make that transition from military to business.

00:31:48.540 --> 00:31:51.840 Phillip Thomas: That was that was interesting time in the early 80s.

00:31:52.950 --> 00:32:03.120 Phillip Thomas: There was a lot of negative sentiment in the country about the military and back in those days much different from you know the 90s, and the 2000s.

00:32:04.650 --> 00:32:08.880 Phillip Thomas: The the transition was a facilitated by.

00:32:09.900 --> 00:32:16.740 Phillip Thomas: The advent of the personal computer and the whole computer age, and you know people like Steve Jobs and.

00:32:17.040 --> 00:32:23.550 Phillip Thomas: and others, and this little company called apple you know when an apple on every desk and in school emphasis and.

00:32:23.880 --> 00:32:35.280 Phillip Thomas: So I was pretty fascinated with the thought that gee I don't have to go down to the basement mainframe room anymore, I can actually have a computer right in front of me, and so I joined a little company.

00:32:36.840 --> 00:32:46.770 Phillip Thomas: called Wang laboratories in lowell Massachusetts which was at the time, real booming concern and and that was the data general Wang.

00:32:47.280 --> 00:32:57.870 Phillip Thomas: Wang did that deck IBM others were really I mean there was a lot of stuff going on, was a gogo time you know we we've been to the moon and back and.

00:32:58.590 --> 00:33:06.030 Phillip Thomas: Computers that help take care of all the problems of getting astronauts out there and get them back and safely back on earth and.

00:33:06.330 --> 00:33:15.570 Phillip Thomas: So the computer industry was just starting to open up and I thought was fascinating I thought that was way, the world is going to go and as it turned out, I was right so.

00:33:16.260 --> 00:33:21.810 Phillip Thomas: I was able to get involved at Wang and then I did spend some time data general and a few other companies and.

00:33:22.380 --> 00:33:30.090 Phillip Thomas: And it was really a different time It reminded me a little bit of the space program because I lived in Florida when I grew up and around the space Program.

00:33:30.450 --> 00:33:38.580 Phillip Thomas: And it was a real gogo time and America is united we're going to send a man to the moon we're going to be the first on the moon, there was a real feeling of patriotism and.

00:33:39.510 --> 00:33:49.500 Phillip Thomas: sort of unity around a common objective at a computer industry was like we get this whole new tool it's going to change the way the business is done and how people communicate interact and.

00:33:49.860 --> 00:34:04.980 Phillip Thomas: Now Look, we have a you know we have a little computer in our hand on a farm have an iPhone or something that's probably more powerful than the computers used to go to the moon and back so it's it's been a really amazing ride and i've enjoyed every minute of it along the way.

00:34:06.420 --> 00:34:18.120 Graham Dobbin: yeah we can you you're probably right that there's more powerful than than the computers that were on the first space launches and it's still can't give me the right subway times for New York.

00:34:19.200 --> 00:34:19.500 Graham Dobbin: isn't it.

00:34:19.890 --> 00:34:21.990 Phillip Thomas: and go to Switzerland, if you wanted to train.

00:34:24.210 --> 00:34:33.210 Graham Dobbin: i'm curious is something you said earlier, so here here good choice because obviously that set you up well, so a BA in political science.

00:34:33.480 --> 00:34:43.650 Graham Dobbin: or strategic intelligence program at the development in Defense Intelligence Agency executive development programs at Stanford and Harvard.

00:34:44.220 --> 00:34:56.790 Graham Dobbin: or two years of national service, what do you think would set people up more but to visit there's something you said earlier, you know, everybody should do a couple of years in the military just thought.

00:34:56.940 --> 00:35:05.070 Phillip Thomas: Well, you know, I think that you know people learn from three ways that they learned from listening they learn from seeing and they learn from experiencing.

00:35:05.790 --> 00:35:25.050 Phillip Thomas: And I think that having two years or three years or so of military service is an experience that changes you forever you're never the same, especially if you if you get involved, and you really try hard and you do the best job you can it changes your perspective on the world upon people.

00:35:27.030 --> 00:35:32.940 Phillip Thomas: People have to get along together they don't care about color race, religion or anything they got a job to do.

00:35:33.330 --> 00:35:38.040 Phillip Thomas: They stay focus they learn discipline self discipline, they were learn teamwork.

