Great leaders Invite feedback with Tim Windsor

Tim Windsor joins me for an awesome conversation around the idea of feedback. Tim’s been working with leaders for 30 years and shares so much wisdom including his IGNITE model.

Here’s a glance at what you’ll learn from our discussion in this episode:

• The IGNITE Feedback Model
  • Input
  • Giving
  • New 
  • Insight
  • To 
  • Elevate
• The importance of inviting and igniting feedback to enhance growth
• How to get input, gain insight and elevate your business and team
• Understand your vantage points and observe from various angles
• Great Leaders are goal sellers, not just goal setters

Go to  www.frevesco.ca to find out more about Tim Windsor

If you’re ready to transform your entrepreneurial frustrations into freedoms by cutting through the chaos and using frameworks that help you run an even better business and enjoy an even better life, simply go to:   www.Mohr.Coach

Take the free assessment on the top right-hand side of my website and we’ll set up a time to chat!

I'd love to connect with you on my social channels

“I love these short podcasts full of takeaways to simplify my business” <– If that sounds like you, please consider rating and reviewing my show! This helps me support more business leaders like you to cut through the chaos and create clarity, confidence and momentum. Click here, scroll to the bottom, tap to rate with five stars, and select “Write a Review.” Then be sure to let me know what you loved most about the episode!

Pick up a copy of Pete's new release:

The Business Owner Breakthrough

On Amazon in Kindle or Paperback editions

Are you looking to make some changes in your business and your life in 2024?  Head over to speaktopete.com and book a chat with me to see if we're the right fit!

Maximize Your Business’s Value with the Value Builder Assessment!

As a business owner, do you know what your company is truly worth? The Value Builder Assessment is a powerful tool that helps you uncover the key factors influencing your business’s value. Whether you're considering a sale, planning for the future, or simply want to grow, this assessment offers actionable insights to increase your business’s worth and appeal to potential buyers.

Don’t leave your business’s future to chance. Click here to take the Value Builder Assessment and start building a more valuable, resilient business today!

Book a no charge Freedom Call with Pete, to see if you’re a good fit for his business coaching or talk to Pete about speaking at your next event head over to http://speaktopete.com to find a time that works for you!

Pete's Websites:

Pete-Mohr.com
The Exit Ready Business
Kolbe Coach
Simplifying Entrepreneurship

LinkedIn at https://www.linkedin.com/in/petemohr/
Instagram at ...

Transcript

Tim Windsor  00:00

being open to the idea that your leadership ultimately will be experienced and critiqued by others. And they will decide whether you're a great leader or not. Whenever we can awaken ourselves to that perspective and unlock it, find it, invite it, we can ignite growth and change in our lives as leaders. And that's what I found to be amazing about the leaders I've worked with,

Pete Mohr  00:20

as you were saying that was a quote on feedback just kind of came to me, I think it was maybe Ken Blanchard that said, feedback is the breakfast of champions. And it's what feeds you and get you going in the day as a leader. It's what ignites change, right? Hey, it's Pete, and welcome to another edition of the simplifying entrepreneurship podcast. It's the series designed to help you change your entrepreneurial worries and wants into wins by providing the tips and tools that will help you cut through the chaos and create clarity using systems that will transform your business and life as a leader. And today, I had the opportunity to speak with Tim Windsor from Invesco and, you know, Tim's been working with leaders for almost 30 years and shares so much wisdom today, all around the idea of feedback gets into his ignite model and lots of other great stuff. Stay tuned for a wonderful interview with Tim Windsor. Hey, Tim, it's great to have you here on the simplifying entrepreneurship podcast.

Tim Windsor  01:30

Awesome. Pete, thanks for having me. I'm looking forward to this is gonna be a great conversation. Yeah, you know, I

Pete Mohr  01:35

really wanted to get you back on as soon as I could here, and was happy to be a part of your podcast, the unmodified a few months ago, I guess. Now, it was a great conversation. And I think we'll probably touch on a couple of things. They're what we're going to talk about today, again, here on this podcast.

