Episode Transcript
[00:00:00] Speaker A: Welcome to Strategic Renewal.
[00:00:01] Speaker B: I'm Doreen Milano and today we're diving into the shifts and strategies that help
[00:00:07] Speaker A: leaders reinvent themselves and their businesses.
[00:00:10] Speaker B: This is Strategic Renewal on NOW Media Television.
[00:00:15] Speaker A: So welcome to Strategic Renewal. I'm Doreen Milano, your host and in my career advising executives and restructuring corporate workflows, I have found that true expertise optimization requires more than just updating technology or training.
It demands profound alignment of core human identity with operational strategy.
When a company loses foundational purpose, it experiences systematic stagnation and a drop in overall productivity.
I'm so happy that. Joining me today is Tony Wall, a business strategist who might be the ultimate futurist.
His work is dedicated to human sustainability.
He's a human humanitarian and visionary.
He's a best selling author.
He's also the host of Humanity Redefined.
He brings top tier insights on how to align corporate performance with deep professional meaning. Tony, welcome to Strategic Renewal. It's an honor to have you with us, Doreen.
[00:01:37] Speaker C: The pleasure is mine. Thank you very much.
[00:01:40] Speaker A: So for our listeners, before we begin this critical operational audit, we want to ensure your management team is fully equipped for future market shifts.
Download the free Now Media TV app on Roku or iOS to stream our premium business content live or on demand.
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So when analyzing underperforming corporate division, how can a CEO distinguish between a failure of technical process and a deeper crisis of cultural purpose? This is a really deep question that eludes a lot of people.
[00:02:33] Speaker C: Well, I guess I'm on the spot.
I don't think it eludes me. As a matter of fact, I'm going to drop a bomb. But a very responsible bomb.
I do.
[00:02:43] Speaker A: Okay, we're ready.
[00:02:44] Speaker C: I do a human. I do human sustainability. So humans have. Because humans are not sustainable in their current iteration, we here's the bomb.
We've got to strip it down.
Modern humanity is a failed culture.
Now I'm going to let that just kind of sink in.
That is as brutal an observation as it is inarguable.
There isn't anybody in the world that does not view the degradation of the human species on the horizon. There's nobody does. So that's reasonable. So we need to strip everything down and admit that and now we can get something done. Okay, so your question wants to know, you know, what does. What does an underperforming CEO distinct? How do they distinguish between failure of technical processes and a deeper crisis? First of all, not all CEOs are cut out to be that there are certain things. If it's a public company, they're more apt to get the right person. If it's a private company, it's now an unnatural hierarchy, which is in trouble. Out of the eight, we need to understand that a good CEO will concede to the fact that there is a crisis.
A good CEO will literally say, we are in crisis. I need your help to get out of it.
That's new leadership. It's called vulnerability.
So once a concern is conceded to, now a CEO is open to input.
[00:04:27] Speaker A: Got it.
Well, and we all have blind spots, including CEOs, right?
[00:04:33] Speaker C: Yeah.
What we're not going to be doing is if a CEO is a my way or the highway type of guy, that brings with it a lot of problems. But let's pretend that's not true.
So metrics, the metrics we're going to use come last.
The first thing we're going to do is establish a culture of vulnerability is strength.
That's counterintuitive to my way or the highway.
That's my answer.
A CEO is going to show his humanity first and a deep understanding of human behavior in the future.
[00:05:16] Speaker A: So that's more along the lines of Patrick Lencioni's teachings.
And it is really fundamental to sourcing solutions rather than staying focused on the people problem.
Really looking for a people solution.
[00:05:37] Speaker C: Well, if you're forcing solutions, that means you're diminishing others.
And. And the diminishment of any other person and any dynamic, let alone a work dynamic, is a poison pill.
So, you know, human beings can be led, but we will not sit still to be diminished or judged in any way.
So if your culture is one of diminishment, Ben, and lesser, so judgment, that's going to ignite resentment, which I call poison pill of any dynamic whatsoever. Ignite.
Show me a resentful employee, I'll show you a silent implosion that takes care, that takes place out of sight.
I read about your work. You are big about appreciation. I mean, from the top down, the best CEOs are found chatting up the maintenance staff.
That's where they spend their time. That's appreciation. That's the culture. If this is a fear culture, we're going nowhere and fast.
[00:06:48] Speaker A: Well, that's part of the system I work within, is that if we are not acknowledging the things that were good within the unit, within the system, within the people, they disengage.
