00:00:02.196 --> 00:00:03.036 We are live.
00:00:03.436 --> 00:00:05.418 Welcome to Business AI Simplified,
00:00:05.439 --> 00:00:06.679 the show where we talk
00:00:06.719 --> 00:00:08.221 about technology and AI
00:00:08.500 --> 00:00:10.162 from a non-technical lens,
00:00:10.643 --> 00:00:11.663 bringing on guests of all
00:00:11.704 --> 00:00:13.144 levels in various types of
00:00:13.185 --> 00:00:14.346 businesses and industries
00:00:14.726 --> 00:00:16.507 to touch on topics such as strategy,
00:00:16.867 --> 00:00:19.530 process, people, emotions, and more.
00:00:20.050 --> 00:00:21.091 Because just like you,
00:00:21.472 --> 00:00:22.733 I'm wondering where this
00:00:22.832 --> 00:00:24.254 disruptive technology fits
00:00:24.333 --> 00:00:26.035 into businesses and how
00:00:26.155 --> 00:00:27.275 people feel about it.
00:00:28.277 --> 00:00:29.818 Also, we're now on Spotify.
00:00:29.897 --> 00:00:31.278 So if you're listening in from there,
00:00:31.498 --> 00:00:32.439 thank you for your support.
00:00:33.161 --> 00:00:34.642 My name is Yasin Haransky,
00:00:35.002 --> 00:00:36.023 and I'm your host for today.
00:00:36.862 --> 00:00:38.103 And I've helped digitally
00:00:38.164 --> 00:00:39.585 transform all sorts of
00:00:39.645 --> 00:00:40.966 businesses in various
00:00:41.026 --> 00:00:42.948 industries from publicly traded,
00:00:43.368 --> 00:00:44.268 large international
00:00:44.329 --> 00:00:46.369 organizations to nonprofits
00:00:46.549 --> 00:00:47.951 and everything else in between.
00:00:48.692 --> 00:00:50.372 I am also the founder of Lunico,
00:00:50.493 --> 00:00:51.853 where we are building AI
00:00:51.954 --> 00:00:53.094 that is helping businesses
00:00:53.234 --> 00:00:55.417 integrate technology better, faster,
00:00:55.877 --> 00:00:56.938 and at a reduced cost.
00:00:57.829 --> 00:00:58.310 And today,
00:00:58.331 --> 00:01:01.073 I am joined by Jonathan Mahendrin,
00:01:01.575 --> 00:01:03.076 who is a manufacturing
00:01:03.136 --> 00:01:05.819 executive in the aerospace industry,
00:01:06.040 --> 00:01:07.861 who's based out of sunny California,
00:01:08.403 --> 00:01:09.703 and he's played part in
00:01:09.743 --> 00:01:11.046 some of the most impactful
00:01:11.527 --> 00:01:13.368 and important manufacturing
00:01:13.429 --> 00:01:14.549 programs of our era.
00:01:15.171 --> 00:01:17.171 programs that are very strategic,
00:01:17.531 --> 00:01:19.513 highly technical and technological,
00:01:20.013 --> 00:01:21.954 super valuable, not just to businesses,
00:01:22.015 --> 00:01:23.796 but to entire countries,
00:01:24.296 --> 00:01:25.337 working with the biggest
00:01:25.516 --> 00:01:26.757 aerospace manufacturing
00:01:26.816 --> 00:01:27.817 companies in the world.
00:01:28.578 --> 00:01:31.159 And Jonathan's done it at various levels,
00:01:31.340 --> 00:01:32.600 managing an entire
00:01:32.661 --> 00:01:34.581 manufacturing operations as
00:01:34.662 --> 00:01:35.641 a general manager,
00:01:35.701 --> 00:01:37.983 which is where we met in California,
00:01:38.224 --> 00:01:39.243 to overseeing the
00:01:39.284 --> 00:01:40.625 development as a vice
00:01:40.745 --> 00:01:41.865 president of programs,
00:01:42.346 --> 00:01:43.466 which is his current role.
00:01:44.245 --> 00:01:45.768 So I'm very excited to have
00:01:45.808 --> 00:01:46.388 him on the show.
00:01:46.888 --> 00:01:48.551 Jonathan, thanks for joining me today.
00:01:50.072 --> 00:01:51.513 Yes, thank you for having me.
00:01:51.634 --> 00:01:53.396 I'm also very excited to be
00:01:53.456 --> 00:01:55.298 part of your show and
00:01:55.938 --> 00:01:57.840 excited to talk about
00:01:58.561 --> 00:01:59.683 program management and
00:01:59.742 --> 00:02:00.984 introduction of technology
00:02:01.045 --> 00:02:01.885 into that field.
00:02:04.025 --> 00:02:04.245 Yeah,
00:02:04.284 --> 00:02:06.186 it's been a while since we've seen
00:02:06.225 --> 00:02:07.165 each other in person.
00:02:07.225 --> 00:02:08.045 Probably last time was
00:02:08.105 --> 00:02:11.106 either in San Diego or Orange County.
00:02:11.127 --> 00:02:12.828 I was probably a little bit
00:02:12.848 --> 00:02:15.068 more tanned at that time,
00:02:15.108 --> 00:02:15.848 getting a little bit more
00:02:15.907 --> 00:02:18.109 sun than what I get here in Vancouver.
00:02:18.128 --> 00:02:19.528 Right, right.
00:02:19.549 --> 00:02:21.169 Yeah, I think it was San Diego.
00:02:21.349 --> 00:02:22.469 And definitely we spent a
00:02:22.509 --> 00:02:23.691 lot more time together when
00:02:23.730 --> 00:02:24.770 we were in Brea together.
00:02:25.979 --> 00:02:26.519 Absolutely.
00:02:26.579 --> 00:02:27.879 So let's get to what people
00:02:27.900 --> 00:02:29.801 wanna listen about.
00:02:30.342 --> 00:02:31.543 So I wanna start with what's
00:02:31.582 --> 00:02:32.544 in a lot of people's minds.
00:02:33.204 --> 00:02:34.764 Now we're seeing more and
00:02:34.844 --> 00:02:36.665 more organizations get on
00:02:36.725 --> 00:02:37.507 board the digital
00:02:37.546 --> 00:02:39.048 transformation train recently,
00:02:39.807 --> 00:02:41.028 the AI hype.
00:02:41.849 --> 00:02:42.729 And I think that this is
00:02:42.750 --> 00:02:44.251 gonna continue to grow as
00:02:44.431 --> 00:02:46.032 things like that become more mainstream.
00:02:46.612 --> 00:02:46.752 Now,
00:02:47.174 --> 00:02:49.474 when you think about AI and technology
00:02:49.556 --> 00:02:50.575 at an enterprise level,
00:02:50.616 --> 00:02:53.538 there's still tons of opportunity left.
00:02:54.479 --> 00:02:55.099 Now, Jonathan,
00:02:55.139 --> 00:02:57.222 you're in that perfect balance role,
00:02:57.361 --> 00:02:57.542 right?
00:02:57.581 --> 00:02:58.302 Where you're working
00:02:58.342 --> 00:03:00.163 directly with the C-level
00:03:00.204 --> 00:03:01.966 executives to deliver on
00:03:01.985 --> 00:03:02.967 the company vision
00:03:03.787 --> 00:03:05.149 But you're also working with
00:03:05.248 --> 00:03:06.691 the more tactical project
00:03:06.730 --> 00:03:08.592 managers and doers to
00:03:08.652 --> 00:03:09.533 ensure that they're
00:03:09.574 --> 00:03:12.056 delivering on what you need
00:03:12.076 --> 00:03:13.058 them to focus on.
00:03:13.118 --> 00:03:14.240 So tell me,
00:03:15.140 --> 00:03:16.682 manufacturing or program management,
00:03:16.703 --> 00:03:17.663 wherever you'd like to start,
00:03:18.264 --> 00:03:19.887 tell me where you see areas
00:03:19.947 --> 00:03:21.489 where AI or just better
00:03:21.528 --> 00:03:23.251 technology can have an impact.
00:03:25.114 --> 00:03:27.096 Yeah, the first word that comes to my mind,
00:03:27.657 --> 00:03:28.057 Yas,
00:03:28.298 --> 00:03:31.701 is I think it can positively affect
00:03:32.002 --> 00:03:34.164 the aerospace community and industry.
00:03:34.185 --> 00:03:36.086 I think in the past,
00:03:36.106 --> 00:03:38.370 the aerospace industry has
00:03:38.409 --> 00:03:39.692 been a little bit lagging
00:03:39.752 --> 00:03:41.274 in terms of introduction of
00:03:41.313 --> 00:03:42.175 new technologies.
00:03:42.655 --> 00:03:44.135 a little bit slower paced if
00:03:44.156 --> 00:03:44.937 you compare it to
00:03:45.016 --> 00:03:46.418 automotive and so forth but
00:03:46.818 --> 00:03:47.758 there's obviously been some
00:03:47.799 --> 00:03:48.960 advancements in the past
00:03:49.000 --> 00:03:51.401 few years so I I think um
00:03:51.801 --> 00:03:52.782 just like the rest of the
00:03:52.822 --> 00:03:54.783 world that is already in AI
00:03:54.883 --> 00:03:56.025 or introducing it into
00:03:56.044 --> 00:03:57.246 their businesses it can
00:03:57.286 --> 00:03:58.706 have the same positive
00:03:58.887 --> 00:04:00.448 impact into the aerospace
00:04:00.467 --> 00:04:03.090 community um so I I think
00:04:03.310 --> 00:04:04.830 uh there's a lot of folks
00:04:04.871 --> 00:04:05.852 that are probably
00:04:07.104 --> 00:04:09.888 fearful of AI and what it
00:04:09.967 --> 00:04:11.288 may potentially do.
00:04:11.348 --> 00:04:13.010 But I think it's just could
00:04:13.050 --> 00:04:15.014 be stemming from perhaps a
00:04:15.074 --> 00:04:16.194 lack of understanding of
00:04:16.274 --> 00:04:17.776 what the potential benefits
00:04:18.757 --> 00:04:20.439 that it can do for your company.
00:04:22.127 --> 00:04:22.348 Right.
00:04:22.588 --> 00:04:24.189 So if we look at, let's say,
00:04:24.209 --> 00:04:25.350 a project manager, right,
00:04:25.370 --> 00:04:25.970 because the project
00:04:25.990 --> 00:04:27.711 managers will you'll be
00:04:27.771 --> 00:04:28.790 overseeing them to make
00:04:28.831 --> 00:04:30.192 sure that they build the
00:04:30.232 --> 00:04:32.552 programs and all the things
00:04:32.612 --> 00:04:33.713 that you guys need to be
00:04:33.754 --> 00:04:36.194 able to ship and do it
00:04:36.235 --> 00:04:37.555 successfully on time with
00:04:37.935 --> 00:04:39.096 having happy customers.
00:04:39.276 --> 00:04:39.456 Right.
00:04:39.797 --> 00:04:42.177 How do you see them being
00:04:42.358 --> 00:04:44.499 more enabled with some of
00:04:44.538 --> 00:04:45.439 the latest technologies?
00:04:46.889 --> 00:04:47.728 Yeah, absolutely.
