the full report
Greg Olson (00:03):
All right. Welcome everybody to GROWL virtual connects. This is a virtual panel discussion where we bring in experts that help business leaders, entrepreneurs, and startups make better decisions. I’m Greg Olson, Founder of GROWL agency. Today we’ll be talking about mindset and how we can train our minds to be more effective, especially during crisis situations. But before we get started, let me welcome my cohost Kim Woodworth. Hi Kim, how are you today?
Kim Woodworth (00:28):
Greg Olson (00:29):
Yeah. And tell us a little bit about who the heck you are.
Kim Woodworth (00:33):
My name is Kim Woodworth and I’m the Operations Director for the Economic Development Council of Colorado. And we are a statewide nonprofit association that supports economic development efforts across the state of Colorado.
Greg Olson (00:47):
Thank you, Kim. We are excited to talk to you! Well onto our esteemed guests, Jon McGraw, Jon thanks for coming on our show today.
Jon McGraw (00:56):
Yeah. Excited to be here. Thank you.
Greg Olson (00:57):
Yeah, we’re excited to talk to you as your career in the NFL and now as principal of Vision Pursue does really kind of set you up to help people with changing their mindset and you and I have had, you know, conversation around this and kind of like the things that I even struggle with as a business owner and founder and leader, and, and I’m, you know, really excited to talk to you about what you’re seeing out there in the marketplace and what other leaders are struggling with and how you kind of maybe you can give us some in the time we have here, the kind of insight and guidance and what can you share with our leaders out there?
Jon McGraw (01:35):
Yeah, I’d love to looking forward to it.
Greg Olson (01:38):
So, you know, we have talked previously about how this is kind of a great reset that’s happening right? With one this you know, the economy and how this crisis can help us determine how to be more engaged and present in this. And I think I struggle with what that is. I mean, I am kind of, I feel more engaged, but something that I feel less present and one of the things you and I talked about, is like how we’re just on this automatic mode, I would do this kick into this gear. And we don’t even realize sometimes I eight hours of a day go pass and I’m really not even sure what happened. Right? And I struggle with this and I’m trying to be present or, you know practice meditation and all these things that are important, but it is really tough right now.
Jon McGraw (02:27):
Yeah. It’s a really interesting thing, the way that our automatic brains work and, and they love routine and they love patterns, and there’s a lot of efficiencies in that. And so our brains are constantly looking for ways to create those efficiencies. And then when that’s happening, we can sort of check out what that does is that helps conserve energy. Right. So think about driving your car. It’s real easy just to, to check out until you get to your destination, and then there’s some real benefits to that, but there’s also some pitfalls to that as well, and so from a mindset perspective, understanding the program, right? The autopilot system that your program likes to run on is really important because you can recognize the good parts of it. And then the the parts that maybe aren’t helping you as much, and then begin to mitigate some of the downside of those, that part of your program.
Greg Olson (03:16):
So as you’re saying, every one of us have this program already built in.
Jon McGraw (03:20):
Greg Olson (03:21):
And so, so let’s talk a little bit about that. Like, what do you, what do we see happening when that, when the crisis happens or because when things are good, I don’t think we really realize, or maybe things like I know every day how I start my day, I have my coffee, I’d work out. I do whatever, I go to work. I get to the day. But now that this happens, I feel like whatever program I have is, and kind of working for me as well I don’t sleep, I don’t do these things. And so, you know, how do we, you know, how do we get through that?
Jon McGraw (03:55):
Yeah, this is such an interesting time. So on one hand, anytime there’s a destabilization, uncertainty, it’s activates certain parts of our program that maybe we aren’t as aware of and we see how our program doesn’t handle challenge and adversity as well as maybe we would like. At the same time, it’s in those experiences that we get the most opportunity for growth. So, so on one hand, we resist these types of really challenging times at the exact same time. Usually it’s the, it’s the best thing for us in the long run, and so the key is, is recognizing all of our natural resistance to change our resistance to challenge, because we want to go down that easier path and recognizing that resistance is normal, that it’s there, and then having the awareness to begin to embrace the challenge, embrace the adversity and ultimately embrace the opportunity. And sometimes it’s easier for us to get there than others, but ultimately if we really want to come out and the other side of this bigger, better, faster, stronger, whatever that might be for you personally, if you’re a company we’ve gotta be able to eliminate that internal resistance that we have to our new, new normal.