00:35:38.430 --> 00:35:46.860 Phillip Thomas: So I would say, you know, while Harvard and Stanford and other great schools pan and others are out there, and everyone should take advantage of those programs if they can.

00:35:47.520 --> 00:36:05.760 Phillip Thomas: The foundational elements of sort of from you know 19 to 22 that stage of a young woman or man's life of having some some service to the country I think it's very, very powerful and it will make them better in most cases.

00:36:06.840 --> 00:36:17.670 Graham Dobbin: Essentially i've experienced this Philip and I can only look back and it's probably easy to see this as a 50 something no but it probably would have done me a lot of good in the late teens or.

00:36:18.120 --> 00:36:20.580 Phillip Thomas: Whatever I would have helped you a lot.

00:36:22.650 --> 00:36:25.140 Graham Dobbin: Do you are you trying to say I need help, thank you.

00:36:27.060 --> 00:36:27.510 Phillip Thomas: Know it's.

00:36:27.900 --> 00:36:28.920 Phillip Thomas: it's a good experience.

00:36:29.040 --> 00:36:29.760 Phillip Thomas: yeah I.

00:36:29.820 --> 00:36:48.900 Graham Dobbin: genuinely can imagine um we've got i've got kind of a tenuous link here so just run with me on it, so you said that i'm visit each kind of building communities or colonies of business July it, I think you see where my links going yeah i'm in your spare time you're a beekeeper.

00:36:49.290 --> 00:36:51.000 Graham Dobbin: Yes, tell us more.

00:36:51.810 --> 00:36:55.530 Phillip Thomas: Well, as it turns out, be is our one of the more fascinating.

00:36:57.030 --> 00:37:06.540 Phillip Thomas: Little critters on the face of the earth they've been around 10s of thousands of years they've survived plagues pestilence and earthquakes everything you can name.

00:37:07.950 --> 00:37:10.620 Phillip Thomas: They they produce a product that never.

00:37:12.210 --> 00:37:17.550 Phillip Thomas: goes bad they found honey in King tut's tomb that was perfectly edible.

00:37:18.750 --> 00:37:20.010 Phillip Thomas: it's a perfect product.

00:37:21.360 --> 00:37:27.300 Phillip Thomas: And it's it actually has some medicinal qualities, as well as as a great sweetener and.

00:37:28.380 --> 00:37:34.440 Phillip Thomas: The bees, make it, you know incessantly and it's it's a great it's a great.

00:37:35.160 --> 00:37:49.860 Phillip Thomas: way to get away from throw the normal stresses and strains of life and get out there and sometimes I just sit there and watch the bees go in and out go in and out there, great example of teamwork of coordination of everyone, knowing their job and doing it well.

00:37:51.000 --> 00:38:01.590 Phillip Thomas: Most people don't know that honeybees only live about six or seven weeks the Queen can live a couple of years, but most bees, they fundamentally work themselves to death.

00:38:02.220 --> 00:38:12.240 Phillip Thomas: They work very hard and and, unlike some of the shows that you've seen where one person is assigned a job and that's what they do bees go through different phases of their existence.

00:38:12.810 --> 00:38:30.570 Phillip Thomas: They go from job to job to job and it's much like people we we go, we have entry level jobs and we work hard, and we move up the chain and that's what happens in a beehive and the product ends up being a great resource to the hive and to mankind.

00:38:32.160 --> 00:38:39.570 Graham Dobbin: So you can get we kind of threw that in, and this is what I love about this show I learned something every week you find honey in King tut's.

00:38:40.680 --> 00:38:41.130 Yes.

00:38:42.420 --> 00:38:43.350 Graham Dobbin: incredible.

00:38:43.980 --> 00:38:45.990 Phillip Thomas: Still edible perfectly edible.

00:38:46.740 --> 00:38:48.840 Graham Dobbin: Sugar another um come on.

00:38:50.100 --> 00:38:54.570 Graham Dobbin: cornell university program This is something that you do tell us more about this.

00:38:55.410 --> 00:39:01.620 Phillip Thomas: There are a number of really well known scientific researchers in the.

00:39:02.760 --> 00:39:04.530 Phillip Thomas: In the beekeeping world, one is.

00:39:05.670 --> 00:39:14.070 Phillip Thomas: A guy by the name of Tom seeley who is at cornell university Ithaca New York another's Randy Oliver who's out in California and.