00:04:47.788 --> 00:04:49.649 I think PMs and certainly
00:04:50.290 --> 00:04:51.911 using my own experience as
00:04:51.951 --> 00:04:54.312 a young PM and not so young anymore,
00:04:54.351 --> 00:04:56.293 but we've always been
00:04:56.333 --> 00:04:58.233 bogged down with all the
00:04:58.274 --> 00:04:59.694 administrative duties,
00:04:59.913 --> 00:05:01.615 like recording minutes of meeting,
00:05:01.634 --> 00:05:04.355 the actions, what decisions we're making,
00:05:04.716 --> 00:05:07.076 what are the risks, opportunities,
00:05:07.137 --> 00:05:09.278 and all that program reporting,
00:05:09.298 --> 00:05:11.559 which can seem endless for many folks,
00:05:11.939 --> 00:05:12.860 especially when they have
00:05:12.920 --> 00:05:14.641 multiple projects under their belt.
00:05:15.560 --> 00:05:16.961 So, you know,
00:05:16.982 --> 00:05:19.702 I think while it is the
00:05:19.742 --> 00:05:22.805 necessary evil to be able to, you know,
00:05:23.064 --> 00:05:24.485 be responsible for all
00:05:24.526 --> 00:05:26.966 those tasks I just mentioned, you know,
00:05:27.007 --> 00:05:28.807 it's our obligation to plan,
00:05:29.788 --> 00:05:32.048 execute a lot of control projects.
00:05:32.149 --> 00:05:35.490 So it comes with a job, so to speak.
00:05:35.531 --> 00:05:37.331 But what if technology
00:05:38.281 --> 00:05:41.603 could help record, gather, organize,
00:05:41.865 --> 00:05:42.384 automate,
00:05:42.725 --> 00:05:45.247 standardize many of those tasks
00:05:46.009 --> 00:05:47.790 which bog us down, right?
00:05:47.850 --> 00:05:49.891 So imagine if that happened,
00:05:49.932 --> 00:05:52.213 the capacity we would have
00:05:52.334 --> 00:05:54.677 as PMs to really focus on
00:05:55.396 --> 00:05:56.418 the critical issues
00:05:57.199 --> 00:05:58.459 the decisions we need to make,
00:05:58.839 --> 00:06:00.281 the actions we need to take,
00:06:01.021 --> 00:06:03.084 all the risks we need to mitigate,
00:06:03.264 --> 00:06:04.504 and the opportunities that
00:06:04.564 --> 00:06:05.425 we could leverage.
00:06:05.865 --> 00:06:08.427 So it inevitably leads us to
00:06:08.668 --> 00:06:10.009 become more proactive
00:06:10.110 --> 00:06:13.812 versus being in the arduous
00:06:13.973 --> 00:06:15.754 administrative things that
00:06:15.894 --> 00:06:20.257 might not be so sexy in our daily job.
00:06:20.678 --> 00:06:21.538 But to me,
00:06:21.639 --> 00:06:24.101 it's technology that can help support
00:06:24.940 --> 00:06:26.062 our ability to become
00:06:26.403 --> 00:06:28.225 proactive and less reactive
00:06:28.285 --> 00:06:28.966 as program manager.
00:06:28.985 --> 00:06:29.906 And I think that's really
00:06:29.966 --> 00:06:31.848 the key to being a
00:06:32.529 --> 00:06:35.812 successful PM is being proactive, right?
00:06:35.853 --> 00:06:38.757 So for me, I've always told my team,
00:06:39.617 --> 00:06:40.538 here's my mantra.
00:06:40.678 --> 00:06:42.281 My mission statement for all
00:06:42.300 --> 00:06:46.144 of you is I want us to be proactive.
00:06:46.990 --> 00:06:50.274 predictable, passionate, high-performing,
00:06:50.915 --> 00:06:52.617 professional program manager.
00:06:52.637 --> 00:06:53.978 They use a lot of P's there,
00:06:54.038 --> 00:06:56.180 but hopefully they can remember all that.
00:06:56.242 --> 00:06:57.302 But that's truly,
00:06:57.762 --> 00:06:59.045 at the past couple of
00:06:59.125 --> 00:07:00.406 companies that I've been at,
00:07:00.927 --> 00:07:02.007 that's the same mission
00:07:02.067 --> 00:07:03.829 statement that I delivered with the team.
00:07:03.870 --> 00:07:05.391 And I think it's a very important one.
00:07:06.932 --> 00:07:08.273 right and actually you touch
00:07:08.312 --> 00:07:09.093 on a very good point
00:07:09.153 --> 00:07:10.915 because and I'll dissect
00:07:10.954 --> 00:07:12.355 each point right when it
00:07:12.415 --> 00:07:13.596 comes to keeping track of
00:07:13.696 --> 00:07:14.896 action items and meeting
00:07:14.937 --> 00:07:16.158 recordings and whatnot
00:07:16.218 --> 00:07:17.259 right like that's I think
00:07:17.838 --> 00:07:20.180 one of the easier uses of
00:07:20.360 --> 00:07:22.302 of ai right you pay 10 15 a
00:07:22.401 --> 00:07:24.783 month um and you basically
00:07:24.824 --> 00:07:26.245 have a note taker in every
00:07:26.285 --> 00:07:27.225 single one of your meetings
00:07:27.605 --> 00:07:28.545 but it when it comes to
00:07:28.586 --> 00:07:29.666 project reporting I don't
00:07:29.687 --> 00:07:30.807 think it's been used
00:07:31.608 --> 00:07:33.608 as much as it should be.
00:07:33.629 --> 00:07:34.728 And you're absolutely right.
00:07:34.769 --> 00:07:35.528 Project managers are
00:07:35.548 --> 00:07:37.970 spending a lot of time on
00:07:38.029 --> 00:07:41.572 those non sexy tasks as as
00:07:41.632 --> 00:07:43.072 you're sort of mentioning there.
00:07:43.151 --> 00:07:43.351 Right.
00:07:43.411 --> 00:07:45.793 So in your mind, then you're saying,
00:07:45.833 --> 00:07:46.533 Jonathan, like, OK,
00:07:46.572 --> 00:07:47.473 if they're spending less
00:07:47.553 --> 00:07:48.634 time on gathering the
00:07:48.713 --> 00:07:50.555 information and looking at
00:07:50.615 --> 00:07:51.995 various spreadsheets and
00:07:52.115 --> 00:07:53.255 where is this data coming
00:07:53.315 --> 00:07:54.475 from and putting together
00:07:54.516 --> 00:07:56.637 reports that allow them to
00:07:56.697 --> 00:07:59.177 be more more proactive and, you know,
00:07:59.918 --> 00:08:00.997 the better decisions,
00:08:01.079 --> 00:08:04.439 manage the risks a lot better, right?
00:08:04.920 --> 00:08:07.360 And all the many Ps that you
00:08:07.380 --> 00:08:09.161 have there as part of the Jonathan,
00:08:09.601 --> 00:08:09.882 you know,
00:08:09.922 --> 00:08:12.062 project management code of conduct,
00:08:12.642 --> 00:08:12.923 right?
00:08:16.204 --> 00:08:17.925 So, okay,
00:08:18.105 --> 00:08:20.166 so that makes a lot of sense to me.
00:08:20.206 --> 00:08:21.266 Now, what do you think, right?
00:08:21.286 --> 00:08:22.968 Because look, you give people,
00:08:22.987 --> 00:08:23.908 you take away a lot of
00:08:23.968 --> 00:08:25.428 administrative tasks, right?
00:08:26.470 --> 00:08:27.711 But here's the thing, right?
00:08:28.071 --> 00:08:28.891 A lot of the project
00:08:28.930 --> 00:08:32.333 management role today is that, right?
00:08:32.354 --> 00:08:33.495 Like we'll come in,
00:08:33.554 --> 00:08:35.015 we'll set up entire teams
00:08:35.076 --> 00:08:36.716 to gather information,
00:08:36.777 --> 00:08:38.437 to talk to people and get updates.
00:08:39.778 --> 00:08:40.719 How do you think people are
00:08:40.759 --> 00:08:44.022 going to adapt as they have
00:08:44.062 --> 00:08:47.384 to do less of that and more
00:08:47.744 --> 00:08:48.684 risk management,
00:08:48.784 --> 00:08:50.885 decision-making and being proactive?
00:08:50.905 --> 00:08:51.986 I don't know if that's going
00:08:52.006 --> 00:08:53.087 to come natural to everyone.
00:08:54.760 --> 00:08:59.025 I think it'll be a shift, no doubt,
00:08:59.787 --> 00:09:00.888 with any change.
00:09:01.528 --> 00:09:02.950 And as you might remember,
00:09:03.009 --> 00:09:05.373 any little change that
00:09:05.393 --> 00:09:07.394 occurs in an organization
00:09:07.455 --> 00:09:09.917 just amplifies somehow,
00:09:09.998 --> 00:09:11.399 especially when you're a GM and you go,
00:09:11.458 --> 00:09:12.679 oh, we're going to just change this.
00:09:12.780 --> 00:09:13.682 And then it becomes a whole
00:09:13.721 --> 00:09:14.542 dramatic thing.
00:09:15.164 --> 00:09:16.765 but I remember when we worked together,
00:09:16.806 --> 00:09:19.107 your change control management, you know,
00:09:19.148 --> 00:09:21.208 that you really emphasize that.
00:09:22.049 --> 00:09:24.231 And it's such an important
00:09:24.412 --> 00:09:26.052 thing to be aware of and
00:09:26.092 --> 00:09:28.374 cognizant and to manage so
00:09:28.414 --> 00:09:30.135 that people do not become anxious.
00:09:30.176 --> 00:09:32.417 They understand what we're trying to do,
00:09:32.957 --> 00:09:35.158 the vision, what are the benefits?
00:09:35.239 --> 00:09:35.860 What are some of,
00:09:35.879 --> 00:09:37.561 perhaps some of the things we've,
00:09:37.640 --> 00:09:39.182 you know, might impact the business,
00:09:39.221 --> 00:09:41.543 but you know, the overall, you know,
00:09:42.124 --> 00:09:42.745 you know,
00:09:42.764 --> 00:09:44.225 benefits it'll have for the
00:09:44.285 --> 00:09:45.326 organization itself.
00:09:45.405 --> 00:09:50.389 So I think, you know, people today are,
00:09:50.408 --> 00:09:52.451 I don't think they're very
00:09:52.530 --> 00:09:53.630 cognizant of the fact that
00:09:53.692 --> 00:09:54.892 they're mitigating risk,
00:09:55.231 --> 00:09:56.293 even in their personal
00:09:56.352 --> 00:09:57.693 lives on a daily basis.
00:09:57.754 --> 00:09:59.154 For example, you know,
00:09:59.794 --> 00:10:01.255 Some are financially responsible.
00:10:01.296 --> 00:10:02.517 They've created an emergency
00:10:02.596 --> 00:10:04.197 fund for potential life
00:10:04.238 --> 00:10:05.217 events that might occur.
00:10:06.639 --> 00:10:08.640 People like you and me, and even Garland,
00:10:08.660 --> 00:10:09.721 we were just talking about
00:10:09.860 --> 00:10:11.721 working out and taking care
00:10:11.761 --> 00:10:13.163 of our health so that we
00:10:13.302 --> 00:10:15.184 mitigate future health issues.
00:10:16.004 --> 00:10:17.486 and even some nerds like me
00:10:17.527 --> 00:10:18.847 who are golfers, right?
00:10:18.888 --> 00:10:20.409 We look at the pin position
00:10:20.791 --> 00:10:22.712 before we drive the ball so
00:10:22.753 --> 00:10:25.196 we know where to land it in the fairway.
00:10:25.275 --> 00:10:26.476 But those are all sort of
00:10:26.677 --> 00:10:28.820 risk mitigation things that
00:10:28.879 --> 00:10:30.360 we might not be aware of,
00:10:30.442 --> 00:10:31.842 but that that's what we're doing.