Greg Olson (05:08):
So yeah, the new normal that I’m getting, I guess we’re all like, well, we don’t even know what that means. I’ve been hearing that for the last six, seven weeks. And we’re like, is this the new normal, no, tomorrow will be a new norm. You know, one of the things that we talked about too was, you know, where in the military embrace the suck, embrace the pain, you know, like be okay with it as part of this present time. And I think that’s an interesting thing that we can practice, but it’s, it’s tough because I know so many business leaders businesses, business owners, entrepreneurs, startups, that are really struggling right now. And it’s a painful point. And I think, you know, where we’re not sure how to do that, but I think one of the things you talked about was, you know, really embrace that pain and like, how do we be okay with not being okay? I mean, is that a mantra? Or, you know, or are people going to call BS on that?
Jon McGraw (05:58):
Yes, it absolutely is. It really, it comes down to, we, we have one or two options, right. One is to resist it. And then there’s what happens if we resist what it is and resist our own internal state. And then there’s the other option, which is to embrace it, to get into alignment with it and say, okay, where’s this going to take us? And what allow the neuroscience and in psychology demonstrates is that when we get out of resistance mode and we get into, if not embracing, at least accepting what is we get access back to our higher level, thinking our problem, solving our creativity, our ability to adapt, evolve and survive goes up significantly because we’re just accessing a different part of our brain. The key here though, is what you said, which is really, really important because a lot of people get to this point and they can’t let go of their resistance. And so what they begin to resist is their own resistance, which sounds a little interesting or confusing. But if we can, first step is to accept or embrace that I’m currently resisting. This is not optimal. This is not ideal. What I’m doing is I’m validating my automatic brain’s response. It’s reaction to what’s happening. Now, most of us have been taught that there are certain bad reactions or bad emotions and certain good reactions or good emotions. And what we teach is really helpful to take the next step is to completely accept or embrace wherever I’m at right now. And what that does that validates your automatic brain’s reaction. And then it starts to calm down. But as soon as I start telling it, Hey, calm down, don’t overreact. You know, we got to pivot, we got to adapt, we’ve got to embrace. You’re trying to force something before it’s ready. And the way that you get to that place of embracing is to accept the fact that I’m not embracing except that resistance. And that helps move you past it.
Greg Olson (07:38):
You also mentioned that positive psychology, isn’t very helpful. Like, it’s like, if I tell you Jon, “Hey, it’s okay. You’re doing great. Great job.” You know, “keep it up”. But it’s like, you’re over here embracing the suck, but I’m over here telling you like, Hey, “it’s going to be okay”. So I found that interesting too, like, why is it helpful? I’m like, you know, I’m sure, you know, my organization, I’d rather be forthcoming and real about everything that’s happening and embrace it versus trying to hide it, which I think a lot of business leaders, you know, we’ve been trained to be like, Hey, look, rah, rah, let’s keep the team active. And then behind the scenes, it weighs on our shoulders because we’re trying to have this positive maybe front, but inside, we’re having all this negativity building up. So I don’t know. I found that interesting because I try to be very positive and optimistic, but I find it really like during all of this, it kind of drags me down.
Jon McGraw (08:34):
Absolutely. And what that does is it’s just a form of suppression. And so I would call it the misapplication of positive psychology, where we’re creating almost a delusional relationship with reality. And we’re constantly trying to reframe everything. And what can begin to happen is we’re no longer, we don’t look to have a healthy relationship with reality. And so what I would say, what we would teach is that in the long run, it’s great to be an optimist. And it’s great to think, Hey, these are gonna, the things are gonna work out in the long run. And that’s a really important part of mindset training at the same time in the short run, I need to align my expectations with reality. Right? And so one of, one of the worst things companies can be doing right now is creating unrealistic expectations that this is going to be over really soon. Maybe it will, maybe it won’t. But the key is that if you keep creating these, these expectations that aren’t met, it continually lets down and creates unnecessary, emotional volatility for people. So from a leadership standpoint, you want to try to avoid creating unrealistic expectations, just say, Hey, this is where we’re at right now. We’re going to stick to the facts and we’re going to respond to the facts as best we can, based on what we know, trusting that in the long run, this is going to work out in the short run things aren’t good right now. And that’s okay. Right. And we don’t know how this is all gonna play out and that’s okay.