Tim Windsor  01:51

Absolutely. You know, what the listeners are loving that it was a great conversation around your wheel of momentum, and all the stuff that happens there, and it's trending really nicely for listenership. So they listened to it for you, not for me.

Pete Mohr  02:03

And that's the same on this one. So really looking forward to our conversation today. And it's going to be around this idea that great leaders are not just open to feedback, they invite and ignite with it.

Tim Windsor  02:15

So for me, for the last 30 years, I've been working with leaders all across the globe, and multiple continents, multiple countries, political leaders, community leaders, business leaders, lots of different political leaders. And as I began to look at them, I began to recognize a trade in them, you know, a lot of people will say, Well, I'm open for my people to give me feedback, you know, when they give it to me, I'm open. But what I began to realize that transformative leaders that were leading at a high world-class level, they didn't, they weren't just open to feedback, they weren't just open to the idea of receiving it, they aggressively and consistently invited it. And they found ways to invite it in ways that cause people to give them truthful, transparent feedback that would be helpful to them. They had mechanisms, either in person or with tools to invite ongoing feedback, and review of their leadership. And then they use that ultimately, to ignite and start new opportunities to grow as a leader in their life. That's the thing I noticed about them. They didn't just, they weren't just open to it. They didn't just tolerate it. I mean, you met some leaders like that, that are tolerant of feet. Oh, yeah. They invited it. And they created this environment that was just this place where you could give feedback, again, respectful feedback, give people feedback so that they could grow their capacity to lead. And I think it was born out of the idea fundamentally that those leaders understood that they weren't the primary recipient of their own leadership. And that although they had good intentions, at times in their head, and in their heart, they didn't always translate well as they worked with their team. And so being open to the idea that your leadership ultimately will be experienced and critiqued by others. And they will decide whether you're a great leader or not. Whenever we can awaken ourselves to that perspective and unlock it, find it invite it, we can ignite growth and change in our lives as leaders. And that's what I found to be amazing about the leaders I've worked with,

Pete Mohr  04:12

as you were saying that was a quote on feedback just kind of came to me, I think it was maybe Ken Blanchard that said, feedback is the breakfast of champions, and it's what feeds you and get you going in the day as a leader. It's what ignites change, right. And when we talked a little bit about that, the wheel of momentum side of things, it's like giving the confidence and getting all of that sort of stuff gets that thing rolling, and it really ignites it tell me a little bit more about how you feel with that phrase that

Tim Windsor  04:42

you say that invites and ignites it. So for me, those words go together. So and for me, ignite is an acronym that I think of as well. So ignite is such a powerful word the idea of ignition of catalyzing action through igniting something for me ignite also state For an acronym that I've used over the years, and that is input giving new insight to elevate,

05:05

yeah, that's great. So

Tim Windsor  05:06

what happens is, is that as we invite new input, and we gain insight through it, we can use it to elevate ourselves. And so, ignite is not only an idea, and I think it's a simple word that has a lot of power within it, it's really an acronym for a process, you know, I, I get input, I gain insight, that new insight gives me something that I can elevate with. And that's what  I've just found that leaders do Now a lot of times, leaders and companies like, like work that you do, and the work that I do with my, with my customers, we design processes that help invite an ignite, we invite people into a feedback process, maybe formal or informal. We protect the anonymity of the process, of course, because there's a big that's a big part of it. Oh, yeah. One of the challenges, obviously, in leadership environments is to get honest feedback. At the end of the day, it's very hard for some people to give honest feedback about their leader who ultimately is in charge of their destiny.

Pete Mohr  06:02

And their and their and their income

Tim Windsor  06:04

and their income. Right. Yeah, so when I'm creating an environment where people are invited into particularly what I would consider, you know, a sort of a blind process in the sense that there's not going to be a backlash because that's what kills these processes, either personally, or in organizations, right? This is the insecurity of a leader who says they want to invite feedback, but when in fact, when they receive it, they don't respond to it in a mature way, you know,

Pete Mohr  06:30

what you say and what you do, right? They say they want it, but they actually act in a different way.