00:10:32.663 --> 00:10:35.047 And so in terms of work,
00:10:35.918 --> 00:10:37.139 why wouldn't we be doing
00:10:37.219 --> 00:10:38.940 that every single day?
00:10:39.460 --> 00:10:41.899 If we had the capacity to do
00:10:41.980 --> 00:10:45.081 that and really focus on
00:10:45.500 --> 00:10:46.760 the future and being
00:10:46.821 --> 00:10:48.221 proactive and how to make
00:10:48.321 --> 00:10:50.682 sure these risks don't become issues,
00:10:51.302 --> 00:10:52.741 I guarantee you that's
00:10:52.782 --> 00:10:54.081 gonna support more
00:10:54.322 --> 00:10:56.523 successful execution and
00:10:56.582 --> 00:10:58.043 management of programs.
00:10:58.663 --> 00:10:59.003 And so,
00:10:59.023 --> 00:11:02.443 I think people just need to
00:11:02.543 --> 00:11:04.543 understand while it is a big change,
00:11:05.261 --> 00:11:06.462 it can be a really good
00:11:06.562 --> 00:11:09.225 change for creating good
00:11:09.285 --> 00:11:10.807 results and successful
00:11:10.888 --> 00:11:11.948 results in program management.
00:11:12.409 --> 00:11:14.250 And when you do that as a PM,
00:11:14.270 --> 00:11:15.852 hopefully you're gonna get
00:11:16.274 --> 00:11:17.995 compensated and appreciated
00:11:18.095 --> 00:11:20.278 for the good work that you have put in.
00:11:21.794 --> 00:11:22.034 Right.
00:11:22.375 --> 00:11:24.515 Now, let me ask you this, right?
00:11:24.556 --> 00:11:26.336 Do you think that project
00:11:26.375 --> 00:11:28.116 managers are going to be like, oh, great,
00:11:28.216 --> 00:11:29.277 I don't have to spend as
00:11:29.317 --> 00:11:31.356 much time gathering information and,
00:11:32.057 --> 00:11:32.278 you know,
00:11:32.337 --> 00:11:34.298 all the data that I need is fed
00:11:34.337 --> 00:11:36.499 to me in a friendly way
00:11:36.578 --> 00:11:37.639 that I don't have to put
00:11:37.678 --> 00:11:38.458 together and it's
00:11:38.519 --> 00:11:40.220 consistent and standardized throughout.
00:11:40.779 --> 00:11:41.100 Awesome.
00:11:41.200 --> 00:11:42.360 Now I should really spend
00:11:42.419 --> 00:11:44.880 more time on managing my risks.
00:11:45.640 --> 00:11:47.301 I mean, because to you, it comes natural,
00:11:47.721 --> 00:11:47.900 right?
00:11:47.941 --> 00:11:48.861 Like that's a part of why
00:11:48.881 --> 00:11:49.682 you're successful, right?
00:11:50.241 --> 00:11:52.003 but not to every project manager, right?
00:11:52.023 --> 00:11:54.244 Some project managers are just used to,
00:11:54.744 --> 00:11:56.004 this is part of my job.
00:11:56.044 --> 00:11:57.265 I'm just gathering this information.
00:11:57.485 --> 00:11:58.865 So do you think people are
00:11:58.885 --> 00:11:59.447 going to take the
00:11:59.486 --> 00:12:01.807 opportunity and say like, okay, great.
00:12:02.028 --> 00:12:03.528 I can focus more of my time on that.
00:12:04.249 --> 00:12:05.730 Or are they going to be more like, well,
00:12:05.830 --> 00:12:07.510 what am I going to do with
00:12:07.571 --> 00:12:09.431 my time and become fearful
00:12:10.131 --> 00:12:11.673 of their overall roles?
00:12:12.972 --> 00:12:14.293 I think that's a great point.
00:12:14.850 --> 00:12:17.652 meaning we can create these
00:12:17.772 --> 00:12:18.812 fancy dashboards,
00:12:18.852 --> 00:12:20.033 which I would love to do.
00:12:20.053 --> 00:12:20.734 I mean,
00:12:20.833 --> 00:12:24.057 you and I have talked about Homer
00:12:24.116 --> 00:12:25.518 Simpson and the dashboard
00:12:25.538 --> 00:12:26.578 when he's in the nuclear
00:12:26.619 --> 00:12:27.799 power plant and all these
00:12:27.860 --> 00:12:29.421 things are right in front of him, right?
00:12:29.480 --> 00:12:31.042 And so in the same fashion,
00:12:31.201 --> 00:12:32.163 if you had all these
00:12:32.243 --> 00:12:33.543 metrics in front of you,
00:12:35.065 --> 00:12:36.466 measuring performance of
00:12:36.485 --> 00:12:38.647 various areas or departments, et cetera,
00:12:39.567 --> 00:12:40.509 You know, for some,
00:12:40.528 --> 00:12:41.990 they would just look at and go, OK,
00:12:42.951 --> 00:12:43.471 now what?
00:12:44.633 --> 00:12:46.534 And for others, you know,
00:12:46.595 --> 00:12:47.956 they would be able to see, hey,
00:12:47.976 --> 00:12:49.357 these are below the targets.
00:12:49.678 --> 00:12:51.259 And that's an important thing, by the way.
00:12:51.320 --> 00:12:52.961 So when you create those KPIs,
00:12:53.001 --> 00:12:54.243 there better be a target.
00:12:55.144 --> 00:12:56.784 uh to indicate are we
00:12:56.825 --> 00:12:58.284 performing well or not to
00:12:58.325 --> 00:13:00.666 the plan right so in the
00:13:00.765 --> 00:13:02.187 event that somebody's
00:13:02.226 --> 00:13:04.047 looking at that stuff it
00:13:04.086 --> 00:13:06.427 should trigger um some kind
00:13:06.447 --> 00:13:07.989 of analysis and obviously
00:13:08.048 --> 00:13:09.610 some decisions to be made
00:13:10.090 --> 00:13:11.929 if there's things that are
00:13:12.211 --> 00:13:13.770 perhaps not on plan and
00:13:13.811 --> 00:13:14.711 even in the ones that are
00:13:14.892 --> 00:13:15.751 on perhaps there's some
00:13:15.831 --> 00:13:17.211 opportunities to see from
00:13:17.272 --> 00:13:18.273 that what what are we doing
00:13:18.332 --> 00:13:20.133 better so that we can apply
00:13:20.193 --> 00:13:21.793 that to other areas of our
00:13:21.874 --> 00:13:23.894 business that are not performing as well
00:13:24.932 --> 00:13:27.732 So I think to your point,
00:13:28.413 --> 00:13:31.335 technology could go as far
00:13:31.654 --> 00:13:35.817 as making suggestions to a
00:13:36.418 --> 00:13:37.837 leader or even to an
00:13:37.898 --> 00:13:40.418 organization or team going, hey, listen,
00:13:40.479 --> 00:13:43.260 this one is below where it needs to be.
00:13:43.961 --> 00:13:45.922 Here are one, two,
00:13:46.042 --> 00:13:49.604 three things that we are recommending.
00:13:49.624 --> 00:13:50.583 I'm pretending I'm the
00:13:50.644 --> 00:13:53.765 technology AI database or sorry, brain.
00:13:55.652 --> 00:13:57.472 It can basically dictate or
00:13:57.754 --> 00:14:00.075 inform a team what you should be doing,
00:14:00.315 --> 00:14:00.554 right?
00:14:00.975 --> 00:14:02.456 So I think technology could
00:14:02.635 --> 00:14:04.277 take it to that next level
00:14:04.918 --> 00:14:06.278 and really help businesses
00:14:06.418 --> 00:14:08.659 focus on the right things
00:14:09.039 --> 00:14:11.360 every single day so they
00:14:11.400 --> 00:14:12.922 are continuously improving
00:14:13.881 --> 00:14:14.623 year over year.
00:14:15.965 --> 00:14:17.225 Right, that's really good.
00:14:18.746 --> 00:14:19.047 Now,
00:14:20.128 --> 00:14:21.389 one of the things that you are
00:14:21.469 --> 00:14:23.509 obviously very focused in
00:14:23.549 --> 00:14:26.331 your role as a leader, right,
00:14:26.351 --> 00:14:28.974 is you're trying to make
00:14:29.014 --> 00:14:30.294 the performance of your team
00:14:31.095 --> 00:14:33.817 dependent on a management system, right?
00:14:33.857 --> 00:14:35.058 A set of processes and
00:14:35.099 --> 00:14:36.581 technology and something
00:14:36.600 --> 00:14:37.881 that you define of like
00:14:37.902 --> 00:14:39.803 your operating model, right?
00:14:39.823 --> 00:14:41.225 Your many Ps that we kind of
00:14:41.265 --> 00:14:42.126 talked about earlier.
00:14:43.107 --> 00:14:44.208 But the truth is that the
00:14:44.249 --> 00:14:45.169 majority of project
00:14:45.210 --> 00:14:46.951 management today is very
00:14:47.052 --> 00:14:47.851 person dependent.
00:14:48.994 --> 00:14:51.135 on how good of a project manager is,
00:14:52.496 --> 00:14:54.778 how proactive they are naturally,
00:14:55.279 --> 00:14:56.541 and how inclined they are
00:14:56.620 --> 00:14:59.023 to look at data and look for data,
00:14:59.082 --> 00:15:01.485 even when it's not easily presented.
00:15:01.785 --> 00:15:02.807 So I think you're saying
00:15:02.846 --> 00:15:03.788 that there's an opportunity
00:15:03.827 --> 00:15:04.849 where technology can
00:15:05.249 --> 00:15:06.549 basically bridge the gap
00:15:06.570 --> 00:15:07.691 between the two to make it
00:15:07.730 --> 00:15:08.772 more process dependent.
00:15:09.173 --> 00:15:10.594 But what role do you think
00:15:11.154 --> 00:15:12.956 education is going to play
00:15:13.856 --> 00:15:17.120 in that and how do you grab
00:15:17.159 --> 00:15:18.120 your best performing
00:15:18.140 --> 00:15:20.062 project managers and
00:15:20.143 --> 00:15:22.304 essentially you know
00:15:22.585 --> 00:15:24.086 replicate whatever it is
00:15:24.125 --> 00:15:24.947 that they're doing to be
00:15:24.986 --> 00:15:25.908 successful with this new
00:15:25.947 --> 00:15:27.509 technology so that it can
00:15:27.570 --> 00:15:29.831 apply to you know your
00:15:29.932 --> 00:15:32.374 least performing project managers
00:15:34.436 --> 00:15:35.017 Good question.
00:15:35.037 --> 00:15:38.659 I think what I've noticed in
00:15:38.700 --> 00:15:39.900 my previous experience,
00:15:40.100 --> 00:15:41.922 thinking about the top performers,
00:15:42.763 --> 00:15:43.964 usually the top performers
00:15:44.043 --> 00:15:45.264 are focusing on all the
00:15:45.325 --> 00:15:47.486 right things and have a process,
00:15:48.027 --> 00:15:49.927 a standardized process that
00:15:49.969 --> 00:15:50.889 they've been following
00:15:51.470 --> 00:15:52.750 project after project.
00:15:53.712 --> 00:15:53.852 Um,
00:15:54.173 --> 00:15:56.316 and it just helps simplify the way they
00:15:56.355 --> 00:15:57.437 managed you because they've
00:15:57.456 --> 00:15:58.298 doing it the same way
00:15:58.317 --> 00:15:59.178 they've done it before.