Greg Olson (09:52):
Kim what do you see out there? I mean, you talk to all these communities and economic development and are people embracing the suck? I’m already seeing, you know, people positive psychology. I know. What are your thoughts on this? You know, what you’re trying to do? Is it good for me to call you up and say, everything’s going to be okay, Kim, or do you rather have more like a realistic conversation?
Kim Woodworth (10:19):
Well, I think that with the reality of how this pandemic hit Colorado and where it hit Colorado we have different, different psychologies happening in different parts of the state. And so here in Mesa County where we really didn’t feel the effects of it we’re all ready and needing to get out and our thing, and we can do it within our community, but we’re, we’re ready to go. But then you have other places that are in part of our tourists town, where they don’t want anybody to come to them. They don’t want to be advertised. They don’t want to be, they need to figure out what they can do to, to help their communities. And there’s also a lot of backlash. There’s a lot of negativity and volatility that are happening in some of those communities. And so that’s very worrisome. When you’re getting such an extreme dynamic between the two communities and they could be neighboring communities too. And so it’s going to be a real interesting to see how we do a phase in reopening throughout the state and how certain communities are handling it.
Greg Olson (11:32):
Yeah. That’s a good point. And Jon, I think this is where people are on autopilot, right? I mean, there’s just like, how do you put up a new until a lot of my discussion with entrepreneurs and business leaders is you have to have a new plan. Right? The other one, I have option A, B, C as I go through this because I never thought of this autopilot. It makes complete sense to me. Now, since we’ve talked to a few times about this, I think I, you know, and so I’m trying to think like if there was a step to give them because, you know, be okay with not okay. I mean you know, the grass, isn’t always greener, especially in hard times. I think that’s what we’re starting to see people, like, why is that community doing better than us? We should be like them. And I think you just start to this panic sets in and it just automatic. So I don’t know, Jon, if you have any comments on that, but because I don’t think the grass is always greener, but right now when time when there’s a crisis and an issue, it sure seems that way. A lot of times.
Jon McGraw (12:28):
Yes. There’s some real limitations in how our perceptions form and our perspective, and then how we construct meaning from our experiences, how we tell the story about where we find ourselves. And so what’s really important to understand is that poker is a great example. I love using the example of poker. Cause you look at the best poker players in the world. And the question is, are they the best poker players because they always get dealt the best hands? And the answer is of course not. Over the long run, they get dealt the same hands as everybody else. The differences, the great ones know how to play, whatever hand they get dealt the best, right? And they don’t whine and complain because they got a couple bad hands in a row. They just know how to play those consistently the best over time. And so the key here is recognizing that sometimes you get dealt a great hand. Sometimes you get dealt a bad hand. How are you going to play that hand? And what’s great. Is that in that, in that perspective, I get control back, right? Because I get to choose my response and how I’m going to going to respond to this. And oftentimes things don’t get really bad until we don’t play a bad hand well. We’re going to be okay if we can play a bad hand, the way we’re supposed to play a bad hand, but it’s when we play the victim, when we start making more and more poor decisions because of that bad hand, that things turn out really poorly for us.
Greg Olson (13:37):
Yeah. And I think it’s like now we’re actually, I think we’re, we’re flying our own plane. We’re flying our own destiny. Right. Versus that autopilot where we actually have to take control. Now, if you’re on autopilot, really just don’t know how what’s going to happen. So now we’re actually reading the dials of what’s happening day to day, we’re planning where we’re going, there’s new destinations, maybe better destinations. I mean, I kind of look at these moments and thankful for what, I’m like, the unknowns and what I’m going to learn. And actually in the last six weeks, I feel like there’s so many new things I’ve learned as we’ve kind of you know, pivoted and come up with new ideas, meeting new people like yourself, having these great conversations and kind of help people be, you know, so again, I think it’s a little bit of like, I am a little positive, but I’ve pulled myself out of autopilot. Right. So what do you think about things like these practice of daily affirmations or, or daily journaling, you know, which people practice and things like that, you know, little bit getting thoughts out of your head. What are you seeing out there and best practices for some of your leaders that you’re helping, you know, Vision Pursue, you know, you’re known and your team is well known for actually helping people through these kinds of crisis situations. And I, you know, you know, is it, is it still valuable to, you know, think positively or, you know, daily affirmations, daily journal? What’s your thoughts on those things?
