How to establish a baseline with Tim Lansford

This week we have Tim Lansford, a business coach dedicated to helping people finding their bottom line expectations and then going from there. In business, we often have different expectations circling around the office. For example, take a look at people's expectations about going back to the office post-covid, they are all over the place. Tim explains how he works his clients through getting on the same page with their expectations and moving from there. It can be hard, but also rewarding when your team starts to collaborate through better communication.


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Full transcription below (may contain typos...):
[00:00:00] Tim: [00:00:00] They don't know where to start, and that's where we come in and help them establish a baseline and then work Program through them where they can increase whatever the different problem or, morale to, to, bad attitudes to whatever's going on in their thing.

Keerstyn: [00:00:13] Welcome to the podcast, Tim. We are so excited to have you here today. Do you want to give us a brief intro and what you do, how you got involved in your work and help, who you helped serve

Tim: [00:00:24] now?

Not a problem. I would love to thanks for having me on today. A little bit about me. I've got a pretty diverse background. Currently I have three companies. I have a webinar and training company where it was a seminar company. It's I call it more webinar company nowadays for the pandemic on, on, but it is an online training. It is a full service training and development company. A lot of my coaching clients and stuff come out of that full service training company through the seminars and webinars that I do. That's where I get a lot of my clients. And through, through trainings and through dealing with my computer consultant company.

So all of that sort of [00:01:00] wrapped into one company. And then I have actually another couple of companies that don't fit anywhere close to that. I have a real estate company, small little boutique real estate company. And then I'm also having a construction company as well. Very diverse people don't think that the construction company and the online training company really good Robin, they always scratch their head when they hear that.

But that's just my three companies got a very diverse background. You name an industry I've pretty much been in it. And over the last 30 years from, I had a small corporate career, I've worked for myself for about 25 years now. And other than that I'd like to have fun and enjoy and walks on the beach and all that good stuff.

So anywhere I'm nowhere close to the beach.

Keerstyn: [00:01:40] Absolutely. So I guess, could you tell us a bit more about that training and development company? What are some of the key things that you discussed during different webinars or seminars for that matter? What does the training, what kind of development are you specifically focusing on those types of things?

Tim: [00:01:57] Yeah, I do quite a bit. I do about 30 different [00:02:00] subjects actually. So it's all wrapped around. One of my companies is called blast seminars, it's business leadership and sales training. So it covers the full gamut of business from all the way into a management training management consulting marketing.

I go down through sales training. Go through all the leadership aspects we would get into personalities, the difficult people, all the, the seminars are out there in the world. We pretty much do all of them. Problem solving you name it. We we put a spin on it in our own way and take care of it.


Keerstyn: [00:02:32] Yeah, that's interesting. So during this weird COVID-19 time pandemic, how has your training shifted through that opposite? I've heard a lot of people are either having a really good experience or not necessarily great one. But what have you guys been doing to help. Move that forward and get people to the right

Tim: [00:02:51] spots.

Technically we I've had a great time with it. I've enjoyed it. To the point where I've got small kids, I've got five-year-old twins and a boy and [00:03:00] girl. So I love it for him. Cause you know I try to schedule my thing where I'd be out on the road two, three days a week on the beginning of the week and maybe two, three days on the end of next week.

So I could spend a lot of time with them and then concentrate on some of my other companies as well. But you know that at this point, where I can just do my. My online trainings and here in my home studio and then walk back out and, lightsaber battle with my kid during a 10 minute break and eat lunch with them.

That's a, that's an awesome thing for me from that standpoint. And I'm just getting a lot done. I, I. I, it's a weird time and that we are we're at with all the pandemic, but for me, it's been awesome. I've been when going through the process of rebranding getting a lot of the stuff done that I did not have the time to do it.

Regrouping, getting organized. Getting a lot of the house projects done, of course, right through my wife or, and all this stuff that she wants me to do, but it's been a great time for business, and I loved it. I was in the process of ramping up more on the online stuff, when the pandemic came about.

So I had a lot of the equipment, a lot of the. My studio set up. [00:04:00] So it was just a natural transition to me to really throw me into it. There's still a lot of learning curves, a lot of stuff I learned in research every day, but I find it I'm finding it awesome right now. So yeah, I'm all about it. So  I'm doing, anywhere from three to four webinars online, full day webinars every week.

And it's, I'm staying really busy.