[00:07:08] Speaker C: They disengage most certainly. And even worse than that, they will go again. I use this word resentment. I need this to be almost like a neon sign.
Ignite resentment in anyone. No matter how much resentment will default mathematically to vengeance. On some level it will go underground.
So whatever any diminishing CEO thinks he's getting done, he isn't.
So if you. Again, I want to. I want to stress this.
Ignite resentment and then your culture fails from there. Unless you.
Unless a CEO can literally choose vulnerability and explain. Look, I'm helpless. Is there any suggestions?
Now everybody's involved.
My way or the highway.
That's a.
That's failure. That's. It's a matter of time.
[00:08:05] Speaker A: So Tony, what are the immediate macro level financial risks? An enterprise that priorities short term metrics while completely ignoring the employment, employee fulfillment and corporate identity.
[00:08:22] Speaker C: I understand what you're saying. Macro. First of all, let me focus on macro. I am a macro humanist. It's funny you should mention a microhumanist is a therapist and a patient.
That's a microhumanist undertaking. Macrohumanism deals with groups, the behavior of groups up to and including the entire human race.
The behavior of groups can be precisely predicted with mathematical precision that makes a Swiss clock look slow.
We call these situations complex. They're not so. So let's go back to your question macro level again. I.
A culture will fail the moment that it has something imposed upon it as opposed to layered into it.
You understand the difference? If you're going to impose again, I said before, humans can and want to be led.
We can't be diminished. We can't be judged because humans are like and equal beings at the DNA level.
[00:09:37] Speaker B: Yeah.
[00:09:38] Speaker C: So I hope that answers your question. But you use the word sustainable and that's what I do.
[00:09:44] Speaker A: Well, I think one of the things that's important to recognize here is that what whatever organization as a, as an employee or as a manager that we join, we are choosing to have that culture be part of how we work.
I only culture within that organization is what I'm talking about.
[00:10:14] Speaker C: Yeah, I always tack on something at the end. I. I hope not annoyingly, but remember up to including the human race, rather than suggesting that we do these things, I'm explaining that we need. We better do these things or human beings are going to disappear. The way we carry on just. There's just no happy ending to it. The new leadership. New. The new leadership will occur or humans will stop occurring.
[00:10:46] Speaker A: Well, we'll be right back with Tony.
An enterprise cannot achieve sustainable market dominance if its internal culture is completely disconnected from. From a clear shared vision. True structural health begins with personal and Collective alignment.
Do not move an inch. When we return from this brief break, Tony and I will break down the exact methods of turning employee potential into strategic leverage. We will be right back.
[00:11:17] Speaker B: We'll be right back with more insights on renewing your focus, your energy and and your path forward. This is Strategic Renewal on NOW Media Television.
And we are back. I'm Doreen Milano and you're watching Strategic Renewal on NOW Media Television.
Let's continue exploring what it means to embrace change and grow with purpose.
[00:11:47] Speaker A: So welcome back to Strategic Renewal. I'm Doreen Milano and I'm here with futuristic and corporate culture advisor Tony Wall mapping out how we can design an agile enterprise architecture that maximizes human capacity. That is a mouthful to scale effectively across volatile markets and organizations must look past old transactional management structures and actively build psychological safety.
True renewal occurs when leadership establishes robust feedback loops, explicit metrics and structured development pathways.
When you invest intentionally in personal evolution of your managers, you aren't just boosting morale. You are implementing a high level strategy that stabilizes your retention rates and directly drives drives operational consistency. Tony, let's look at how an executive practically starts the process of converting stagnant operational hierarchies to high performing purpose driven teams.
[00:13:03] Speaker C: Well, let's do that. The first thing a CEO, first thing new leadership will look like is again I use the word vulnerability. It sounds, it sounds like this.
I'm vaguely helpless here. I could use some suggestions.
This is a whole new thing.
If you look at Star Trek, even Captain Kirk turns around and finally says suggestions.
How do we get out of here?
[00:13:32] Speaker A: Let's stop a second and let our audience catch up a bit. To access advanced cultural audit tools and learn how to stabilize your company's internal dynamics.
Join our global network of executives by subscribing to www.nowmediatv so that you can re watch this over and over and again to get the lessons that we're talking about.
So are there specific metrics that a leadership team should use in order to measure their health and trust levels within their workplace?