Tim Windsor  06:36

100%. So So to me, it's this process of, and there are two parts of the process if I invite feedback, but I don't do anything with it, then I'm not honouring the process when I invite and then I use that data, that perspective, to ignite new growth in myself, then I'm that I'm moving from both parts of the process. And the example I use with leaders, you know, years ago, a professor once said to me, said, Tim, truth is like your hand, it looks different to me than you. And so you know, in this video today, when I look at my hand, Pete, I see a palm, but you don't see a palm. That's right. So the truth is Omni dimensional, when we think about it, and people are Omni dimensional, we are complex beings, that need to be observed from multiple vantage points to knit together, sort of like a 3d model, to knit together a full perspective of ourselves as leaders, we need the unique vantage points around us. And when I look at it with leaders, I use the term I would say, look, you have a unique but not a complete vantage point. Right. So leaders have a unique vantage point on their organization, they have a unique vantage point on themselves, but not complete. And I need you, Pete, to complete the picture of how Tim Windsor is experienced in the real world. And that is what separates In my opinion, what I would consider the difference between a world-class and an Olympic class leader. It's the nuance of invitation, invite ignite, and then ultimately deliver high value to the people that we serve as leaders.

Pete Mohr  08:03

I love that framework. And I think it just lays it out very clearly, really excited about a couple of those and using that acronym to ignite. I thought that was a really good one. Tim, you know, one of the other things that you raised when we were chatting about earlier was that great leaders are goal sellers, not just goal setters.

Tim Windsor  08:24

Yeah, well, so kind of funny. The other day, I was dealing with a senior leader, and I was making it come to them. I said, I said here, you need to understand that you are a salesperson, and the person looked at me right in the eye and said, I'm not a salesperson. I'm a senior executive. I said, No, that's the problem. See, the reality of the way I look at it is if our goal is to set goals, setting goals is not achieving goals. It's ultimately the selling of those goals to ourselves and others that causes them to be achievable. And so what I because I've done a lot of consulting and training on the sales side of the industry for almost 30 years, what I've recognized is the same discipline that I used to sell something a product or service to a customer is the same process, actually, and discipline that I would use. And I do use to set and sell great goals to people because we even use this term. You know, oftentimes you're talking to a leader, Pete and a guy struggling or a lady struggling with people coming on board and they say, Well, my people didn't buy into the vision, they didn't buy into the goal. Well, that's a transactional term buy-in. So I say to leaders, when they complain to me, my people didn't buy into the goals. I say, well, maybe you didn't sell very well see, the idea that they didn't buy inputs all the blame on them if I'm open to the idea that in fact, part of the reason they didn't buy in is that I didn't sell well. Then actually I take responsibility for the experience. I mean, you I mean you you you own some retail businesses, right? Sure. Okay. And I would suggest that if a person came back to you constantly said I'm really sorry I did not meet my sales numbers because nobody wants to buy in. You probably Saying you probably need to sell better. Yeah. And so the same way that I would teach a salesperson to construct an argument or to struck a conversation with a customer, where we would envision the value a value proposition where we would enter into a discussion about the potential obstacles or objections to buy in, I'd heightened desire emotionally. And from a neuroscience perspective, the same is true for goal setting, and goal selling. And so what I do when I train leaders, I have a process that I lead them through, I called the goal process goals and objective process. It's called the goal precedent, okay. And ultimately, it starts with visualizing the future reality of the goal, breaking it down into that action plan, but then it looks at the obstacles or objections to buying in, because it's the obstacles or objections in any sale that ultimately derail the sale. And so what I do is I have a process where I take leaders from just concentrating on being good goal setters to ultimately being great goal sellers, but they also have to sell the goal to themselves. Because what I've noticed, a lot of times when I'm working with companies or leaders, and they're struggling to achieve goals, the painful reality is the leader themselves has not bought in, yeah, they have bought into their own goals.