Keerstyn: [00:04:19] Yeah. So those webinars, do you take people through a different topics in them? What are some of

Tim: [00:04:25] those topics? Yeah, it just depends on the client that I'm doing. They go through a catalog or something for what they want to do. And we do from, mom and pop companies.

I do a lot of government training, a lot of military training, a lot of government entities all the way through, fortune 500 companies. You name it. It's not one distinct market. That we really concentrate on it from the training aspect. The consulting and stuff is a little bit, I can have a lot of ties into the construction industry and the national association of home builders and stuff.

So I get a lot of consulting in the construction industry, which ties into a lot of my coaching clients, a lot [00:05:00] of my marketing clients and but you'd be surprised a lot of the coaching clients come from a lot of my training seminars, which has government and Just regular, business, through HR managers and stuff like that, they have a need where they have a problem, problem employee that they want to do some correction on or put them through a course.

And that's where we do it.

Keerstyn: [00:05:17] Yeah. Yeah, absolutely. So to talk a bit more about the coaching aspect of that business, what are some of those problems and pains that the coaching people are coming to you with and then how do you get them to that? That better spot? What are, what does that look like?

Tim: [00:05:32] Yeah. If it's through one of my HR managers or something, usually it's a problem child it's a bad attitude or something they're having problems with our team. Maybe that team member or that manager has been through a situation where he's lost the trust of his employees or a sneeze being perceived wrong.

Perception's a big word of mine. And then I love, to work through it. And a lot of times if it's. Through the HR manager, it's usually an employee, a bad attitude. And then a lot of the stuff I come from the the [00:06:00] CEO or the executive team. And that's a lot of stuff that comes that I get into a lot of the coaching too.

As far as building the businesses, the front end, the back end going through maybe they'll have a corporate problem. They can't figure out and they want an outside person to come in and look. Look at and, or, I team up with, one of my friends down here to do some surveys and we do a lot of the survey, figure out some of the problems, figure out the internal workings.

So it's a pretty good, pretty well balanced as far as learning where a lot of my clients come from.

Keerstyn: [00:06:30] Yeah, absolutely. Talk to me a little bit more about those surveys. What kind of surveys are you doing to help these people figure out their problems, their pains, all

Tim: [00:06:38] that. It really depends.  We do it from anywhere from it.

We do a lot of custom surveys and stuff and it could be anywhere from the employee engagement. It could be a satisfaction. It could be taking the pulse of the company at the time. One of the biggest things on the surveys. Just go through. If you're going to do a survey, make sure you do something in the information and what it does is establish as a baseline.

So you can check out your [00:07:00] employees to to put them against that, from a year, from now two years to see if you're advancing, because a lot of these CEOs and different people, they want to make changes. They don't know where to start, and that's where we come in and help them establish a baseline and then work Program through them where they can increase whatever the different problem or, morale to, to, bad attitudes to whatever's going on in their thing.

And then the company and increase that.

Keerstyn: [00:07:24] Yeah, absolutely. So what are some of the things that if these employees that come to you through an HR manager or a CEO, whatever it may be, if they can't fix that attitude or they're struggling to gain the concepts that they need to be good at their job, what oftentimes happens after that?

Did they continue to work with you or it's just done? Or what does that look like?

Tim: [00:07:44] Yeah, I've had multiple situations like that. A lot of times they'll go through a situation where they'll team up the manager. And put them, with me and say that I've had multiple things. Where are they?

They usually, a lot of times they'll offer the [00:08:00] program. I just had one with a very prominent company, nationwide company, and they basically gave their manager and ultimatum. They would, she was a very demeaning to her. Her team and everything. And they said, you're either going to go through a coaching program with Tim, or we're going to put you in a demotion situation.

And she actually chose to demotion situation over that. So that means that she was probably very unhappy with what our current situation was. So she chose the motion over a simple coaching program. I had a six months layout coaching program that I put together for this company. And. But at the same time I just had one to finish up where he started similar situation.

He had a bad attitude towards his group and he thought he was awesome and they thought he was not awesome. And we went through the process where I've got, I had it at this one. I created like a 13 page survey. I gave it to him. Made him do a survey. And then I did a 13 page survey to all his employees.

And pretty much at that point, you get them both back. You see where the disconnect is, real fast. He thinks he's awesome. And and they [00:09:00] don't know, it comes down to, it could be it could be a personality issue. It could be a, just a working issue or just in this case, he just, he was oblivious.