00:39:15.270 --> 00:39:25.020 Phillip Thomas: There are a number of master beekeeping programs around and I, I certainly admire Thomas a lot he's written some amazing books on the lives of bees.

00:39:25.410 --> 00:39:39.180 Phillip Thomas: And honey what's called honeybee democracy and how bees actually sort of vote when they want to leave and go to a new home and the activities of the bs that that sort of create a sense of cohesion.

00:39:40.500 --> 00:39:53.340 Phillip Thomas: And Tom has Tom sealy has studied this and written about extensively and and he's at cornell and I think that sort of leading me towards cornell it's not that far from here and it's it's all online, but it's a phenomenal Program.

00:39:54.360 --> 00:40:07.200 Phillip Thomas: With multi dimensions to it that help people understand what be beekeeping is really all about and it's not it's a lot more complicated today that I used to be, because there are more pests and pathogens.

00:40:08.820 --> 00:40:16.110 Phillip Thomas: In the beekeeping world than that were say 20 or 30 years ago that's you had mentioned earlier colony collapse disorder which.

00:40:16.110 --> 00:40:16.290 Graham Dobbin: Is.

00:40:16.920 --> 00:40:19.500 Phillip Thomas: A phenomena that's about a decade old now but.

00:40:20.730 --> 00:40:28.950 Phillip Thomas: Literally 10s of millions of bees simply disappeared off the face of the earth, no one knows exactly why there's a lot of different theories floating around.

00:40:29.880 --> 00:40:41.970 Phillip Thomas: But there were you know, the number of actual bee colonies dropped dramatically partially because of things like global warming monocultures pesticides.

00:40:42.510 --> 00:40:55.710 Phillip Thomas: And and those kinds of things which have really decimated be high populations, once again, though these have been around for multiple 10s of thousands of years, and so that most of the bees have found ways to.

00:40:56.610 --> 00:41:09.810 Phillip Thomas: survive, but beekeeping today there's far fewer hive still we've kind of turned the corner on calling collapse disorder and it's it's starting to pick up a lot of amateur beekeepers and.

00:41:10.470 --> 00:41:16.530 Phillip Thomas: Early beekeepers beekeeping, even in the backyard, with two or three hives is it's promoting hives and b's.

00:41:17.070 --> 00:41:31.200 Phillip Thomas: And so it's it's now much, much better than it was but it's not nearly where it was when when before colony collapse disorder, so I think the master's program at cornell is a outstanding and i'm proud to be part of it.

00:41:32.100 --> 00:41:40.830 Graham Dobbin: I thought about you a couple of weeks ago was walking along the highway to New York and and they're promoting beehives and looking for safe spaces for them.

00:41:41.250 --> 00:41:56.820 Graham Dobbin: And i'm curious, because I know a little bit about this, and just a little bit from from the UK, why is it important, why should Why should people really it's missing out Why should people care of millions of bees dying.

00:41:57.540 --> 00:42:02.160 Phillip Thomas: The interesting thing, there is the direct connection between pollination by.

00:42:03.420 --> 00:42:09.990 Phillip Thomas: Bees and other pollinators one in every three bites of food is the result of pollination.

00:42:10.650 --> 00:42:20.550 Phillip Thomas: So if you if you if the if the bees disappeared you you'd lose all means you lose apples you you'd lose a lot of foods that we pretty much take for granted today.

00:42:21.150 --> 00:42:29.160 Phillip Thomas: And, and so it's a it's a has multi billion dollar implications but also has large implications on humankind.

00:42:29.580 --> 00:42:46.920 Phillip Thomas: In terms of the kind of foods that are available through pollinators so it's it's to me it's it's the responsibility of all of us to try to protect those those little critters who are doing so much to help preserve our lifestyle on our way of living in the foods we eat.

00:42:47.730 --> 00:42:49.350 Phillip Thomas: So it's a serious problem.

00:42:49.800 --> 00:43:02.670 Graham Dobbin: Essentially, we you know we spoke about military was spoken about technology, we spoke about going to space they were talking about animals who are or insects or other that are absolutely vital to to to have a live.

00:43:03.270 --> 00:43:15.870 Phillip Thomas: Exactly most people like to be as as oh it's something to be afraid out and their past, and you know let's get rid of them know they are essential to our way of life as as a human race and so.

00:43:16.980 --> 00:43:24.420 Phillip Thomas: If you can imagine, and there are a lot of videos on YouTube about this, but if you can imagine life without these you can imagine, also imagine a life with only.