[00:14:13] Speaker C: Yeah, specific metrics that cannot be have to be sales and profit and loss statements. Last, last, first thing is to stabilize your team.
And again, I don't want to, I use this word over and over but at great risk. Appreciation. Look human.
Our needs are few. I want to stress this. Human needs are few.
Show a little appreciation to somebody and just watch what you get back.
So this is really difficult to explain to somebody who's an authoritarian that they're torpedoing their their own operation.
[00:15:03] Speaker A: When you Go to say thank you, Tony.
The first thing that you can do to make a difference is thank somebody for something specific that they did.
Instead of blanket thank you, say, I really appreciate the time you took to do X and the result you got was Y.
Thank you for that.
[00:15:26] Speaker C: Yeah. There's also something else too. Again, we got to strip this down even further.
The new leadership will in fact, I say again, will in fact understand what drives human behavior at an extremely deep level.
If we don't know what's happening in front of us, what's driving it, we're doomed to react to it as opposed to, you know, we've got to go way past looking at a mess and asking ourselves what's driving this?
And that's when we get, say things like, is something, is there anything I can help you with? Might there be something going on? Do you want to talk about something?
These are, these are the new leadership tactics. It's not going to be about like focus in here, get with this.
No, no. Is there something that you want to say?
Is there something bothering you that I can help you with?
When you reach just that far enough, you're going to suddenly have an employee that says this person cares about me again. Watch what happens from there.
[00:16:44] Speaker A: So, Tony, when a business owner decides to implement new human centric management philosophies, what communication mistakes typically cause internal pushback.
[00:16:59] Speaker C: Internal pushback comes from any culture that is not precisely informed as to what it's there to do.
And we encourage, I guess we don't impose anything.
First of all, if we're imposing an agenda on any worker, again, we are coming at it from a place of I'm a greater being than you.
There are no greater and lesser beings. We are all the same.
So we're not imposing our agenda, we're actually encouraging our agenda. We're layering it in.
Anything that keeps away from authoritarian behavior. Authoritarian behavior is a poison pill.
[00:17:55] Speaker A: Well, one of the things that, and this conversation is like bringing up situations and issues that I've, I've had to deal with in the past.
So can we talk about something a little more specific here and allow people to see the difference?
[00:18:18] Speaker C: Well, yeah, let's talk about mid level management then.
[00:18:20] Speaker A: That's that. That is exactly where I was going to go. And I had to deal with a mid level manager who had massive things going on negatively at home and as a result he started drinking and then as a mid level manager would show up to work in Hebrew.
[00:18:49] Speaker C: First of all, let's, let's agree on the Difficulty of that situation.
[00:18:54] Speaker A: Yeah, it's huge.
[00:18:56] Speaker C: It, we just took a first step that most people don't think to take. Let's agree that this is a difficult situation as opposed to. What are you going to do about this? Well, the first thing I'm going to do is say is this is difficult.
Okay, we agree. Now what? Well, that person, I hate to say it, that personal needs a little love in the future. They need a bit of love. A little bit of love. So first of all, middle manager. We've diminished that term over the.
We even like gossip about it. Well, you know, he's a middle manager.
We. Right there, right there. We undermine the very idea of being a middle manager as if it's some kind something. Something that's hanging office.
We need to promote middle management away from the fear of being a middle manager. The first to go middle manager. Maybe we should change what we call these poor people because they're a cliche and a bad one.
Well, middle management is the first to go. Well, I can't wait to be a middle manager.
Who would want to be a middle manager? So we better start thinking different about
[00:20:12] Speaker A: what middle managers are really. Leadership.
[00:20:16] Speaker C: Yeah, yeah. And they're all.
[00:20:18] Speaker A: But they're at a fundamental level. I mean, leadership that the workforce is looking up to.
[00:20:26] Speaker C: You couldn't be more correct. Which is in direct conflict with the way that we view them. Middle management goes first.
Oh, that doesn't really jive with the fact that they're the heartbeat of the organization.
So again, we just need to.
We do, we need to appreciate what middle managers are as opposed to whisper about them when tough times come and they get laid off.
So, you know, it's.
Again, we just have to. We'll go from.
To appreciation or we'll fail.
If we don't appreciate every single person in.
Or if we give off an illusion of being a greater being, we're in trouble. We're in trouble. Just give it time.
There are no, there are no allies if given enough time.
[00:21:30] Speaker A: So we've got a mid level manager.