It was just his personality. He's a very dictatorship and he just, he got a little rubbed wrong with some of the management and HR and CEO and all that stuff. So he's become disgruntled more and more to the point where it started affecting his team and those little things they come out, as if you ask enough questions or do surveys or go through the process.

Keerstyn: [00:09:30] Yeah, absolutely. So I've heard a few different times the concept of becoming a leader from a manager. How do you work with these people to get them from that manager state, to being an actual leader? That's looking forward to having vision for their team and organization.

Tim: [00:09:48] Yeah, it just depends for one, I always tell people that first figure out if this manager really wants to become a leader, cause there's a lot of people that they don't want to be in a management role.

And a lot of the problem that we have in corporate [00:10:00] is. Somebody gets promoted to a leader just because I've been there 20 years, they all, you got the seniority, so we're going to make you the leader, the manager of this group. And that's the worst thing from, that should ever happen.

And, you got to know what. Oh how to deal with that first, if that person wants to go up the level, I always refer it back to, the Maslow cur Maslow's hierarchy of needs. What motivates that person is he motivated by, he wants to pinnacle in the top or does he just want a paycheck to feed his family?

And he doesn't want any of the stress of it. If it gets at a point in a, one of the classes we teach a lot of management classes, even all the way down to staff, to supervisor classes where, staff member gets promoted and all the woes of doing that, haven't, you're now.

In charge of all your buddies and stuff. So there's a lot of aspects to, depending on the situation of the person that you're, that's going through and what they can bring to the table. And, a lot of times we'll go through. If it's from a coaching standpoint, we'll assess where they're at. You can assess where they're at from through a lot of questions, a lot of the surveys, and I'm a big open-ended question person.

It's like when I go through the [00:11:00] coaching process, my first initial meeting is to get to know the person. To figure out one-on-one, you, you don't know. Yeah. If I took you on as a coaching client, this would be our first meeting, getting to know each other and talking, I'd be asking a lot of questions.

Like you're asking me and I would be doing a lot more listening, from that standpoint. And that's what she's wanting to do is get to know the person. And then we go through different things where we could do a personality assessment. We can do some different assessments that are out there to figure out exactly that person, then maybe have their people do some personality assessments or some of the other questions, other assessments, other surveys, to figure out if it's going to be a good fit for one.

And if it is a great fit, but then maybe it's something that we need to work on. And at that point, it's going to identify the weaknesses of this manager to be, and, or this manager. And then we can develop a program based on that.

Keerstyn: [00:11:46] Yeah, absolutely. So I heard in there that you've said that you used some personality assessments for that.

What do you use and how do you assess them

Tim: [00:11:55] while there's a couple of them that are out there? You can go to the free assessment personalities, like [00:12:00] 16, I think it's 16 personalities. A lot of people use that one out there. It's free a personality assessment thing. There's online Myers Briggs out there.

There's the disc training that toll Tony Alexandra he's got the four out there that you can do. So it just really depends on what they're at. I don't have one because we teach all the different ones in all our seminars. So it just really depends on what the flavor of the day is and where I'm at and how, if they're local, if they're across the world, if they're across the world, it might be something I send them.

I might just send them to the 16 personalities cause it's free online and they can kick out a report instantly. It just really depends on the client and the situation. And we can go ahead and do that. I've got some people that are certified, Myers-Briggs personality assessors. So we might be able to do that.

Full-blown if we're going to do their whole group, something like that, I'd want to go a little bit more deep. So I bring one of my assessors in that certified to go through that. And we would do the whole group instead of just the one person.

Keerstyn: [00:12:57] Yeah, absolutely. So it sounds like you're [00:13:00] working with not only the manager, but also the team.

What kind of dynamic does it turn into after the fact of working with them? Is it oftentimes a good dynamic switch? Is culture being changed in it? What does that

Tim: [00:13:12] look like? Yeah, I think it's definitely a good thing. It's just, a lot of times that half our problems and the corporate culture, in corporate world in general, it's just communication.

There's a lack of communication. There's communication difference that we need to work through. And if we can figure out where that lack of communication is and how to bridge that gap, a lot of times, I'll start out with a coaching client. I was like what's going on? And they go, I hate my job.