Jon McGraw (15:00):
Yeah, it’s a really great question. So, so we teach daily practice. So we have a mobile app that delivers daily practices. So they’re constantly being introduced to the concepts and then practical ways to practice on a daily basis. And then very simple ways to keep things top of mind. So mental skills training absolutely is a daily activity, just like working out in any other skill development. The more often you do it, then the easier the brain can apply those and employ those skills when, when necessary so we’re, we’re big believers in that. The practices that we teach are one, just understanding some of the theory, the understanding, the neuroscience growing in awareness of your own program then we teach some different meditation, mindfulness, contemplated practices, breathing techniques, ways to interrupt the program and then practical ways to put it into place. And so some really simple ones are like walking at 70% of your normal pace, right? So, so right after this, when your listeners here wherever you’re going next, if you’re gonna get up and go to the kitchen or go to the bathroom, whatever is walk at 70% of your normal pace. So slow way down and then notice what your automatic brain does and it’s going to freak out, right? Cause it wants to go with its pace. It wants to be efficient, and it wants to do what it wants to do. And so different ways to interrupt it. Now, what this COVID-19 has done is it’s forced some major interruptions for all of us, which again, is, painful and it hurts, but it’s also, there’s some really positive benefits to that that can that can help us moving forward. So I’d love to share just real quickly, a couple of really simple acronym that, that we’ve been teaching.
Greg Olson (16:37):
We’d love to hear about it.
Jon McGraw (16:39):
And it’s really simple to remember. And I would, I recommend if this connects with you, put it at your desk, coffee maker, bathroom, somewhere where you’re going to see it and the, the acronym is called “TED now”. So Ted T E D and then the word “now”, and I’ll explain that in a second, but the T stands for trust. At the beginning of this, we were talking about trusting in the bigger picture. I love using the story of Admiral Jim Stockdale. He was the highest ranking Naval officer shot down in the Vietnam war. And he was in prison POW for seven and a half years in Vietnam. And he was asked what helped him get through that imprisonment so well, and his response was one, he always trusted that in the end would prevail in the end would get out. I mean, he also said that being imprisoned would be the defining event of his life. That in retrospect he would not trade. So it would, it would define him so much. His response would define him so much that he would not trade it in the end. And I think a lot of people right now are the pain of the impact of this in their business and their family and just disruption. This could be a defining moment for you. And so there was a trust to end up in a bigger picture for him. The second part. So the “T” stands for trust. The “E” stands for embrace. We’ve talked a lot about this, this embracing, and either we can resist things that happen in life where we can, can embrace them and embracing doesn’t mean it’s okay. It doesn’t justify, it doesn’t mean it’s fair, right? It doesn’t mean it was supposed to happen. It just means that it’s already happened. If resisting, it is not going to help me resisting, resisting what is, is gonna make it worse. So the sooner I can get into that embrace mode, the better, and this is what Admiral Stockdale talked about. That trusting in the bigger picture, allowed him to embrace the most brutal of facts in his current present reality. And here’s where the optimist, he said struggled the most because the optimist always thought they’d be out by Christmas, right? The other POWs and then Christmas would come and go. And they’re like, okay, well maybe it’s going to be Easter. And then Thanksgiving, and then another Christmas would come and go. And he said, they died of a broken heart. Right? Because they were just constantly getting crushed because their expectations weren’t being met. And so he didn’t have any of those because he just focused on the wrong. He was an optimist in the long run, but in the short term, he was able to embrace the most brutal of facts, most brutal realities, which is that he was not getting out by Christmas. This was probably going to take longer than it needed to be. So that’s the, so that the “E” stands for embrace. And then the “D” stands for do, do your job, do your best, do what you can control the controllable. This is a really big slogan in the NFL bill. Belichick is all about, Hey, just do your job, right? And it’s really easy to get enamored by all these other, what other people are doing or not doing and what should be happening, what shouldn’t be happening. And we forget to do the most simple, basic thing, which is just do your job as best you can show up every day and do do your very best and then that the now stands for the, just the present moment, just to remind that life’s happening right now. And it’s really easy for us to keep thinking, Hey, is this going to be over one of the things gonna go back to normal? And we want to live in the future. We want to live in the past, but life is happening right now. So don’t miss it. Train your mind to be where your feet are, which is why meditation and mindfulness are so important. So that’s, that’s a, that’s a really simple mantra. It’s been landing really well with our companies, TED Now: Trust, Embrace, Do. Respect the present moment. And it’s a really great reminder when you feel yourself getting a little overwhelmed, you start to lose your, your center and you can- TED Now can help bring you back to that.