00:15:59.239 --> 00:16:00.860 Obviously there's some, uh,
00:16:00.940 --> 00:16:02.442 idiosyncrasy or nuances for
00:16:02.501 --> 00:16:03.363 project to project,
00:16:03.423 --> 00:16:06.245 but fundamentally they're following,
00:16:06.586 --> 00:16:06.905 you know,
00:16:07.046 --> 00:16:08.967 whether it be a phase gate process,
00:16:09.288 --> 00:16:10.730 some checklist, uh,
00:16:10.870 --> 00:16:12.432 action rail risk register.
00:16:12.451 --> 00:16:14.754 Um, I, I think, you know,
00:16:15.304 --> 00:16:15.924 For me,
00:16:16.065 --> 00:16:20.706 it would be gathering the best PMs
00:16:20.746 --> 00:16:21.947 in the organization and
00:16:22.126 --> 00:16:24.227 utilizing them to help me
00:16:24.707 --> 00:16:26.648 educate the rest of the PM
00:16:26.727 --> 00:16:29.349 organization about best practices.
00:16:29.649 --> 00:16:31.889 My strategy is always, hey,
00:16:32.230 --> 00:16:33.750 I'm gonna tell you what to do.
00:16:33.770 --> 00:16:35.850 That's not how I like to lead.
00:16:36.410 --> 00:16:38.432 If I can show by example,
00:16:38.552 --> 00:16:40.852 and not just me as the leader,
00:16:40.952 --> 00:16:42.153 but if I can get some of my
00:16:42.232 --> 00:16:44.433 other best performers
00:16:45.094 --> 00:16:45.333 you know,
00:16:45.674 --> 00:16:47.436 I assume they will buy into what
00:16:47.456 --> 00:16:48.135 they're doing because I
00:16:48.176 --> 00:16:49.577 already know they're doing, you know,
00:16:49.597 --> 00:16:50.778 following the processes and
00:16:50.818 --> 00:16:52.240 doing a great job executing.
00:16:52.700 --> 00:16:55.221 If I've got a team behind me, you know,
00:16:55.282 --> 00:16:57.143 great performers helping me
00:16:57.182 --> 00:16:59.304 to mentor and educate the
00:16:59.345 --> 00:17:01.206 rest of the organization about, hey, look,
00:17:01.267 --> 00:17:02.447 if we did it this way,
00:17:03.207 --> 00:17:04.769 This is really why we've, you know,
00:17:05.049 --> 00:17:06.550 for the most part been successful.
00:17:07.592 --> 00:17:08.992 I think it's more impactful,
00:17:09.012 --> 00:17:11.875 a little bit more powerful, you know,
00:17:11.934 --> 00:17:14.257 to convince a greater organization,
00:17:14.297 --> 00:17:14.718 a team,
00:17:15.397 --> 00:17:16.980 as opposed to just a single leader.
00:17:17.920 --> 00:17:20.541 So I would engage those guys
00:17:20.623 --> 00:17:22.144 and gals that have been
00:17:22.183 --> 00:17:23.585 performing well to help me
00:17:23.644 --> 00:17:25.846 sort of educate the rest of the team.
00:17:27.118 --> 00:17:27.318 Right.
00:17:27.638 --> 00:17:31.140 Now you say that so like easy, right?
00:17:31.160 --> 00:17:32.579 Because it's very natural for you.
00:17:32.619 --> 00:17:33.819 It's very logical for you to
00:17:33.859 --> 00:17:34.941 choose your best people to
00:17:34.980 --> 00:17:36.780 really drive a strategic
00:17:36.840 --> 00:17:38.000 initiative that is going to
00:17:38.040 --> 00:17:38.881 help long term.
00:17:39.362 --> 00:17:40.582 But here's the truth, right?
00:17:40.701 --> 00:17:42.021 A lot of either
00:17:42.162 --> 00:17:43.801 manufacturing operations
00:17:44.063 --> 00:17:45.262 leaders or program
00:17:45.282 --> 00:17:46.123 management leaders are
00:17:46.143 --> 00:17:47.923 struggling with is that
00:17:47.962 --> 00:17:49.943 they need those people in
00:17:49.963 --> 00:17:51.923 the short term to be successful.
00:17:52.784 --> 00:17:53.724 And without them,
00:17:53.765 --> 00:17:55.325 they're introducing a lot of risk.
00:17:55.964 --> 00:17:57.125 Right now, one of the things that,
00:17:57.426 --> 00:17:57.686 you know,
00:17:57.787 --> 00:17:58.887 you've obviously done really
00:17:58.928 --> 00:18:00.429 well is balance that.
00:18:00.990 --> 00:18:01.269 Right.
00:18:01.590 --> 00:18:03.873 Balance that short term need on like, OK,
00:18:03.893 --> 00:18:05.034 we're introducing extra
00:18:05.453 --> 00:18:06.595 operational risk by
00:18:06.654 --> 00:18:07.715 grabbing our best project
00:18:07.757 --> 00:18:09.597 managers or best, you know,
00:18:09.637 --> 00:18:11.839 schedulers or maintenance,
00:18:11.859 --> 00:18:12.661 whatever it might be.
00:18:13.859 --> 00:18:15.040 we're going to allocate them
00:18:15.240 --> 00:18:16.642 towards essentially
00:18:16.801 --> 00:18:19.144 educating and creating the
00:18:19.203 --> 00:18:20.744 next wave of how we're
00:18:20.785 --> 00:18:21.945 going to do business here
00:18:22.527 --> 00:18:23.688 at whatever company we're
00:18:23.728 --> 00:18:24.688 doing with so what goes
00:18:24.708 --> 00:18:26.569 through your mind in terms
00:18:26.609 --> 00:18:29.951 of balancing that yeah I
00:18:29.991 --> 00:18:31.534 can think of a a great
00:18:31.574 --> 00:18:33.634 example uh yes when when we
00:18:33.674 --> 00:18:34.895 were working together with
00:18:34.935 --> 00:18:36.798 the erp implementation at
00:18:36.877 --> 00:18:39.599 the brea facility an aerospace company
00:18:41.373 --> 00:18:41.853 You know,
00:18:41.873 --> 00:18:42.973 the other thing that also comes
00:18:43.013 --> 00:18:44.314 to mind as I think about
00:18:44.354 --> 00:18:46.596 that example is Stephen
00:18:46.635 --> 00:18:47.816 Covey's seven habits of
00:18:47.875 --> 00:18:49.436 highly effective people and
00:18:50.018 --> 00:18:51.598 sharpening the saw was one.
00:18:51.638 --> 00:18:53.140 It's probably the last one
00:18:54.560 --> 00:18:56.101 that is so important where
00:18:57.041 --> 00:18:59.403 it's hard for folks and leaders to go,
00:18:59.423 --> 00:19:02.865 hey, I'm going to use my best people.
00:19:03.944 --> 00:19:08.146 to fix this problem while
00:19:08.207 --> 00:19:09.968 it's going to impact the
00:19:10.008 --> 00:19:10.868 rest of the business,
00:19:11.568 --> 00:19:12.789 to be able to see that
00:19:13.089 --> 00:19:16.291 fixing this problem today
00:19:17.011 --> 00:19:21.054 is actually going to have long standing,
00:19:21.153 --> 00:19:23.655 continuous improvement,
00:19:23.695 --> 00:19:25.757 sustaining improvements, i.e.
00:19:25.797 --> 00:19:27.417 sharpening the saw for the
00:19:27.498 --> 00:19:30.058 organization in the years to come.
00:19:30.765 --> 00:19:33.106 So I think the struggle for many,
00:19:33.146 --> 00:19:34.228 and certainly I've had that
00:19:34.288 --> 00:19:37.571 before in my past, is, gosh,
00:19:37.612 --> 00:19:39.133 I don't wanna impact the business today,
00:19:39.153 --> 00:19:39.874 because I got a ship,
00:19:40.134 --> 00:19:41.635 I got a ship tomorrow, I got a ship,
00:19:41.715 --> 00:19:43.477 whatever it might be, right?
00:19:43.636 --> 00:19:45.740 But you have to rip off that
00:19:45.799 --> 00:19:49.542 bandaid and use those folks
00:19:49.643 --> 00:19:50.824 to help the business
00:19:51.681 --> 00:19:53.423 employ a long-term more
00:19:53.482 --> 00:19:54.763 successful business
00:19:54.844 --> 00:19:57.826 operation and processes going forward.
00:19:58.926 --> 00:20:00.008 So you just gotta bite the
00:20:00.048 --> 00:20:01.269 bullet knowing that the
00:20:01.328 --> 00:20:04.050 benefits in the future are gonna be very,
00:20:04.131 --> 00:20:08.234 very impactful for the organization.
00:20:09.266 --> 00:20:09.526 Right.
00:20:10.406 --> 00:20:12.667 Yeah, I mean, that's very good.
00:20:14.269 --> 00:20:15.750 Because the truth is that in
00:20:15.769 --> 00:20:16.851 these sorts of projects,
00:20:17.070 --> 00:20:18.491 digital transformations or
00:20:18.592 --> 00:20:21.093 any sort of business transformation,
00:20:22.193 --> 00:20:23.134 they're not easy, man.
00:20:24.194 --> 00:20:25.736 I mean,
00:20:25.816 --> 00:20:27.376 running a manufacturing operation
00:20:27.436 --> 00:20:28.096 is not easy.
00:20:29.538 --> 00:20:30.898 Running a lot of complex
00:20:30.999 --> 00:20:31.960 aerospace projects
00:20:32.579 --> 00:20:33.560 are not easy, right?
00:20:33.980 --> 00:20:35.082 None of these things are easy.
00:20:35.122 --> 00:20:37.083 They're plagued with problems.
00:20:37.143 --> 00:20:38.743 Things are going wrong all the time.
00:20:39.243 --> 00:20:40.805 Emotions are very high.
00:20:40.846 --> 00:20:41.105 You know,
00:20:41.165 --> 00:20:42.286 people are pushed to their
00:20:42.306 --> 00:20:44.728 boundaries and really
00:20:44.907 --> 00:20:47.369 finding those people that
00:20:47.829 --> 00:20:49.090 are your high performance
00:20:49.310 --> 00:20:51.913 will make all of the difference, right?
00:20:52.773 --> 00:20:53.273 Absolutely.
00:20:53.555 --> 00:20:54.675 And you got to make sure
00:20:54.796 --> 00:20:58.458 because when you implement ERP and how,
00:20:58.878 --> 00:21:00.480 you know, that's not a minor change.
00:21:00.720 --> 00:21:03.662 That is a massive change for organization.
00:21:03.721 --> 00:21:04.282 But again,
00:21:04.303 --> 00:21:07.865 the reason you do that is to
00:21:07.986 --> 00:21:09.307 evolve that company.
00:21:10.305 --> 00:21:11.244 to be able to,
00:21:11.305 --> 00:21:13.826 let's call stabilize the
00:21:13.967 --> 00:21:17.208 organization and prepare for growth,
00:21:17.367 --> 00:21:17.528 right?
00:21:17.548 --> 00:21:19.819 You get to that, I don't know, 25,
00:21:19.819 --> 00:21:21.509 $30 million threshold and you go,
00:21:21.589 --> 00:21:22.330 oh my God, I can't,
00:21:22.631 --> 00:21:23.730 we can't run it the way we
00:21:23.830 --> 00:21:25.291 used to modern pop style.