00:43:25.560 --> 00:43:31.260 Phillip Thomas: A portion of the kind of foods that we take for granted, all day every day vegetables fruits and others nuts.

00:43:32.670 --> 00:43:38.610 Phillip Thomas: Just the pollination alone in California of the allman fields is a multi multi million dollar business.

00:43:39.120 --> 00:43:49.050 Phillip Thomas: And it's it's they actually take thousands and 10s of thousands of bees on the backs of trucks and they truck them to the pollination, to the allman fields to pollinate the omen fields.

00:43:49.440 --> 00:44:04.590 Phillip Thomas: Because there's just not enough these indigenous to the area to support that that industry so it's a multi billion dollar industry that's supported by bees it's quite interesting, the more you get into it, the more you find that wow This is great interdependency between us and nature.

00:44:06.000 --> 00:44:13.290 Graham Dobbin: i'm going to go for a quick break our final break this rushing through this will, when we come back i'm going to go to.

00:44:13.560 --> 00:44:24.270 Graham Dobbin: what's probably the lessons from that we've already spoke about external factors and us as people in leaders, what can we take from that and also maybe just explore how else you relax.

00:44:24.780 --> 00:44:36.570 Graham Dobbin: And what you're looking at is maybe one of the most underrated leadership skills in quality so we'll do that, after the break you're listening to the mind behind leadership on grim dobbin we're live on talk radio dot nyc.

00:44:36.960 --> 00:44:41.820 Graham Dobbin: And i'm delighted to say that we were with Phillip Thomas this evening we'll be right back after these messages.

00:44:43.980 --> 00:44:44.070 To.

00:47:04.020 --> 00:47:12.990 Graham Dobbin: Welcome back to the mind behind leadership live on talk radio dot nyc I just before the break with Philip we were talking about.

00:47:13.950 --> 00:47:32.820 Graham Dobbin: His work with bees bee colonies be collapse disorder and just how how important they are to us, what do you see as it being potentially something they comes over into business, maybe that attitude, you spoke about how the bees work.

00:47:38.460 --> 00:47:44.220 Phillip Thomas: i've been working on a blog or to talk about this topic it's one of those things where.

00:47:45.720 --> 00:47:53.820 Phillip Thomas: there's so many examples that the bees set for us in terms of just hard work communication teamwork.

00:47:54.870 --> 00:48:04.980 Phillip Thomas: The business world is is more complicated today than ever before, as we all know and there's a lot of specialization there's a lot of.

00:48:05.520 --> 00:48:12.510 Phillip Thomas: Leadership requirements that are constantly challenge, I think, when I work with a lot of the companies that I work with.

00:48:13.020 --> 00:48:22.590 Phillip Thomas: The CEOs are there, but what happens if you want, and I always tell my company, if you want to create a sustainable scalable and predictable enterprise.

00:48:23.010 --> 00:48:32.280 Phillip Thomas: If you want a scalable sustainable and predictable enterprise, you have to have a good second tier you have to have a good set of senior leaders.

00:48:33.240 --> 00:48:43.170 Phillip Thomas: That the CEO can rely on, and this is actually what happens in the colonies, to the Queen everyone thinks the Queen kind of rules, the roost and the Hulk and the colony, but really.

00:48:43.560 --> 00:48:53.610 Phillip Thomas: The nurse bees, who take care of the Queen and Anna who are in charge of kind of making sure that the place is shipshape there's little there's little undertaker bees that take the debbie's out there's.

00:48:54.000 --> 00:48:59.640 Phillip Thomas: there's nurse bees that nurse, the young there's other bs that do the foreign gene there's other bs that actually.

00:49:00.540 --> 00:49:09.330 Phillip Thomas: Take the product from the foragers and translated into honey there's other bs that actually kept the honey off so everyone's working in a synchronized way to.

00:49:09.900 --> 00:49:16.110 Phillip Thomas: To the benefit of the of the of the hive and they store far more honey than they actually.

00:49:16.590 --> 00:49:25.440 Phillip Thomas: need because they they hibernate during the winter right now it's going to be about 20 degrees outside Boston today my highest are all outside these are all clustered together.

00:49:26.070 --> 00:49:35.460 Phillip Thomas: Keeping one another warm I put meet them on brothers inside my hives and even though it's 20 degrees outside it's 95 degrees inside the hive in the middle of that cluster of bees it's in there.