He's actually a leader lead. A leader in the organization who is showing up to work because of deeper issues that he's facing.
How do we show the love that this individual needs? Now I know how we solve the problem, but I'm looking for how you would solve the problem.
[00:21:55] Speaker C: Well, it's hard. It's very difficult. Somebody's drinking.
We've got to sit down and say it's really difficult to be empathic.
We will be empathic or we will Destabilize the situation further.
The person's already in trouble.
First I would do is I would reassure them that you're in trouble and it's okay.
It's okay for you to be in trouble. We go from here.
[00:22:25] Speaker A: So acknowledging not only the where they're at, but acknowledging that you're there as
[00:22:33] Speaker C: a support system, not only am I here, but what you're going through is going, is happening millions and millions and millions of times right as we speak.
Welcome to normal. Now, let's get you straight now.
[00:22:50] Speaker A: Yeah,
[00:22:52] Speaker C: that's pretty much the simplest answer I can give you. If you're going to place fear in the heart of that individual, what may drive them over the edge, that's not what we're meant to do. It's not what we're wired to do.
[00:23:06] Speaker A: So it doesn't matter if it's a mid level manager that we're talking about or a frontline employee.
What we're talking about is showing humanity first and acknowledging where they're at and what the support system is there to do for them.
[00:23:22] Speaker C: At risk of catastrophe. I want to add that at the end of it.
[00:23:26] Speaker A: Exactly, Absolutely.
[00:23:28] Speaker C: Yeah, actually, absolutely everything you said and I add, at risk of catastrophe.
This thing's failed right in front of us. We can agree on that. We must move in this direction. Can I make a. I think this fits in.
I do conflict management from time to time. I, I want. Pardon me if I take a sip. Work.
Here's what I find out. I think you're going to understand this, why this is a short story too. I promise, if I'm ever asked.
[00:24:03] Speaker A: Let's, let's pause on that. Let's come back from this next segment. Let's talk about the short story because I want to make sure that you have time to finish it.
[00:24:13] Speaker C: So, people, I think you should transition away. Yes, thank you. You gotta shut me up time to time. Dorian,
[00:24:20] Speaker A: when we properly develop your workforce, you build resilient foundations for predictable financial returns. Your corporate framework must elevate your human talent, not exhaust it. Stay right where you are. After this break, we'll look to how to steer an enterprise through major structural turns without creating internal panic. And we'll come back to Tony's story. I can't wait.
[00:24:48] Speaker B: We'll be right back with more insights on renewing your focus, your energy and your path forward. This is Strategic Renewal on NOW Media Television.
And we are back. I'm Doreen Milano and you're watching Strategic Renewal on NOW Media Television.
Let's continue exploring what it means to embrace change and grow with purpose.
[00:25:18] Speaker A: So welcome back. And you are watching Strategic Renewal. I'm Doreen Milano and I'm joined today by corporate culture specialist Tony Wall. And throughout my years optimizing corporate frameworks, I have learned that the most high stakes moments happen during an operational pivot. Oh, goodness, do they ever. And whether you are changing your compliance standards, restrict restructuring leadership, or integrating automated workflows, major structural shifts can trigger deep employee anxiety.
If an executive fails to communicate the timeline, the purpose, the impact of the transition. Transition with complete clarity, the organization will default to friction and delay.
Managing an enterprise pivot requires calculated balance of strategic speed and transparent communication.
Now, Tony, I promised you that you could tell your story, so now's your time.
[00:26:23] Speaker C: Well, it's a. It's a quick story. Conflict management, we're talking. It fits right in with what we're doing.
We assign complexity. It's not. If you've got a company of, say, 100 employees, I'll ask the person one question. Find me what you think is your most diminished employee. And they'll think about that and they'll say, okay. They just find me what you think.
Okay. When they do, I interview that employee and I ask, and I determine by that who their tormentor is.
Let me explain something about that. You want to blow up an entire culture, there's normally only one person at the center of it. One, perhaps two.
So what? So what that leads to is something called identify and extract.
If we. We found the most diminished person, we found their tormentor. We extract their tormentor and everything just kind of flows into something much better. That's my story.
[00:27:34] Speaker A: I love it.
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So, Tony, why do so many meticulously developed corporate strategies stall during implementation due to underlying cultural resistance or misaligned priorities?
[00:28:12] Speaker C: Let me, let me explain it. What you said. Four words. Meticulously developed corporate strategies.