00:21:25.751 --> 00:21:28.093 We need a system to organize
00:21:28.153 --> 00:21:30.173 all the information to help us plan,
00:21:30.233 --> 00:21:32.035 procure all those kinds of
00:21:32.134 --> 00:21:34.236 things so that we can have
00:21:34.276 --> 00:21:36.096 a good business that can
00:21:36.136 --> 00:21:37.278 grow in the years to come.
00:21:38.137 --> 00:21:39.638 And so with the people that
00:21:39.659 --> 00:21:40.740 you're going to ask,
00:21:41.320 --> 00:21:42.461 the top performers that
00:21:42.480 --> 00:21:44.363 you're going to ask to help do this,
00:21:44.623 --> 00:21:46.443 they have they have a day job.
00:21:46.463 --> 00:21:46.625 Right.
00:21:46.644 --> 00:21:47.845 They also have their other
00:21:47.884 --> 00:21:49.366 things that they do every single day.
00:21:49.426 --> 00:21:51.107 And now you you put this on
00:21:51.147 --> 00:21:52.048 their plate and go,
00:21:52.648 --> 00:21:53.769 you also need to do the
00:21:53.809 --> 00:21:55.111 implementation of the ERP.
00:21:55.211 --> 00:21:56.352 And so putting that on the
00:21:56.412 --> 00:21:58.073 three to five guys or gals
00:21:58.093 --> 00:21:59.874 that you're going to, you know, trust.
00:22:00.674 --> 00:22:01.675 You got to make sure you
00:22:01.695 --> 00:22:02.976 take care of them as well.
00:22:03.396 --> 00:22:03.656 Right.
00:22:03.757 --> 00:22:05.577 So you've got to make sure that, you know,
00:22:05.617 --> 00:22:06.999 whether it's compensation
00:22:07.078 --> 00:22:08.980 or little things here and there,
00:22:09.580 --> 00:22:10.621 but patting them on the
00:22:10.661 --> 00:22:11.781 back every single time
00:22:11.801 --> 00:22:12.883 there's a small win.
00:22:13.482 --> 00:22:14.864 It's very, very important.
00:22:15.064 --> 00:22:15.304 Right.
00:22:15.403 --> 00:22:17.664 So these guys are doing double the work.
00:22:18.165 --> 00:22:20.106 Make sure they're well taken care of.
00:22:20.563 --> 00:22:21.202 And that way,
00:22:21.542 --> 00:22:24.743 you're gonna have high
00:22:24.784 --> 00:22:26.844 performers that are feeling appreciated,
00:22:26.903 --> 00:22:29.585 that really want to help the company out,
00:22:29.625 --> 00:22:31.085 that understand the
00:22:31.125 --> 00:22:33.086 long-term benefit of what
00:22:33.145 --> 00:22:34.425 they are doing and that
00:22:34.586 --> 00:22:35.566 they are a part of.
00:22:36.965 --> 00:22:40.426 That way, the organization,
00:22:40.446 --> 00:22:42.007 it'll be a win-win when
00:22:42.048 --> 00:22:43.008 they're taken care of and
00:22:43.067 --> 00:22:43.847 obviously when you have the
00:22:43.928 --> 00:22:46.067 ERP system implemented at the business.
00:22:47.048 --> 00:22:47.269 Right.
00:22:47.489 --> 00:22:48.888 So operations leaders take note.
00:22:49.837 --> 00:22:52.482 Because here, we've come into many...
00:22:53.573 --> 00:22:55.213 integrations implementations
00:22:55.273 --> 00:22:56.474 digital transformations
00:22:56.596 --> 00:22:58.096 where a big reason as to
00:22:58.176 --> 00:23:00.018 why things are failing are
00:23:00.057 --> 00:23:02.079 because they've not chosen
00:23:02.119 --> 00:23:03.981 their best people or the
00:23:04.041 --> 00:23:05.643 right people for the role
00:23:06.143 --> 00:23:07.023 right because they're
00:23:07.064 --> 00:23:09.685 fearful of that but you're
00:23:09.726 --> 00:23:10.727 right jonathan right if
00:23:10.767 --> 00:23:11.367 they're going to be the
00:23:11.468 --> 00:23:12.749 ones that define the future
00:23:13.288 --> 00:23:14.630 for the organization and
00:23:14.650 --> 00:23:16.531 they're going to define how
00:23:16.592 --> 00:23:17.752 you execute what your
00:23:17.792 --> 00:23:18.993 business process looks like
00:23:19.473 --> 00:23:20.835 how your system is set up
00:23:21.655 --> 00:23:22.915 i mean you you've got to
00:23:22.996 --> 00:23:24.017 have the right people in
00:23:24.076 --> 00:23:24.836 place and you've got to
00:23:24.896 --> 00:23:26.317 enable them well and make
00:23:26.356 --> 00:23:27.477 sure you get you take care
00:23:27.517 --> 00:23:28.357 of them I think a lot of
00:23:28.377 --> 00:23:30.377 people miss that last stage
00:23:30.417 --> 00:23:31.238 they're like oh you know
00:23:31.278 --> 00:23:32.357 it's a good opportunity for
00:23:32.397 --> 00:23:33.638 them they're going to be
00:23:33.699 --> 00:23:34.759 happy but they don't see
00:23:34.798 --> 00:23:36.598 how much they struggle to
00:23:36.679 --> 00:23:37.779 really balance their
00:23:37.819 --> 00:23:39.799 multiple jobs or or the
00:23:39.859 --> 00:23:41.440 demand of a new project or
00:23:41.599 --> 00:23:44.080 transforming a business um
00:23:44.580 --> 00:23:45.661 that they just assume
00:23:45.681 --> 00:23:46.480 they're going to be happy
00:23:46.520 --> 00:23:48.781 with that but they're really not always
00:23:50.090 --> 00:23:52.211 One thing I'll add to ask is,
00:23:52.231 --> 00:23:55.712 so that was an ERP implementation,
00:23:55.772 --> 00:23:56.512 which is obviously
00:23:56.553 --> 00:23:58.173 revolutionary for many businesses.
00:23:58.853 --> 00:24:00.134 But even when we talk about
00:24:00.193 --> 00:24:03.815 today of AI and technology going forward,
00:24:04.035 --> 00:24:05.375 those high performers,
00:24:05.494 --> 00:24:06.976 I can guarantee you those
00:24:07.096 --> 00:24:07.955 ones that you picked
00:24:08.875 --> 00:24:11.656 probably are very open to change.
00:24:13.738 --> 00:24:16.200 They understand, obviously,
00:24:16.380 --> 00:24:18.201 the benefits of introducing
00:24:18.221 --> 00:24:19.561 in that situation ERP,
00:24:19.602 --> 00:24:21.782 which is also technology, obviously,
00:24:21.803 --> 00:24:24.545 and what it can do for businesses.
00:24:24.865 --> 00:24:26.665 So I think even when we talk
00:24:26.705 --> 00:24:28.627 about today and going forward with AI,
00:24:29.647 --> 00:24:30.469 and all the other new
00:24:30.509 --> 00:24:32.070 technologies that's being introduced,
00:24:32.590 --> 00:24:33.231 when you're trying to
00:24:33.291 --> 00:24:35.012 implement that into your business,
00:24:35.193 --> 00:24:36.295 you're probably going to
00:24:36.355 --> 00:24:37.756 want to find the folks that
00:24:37.796 --> 00:24:39.597 are very open-minded and
00:24:39.798 --> 00:24:41.500 ready to embrace the change,
00:24:41.539 --> 00:24:42.661 as opposed to the folks
00:24:42.701 --> 00:24:44.643 that are sitting on the fence and go,
00:24:44.663 --> 00:24:46.044 this is the way we've always done it.
00:24:47.484 --> 00:24:48.626 Those are probably the guys
00:24:48.707 --> 00:24:50.067 and gals that you probably
00:24:50.188 --> 00:24:52.069 don't want on your team.
00:24:53.907 --> 00:24:54.208 Right.
00:24:54.407 --> 00:24:55.749 Yeah, that's very good.
00:24:55.769 --> 00:24:57.348 I don't think that gets enough attention,
00:24:57.368 --> 00:24:57.868 but it should.
00:24:58.429 --> 00:24:59.970 It's not just the role of
00:25:00.009 --> 00:25:01.789 the person that you have to consider,
00:25:01.851 --> 00:25:02.851 but you have to consider
00:25:03.351 --> 00:25:05.991 their willingness to explore,
00:25:06.132 --> 00:25:07.231 to learn something new,
00:25:07.491 --> 00:25:09.553 to grow and to be open-minded to change.
00:25:11.128 --> 00:25:12.950 And I will say this,
00:25:13.150 --> 00:25:15.549 we talk a lot about managing down, right?
00:25:15.569 --> 00:25:16.750 Like the people basically
00:25:16.830 --> 00:25:17.951 implementing this or
00:25:17.990 --> 00:25:19.851 benefiting from the technology directly.
00:25:20.332 --> 00:25:21.511 But just as importantly,
00:25:21.731 --> 00:25:24.813 it's managing up with the executive team,
00:25:25.192 --> 00:25:25.553 right?
00:25:26.373 --> 00:25:29.473 So what do you think about Jonathan?
00:25:29.534 --> 00:25:31.934 Like what goes through your mind there?
00:25:32.595 --> 00:25:37.115 Yeah, I think with my experience,
00:25:37.155 --> 00:25:38.297 they're thinking about how
00:25:38.317 --> 00:25:39.537 do we reduce costs?
00:25:40.292 --> 00:25:40.473 Right.
00:25:40.493 --> 00:25:42.176 They're just they're looking at numbers.
00:25:42.217 --> 00:25:43.519 That's what they get measured on.
00:25:43.579 --> 00:25:43.961 I get it.
00:25:44.361 --> 00:25:44.561 Right.
00:25:46.164 --> 00:25:47.468 I'll take it one level down,
00:25:47.508 --> 00:25:49.111 like in my current position
00:25:49.191 --> 00:25:50.534 as VP programs.
00:25:51.317 --> 00:25:52.577 When there's a multitude of
00:25:52.678 --> 00:25:54.999 projects and programs across the business,
00:25:55.679 --> 00:25:56.778 you don't want to spend
00:25:56.919 --> 00:25:58.619 time trying to decipher
00:25:58.880 --> 00:26:01.080 what this project status is
00:26:01.181 --> 00:26:02.221 trying to tell you.
00:26:02.942 --> 00:26:04.522 I want to know that I'm
00:26:04.563 --> 00:26:05.542 looking at the same
00:26:05.663 --> 00:26:07.223 information across
00:26:07.263 --> 00:26:09.765 different projects so that
00:26:10.464 --> 00:26:11.826 I'm really focusing on the
00:26:11.865 --> 00:26:13.007 performance of how we're
00:26:13.047 --> 00:26:14.166 doing and not going, well,
00:26:14.626 --> 00:26:15.307 this is measured
00:26:15.347 --> 00:26:16.788 differently in this project
00:26:17.327 --> 00:26:18.229 than that one.
00:26:18.269 --> 00:26:19.709 I do not want to spend any
00:26:19.769 --> 00:26:20.450 time doing that.
00:26:21.327 --> 00:26:22.169 non-value-add.
00:26:22.848 --> 00:26:25.150 So with technology, right,
00:26:25.210 --> 00:26:27.330 if we design something
00:26:27.391 --> 00:26:29.972 that's going to pull from the MRP system,
00:26:30.012 --> 00:26:33.035 it's going to pull from the bid database,
00:26:33.075 --> 00:26:34.996 maybe that's in the ERP system as well.