00:49:35.730 --> 00:49:40.800 Phillip Thomas: Because they're there they're working together to survive, and I think that there's a lot of.

00:49:42.120 --> 00:49:46.080 Phillip Thomas: parallels there in terms of teamwork, and all of us working together.

00:49:46.680 --> 00:49:53.310 Phillip Thomas: Both at the company level and in our societies in a way that's positive and reinforcing and recognizes differences.

00:49:53.610 --> 00:50:05.310 Phillip Thomas: And at the same time pulls together in a way that that once again provides for a better life for our for ourselves, our children and grandchildren so it's it's very much a nice parallel between.

00:50:05.640 --> 00:50:12.540 Phillip Thomas: The way you know, nature has nurtured bees along and how we should be nurturing ourselves, I see.

00:50:13.410 --> 00:50:19.710 Graham Dobbin: up a ball, in the end, that was just lovely how nature, how nature has can repeat that one.

00:50:20.340 --> 00:50:25.140 Phillip Thomas: How nature has has has nurtured bees and how we should lead nurturing ourselves.

00:50:25.530 --> 00:50:41.490 Graham Dobbin: You know, I was thinking when you were talking about this, I hear so many analogies and stories and kind of comparisons about leadership and business, and I wish you'd walk together and that's probably one of the few this just real it's about a genuine.

00:50:42.840 --> 00:50:46.170 Graham Dobbin: way of working, that survived through so many different things.

00:50:47.370 --> 00:50:52.290 Graham Dobbin: And you what was the thing you said, I just want to make sure that other people caught a scalable predictable.

00:50:53.370 --> 00:50:55.680 Phillip Thomas: Business more predictable and sustainable.

00:50:55.740 --> 00:51:03.450 Phillip Thomas: Sustainable which applies to business but also applies to you know the world around us, you know we can't keep you know.

00:51:04.140 --> 00:51:10.350 Phillip Thomas: polluting and doing other things that are destroying the environment that we so are so dependent on so.

00:51:10.800 --> 00:51:21.000 Phillip Thomas: We have to be thinking more sustainable, more scalable and more predictable for mankind's benefit and I tell you there's you know there's a phrase called a collective.

00:51:21.600 --> 00:51:30.750 Phillip Thomas: of you know, fish and big schools just swarm around and they all have they all know when to turn right turn left and stay together these two the same thing there's other.

00:51:31.200 --> 00:51:38.940 Phillip Thomas: there's other animals and parts parts of the animal kingdom that where there's kind of a common thread and there's a common.

00:51:39.810 --> 00:51:52.680 Phillip Thomas: way of doing things and we haven't as a as a as a people as business community, we haven't quite figured out how to do that, as well as it happens, naturally, but the more we can work together for common goals in.

00:51:53.160 --> 00:52:02.310 Phillip Thomas: Common with a common objective and forget about all the petty stuff and just stay focused on on the right, you know principles.

00:52:03.420 --> 00:52:10.440 Phillip Thomas: I always tell my CEOs like I i'm not going to tell you how to run your company i'm going to teach you some principles i'm letting you govern yourself.

00:52:11.040 --> 00:52:22.470 Phillip Thomas: Because, in the end you're you're in charge, but I am going to teach you things that are more or less tried and true that have been proven to be you know successful for other people and and how you do it, or when you do it or.

00:52:23.520 --> 00:52:29.100 Phillip Thomas: Whether you choose to do it or not, that's up to you, but i'm going to teach you correct principles and hopefully you govern yourself properly.

00:52:30.060 --> 00:52:45.150 Graham Dobbin: So, again that's supposed to sleep, to me, then, to when I said that we're going to have a look at maybe just for under rated leadership skills or qualities, or what do you think is is that a connection there that the leaders don't necessarily making probably need to.

00:52:46.170 --> 00:52:54.570 Phillip Thomas: Well, a lot of leaders thing you know that all the ideas come from the top and and really the quote Steve Jobs right he he said to the effect.

00:52:55.140 --> 00:53:02.520 Phillip Thomas: You know, we don't hire smart people and tell them what to do, we hire smart people, so they can tell us what to do and that's a whole different way of looking at things.

00:53:03.870 --> 00:53:11.550 Phillip Thomas: And I think it's I think it's true just recognizing one of my CEOs has a really pepe kind of management style, he says look.