If they stall. Let me put another word in there. They failed.
[00:28:23] Speaker A: Yes.
[00:28:24] Speaker C: They installed. They failed. We can agree. Meticulously developed. That means they weren't. That means they were not meticulously developed. Or more correctly, they were developed within the context of a failure culture.
So.
So people that say to me all the time like, we've meticulously. Well, we think we did, but we're doing it from within the context of what always fails, and we wonder why it again fails. So there's no logical flow to restarting the same model. It means that that human behavior and its ancient triggers must be understood by the new leader at risk of repetitive failure. Repetitive getting into the same thing. Once we understand the motivators of what people do now, we could get something done.
And that's. That's empathy. So continue on.
[00:29:27] Speaker A: Well, you know, one of the things that you really outlined here was company culture should be driven by the core values of whatever the company has built.
And so if. If, if over time those values have shifted, the culture is going to shift.
And the acknowledgment of that cultural shift often does not happen.
[00:30:02] Speaker C: You're talking about ownership.
[00:30:03] Speaker A: Yes.
[00:30:06] Speaker C: One word. We're agreeing and not even knowing.
A new leadership will have full ownership of the. Of. Of the responsibility. Full ownership.
This is completely different. It's completely counterintuitive. This. Who, Me? What? Me? No, no. Hey, look here. I'm going to take full ownership of this concern. First of all, folks, it falls to me.
Blame does not apply here, folks. Why? Because the shortest book ever written is people who accept blame.
So that's why we're not going to be blaming anyone. I take full responsibility now we can get something done. That's vulnerability. Vulnerability is strength. That's the new.
[00:30:53] Speaker A: You're saying something here that I really align with, and that is people refuse to take full responsibility because they have a misguided idea that means that they're to blame.
[00:31:11] Speaker C: They.
Two things are true. They are. However, remember the shortest book title, people who Accept Blame.
[00:31:20] Speaker A: So the blame isn't. Isn't the negative thing that's going on here.
The negative thing that happens is that they don't take responsibility because of the fear of blame.
[00:31:33] Speaker C: Right. At risk. Exactly. They don't take responsibility and they therefore set the trap for ongoing failure.
[00:31:42] Speaker A: And. And that was the thing that I really wanted to point out and what you were saying, because that is so incredibly powerful.
[00:31:53] Speaker C: It most certainly is.
And we. We agree. We're saying those same words only differently.
[00:31:58] Speaker A: Yes.
So what's the immediate first step an executive must take to restore internal trust when a previous system implementation was poorly communicated?
[00:32:16] Speaker C: Reset. Redo.
Redo. From a place of.
I have apparently miscommunicated.
I have. I take full responsibility in not communicating this. Let's reset.
I want to thank everybody for putting up with the fact that this was not properly communicated.
So again, any. That's the opposite of diminishment.
Opposite. It's appreciating those who put up with a vulnerable leader. Now, you can't be too vulnerable. We get this. But authoritarian, Forget about it. Forget about it. People will walk away from a table if you're authoritarian. They'll nod their heads and then they'll go into a place where like, let me get the heck out of here.
[00:33:07] Speaker A: There's another concept here that I'd like to ask you about.
How should leadership determine which heritage processes must be preserved and which must be replaced to allow for scalable enterprise? Evolution.
[00:33:25] Speaker C: Actually, it goes right back into wrapping up with the same ideology.
The first thing that has to happen is to view and own what has not worked and to only then pivot to what can. What can't view itself dooms itself by that.
Okay, what totally views itself now can pivot into something workable and very. That's very powerful. And by the way, humans will do that or watch again.
We won't be here.
That's what I do. I do human extinction prevention.
I'm not chatting about it. We're not convincing about it. We're gonna, we need to, we need to prevent it by becoming what we are at heart. And that is collaborative, cooperative, affiliative.
That's who we are. We don't diminish other human beings. We roll along as one.
So an unnatural hierarchy is flat out doomed. And if you know one that isn't, give it time.
[00:34:42] Speaker A: What I'm hearing you say at the basis level is that human being naturally and instinctively are tribal.
We belong to a tribe.
And that tribe doesn't have to be a hierarchy as much as it needs to be the belonging.
[00:35:05] Speaker C: The belonging. Let me.
I want you to imagine a tire.
A tire rolls along. If you put a nail into a tire, it doesn't matter where on the tire you put it. It doesn't matter.
