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Todd Davis

👀 Person
1035 total appearances

Appearances Over Time

Podcast Appearances

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

For example, I would go into her and I'd say, okay, look at the emails you sent me. And I said, your email, this last one said, hey, Todd, when are you going to get me that report? And she said, was that offensive? And I said, I know you. So it wasn't offensive to me. But most people would say, hey, Todd, I hope you had a nice weekend and everything's going.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

For example, I would go into her and I'd say, okay, look at the emails you sent me. And I said, your email, this last one said, hey, Todd, when are you going to get me that report? And she said, was that offensive? And I said, I know you. So it wasn't offensive to me. But most people would say, hey, Todd, I hope you had a nice weekend and everything's going.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Do you think you'd have time to get me that report sometime this week? And she said, I don't do that because I don't want to waste people's time. I just want to be, you know, I want to be respectful. So it's something that subtle that this person, based on the age they grew up in, they didn't realize, no, it's just common courtesy.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Do you think you'd have time to get me that report sometime this week? And she said, I don't do that because I don't want to waste people's time. I just want to be, you know, I want to be respectful. So it's something that subtle that this person, based on the age they grew up in, they didn't realize, no, it's just common courtesy.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

It doesn't matter whether you're in Asia or whether we're in North America or whatever. Those are common courtesies. And so that's what you caused me to think of that I think.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

It doesn't matter whether you're in Asia or whether we're in North America or whatever. Those are common courtesies. And so that's what you caused me to think of that I think.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

i'm maybe it's because of my age i don't have a hard time i'm very diplomatic about it but i just call out with people i say hey i've noticed something that is holding you back and i want to bring it to your attention yes email manner is very hard to teach some people don't even reply to emails If they're willing, and this person is so wonderful, and they were starved for the help.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

i'm maybe it's because of my age i don't have a hard time i'm very diplomatic about it but i just call out with people i say hey i've noticed something that is holding you back and i want to bring it to your attention yes email manner is very hard to teach some people don't even reply to emails If they're willing, and this person is so wonderful, and they were starved for the help.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

They said, please help me. So they would send me their emails. And it's something, Vince, that none of us should ever take for granted. Just because you and I were raised a certain way or learned certain things, we should never assume. And I did assume, well, gosh, somebody was a PhD. They've got to know all this stuff. No, they don't.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

They said, please help me. So they would send me their emails. And it's something, Vince, that none of us should ever take for granted. Just because you and I were raised a certain way or learned certain things, we should never assume. And I did assume, well, gosh, somebody was a PhD. They've got to know all this stuff. No, they don't.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

And so she would send me her emails and say, would you review this before I send it out? They really wanted to get better. And she started to change and I'm not taking credit for that. She did all the work. But I think this gets to the point you're making or that I'm trying to make is that we have to want to, we have to be humble enough to say, I've got something to learn. I want to be self-aware.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

And so she would send me her emails and say, would you review this before I send it out? They really wanted to get better. And she started to change and I'm not taking credit for that. She did all the work. But I think this gets to the point you're making or that I'm trying to make is that we have to want to, we have to be humble enough to say, I've got something to learn. I want to be self-aware.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

And while I've been very accomplished in certain areas, where are some areas that I could get better in and be open to talking to other people and getting feedback.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

And while I've been very accomplished in certain areas, where are some areas that I could get better in and be open to talking to other people and getting feedback.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

The next question ties directly to what we just discussed. We had the unique opportunity to experience life before the digital world, which of course reveals our age, but it also means we understand both sides, analog and digital. Now we are in a cross-generational workforce, but it's chaotic. If you listen to the media, here's what they say. Gen Z doesn't want to work.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

The next question ties directly to what we just discussed. We had the unique opportunity to experience life before the digital world, which of course reveals our age, but it also means we understand both sides, analog and digital. Now we are in a cross-generational workforce, but it's chaotic. If you listen to the media, here's what they say. Gen Z doesn't want to work.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Millennials are burned out. Gen X is getting laid off. Baby boomers are not retiring. Every generation gets labeled. Each has its own set of challenges. So I want to pick your brain on this. From your experience, how should companies approach the situation?

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Millennials are burned out. Gen X is getting laid off. Baby boomers are not retiring. Every generation gets labeled. Each has its own set of challenges. So I want to pick your brain on this. From your experience, how should companies approach the situation?

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

And looking at the seven habits, do you think any of them could help teams and organizations take better control of generational diversity in a way that is more effective?

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

And looking at the seven habits, do you think any of them could help teams and organizations take better control of generational diversity in a way that is more effective?