00:26:35.935 --> 00:26:37.096 It's going to pull from an
00:26:37.317 --> 00:26:39.218 MS project enterprise server.
00:26:40.179 --> 00:26:41.378 You might have a financial
00:26:41.419 --> 00:26:42.700 repository out of QuickBooks.
00:26:42.900 --> 00:26:43.540 Who knows?
00:26:44.760 --> 00:26:46.142 But if the technology can
00:26:46.382 --> 00:26:47.741 pull all the pertinent
00:26:47.781 --> 00:26:49.403 information classified or
00:26:49.442 --> 00:26:50.722 categorized by project
00:26:50.843 --> 00:26:53.324 program into a standardized
00:26:54.545 --> 00:26:56.404 template that's organized
00:26:56.546 --> 00:26:59.386 in the way the executive wants to see it,
00:27:00.106 --> 00:27:01.346 whether that be financial
00:27:01.386 --> 00:27:04.367 schedule risks or the other way around,
00:27:04.407 --> 00:27:04.989 who knows, whatever.
00:27:06.848 --> 00:27:08.410 Then then now we're really
00:27:08.490 --> 00:27:10.652 looking at the same metrics
00:27:10.771 --> 00:27:12.913 across each program and project,
00:27:13.314 --> 00:27:15.075 and it allows the executive
00:27:15.296 --> 00:27:16.636 and obviously the PM and
00:27:16.656 --> 00:27:19.239 the IPTs to make decisions.
00:27:20.138 --> 00:27:20.480 Right.
00:27:20.880 --> 00:27:22.320 And we're talking about the
00:27:22.361 --> 00:27:24.122 same metric across the board.
00:27:24.261 --> 00:27:26.844 So for me, it's
00:27:27.964 --> 00:27:28.384 You know,
00:27:28.644 --> 00:27:30.905 if we can make it a win win
00:27:30.945 --> 00:27:33.007 situation where we take
00:27:33.067 --> 00:27:35.147 that administrative effort
00:27:35.387 --> 00:27:36.169 of trying to go home,
00:27:36.348 --> 00:27:37.469 where do I even get that
00:27:37.528 --> 00:27:39.150 information on schedule and
00:27:39.269 --> 00:27:40.730 financial and risk and, you know,
00:27:40.951 --> 00:27:41.711 pulling from all these
00:27:41.750 --> 00:27:42.991 different things to put it
00:27:43.051 --> 00:27:44.632 into an Excel format or a
00:27:44.692 --> 00:27:46.993 PowerPoint format just to show, hey,
00:27:47.034 --> 00:27:48.354 Mahindra, you know,
00:27:48.453 --> 00:27:50.115 or the executive or the CEO,
00:27:51.394 --> 00:27:52.596 if we take that away,
00:27:52.736 --> 00:27:54.396 that's a win for the PM.
00:27:55.096 --> 00:27:56.097 And on the flip side,
00:27:56.117 --> 00:27:57.758 if I'm the executive of VP
00:27:58.479 --> 00:28:00.059 programs looking at
00:28:00.119 --> 00:28:03.300 standardized reporting and
00:28:03.500 --> 00:28:05.501 I know that it's real time
00:28:05.602 --> 00:28:07.423 and it's automated, so to speak,
00:28:07.623 --> 00:28:10.944 pulling from the various databases, gosh,
00:28:11.045 --> 00:28:13.465 I know that I can trust the data.
00:28:15.520 --> 00:28:15.780 You know,
00:28:15.820 --> 00:28:16.882 I've got to be careful when I'm
00:28:16.922 --> 00:28:17.903 saying trusted data,
00:28:17.942 --> 00:28:19.723 but I know it's coming from
00:28:19.784 --> 00:28:21.285 the system itself.
00:28:21.704 --> 00:28:24.126 There's no manipulation from a PM,
00:28:24.207 --> 00:28:24.846 so to speak.
00:28:24.886 --> 00:28:25.807 So I want to make sure I
00:28:26.188 --> 00:28:27.409 convey that the right way.
00:28:27.469 --> 00:28:30.691 But if it's coming from systems real time,
00:28:31.872 --> 00:28:33.472 then I know I'm looking at
00:28:33.633 --> 00:28:36.634 pretty accurate data on all projects.
00:28:36.674 --> 00:28:38.175 And I think that's a win for
00:28:38.296 --> 00:28:39.457 the leadership team as well.
00:28:40.261 --> 00:28:40.461 Yeah,
00:28:40.521 --> 00:28:41.403 and that's actually a good point
00:28:41.442 --> 00:28:42.903 because what I think a lot
00:28:42.983 --> 00:28:46.746 of executives miss is that
00:28:47.067 --> 00:28:48.426 a lot of the reporting that happens,
00:28:48.488 --> 00:28:50.989 by the time it makes it into that nice,
00:28:51.449 --> 00:28:53.871 clean-cut PowerPoint presentation,
00:28:53.931 --> 00:28:56.393 it's been filtered by many levels.
00:28:56.853 --> 00:28:57.814 And they might be making a
00:28:57.854 --> 00:28:59.755 decision on what they think is reality,
00:29:00.174 --> 00:29:02.517 but not necessarily what is reality.
00:29:02.596 --> 00:29:03.678 And that doesn't help anybody.
00:29:05.755 --> 00:29:05.934 Right.
00:29:05.954 --> 00:29:06.976 So you're basically saying
00:29:07.016 --> 00:29:08.297 you need standardization.
00:29:08.376 --> 00:29:09.038 You need to be able to
00:29:09.097 --> 00:29:11.039 communicate things well and
00:29:11.099 --> 00:29:12.661 then screw the bullshit.
00:29:13.221 --> 00:29:14.702 Focus on the unfiltered
00:29:14.782 --> 00:29:17.705 truth that can be based on metrics,
00:29:17.746 --> 00:29:19.346 can be based on the things that matter,
00:29:19.366 --> 00:29:21.189 schedule, risk, et cetera,
00:29:21.429 --> 00:29:22.170 so that you can be
00:29:22.230 --> 00:29:24.711 effective communicating up
00:29:24.852 --> 00:29:26.334 and getting the decisions
00:29:26.554 --> 00:29:28.316 or the funding or whatever
00:29:28.375 --> 00:29:29.717 you need from the executive team.
00:29:31.013 --> 00:29:31.535 That's right.
00:29:31.835 --> 00:29:35.057 I think it's pretty
00:29:35.096 --> 00:29:36.258 understood when a program
00:29:36.317 --> 00:29:38.279 or product is in the red.
00:29:38.299 --> 00:29:39.381 A financier shouldn't
00:29:39.641 --> 00:29:41.162 schedule way off track.
00:29:41.362 --> 00:29:42.343 We know it's in the red.
00:29:42.703 --> 00:29:44.105 I think the massaging
00:29:44.184 --> 00:29:45.405 happens when it's in the
00:29:45.506 --> 00:29:48.448 yellow or maybe it's green.
00:29:48.847 --> 00:29:48.988 That
00:29:51.089 --> 00:29:52.951 To me, that comes down to leadership too.
00:29:53.010 --> 00:29:54.352 If they permit the team to
00:29:54.412 --> 00:29:55.633 have some flexibility in
00:29:55.673 --> 00:29:57.213 the way they critique or
00:29:57.394 --> 00:29:58.755 score their programs,
00:30:00.676 --> 00:30:02.397 that's going to inevitably happen.
00:30:03.222 --> 00:30:05.464 I lean the other way where I
00:30:05.586 --> 00:30:06.567 usually establish
00:30:06.606 --> 00:30:08.288 thresholds or criteria for
00:30:08.388 --> 00:30:09.910 what is a yellow, green,
00:30:10.130 --> 00:30:11.432 red type of financial
00:30:11.491 --> 00:30:12.813 situation of the project.
00:30:13.253 --> 00:30:14.255 And even with the schedule
00:30:14.295 --> 00:30:15.596 in terms of days later on
00:30:15.635 --> 00:30:16.856 track and so forth.
00:30:16.897 --> 00:30:19.680 So I think that's having the
00:30:19.800 --> 00:30:22.403 naked truth and removing
00:30:22.663 --> 00:30:24.384 the massaging from PMs.
00:30:24.925 --> 00:30:26.366 Because let's face it, right?
00:30:26.446 --> 00:30:27.647 Data is black and white.
00:30:27.848 --> 00:30:28.849 It's unemotional.
00:30:29.369 --> 00:30:31.332 And so just having that
00:30:31.471 --> 00:30:32.772 honesty in front of us,
00:30:33.213 --> 00:30:34.454 that's what we need to do
00:30:34.494 --> 00:30:36.096 to make the right decisions, right?
00:30:36.115 --> 00:30:37.116 So no massaging.
00:30:38.759 --> 00:30:39.019 Right.
00:30:39.358 --> 00:30:40.500 That's awesome, Jonathan.
00:30:40.921 --> 00:30:43.742 Very good stuff that you're saying there.
00:30:44.144 --> 00:30:44.284 So-
00:30:45.851 --> 00:30:46.711 You know, one of those,
00:30:47.372 --> 00:30:48.291 like that's not something
00:30:48.311 --> 00:30:50.532 that comes natural to everybody, right?
00:30:50.573 --> 00:30:52.334 And people, a lot of think are like, oh,
00:30:52.614 --> 00:30:54.214 I got to massage this.
00:30:54.694 --> 00:30:56.615 It's red, but how can I make it yellow,
00:30:57.096 --> 00:30:57.415 right?
00:30:57.476 --> 00:30:58.516 So that, you know,
00:30:59.037 --> 00:31:00.336 we make it through this meeting,
00:31:00.396 --> 00:31:02.238 this weekly reporting, monthly reporting,
00:31:02.758 --> 00:31:03.419 whatever that is.
00:31:03.459 --> 00:31:04.098 I don't think enough
00:31:04.138 --> 00:31:04.979 organizations are
00:31:05.019 --> 00:31:07.500 standardizing the reporting.
00:31:08.361 --> 00:31:09.221 A lot of companies think
00:31:09.240 --> 00:31:10.020 they standardize it,
00:31:10.040 --> 00:31:11.602 but when you really get into the details,
00:31:11.642 --> 00:31:13.242 you see that they don't.
00:31:13.883 --> 00:31:15.003 And there's some misogyny
00:31:15.464 --> 00:31:16.645 that sort of happens in there.
00:31:16.665 --> 00:31:17.906 And you use the big word, right,
00:31:17.926 --> 00:31:18.646 which is trust.
00:31:19.468 --> 00:31:20.910 Because I think one of the
00:31:20.950 --> 00:31:22.611 things that makes somebody like you,
00:31:23.152 --> 00:31:23.491 you know,
00:31:23.632 --> 00:31:25.534 successful is being able to know
00:31:25.614 --> 00:31:27.715 who to trust, who not to trust,
00:31:28.737 --> 00:31:30.357 and knowing when to trust
00:31:30.858 --> 00:31:32.420 somebody and when to ask
00:31:32.460 --> 00:31:33.421 for more information.
00:31:33.461 --> 00:31:34.201 And that's not really
00:31:34.281 --> 00:31:35.442 something that you can sort
00:31:35.462 --> 00:31:36.103 of learn easily.
00:31:36.804 --> 00:31:37.503 in school,
00:31:37.544 --> 00:31:38.845 like the school of hard knocks
00:31:39.384 --> 00:31:41.786 from being burned by people and, you know,
00:31:41.806 --> 00:31:43.767 being successful with others.