It doesn't matter. The tire will go flat. That means the entire tire is a roll along thing where all of its parts are equal.
[00:35:27] Speaker A: That's true.
So Tony, we have to break here really quickly. We'll come back.
And structural transformation is an exact science, not an erratic response to an industry shift. To protect market position, you must be willing to replace outdated habits with modern agile solutions. Stay tuned. Our final segment on building self sustaining business models are coming up next. I can't wait. We'll be right back.
[00:35:59] Speaker B: We'll be right back with more insights on renewing your focus, your energy and your path forward. This is strategic Reason. Newell on NOW Media Television are back. I'm Doreen Milano and you're watching Strategic Renewal on NOW Media Television.
Let's continue exploring what it means to embrace change and Grow with purpose.
[00:36:27] Speaker A: So welcome back to the final segment of Strategic Renewal. I'm Doreen Milano. I'm sitting down with strategist and host Tony Wall. And today we have mapped out complete, a complete roadmap for high level business transformation. We have analyzed the true costs of unaligned corporate cultures, broken down how to turn human potential into operational leverage and detail the exact methods for leading major organizational pivots with absolute trust. Now we turn our attention to the ultimate goal. Building an enduring corporate engine that maintains momentum and profitability over the next decade. To secure your corporate legacy, your revenue models, your talent pipelines and your long term values must function as a single synchronized system.
Tony, let's close by mapping out the daily operational habits that ensure an enterprise remains future proof and ensure your organization remains positioned for sustainable market dominance. Follow our global network across all major platforms at NOW Media TV and share these insights with executive business owners ready to transform their operations today.
[00:37:57] Speaker C: Tony, here we go.
[00:38:01] Speaker A: This is the biggest one yet.
So what are the common management oversights that cause an organization to slowly slip back into old inefficient habits after major cultural overhauls?
[00:38:19] Speaker C: This is simple.
When. When the new. When new leadership does not understand its employees and why their employees act the way they do. Because remember, we're all the same, okay? Never mind the situations at home, they're variables.
We are dealing with stress. We were dealing with grief, loss of some kind. We need help.
We don't need to be stressed. We need help. So if the new leadership, any new leadership, will deeply understand human behavior. I can't stress this enough.
If we are reacting instead of understanding, we, that's a torpedo right there. We, we have to recover from there.
So the first things first, we're going to need to in the next 100 years. We have the data to understand what motivates human beings. Every single thing that they do, there's an ancient trigger to it.
The new leader will understand what that is and proceed from that place of understanding, not from a place of action. Reaction.
[00:39:39] Speaker A: Got it.
So for the corporate directors and equity partners watching us right now, what does it truly mean to design a company that can drive independently of its founding?
[00:39:58] Speaker C: I isolated two words there and I think you'll approve.
Directors and equity partners. That was part of the question. I would like to make it part of the answer.
Okay. If there is silent power, you've got a problem.
Sorry folks.
If there is. If there is a silent power exerting itself upon any organization.
Humans are really, really smart and they're going to Understand that there's a silent power.
And I will be frank with you. I. Frank, personally, I resent a. I resent silent power.
I understand when it's imposing itself by the difference in behavior of who I'm dealing with.
Another quick story. I was a person I deal with all the time, came to me and said, something's changed. I don't know how to tell you this. I said, I owe you more money. Don't you? Don't I? He said, yeah. I said, and you have a silent power behind you that's making you do this? He said, yeah. I said, show yourself, sir, and just shut up. I said, whoever the silent power is, show yourself. I know you're there.
So this is me explaining that an equity partner views themselves as greater beings, and that is a poison pill. That means it starts at the top. Not the CEO, the stockholders.
Stockholders.
Stockholder meeting can no longer be about how do we wring every penny out of this.
It's how do we deal with our employees to.
To just create people that want to run through walls for us.
Okay? That's. It's nothing. It's nothing different than a football coach. A good one or a bad one? I had coaches who I would run through a wall for.
[00:42:03] Speaker A: Absolutely.
[00:42:04] Speaker C: That's. So I want to make that point. You equity people, you just staring into this as if it's yours. You. An illusion of ownership again, a torpedo.
[00:42:16] Speaker A: Well, and if I'm understanding you correctly, and this question is, we haven't talked about it yet, but what I really need to understand more about is the silent partner piece, or this silent pressure piece can sometimes be debt.
[00:42:42] Speaker C: Say again?
[00:42:44] Speaker A: Sometimes be debt.