00:53:11.910 --> 00:53:17.070 Phillip Thomas: My way of doing it is if somebody else can do the job better than me I just let them do it, I you know I.

00:53:17.640 --> 00:53:32.760 Phillip Thomas: Why should I try to do it when they can do a better, and so this is a way of showing respect but but respect for the trust that goes with you know empowering people to do things that they can and will do will do probably better job than the CEO does.

00:53:34.980 --> 00:53:41.640 Graham Dobbin: it's interestingly kind of leaders at all different levels, I see having difficulty helping out and just allowing others to download.

00:53:42.210 --> 00:53:56.160 Graham Dobbin: delegating and all our loving others to do a different task or or even just giving up a little bit of what they do there's that natural fear and a few things they can do that as they might do better so.

00:53:57.990 --> 00:54:03.420 Graham Dobbin: that's something you think it just needs to go, we just need to let people let people do what they do well.

00:54:03.510 --> 00:54:07.500 Phillip Thomas: We need to be mindful about that I always tell my CEOs look.

00:54:09.030 --> 00:54:12.930 Phillip Thomas: You have a sense of what needs to be done, what kind of results are needed.

00:54:13.530 --> 00:54:21.240 Phillip Thomas: So what you do is you try to empower people and give them the tools and you give them the encouragement that they need tell them what's needed, and when you need it, but.

00:54:21.720 --> 00:54:31.710 Phillip Thomas: Put a timetable to it, so you can be they can be held accountable and when they make the commitment you know they have to honor those commitments, and when you make a commitment to them, you have to honor your own commitments.

00:54:32.160 --> 00:54:39.810 Phillip Thomas: So you you you work with integrity you work as a team you honor commitments and you hold one another accountable.

00:54:40.350 --> 00:54:56.880 Phillip Thomas: If it sounds a little you know, simple and i'm sure Harvard and Stanford and other people will probably you know amplify that 1000 times, but if you boil it all down teamwork, and let that people just do what what they know they can do and give them tools and get out of their way.

00:54:57.180 --> 00:55:09.180 Graham Dobbin: I you mentioned coffee earlier and Dale Carnegie I think you know i'm going to paraphrase this ever so slightly, but Dale Carnegie said, you know a lot of his principles were common sense just not commonly used.

00:55:09.300 --> 00:55:09.720 Phillip Thomas: Yes.

00:55:09.780 --> 00:55:16.890 Graham Dobbin: You know this is this this stuff isn't intellectually challenging it's just it's difficult to get into context, sometimes yeah.

00:55:17.430 --> 00:55:22.140 Phillip Thomas: and going back to what we talked about earlier, you know once they try it once they actually experience it.

00:55:22.560 --> 00:55:27.420 Phillip Thomas: it's never the same you know, I have one CEO who, a few years ago had a little three or $4 million business.

00:55:27.870 --> 00:55:35.430 Phillip Thomas: And he was turning off the lights and sweeping the floors and emptying the trash and he was developing new products and he was selling pot, and I said john.

00:55:35.910 --> 00:55:43.830 Phillip Thomas: You need to develop the second tier and you need to empower people to do some of these kinds of things and he says well if I do, that what will I do all day and I think.

00:55:44.460 --> 00:55:59.130 Phillip Thomas: you'll be busy but you'll be doing different things now he's a 15 to $20 million business, he has a nice strong second tier and he's just as busy, as ever, but it's health has improved, he has more time with his family and the company's performing at a higher level than ever before.

00:56:00.150 --> 00:56:04.860 Graham Dobbin: Nice that's that's a great story to to to finish off on it sounds like your groups.

00:56:05.250 --> 00:56:11.640 Graham Dobbin: are extremely powerful for everybody involved Philip Thank you so much for for coming on.

00:56:11.940 --> 00:56:23.130 Graham Dobbin: This evening, tell us about your studies templates template tell us about bees we'd love to have you back at some some point i'm just going to say that about making your business scalable sustainable and predictable.

00:56:23.490 --> 00:56:29.070 Graham Dobbin: Is the key you've been listening to the main behind leadership with me, Graham dobbins Thank you tonight for.

00:56:29.490 --> 00:56:46.440 Graham Dobbin: To Sandra kenley for the introduction to Philip and for our producer this evening Emily schulman if you want to catch this or any of the other shows go to your podcast platform and you'll find them there thanks we'll see you again next Thursday good night.

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