Greg Olson (19:55):
Yeah, no, I like acronyms because it’s easy for us to wrap our heads around. Even the simplest thing some of the most complex. Like we work some really complex companies, complex technology, manufacturing, healthcare, and it’s really hard to drill down, to be present in the moment. And what can we learn from that? You know, I’ve been on calls and I’m sure you have. We’re really seeing some leaders rise up through organizations. I mean, because I think what they’re doing is they’re, they’re being present, right? They’re not so focused. And I get riled. My team knows it. If I most time, I feel like I need to be present and be like but there’s that time. So trying to get rec-entered, I think is what you’re, you know, knowing when it’s happening and then getting re-centered. I do like the fact of walking 70% of your speed. I do think we rush around way too much. Someone else told me one time is, “Hey, take a different drive to work.” We might’ve talked about this. Like, you know, I’ve got, you know, I live you know, 14, 15 miles from the office. And when I can finally go back to the office, there’s a few different ways back roads, beautiful drives. I can get there. And to do that different drive. Cause it adds. I never thought of it like the automatic mind, but you’ll start about thinking different things or you’ll do different things. You know what I mean? And also, you know, I’ll be on the phone right when I get in the car until I walk in the office and having those different moments. So, do you think those are like drive to work differently or other kinds of words, simple things that we can start to do to get our, to make aware of this automatic mind. Cause I don’t think most of us know, we even know what we had for lunch.
Jon McGraw (21:33):
Exactly. It’s amazing. Everyone listening can probably relate to you, get in your car and you drive to work and at least we used to drive to work and you pull in your parking spot and you can’t remember one thing about the drive, right? And you’re just wondering how many red lights that I run. Because I don’t remember going through one, one light and that’s, that’s a great example. And we spend a lot of life just in that autopilot mode. And again, this new reality has forced a lot of us out of that, which is a little disconcerting, but it’s also a really great opportunity. And so those, those simple techniques, different drive to work. Another really great one that we’re using a lot right now, a lot of people are walking right? And going on, walks around around your house, around your neighborhood, slightly raise your point of view. So what happens is when you want to mind, when your automatic brain wants to mind wonder, you look down and you look down so you can check out and you don’t trip, right? So you can think, go somewhere else and think about something else. And to interrupt that, to get back in the present moment, look up slightly. So you can’t see what’s directly in your path and it’s impossible your brain can’t auto think because it’s concerned about falling, it’s concerned about tripping. And so if you just slightly raise up your eyes, it’ll help interrupt the pattern. And those interrupters are really, really helpful. Particularly when the program’s taking you down a path that you know is not helpful, right. You know, it’s not being productive. It’s ruminating on that thing from the past, or it’s anxious about how this is all gonna play out in the future. And there’s some benefit again, to both of those learning from the past and planning for the future. Really, really good. But sometimes it’s overdoing it and we need to come back to what’s happening right now.
Greg Olson (22:56):
Yeah. I’ll put on different music from time to time things that normally wouldn’t listen to. Yeah. I’ll ask, I have Apple Siri, I’ll say, “Hey Siri,” I’ve got to be careful, she’ll listen to me here. Like she’ll play like classical I’ll play something new or new genre. Right? And I’ll be like, it’s just that it’s just a simple task of music. I normally don’t listen to. If now knowing this automatic mind, it triggers me to be thinking differently or focused differently. Right? Which I really appreciate, you know, we have a few minutes left and do you have any advice on you know, remote teams or working with remote boards and I, I bring that up because Kim, she has a large, he has a ton of committees. She’s always kind of worked with them remotely, but now even more than ever, you know, people are disparate and I know Kim does something you probably, I don’t know if you struggle with it, you know, now everybody’s remote and trying to get action out of people. And do you find that Kim a little bit too, that you’re just, you know, trying, I mean, you used to be, you’re used to working like this, but now you’re working with people that aren’t used to working like this. So Kim, do you find that in your day to day?