[00:42:45] Speaker C: Debt.
Did you say debt? As in owing?
[00:42:49] Speaker A: As in owing? Yes.
[00:42:50] Speaker C: Okay. Yes.
Yes, it can. And if.
If that's the case, and if that entity cannot be reasoned with, then we can't solve our problem.
[00:43:04] Speaker A: Correct.
[00:43:07] Speaker C: You make a good point there. So, again, everything comes from the top. If something. If Mr. Banker is exerting himself upon this situation, he doesn't have. He's got my permission to do so as long as he understands that he presides over a dying entity.
[00:43:29] Speaker A: So as we look at the next decade of enterprise execution, what specific capability will separate highly adaptable companies from the stagnant organizations?
[00:43:43] Speaker C: Okay, let me go back to what I said at the beginning. I want you to imagine an antique chair.
Okay.
Now I want you to understand anti chairs, a metaphor for what doesn't work.
[00:43:57] Speaker A: Yes.
[00:43:57] Speaker C: It's chipped. It's.
We've got to strip it down. Don't we? We don't strip it down halfway.
[00:44:04] Speaker A: It's got wobbly legs.
[00:44:06] Speaker C: We strip it all the way down and only then do we.
So the varnish that goes on there, let that be the metaphor for an entirely different culture from top to bottom. At risk of catastrophic failure.
Or if not catastrophic, at least failure that can be quantified up to an including catastrophic.
[00:44:33] Speaker A: Understood.
Well, Tony, you know, what we've been talking about has been really eye opening and you've given us several things to really point out.
What I'm going to ask you for is the golden nugget that everybody needs to walk away with from this conversation we've been having.
[00:45:00] Speaker C: The golden nugget is simple. All human beings are like and equal beings. All. We all come from the same place. There is no conjecture on this matter.
We in our DNA, we cannot abide the lesser station assigned to us. We never will. All right, If a. If a lion is put into a cage, he'll roar for an hour, but come back an hour later. He's laying there, he's not going anywhere and he gets it.
But if you imprison a human being in any way, that imprison means you, you just ignited a fuse to a big and silent bomb.
Okay? So the golden nugget is that every single person in your organization will be understood and appreciated and or extracted if needed, or you are operating within some continuum of failure.
What we do now is a failed culture. If this does not occur, this stripped down and revarnish, we will remain in a cycle of failure until we're no longer here.
Sorry about that.
[00:46:20] Speaker A: It is the golden nugget that is at the core of this.
One thing I would really like to ask is in one minute, can you tell me what an advanced organization looks like that is not built on a failure model?
[00:46:43] Speaker C: What we do for. What we do here at Noises is human sustainability. That's a gigantic thing.
The human race is not sustainable. What we do doesn't work. We agreed on that earlier. Again, I want to take everybody back to that basic thing.
So over the course of 100 years, because we can't. We're not speedboats. Okay? We can. We're not going to change cultures. We're not going to.
We're not going to threaten revenue streams. If I threaten one nickel of a revenue stream, I'll put a bullseye on my sweatshirt that day.
So I want to make one thing clear. This will happen over the course of decades.
An aircraft carrier turning ever so slowly.
We're not speedboats.
[00:47:37] Speaker A: No, we're not.
So, Tony, how can people get a hold of you?
[00:47:41] Speaker C: Oh, thank you so much.
Noises project.
We are noisesproject.com. i. I don't think it's. I might be in the window there, but we are.
We are ex. We do human sustainability for the most basic of reasons. Again, I say humans are not sustainable in any known or unknown way.
So I am a very.
I have a lot of inconvenient things to say. They're as inconvenient as they are inarguable. My name is Anthony Wall. I'm the founder and CEO of Noesis. We are here to unify and modernize all human sustainability efforts worldwide.
[00:48:26] Speaker A: Tony has. This has been an exceptionally clear and valuable masterclass. Your deep understanding of human performance, collective evolution, and strategic identity has given our audience a powerful framework to evaluate and elevate their organizations. Thank you for sharing your expertise on this program today again.
[00:48:47] Speaker C: My pleasure. It was my pleasure, the whole thing.
[00:48:51] Speaker A: Thank you so much, Tony.
[00:49:04] Speaker C: So what do you think? Me so far? Anyway, I was about to ask. Is there like an outro here?
[00:49:11] Speaker A: That was the outro. It's. It's done.
Sa.
