Do you want to learn how to effectively manage your employees with different velocity levels? In this series Jim Cathcart will teach you how to manage the different velocity types so you can get the most out of your employees.Sign Up to Watch
[MUSIC PLAYING] -Hey Thrivers, Paige Taylor here. And today, we're here with Clay Clark and Jim Cathcart. Jim was listed as one of the Top 100 Minds on Personal Development by Leadership Excellence Magazine. And he's a recipient of the prestigious Golden Gavel award for public speaking and communication. Today he's sitting down with Clay Clark, and talking about determining and managing different personal velocities. Jim Cathcart is going to show you how to discover the velocities and motivations your team members, and how you can effectively manage each one. So let's get right to it. [MUSIC PLAYING] -Jim, I appreciate you letting me come to your kitchen area here, and just harass you, my friend. -Have at it. Thank you. Welcome, glad you're here. -I want to say this, because I am overwhelmed by just your career. But I wanted to give a little bit of a richness and clarity for people who aren't as familiar with you as I am. You actually received the Golden Gavel award. Can you explaining to the Thrivers what the Golden Gavel award is? -There's an order they should call Toastmasters International that has like a quarter million members around the world. And it's an organization formed through local clubs that are very low cost. You know, you can join for just a few dollars and participate in the weekly or monthly meetings. And you learn communication skills. So you learn to speak in public. You learned introduce other people at a meeting. You learned to do parliamentary procedure, and things like that. Well they, every year, have a big contest. And they give an award to the international winner who has gone through local, regional, district, national competition. And they get on stage at their big international convention, in front of thousands of people, and give their final speech. And they're judged. And they either win that award, or something. They're in that competition. Then there's a separate award that Toastmasters gives to non Toastmasters. And this is called the Golden Gavel award. And it's given to someone that they consider to be, sort of, symbolic of what they're all trying to be. And so they've given it to Zig Ziglar, and Earl Nightingale, Norman Vincent Peale. You know, it's kind of a big deal. -I was looking at the list of winners. And you look at your name on there, and you go, OK. Then you work your way down, and you see Tony Robbins. Then you see Les Brown. You seen Tom Peters. I mean, it's unbelievable. -Those are all people I know. -It's amazing. It's amazing. So we are here with a living legend. I'm excited. -The legend's escort. I hung out with the legends and carried some of their notes as they walked to the platform. No, but I've known so many of them. And I've had the privilege of working with them. I remember Les Brown on his way to his first paid speech. We were at the National Speakers Convention. I was on the National Board of Directors. And we were in Orlando, I think, or Tampa. And we had gotten on the bus to go from the convention, back to the airport. And he said, you're Jim Cathcart. And I said, well I try to be. He said, well I'm Les Brown. And I said, well, tell me about you, Les. And he said, I'm on my way to give my first paid speech. And I'm going to be a famous motivational speaker. And I said, well, great. Good for you. What are you doing? And he told me a little bit about the story. Well, I've got to know him. And we've been friends for a long, long time. And he did, in fact, become a famous professional speaker. Well I tell you what, if things get rough today, you can hit me with your Golden Gavel, OK? There you go. But we're going to talk today about personal velocity. And before we get into that, if you can just kind of explain to the Thrivers, as a big concept, when you say personal velocity, what is that in reference to? Well if you think of velocity, the actual definition of velocity, it's the rate of advancement toward a goal, or toward a destination, or target. A lot of people say well, it's the same as speed. No. Speed is rapidity of movement. But it has nothing to do with whether you're getting where you want to go. So speed, you could go in a circle at 200 miles an hour, velocity would be zero. Speed would be 200 miles an hour. You could go toward your goal at 20 miles an hour, and your velocity would also be 20. So it's the rate of advancement toward what it is you want. So if you don't want anything, your velocity is going to be zip. CLAY CLARK: OK. That makes sense. -So you need a goal. You need to dream, and aspiration. You need a targeted destination.