00:31:43.807 --> 00:31:46.307 So what kind of advice do you have for,
00:31:46.607 --> 00:31:47.847 for somebody sitting in a
00:31:47.907 --> 00:31:49.929 similar position as you who
00:31:49.949 --> 00:31:52.210 wants all the things that you're saying,
00:31:52.750 --> 00:31:54.810 but doesn't necessarily have that trust?
00:31:56.856 --> 00:31:58.958 Yeah, what comes to my mind, gosh,
00:31:59.018 --> 00:32:00.657 it's not even just work-related,
00:32:00.778 --> 00:32:02.919 but it's life.
00:32:03.058 --> 00:32:04.838 It's really about, let's call it,
00:32:06.078 --> 00:32:08.420 really listening.
00:32:08.480 --> 00:32:09.420 Am I just hearing this
00:32:09.500 --> 00:32:11.740 person or am I attentive
00:32:11.901 --> 00:32:13.800 and engaged and actively
00:32:14.060 --> 00:32:18.803 listening to what my partner, my wife,
00:32:19.022 --> 00:32:19.823 my girlfriend,
00:32:20.383 --> 00:32:24.003 or my work colleague is telling me?
00:32:24.986 --> 00:32:26.867 And I think that's the only way that,
00:32:27.028 --> 00:32:28.348 first of all, on the flip side,
00:32:28.409 --> 00:32:30.171 when you are an active listener,
00:32:30.191 --> 00:32:31.913 the person on the other
00:32:31.972 --> 00:32:33.894 side of you knows you're
00:32:33.933 --> 00:32:34.535 listening to them.
00:32:34.595 --> 00:32:36.016 You're not looking away.
00:32:36.036 --> 00:32:38.439 You're not multitasking.
00:32:38.939 --> 00:32:40.299 So, you know,
00:32:40.601 --> 00:32:42.102 they know that you're listening.
00:32:42.182 --> 00:32:43.383 And that's when that trust
00:32:43.784 --> 00:32:44.865 starts to begin.
00:32:47.317 --> 00:32:48.798 from the, let's call it,
00:32:49.058 --> 00:32:50.759 from the base level, right?
00:32:50.900 --> 00:32:52.541 And then the trust starts to
00:32:52.642 --> 00:32:55.344 evolve when you're as a leader going,
00:32:55.384 --> 00:32:57.404 well, what's your recommendation, right?
00:32:57.505 --> 00:32:59.267 What do you suggest we do in terms of,
00:32:59.307 --> 00:33:01.769 you know, in the situation, Mr. PM,
00:33:02.108 --> 00:33:02.888 Mrs. PM?
00:33:03.609 --> 00:33:05.490 And when they give a proposal and you go,
00:33:05.510 --> 00:33:08.614 I love it, go do it, right?
00:33:09.034 --> 00:33:10.174 Then you're giving them,
00:33:10.234 --> 00:33:11.355 you're empowering them
00:33:11.982 --> 00:33:14.404 to go and execute the
00:33:14.444 --> 00:33:15.846 proposal they have
00:33:15.885 --> 00:33:17.586 presented to you and so
00:33:17.626 --> 00:33:18.867 that again that now the
00:33:18.928 --> 00:33:20.489 trust is starting to build
00:33:21.049 --> 00:33:22.931 where now you said I trust
00:33:22.971 --> 00:33:24.873 you to go and do that and
00:33:25.073 --> 00:33:25.794 and let them do that and
00:33:25.834 --> 00:33:27.034 you know what I think
00:33:27.074 --> 00:33:28.134 that's how you start
00:33:28.234 --> 00:33:29.655 building that relationship
00:33:30.396 --> 00:33:31.778 and that trust between your
00:33:31.857 --> 00:33:33.259 employees your team your
00:33:33.298 --> 00:33:35.461 whole site and so forth it
00:33:35.621 --> 00:33:36.781 starts with listening
00:33:38.057 --> 00:33:39.778 And it starts with the next
00:33:39.838 --> 00:33:41.440 level to me is empowerment,
00:33:41.960 --> 00:33:43.861 empowering them to make decisions.
00:33:44.381 --> 00:33:46.422 And of course, you know,
00:33:46.521 --> 00:33:47.623 the next one is it,
00:33:47.663 --> 00:33:50.724 not every decision is going to be good.
00:33:51.164 --> 00:33:52.204 There's bad ones too,
00:33:52.325 --> 00:33:54.066 but making sure that you're
00:33:54.125 --> 00:33:57.407 supportive when something goes wrong.
00:33:58.008 --> 00:33:58.409 Okay.
00:33:58.909 --> 00:33:59.828 So, you know,
00:33:59.868 --> 00:34:01.589 something has gone off plan that,
00:34:01.690 --> 00:34:02.570 you know, you empowered them.
00:34:02.651 --> 00:34:02.951 Great.
00:34:03.030 --> 00:34:03.211 Right.
00:34:03.230 --> 00:34:04.551 And then they, they went and did it.
00:34:05.051 --> 00:34:06.792 Didn't do what we were hoping it to do.
00:34:07.933 --> 00:34:08.894 You come and you don't hit
00:34:08.914 --> 00:34:09.755 him on the head.
00:34:10.275 --> 00:34:11.496 You shouldn't have done that.
00:34:11.976 --> 00:34:13.597 No, it's about, OK, great.
00:34:13.637 --> 00:34:14.197 We tried it.
00:34:14.297 --> 00:34:15.119 It didn't work.
00:34:15.199 --> 00:34:16.900 So what do we think we're
00:34:16.920 --> 00:34:17.760 going to do right now?
00:34:17.820 --> 00:34:18.880 What are the other proposals?
00:34:19.121 --> 00:34:20.481 So making sure you're supportive.
00:34:20.963 --> 00:34:22.242 What help do you need?
00:34:22.302 --> 00:34:24.224 What support can I give you
00:34:24.344 --> 00:34:27.266 as a leader to help bring
00:34:27.306 --> 00:34:28.907 it back onto course?
00:34:29.648 --> 00:34:30.668 So making sure you're
00:34:30.728 --> 00:34:34.211 supportive during the tough times,
00:34:34.311 --> 00:34:35.572 so to speak, as a leader,
00:34:36.273 --> 00:34:37.554 as well as the good times.
00:34:37.653 --> 00:34:37.873 Right.
00:34:37.914 --> 00:34:39.436 So when there's good times,
00:34:40.175 --> 00:34:41.637 it's about appreciation.
00:34:41.856 --> 00:34:43.699 And again, it's always about appreciating.
00:34:43.739 --> 00:34:44.579 But in those times,
00:34:44.619 --> 00:34:46.201 you get that little pat on the back.
00:34:46.260 --> 00:34:46.820 Good job.
00:34:46.880 --> 00:34:47.422 Great job.
00:34:47.922 --> 00:34:49.061 to not just the PM,
00:34:49.081 --> 00:34:50.422 but the rest of the organization,
00:34:50.443 --> 00:34:51.802 because all we know in PMs
00:34:51.822 --> 00:34:53.123 is toothless tigers.
00:34:53.543 --> 00:34:54.663 Nobody reports to us.
00:34:55.063 --> 00:34:56.443 We're just trying to corral
00:34:56.523 --> 00:34:57.864 a team and influence a team
00:34:58.103 --> 00:34:59.684 to be successful and execute.
00:34:59.724 --> 00:35:00.844 So making sure you're
00:35:00.885 --> 00:35:02.125 supportive and appreciative
00:35:02.144 --> 00:35:03.885 of the entire team and not
00:35:03.945 --> 00:35:04.865 just the PM itself.
00:35:04.905 --> 00:35:07.286 So I think there's different
00:35:07.346 --> 00:35:11.106 levels of gaining that trust as a leader.
00:35:12.067 --> 00:35:14.628 But again, it starts with just listening.
00:35:16.760 --> 00:35:19.282 Right, the basic skills of listening,
00:35:19.503 --> 00:35:21.364 being able to communicate, right,
00:35:21.384 --> 00:35:22.583 like open to change,
00:35:23.385 --> 00:35:24.686 all those become a more
00:35:25.346 --> 00:35:27.067 pressing thing to look for
00:35:27.847 --> 00:35:29.429 as technology ends up
00:35:30.088 --> 00:35:31.150 taking a lot of the work
00:35:31.210 --> 00:35:32.630 away from us that is
00:35:33.150 --> 00:35:34.251 administrative and
00:35:34.311 --> 00:35:37.512 monotonous and repetitive and whatnot,
00:35:37.632 --> 00:35:37.813 right?
00:35:37.873 --> 00:35:39.173 Now, let me ask you this, Jonathan.
00:35:40.815 --> 00:35:42.815 What role does culture play?
00:35:44.005 --> 00:35:45.346 in terms of being able to
00:35:45.385 --> 00:35:47.867 successfully transform a
00:35:47.907 --> 00:35:49.367 business or integrate new
00:35:49.407 --> 00:35:51.648 technology into its operations?
00:35:53.228 --> 00:35:58.291 Culture is huge.
00:35:58.331 --> 00:35:59.733 I might go on a limb and say
00:35:59.793 --> 00:36:00.833 culture is number one.
00:36:01.592 --> 00:36:03.273 I think that
00:36:05.210 --> 00:36:08.454 people that enjoy coming to work,
00:36:10.235 --> 00:36:12.958 it's predominantly because
00:36:12.998 --> 00:36:14.760 they enjoy working with the
00:36:14.840 --> 00:36:16.221 people that are there,
00:36:16.521 --> 00:36:18.422 the team that they're a part of,
00:36:19.403 --> 00:36:20.324 that they're working with.
00:36:20.846 --> 00:36:22.206 I think that makes it a lot
00:36:22.266 --> 00:36:26.471 more fun and enjoyable when
00:36:26.510 --> 00:36:28.612 you're working in a good culture.
00:36:28.672 --> 00:36:29.853 There's good morale.
00:36:30.574 --> 00:36:31.755 We're supportive of each
00:36:31.835 --> 00:36:33.255 other through thick and thin,
00:36:34.215 --> 00:36:36.217 through the failures and the wins.
00:36:37.177 --> 00:36:40.398 And when we feel like we're part of a team,
00:36:41.958 --> 00:36:43.938 it just makes things more enjoyable.
00:36:43.958 --> 00:36:46.440 So the culture is super important.
00:36:46.480 --> 00:36:47.900 Yes, people are going to say,
00:36:47.981 --> 00:36:49.260 I'm going to go because of the money.
00:36:49.360 --> 00:36:50.481 But they get there.
00:36:50.521 --> 00:36:52.581 And the team and the culture is not good,
00:36:52.641 --> 00:36:53.322 I guarantee you.
00:36:53.342 --> 00:36:54.702 They're not going to be very happy there.