Kim Woodworth (24:00):
Absolutely. And now the train is going by, speaking of distractions. But yeah, so the it has been very hard to grab people’s attention right now, too. I think that there’s this attention deficit disorder that is happening with a lot of our professionals, we are really kind of in the front lines right now in the stabilizing and looking towards the recovery. And it’s very hard to look at recovery when we are constantly having to pivot the news that the information that’s flowing at us every day is something different from yesterday. And so when you think you have a thought or a direction forward, it gets thrown right back in your face the next day. And so I think not only am I struggling with that in my own organization, but I know that other folks in their businesses and organizations, you know, everyone who’s trying to figure the next step out is feeling that way.
Greg Olson (25:02):
And Jon, what kind of advice might you have or, you know, like some of the things you’ve talked about for remote workers, if you’re leading a remote team or guiding a remote board. Because now, you know, these are the struggles I talk about too, is like, you know, we’re almost now, it’s, it’s a strange thing we’re in this automatic mode of just like get on a Zoom. All right, Jon. You know, but some of these meetings are on, are not very productive or you know, you’re having to make sure teams are productive and we have things I think we’ve worked through pretty well on the GROWL team I think are working. And again, I try to use the word these interrupters and I think, try to interrupt the kind of things that we’re doing on a day to day basis. So keep it fresh, keep it new, but I don’t know what word advice can we give people for like, Hey, you’re running a remote team. Now the whole world seems to be running a remote team, which has never happened before in history. So and I think we’re going to be much better for it. And in the end, I mean, we’ll have better processes and more efficiencies, but I know people are struggling and certain employees are just, it’s a hard thing. Right. yeah. So I don’t know if you have any kind of words of advice for that working at home with kids and then like, but as a leader, what can I do to manage or motivate or any of those things that you kind of see out there?
Jon McGraw (26:17):
Yeah, it’s a really great, great question. We were talking earlier before the segment started about this virtual fatigue that, that so many of us have, and I think, and this applies in normal times as well, but I just think there’s way too many meetings and we meet without a real clear purpose and objective in place. And then we don’t have really clear takeaways at the end. And then, so then we have to have a meeting about the meeting and just think it’s working. We’re not being efficient in the way that meetings are happening. And so one, I would, I would shorten the meetings up and very clear about the objectives for that meaning, very clear about what the follow up items look like. So just be more efficient with that at the same time, bring a little more patience and compassion to the process, ,ad recognize that it’s, it’s going to be challenging for people and technology is not always gonna work the way it’s supposed to. And we’re just going to have to be a little more flexible as we go through it So those would be my tips at the same time getting together, right? And having as much interaction as we can, you know, I like to encourage people to have to look in the camera. You know, sometimes you get on a meeting and someone’s just like this the whole time, just staring off.
Greg Olson (27:30):
Looking at my phone, yeah.
Jon McGraw (27:32):
No eye contact. So the little bit of time that you are going to be on there, like make, make as much connection as you can. It’s really good for the brain, the mirror neurons light up. When I, when I smile at you, you’re going to feel that, and that’s really good dopamine for the brain. So try to, especially as leaders, try that, try to focus on that and, and be a re reassuring to your teams. So those would be a few tips. I’m not an expert.