Pete Mohr  11:15

Exactly. I think leaders, good leaders actually spend more time selling internally than they do, you know, externally. And that's what it really is. It's about, you know, the vision, the mission, all of that other stuff, it's about the culture, you're always selling that within your organization so that the organization can put it out to the world.

Tim Windsor  11:34

I totally agree with that. Because ultimately, you know, you cross a Rubicon, I think, as a leader, where you're, you know, you're no longer selling products or services to your external customers, you're now selling goals, dreams, aspirations to your leaders and your people, for sure, you're getting them to buy into a strategy, you're getting them to buy into a direction you're getting into them to buy into a value set more ultimately, you're getting them to buy into the understanding of your brand, and how that brand is extended through the behaviours and actions of people. So the process, in a sense, isn't any different. It is a selling process. And when we think about that adoption process, when people as people go through that, you know, a lot of leaders will, you know, sort of flippantly say, Well, you know, my people, my internal people or my internal customers, you know, to be very frank, that is lame, and anaemic language for many leaders, because they'll say their people are customers, but they don't treat them like customers, meaning they don't try to sell to them. They believe that they have to do what they say because they pay them. And that is a painfully bad approach to leading people because humans make choices every day, whether they're going to buy in or not, even if you pay him a salary.

Pete Mohr  12:45

Yeah, no, that's very true. And I think, you know, a lot of this stuff, and there's a lot of good wisdom out of 1015 minutes here today. And our time is almost up, believe it or not, Tim, we're gonna have to do this again, I think down the road and have another little chat. But before we do, do you have any sort of final words of wisdom here on all the great stuff we've talked about today?

Tim Windsor  13:07

Yeah, for me, it's all about personal accountability, both of the things we talked about our leaders taking responsibility and accountability for one, their own development and their own success, you take responsibility for our own development by inviting great feedback, being open to it, receiving it and igniting with it, and you become a better leader, by understanding that people don't just have to do what you say, you have to sell them on the value proposition of partnering with you. To me, these are the critical things in leadership and other things that frankly, over the last 30 years of the main struggles of many of the leaders I've worked with leaders who capture this idea become catalytic and world-class in my opinion, and that's what I think it's all about at the end of the day.

Pete Mohr  13:49

I love that it's time to ignite right on. So Tim, tell everybody how they can get ahold of you and how they can learn more about you and your business and all the great things you do.

Tim Windsor  14:00

Well I appreciate that so I mean, I have a lot of business for a long time it's called for vesco for vesco is a Latin word that actually stands for to bring the boiler ignite Surprise, surprise, so on brand for me, and so my website for vesco.ca that's f f as in Frank, e r v as in Victor as co.ca or the unmodified calm or on commodified podcasts, they can find us there and they can find the the episode that we did on momentum, by the way, it's there. Listen, if I can be helpful to anybody love to and listen, if you need a great coach, you need to talk to Pete. By the way, we do coaching and we do great coaching, but pizza man,

Pete Mohr  14:41

it's all good. And I appreciate that too. Tim, it's been great chatting with you today and really look forward to another visit tune on the on commodified or here on simplifying entrepreneurship.

Tim Windsor  14:52

Awesome. Thanks very much. Thanks, Pete for having me.

Pete Mohr  14:57

Thanks so much for spending some time with me here. On the simplifying entrepreneurship podcast and think about how you can apply the conversation with Tim today, on the topic of feedback, go and look at that ignite feedback model. Think about the importance of inviting and igniting feedback to enhance your growth of your business and your leadership. You know, how do you get the input, gain the insight and elevate your business and team, understand your vantage points and observe those various angles that Tim talks about? great leaders are goal sellers, not just goal setters, you know, lots and lots of great stuff here with Tim. so thankful that he joined me and I'm hoping to have him on in a future episode down the way as well. If you like the podcast, please share it with your friends, invite them to listen and most of all, subscribe to the podcast so you can hear future episodes. I see every review and will personally respond to each one. For more information on my coaching and leadership programs. Visit www.Mohr.Coach or email me directly at Pete at more coach and until next time, make it a great day.