00:36:55.617 --> 00:36:58.840 so in terms of um having a
00:36:58.880 --> 00:37:01.460 good culture um when you're
00:37:01.601 --> 00:37:03.101 introducing new technology
00:37:03.141 --> 00:37:04.302 gosh that's a win right
00:37:04.322 --> 00:37:05.123 because they're they're
00:37:05.202 --> 00:37:06.864 open to it um they're
00:37:06.903 --> 00:37:08.025 embracing the change
00:37:08.065 --> 00:37:09.425 they're excited about the
00:37:09.505 --> 00:37:10.826 future what can we do
00:37:10.925 --> 00:37:11.947 better they probably have a
00:37:11.987 --> 00:37:12.947 continuous improvement
00:37:13.067 --> 00:37:15.547 mindset and they don't want
00:37:15.588 --> 00:37:17.949 to sit on the fence they want to evolve
00:37:19.050 --> 00:37:19.871 uh you know their
00:37:19.931 --> 00:37:21.452 professional career all
00:37:21.472 --> 00:37:23.333 right so as the world
00:37:23.414 --> 00:37:25.195 evolves around us we can't
00:37:25.235 --> 00:37:26.396 be sitting on the fence I
00:37:26.416 --> 00:37:27.918 guarantee you that those
00:37:27.978 --> 00:37:29.039 folks that are doing that
00:37:29.579 --> 00:37:30.601 are probably not going to
00:37:30.641 --> 00:37:32.161 go as far and maybe that's
00:37:32.262 --> 00:37:34.603 okay with them um but the
00:37:34.684 --> 00:37:35.925 ones that are eager and
00:37:36.065 --> 00:37:38.268 driven and want to succeed
00:37:38.347 --> 00:37:39.869 gosh those are the things
00:37:39.909 --> 00:37:41.351 that excite me you know
00:37:41.510 --> 00:37:43.632 when I join a team I'm looking for those
00:37:44.463 --> 00:37:46.344 Looking for those types of behaviors.
00:37:46.925 --> 00:37:47.626 I'll just give a quick
00:37:47.686 --> 00:37:49.128 example with a new company
00:37:49.168 --> 00:37:51.110 that I'm going to work for.
00:37:51.130 --> 00:37:52.753 That was the first thing I'm
00:37:52.773 --> 00:37:54.635 looking at as I do the facility tour.
00:37:54.675 --> 00:37:56.157 Are the people engaged?
00:37:56.257 --> 00:37:57.119 Are they working?
00:37:57.590 --> 00:37:59.012 Are they talking to each other or,
00:37:59.092 --> 00:37:59.512 heads down,
00:37:59.552 --> 00:38:00.472 not talking to each other or
00:38:00.512 --> 00:38:01.373 not doing anything?
00:38:01.472 --> 00:38:01.672 Well,
00:38:02.092 --> 00:38:03.514 this company that I'm going to go into,
00:38:03.534 --> 00:38:04.755 people were talking.
00:38:04.974 --> 00:38:06.856 I could feel the energy.
00:38:08.577 --> 00:38:09.797 And so that was a great
00:38:09.896 --> 00:38:12.579 signal that this is what I
00:38:12.619 --> 00:38:13.659 want to be a part of.
00:38:14.079 --> 00:38:15.460 If you've got team members
00:38:15.519 --> 00:38:17.001 that are eager to listen
00:38:17.141 --> 00:38:18.420 and wanting to learn,
00:38:19.914 --> 00:38:21.717 What else can you ask for?
00:38:21.777 --> 00:38:22.757 They want to get better.
00:38:23.157 --> 00:38:25.820 And yeah, if that's the right leadership,
00:38:25.840 --> 00:38:28.061 then we can make sure we're
00:38:28.242 --> 00:38:30.884 being successful, we're thorough,
00:38:30.943 --> 00:38:32.525 we're proactive, predictable,
00:38:32.565 --> 00:38:33.646 high-performing program
00:38:33.666 --> 00:38:34.567 management professionals,
00:38:35.068 --> 00:38:37.449 but we're also having fun
00:38:37.969 --> 00:38:38.650 every single day.
00:38:39.992 --> 00:38:40.211 Right.
00:38:40.592 --> 00:38:42.114 That's awesome, Jonathan.
00:38:42.974 --> 00:38:44.275 Sounds like a great place to be.
00:38:44.876 --> 00:38:47.778 So let me ask you one final question,
00:38:48.159 --> 00:38:48.438 right?
00:38:49.119 --> 00:38:49.380 You know,
00:38:49.619 --> 00:38:51.302 you look at either younger
00:38:51.842 --> 00:38:53.384 project managers, right,
00:38:53.523 --> 00:38:54.545 or younger people in
00:38:54.585 --> 00:38:56.065 manufacturing operations,
00:38:56.106 --> 00:38:58.487 look up to somebody like you, you know,
00:38:58.527 --> 00:39:01.851 want to eventually be in a similar role,
00:39:02.431 --> 00:39:02.672 right?
00:39:02.791 --> 00:39:04.833 What thoughts or advice
00:39:05.434 --> 00:39:06.534 would you leave them with?
00:39:08.027 --> 00:39:10.108 In the era of technology.
00:39:11.409 --> 00:39:12.769 In the era of technology.
00:39:13.731 --> 00:39:14.030 Well,
00:39:14.891 --> 00:39:17.253 I think like we had mentioned a few times,
00:39:19.335 --> 00:39:20.414 understanding that the
00:39:20.474 --> 00:39:22.257 world is evolving every
00:39:22.297 --> 00:39:24.097 single second around us
00:39:24.257 --> 00:39:26.960 today and embracing that
00:39:27.380 --> 00:39:30.722 and knowing that technology
00:39:30.842 --> 00:39:33.184 can really do a lot of
00:39:33.284 --> 00:39:35.565 great things for us as it
00:39:35.706 --> 00:39:37.626 has done over the past,
00:39:38.574 --> 00:39:39.315 20, 30 years.
00:39:39.394 --> 00:39:39.614 I mean,
00:39:39.675 --> 00:39:41.335 it's just been transformational
00:39:41.795 --> 00:39:43.237 with the web and all these
00:39:43.297 --> 00:39:44.498 things that have occurred.
00:39:46.139 --> 00:39:49.240 You know, it's just been revolutionary,
00:39:49.440 --> 00:39:49.601 right?
00:39:50.001 --> 00:39:54.164 We're going into a new generation, a new,
00:39:55.164 --> 00:39:55.686 you know,
00:39:56.686 --> 00:39:59.847 phase of the world and life and so forth.
00:40:00.349 --> 00:40:00.889 And we're in it.
00:40:01.248 --> 00:40:02.530 It's starting to happen, right?
00:40:02.590 --> 00:40:03.610 Not only with the AI,
00:40:03.650 --> 00:40:04.672 but now we're going to EV
00:40:04.731 --> 00:40:06.813 tolls flying all over the place, right?
00:40:06.873 --> 00:40:07.713 Watch out for the helicopter.
00:40:09.697 --> 00:40:11.018 But having folks that are
00:40:11.478 --> 00:40:14.398 open and willing to embrace technology,
00:40:14.677 --> 00:40:16.378 I think you've got to have
00:40:16.418 --> 00:40:17.639 that and understanding.
00:40:17.719 --> 00:40:18.358 And if you don't,
00:40:18.539 --> 00:40:19.420 maybe it's a lack of
00:40:19.460 --> 00:40:20.780 understanding of what the
00:40:20.820 --> 00:40:21.679 benefits could be.
00:40:21.760 --> 00:40:24.900 So educate yourself, educate yourself with,
00:40:26.260 --> 00:40:27.442 you know, AI.
00:40:27.601 --> 00:40:30.322 There's many courses online I've seen that,
00:40:30.362 --> 00:40:30.581 you know,
00:40:30.601 --> 00:40:31.663 you can pay for them or you
00:40:31.682 --> 00:40:32.882 don't even have to pay for them.
00:40:32.902 --> 00:40:33.043 Right.
00:40:33.422 --> 00:40:35.344 There's tons of podcasts.
00:40:35.384 --> 00:40:37.226 There's tons of YouTube videos.
00:40:37.706 --> 00:40:39.146 Start educating yourself
00:40:39.286 --> 00:40:41.148 about what is starting to
00:40:41.248 --> 00:40:42.309 occur with the world.
00:40:42.349 --> 00:40:42.489 Right.
00:40:42.548 --> 00:40:43.389 And get ahead of it.
00:40:43.949 --> 00:40:45.291 Understanding like, OK,
00:40:45.331 --> 00:40:46.510 if I want to be part of
00:40:46.550 --> 00:40:48.952 this new movement or new generation.
00:40:49.672 --> 00:40:50.793 How can I contribute?
00:40:50.813 --> 00:40:52.293 And what can I learn today
00:40:52.353 --> 00:40:53.554 to be able to contribute in
00:40:53.594 --> 00:40:55.096 the future as a leader in
00:40:55.115 --> 00:40:55.956 an organization?
00:40:56.576 --> 00:40:59.197 I think it's happening, right?
00:40:59.277 --> 00:41:00.938 So all these companies are
00:41:01.059 --> 00:41:03.559 starting to look at AI and what, you know,
00:41:04.019 --> 00:41:06.001 they're using chat GPT on their phones.
00:41:06.041 --> 00:41:07.762 So why can't I do that at work?
00:41:08.442 --> 00:41:10.764 so you know start educating
00:41:10.784 --> 00:41:12.164 yourself knowing it's about
00:41:12.204 --> 00:41:14.465 to happen and um come in
00:41:14.545 --> 00:41:15.726 with you know you can look
00:41:15.746 --> 00:41:17.447 like the smart guy or gal
00:41:17.487 --> 00:41:18.829 and coming into your boss
00:41:18.909 --> 00:41:19.989 and go hey listen you know
00:41:20.028 --> 00:41:21.510 this thing can do this and
00:41:21.550 --> 00:41:22.710 this we could really
00:41:22.791 --> 00:41:23.831 improve operational
00:41:23.871 --> 00:41:25.333 efficiency and drive down
00:41:25.432 --> 00:41:27.153 costs I guarantee you the
00:41:27.193 --> 00:41:28.494 ceos you will perk up a
00:41:28.554 --> 00:41:29.635 little bit oh drive down
00:41:29.695 --> 00:41:31.215 costs improve efficiently
00:41:31.597 --> 00:41:33.237 yeah so um just start
00:41:33.277 --> 00:41:34.998 educating yourself would be my message
00:41:36.427 --> 00:41:36.927 That's awesome.
00:41:37.068 --> 00:41:38.769 Yeah, great message, Jonathan.
00:41:38.949 --> 00:41:40.650 I think our listeners will appreciate that,
00:41:40.751 --> 00:41:40.951 right?
00:41:41.471 --> 00:41:42.351 And it's a good way to
00:41:42.411 --> 00:41:44.974 really segue into what the show is about,
00:41:45.153 --> 00:41:45.353 right?
00:41:45.414 --> 00:41:46.894 It's in an era of AI,
00:41:46.934 --> 00:41:48.516 you don't need to be the most technical.
00:41:49.036 --> 00:41:50.338 You don't need to be the one
00:41:50.358 --> 00:41:52.099 that understands technology the best,
00:41:52.179 --> 00:41:52.318 right?
00:41:52.338 --> 00:41:53.400 You have to be the one that
00:41:53.940 --> 00:41:55.201 is open-minded and
00:41:55.260 --> 00:41:57.621 communicates well and can
00:41:57.682 --> 00:41:58.583 connect things to
00:41:58.643 --> 00:42:00.543 companies' objectives to be successful.
00:42:01.865 --> 00:42:02.487 So Jonathan,
00:42:02.507 --> 00:42:03.849 thank you so much for being on the show.
00:42:04.409 --> 00:42:05.851 This is a great chat.
00:42:06.512 --> 00:42:07.956 We'll have to do this again sometime.
00:42:09.217 --> 00:42:09.998 So everybody else,
00:42:10.239 --> 00:42:11.221 thank you for listening.
00:42:11.981 --> 00:42:13.123 Stay tuned for next episode.
00:42:13.724 --> 00:42:14.085 Cheers.
00:42:14.887 --> 00:42:15.226 Thank you.
00:42:15.407 --> 00:42:15.628 Cheers.