Greg Olson (27:55):
I mean, there’s going to be experts after this. There’s going to be somebody that’s going to be a remote team expert, you know, but I think we’re all practicing. Every team is going to be different. And I think the big thing we talked about was that virtual fatigue. And I’m also like, again, going back to that automatic mind again, I think we’re finding these new automatic things happening, even in the virtual remote world that we didn’t even think about before that you log on. And, you know, we’ve talked to my team about, and I find myself kind of getting distracted on meetings too, that, you know, I say like, you know, people want to see us on screen and, you know, make sure you kind of have your, you know, that’s why I’m like, it almost forces us, like, make sure you take a shower. Okay, because might be on a screen. A lot of us would be on meetings before, but to be on a conference call or something. So you know, so I think these are all good things. It’d be, sounds so simple. And I’m not, I don’t think people are looking for like super technical answers or psychologist to jump in here. But I do know that you know, they are looking for something that they can go, Oh yeah, that sounds, you know, walk 70%, get my head out of the, you know, out of my brain be present. I mean, being present has been discussed and, you know, I use Headspace as an app for, and again, I struggle with it. I sit there and you think you could sit quiet for 10 minutes, you know, and I know people that do it for 30 and you know, but it’s like, sometimes I can do it for 10, our times one minute in, I’m like, ideas are popping in like crazy, you know? So I just embrace it. I mean, sometimes it’s a, it’s a tough thing and realize some days are better to be present. And then that so just kind of want to wrap up. I want to know just a little bit about Vision Pursue and I wonder, read your website, talk about amazing things you’re working on. And I mean, we’ve just talking about mindset for one thing, we’re just scratching the surface of it, but do you mind telling me a little bit about Vision Pursue and your partners and the kinds of wide variety of companies you work with from sports to corporations, to small companies, to leaders, to startups. I just, if you don’t mind, I’d love to hear a little bit about that.
Jon McGraw (30:01):
Yeah, absolutely. Thank you. So we’ve created a system that can scale inside of any type in any size of organization. And it addresses what we see are the most foundational mental skills necessary for peak performance. And so if you think about professional sports teams, a lot of them have a mental skills coordinator. They have a performance psychologist that’s helping coach them around the mindset part of the game. I was never given that even, you know, it was a thing my 10 years in the NFL, which is still shocking to me, but having, a coach in any arena is really, really helpful. A sports team would never imagine going into a season without having a coaching staff. Right? We do that in life all the time. We go into our new careers and we, we go into these different phases in life and we don’t have a coach to guide us through that. And sometimes, you know, it’s just not realistic to have a coach for every phase and sometimes people just aren’t aware of it. And so what we’ve done is we’ve said, okay, here are the most important coaching mindset principles that every person needs to know and have we built a system for it. And then we employ that inside an organization, which allows them to scale and create a training system, a training program for their employee base for their leadership around these really important mental skills that help us navigate change, be more resilient, more emotionally intelligent persevere through trials and tribulations improve our life experience. Employee engagement goes through the roof. Resilience goes through the roof. Turnover goes way down. So things that are really, really impactful for organizations we,we get to help with, which is a lot of fun.
Greg Olson (31:34):
Yeah, that’s it, it’s a visionpursue.com where people can, we can learn more about that on your website and how long have you been working with them? How long has it been around?
Jon McGraw (31:44):
Yeah, we started the company almost five years. Five actually almost six years ago now.
Greg Olson (31:49):
Jon McGraw (31:49):
Yeah. So it’s still a relatively young company, but we’ve been fortunate to get to partner with some really high performing corporate sports teams and learn a lot along the way.
Greg Olson (31:58):
Yeah. I think I’d like to have my inhouse, a personal motivation mindset expert, you know, in corporations I read about these things that large corporations are seeing that for performance and how key it is to have someone to go talk to you in a business and things like that. Well I appreciate both of you taking time today to have this episode that we’ll get out to a lot of people to help them. And I think we have just as great acronym TED Now that is going to stick with me for a while and I am going to print that out and stick it up and work on embracing that those are really good stories. I didn’t know Stockdale. You think about people that had to embrace the suck for seven and a half years. And here we are worried about when we’re going to go to another sports game and fall, or, you know, is my favorite restaurant going to open up next week. So I think it’s really having that right perspective. And I think one of the things we walked away with Jon too, is that virtual fatigue is real and it’s happening. Which I think we talked about how you are going to go spend some time with family and not have to be with headphones in and do that. So I want to say thank you to Kim for always being a great cohost and being on here and giving us some insight of what’s happening across state of Colorado and the community. With that, I wish you all a very wonderful day and weekend and look forward to talking to you both very soon. Thank You!