-[SINGING AND PLAYING GUITAR] On a dark desert highway, cool wind in my hair-- -In your book, The Acorn Principle, which by the way is endorsed by Jack Canfield, Brian Tracy, Les Brown-- I mean it's just, again, the who's who of endorsements. So the book, I mean, right away you know that it's written with some credibility, and you're saying things that really do matter. But in there, when you talk about the personal philosophy, one of the quotes that came to mind for me was Albert Einstein. He has this quote where he says, "Everybody is a genius. But if you judge a fish by it's ability to climb a tree, it will live its whole life believing that it is stupid." [LAUGHING] And I was thinking about personal velocity and kind of how that works, because you have different velocities. Everybody has their own velocity. And some people, in the way that a fish can't climb a tree, everyone has their own velocity. And I thought we'd just dive in first to this area of high velocity. Can you kind of articulate what high velocity means from a high velocity person? -Let me back up a step and define personal velocity a bit more. -Yeah. Let's do it. -And that is it's the energy and drive patterns that are natural to you. So everybody has energy, and it rises and falls depending on a lot of things. But there's a level of energy, kind of like your vibration frequency that is set throughout most of your life. Once you're an adult, I can be around you now and 20 years from now, and your velocity, at least, from an energy point of view is going to be approximately the same. There will be moments where it's enormously greater and then significantly lower, but for the most part I will know you by the energy patterns or-- I keep coming back to vibrations in my mind, thinking of the frequency at which you operate naturally. And that second factor in that-- and these are mixed together to make a blend-- is drive. Everyone seems to have sort of a predisposition towards a certain level of drive. So it's like you've got a natural setting inside. And if your setting is understood, you can orchestrate your life to complement that. If it's not, then you keep expecting yourself to be like somebody else who might have a different velocity than you. And drive is your desire to achieve-- your willingness to face resistance and persist in order to achieve. So energy and drive combined, that's your personal velocity. -When you talk about, let's say high velocity as an example, because in your book you say your drive is to be self motivated, to work toward goals, particularly challenging goals. You have high aspirations and hold yourself and others accountable to high standards. Competition excites you and you have expectations of yourself. Your energy is allocated by always thinking about tasks, goals, and work interests. You even use leisure time to advance towards goals, whether they're personal or professional. You find inactivity to be frustrating. You prefer long hours filled with varied activity. So how do you manage-- let's say I'm a manager, OK? And so I own a business and I have, maybe, 10 employees. How do you go out there and manage somebody who's high velocity, different from somebody who, let's say, low velocity? -Well, a high velocity person is like having a race horse. And if you've got a race horse, you don't want that one pulling the milk wagon. Right? You want to find a way to use that race horse's ability and its eagerness to do what it's capable of doing. And if you put it into a position that's like as a pack mule, you will not only under-utilize its potential, you'll destroy it. Same thing for a person-- a high velocity person is going to end up being an entrepreneur or somehow being an initiator, a achiever, a competitor. And they seek that, and they thrive on it. And you can say, well, just calm down, Clay. You don't have to go that hard. Clay enjoys going that heard if he's a high velocity guy, right. So it's not that-- they talk about Type A and Type B personalities. Well, a Type A personality is supposed to be this hyper, always on, overbearing person. And Type B is a more mellow person. And you should be more Type B with occasional bursts of Type A. Well, the fact is we are either a high velocity, moderate, or lower velocity person naturally. So how does a high velocity person find an environment for them-- find one with the maximum freedom and feedback? So like, if I'm a high velocity athlete, I not only want an athletic endeavor, a sport, that allows me to do what I'm capable of doing, but I also want to coach who'll say, hey, hey, hey, slow it down. You're pushing too far on this. If you pull back just a couple of beats, your speed overall will increase and your endurance will expand. So we need the feedback, as well. That's for high velocity person.
-(SINGING) Warm smell of colitas rising up through the air. -Well, you know I want to ask this, because again, if I'm a manager and I have a company with 10 employees, or some of the organizations we work with at Thrive have thousands of employees. -Sure, or hundreds. -If you would look at the number of employees, let's just say you go into a typical office. There's 100 employees there. What percentage have you found of these people to be high velocity? You know, out of 100 people? -Typically, out of 100 people, or out of any large sampling of people, you're going to find that there's less than 20%, closer to 10% will be the higher velocity people. But then there are degrees of that. You've got the super high velocity, the types that are like a metronome that you could use as a ceiling fan, to keep yourself and friends cool at night, those kind of people, the hummingbirds. And then, you've got high velocity, more like, as I was saying, a racehorse. Not nearly as intense as the other one. But if you look at like 40-50% in the middle, and then take the percentages top and bottom that remain, split them equally, you'll find the way the population tends to be distributed. That's not scientific, although I have people that have done the research and have the science to back it up. But off the top of mind that's generally it. -Well, and that being that you've spoken with, and you continue to speak with, some of the biggest companies in the world, how often do you see where the manager, or the leader of the company, has maybe put high velocity people in low velocity jobs? How often do you see people mismatched, or maybe a high velocity person chose the wrong job? I mean, but how often do you see the right people, on the right team, but in the wrong position? -Frequently. Frequently, because most people don't know. That's why I'm writing the book Success Velocity, how to increase your success velocity. You don't increase your personal velocity, but you can increase your success velocity by making the right choices for what you do with your talents and with your people. And it's amazing how few people know how to think about this. They think, well Jim's not particularly a high velocity guy. As a matter of fact, he's a low velocity guy. But I think with the right motivation, and if we gave him enough fiber, and whatever they come up with, their solutions, then we could get him to be high velocity. No you won't. You might get him to give you a little bursts of high energy and drive. But they're not going to be sustained, because they're not coming from what's natural for him. So we need to think in terms of alignment as a primary factor in how we assign people to roles and responsibilities. -I think this is very important for managers and people who are watching this who manage large groups of people. Is it important to look at each person on your team and figure out what kind of velocity they naturally bring? Is it important to do that? -Yeah. And you do that over time. You don't do that by watching them on Tuesday. You watch a person over an extended period of time, maybe weeks or months, and notice their natural patterns. Notice when they're at their best, when they tend to smile without provocation, when they seem to start really getting in the zone, so to speak. And then, just keep notes. Like my wife and I. I'm clearly a high velocity guy. I love a challenge. If I don't have a challenge, I'll go create one. So it's kind of like, if I didn't have a competition, for physical competition, I would go work out, thereby creating an artificial competition, me against the weight. I need the challenge in order to feel fully alive. And I can relax. People say, oh you can't chill. Yeah I can. But when I relax, I'm doing it intentionally. I didn't just disconnect and float. I disconnected intentionally for a reasonable amount of time, that's not going to get me in trouble. And I make sure I'm doing whatever I need to do to not use up my reserves of energy and drive. -That 20% that's the high velocity, they're the big drivers, the go getters-- -Yeah, and even less than 20%, when you get into people like that. That's the top 10%, or top 5%. -And now you're getting into more this next group where these people, you define them as moderate velocity. -And that's most people. -Most people. This is going to the middle 70% here? -50% probably. -Middle 50%? -Somewhat.
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