Okay, great. What do you hate about your job? I hate everything about my job really. I said, do you get a paycheck at that job? Yeah, I got a paycheck. Do you like that? Yeah, I like that. There's one thing you you got benefits. Yeah. And yeah, I like that too. Yeah. And we go through and we can reuse, break it down, down to one or two things that really is pushing their buttons to make them hate their job.

But at the same time, you've got to go through those, that those questions asking where it is and breaking it [00:14:00] down because most people have that big picture. It's the same with working with teams. What's the communication gap. W he's just impossible. What's impossible about it. It's just impossible.

And then we have to break it down. The more you can dive deeper and deeper. That's when you develop a program and it really comes out in the wash at that point.

Keerstyn: [00:14:14] Yeah, that's cool. Oftentimes, what are like the two top things that people realize are the biggest communication errors within a team?

Tim: [00:14:23] I think a lot of it's just personalities, they're speaking the wrong language. And then a lot of times, even go through the process of going through the personalities and making sure that they understand how that just because it's coming out of your mouth, it docent somebody else's that it doesn't make total sense in their ears.

And a lot of times the next one would be going through the situation where I had a thought there, but it just slipped me. But it's one of those things personalities, and then you go through the process where there's something that's it's an attitude or there's a thorn, there's something there that's causing that.

And I get a lot in a lot of attitude problems where they're trying to readjust the attitude of the person, but a lot of times it boils down to just a [00:15:00] simple one thing. It could be a policy in place. It could be something that manager does that rubs the team wrong. And it's just one of those things and he can narrow it down to really personalities and, or what that one thing is.

And, or just a simple communication here somehow.

Keerstyn: [00:15:16] Yeah, absolutely. That's interesting. And oftentimes people might not even realize that it's communication that they're struggling with. They might think it's a million other

Tim: [00:15:26] things. We, we think the words that come out of our mouth make total sense to the other person and yeah.

And a lot of people don't know, common sense is handed out lightly in the world. And it's just, and that's the mentality of a lot of people, but a lot of times you're just speaking the wrong language. You're speaking a language of direct and to the point, and you've got somebody that's a very soft personality and that's.

It's the wrong way to approach them. You gotta teach them from a empowering or empathy standpoint where, you know, in, or what you might have. Yeah. Somebody who's very analytical and you're just telling them, the socializer out there, that's telling them all the good [00:16:00] feelings that they're going to get out of this.

And they need to be thinking more along the lines of that. How am I bringing statistics and stuff to the conversation? So we just speak a lot of different languages, and a lot of in a lot of our seminars, I think I have. One seminar. We go through about 17 levels of communication and different things to bridge a gap from, introverts extroverts to, personality training.

And you'd go through all of these different things. The visual learning, auditory learning, you go through all these, and that really makes a world of difference. Of that person and how they communicate. But a lot of people don't understand all that stuff adds up to how we speak somebody else's language and how we make an impact.

The simple words from interviewing the person all the way to giving feedback to that person. We have to speak where they understand those languages.

Keerstyn: [00:16:43] Yeah, absolutely. So I've heard a few times of the concept of open questions essentially, and you've already mentioned it and oftentimes people don't realize what that is.

Can you give a little bit more depth of how people could coach their team with with open questions?

[00:17:00] Tim: [00:16:59] Yeah. Open-ended questions. Probably one of the biggest things.  People aren't using open-ended questions, I always tell people you got one mouth and two years use accordingly, right?

You should be doing more listening than you should be doing a talk. And especially as a coach, you need to be asking a lot of open ended questions. And the more that you can get the other person talk, and then you can get them open enough. For one, it's creating that empathy is creating an empathy from that the other person.

But what it's doing is allowing you get down to the, the root of the problem. And based on the answer that they're giving you on that question that they're talking you can form another question and you can ask them that question, because even if you have the answer, because from a coach standpoint, you don't want to give where you're given.

I tell not even from a coach standpoint, I tell my CEOs that I work out. Biggest advice I could ever give you is to never, ever give specific advice to your people again, because that's the easy way out. So may comes in our office, they asked a direct question. What do we do? We give them a direct answer. I said the biggest thing I could teach you to get better about is ask open ended [00:18:00] questions.

And if you can, if I have the color blue in my head, I can ask enough questions to get you to say the color blue out of your mouth. It's really simple. I can walk you down the path by asking you enough up on the questions, but at that point you can you bridge this communication gap and they can get it in their own terms that get it in their own thought process, their own brain, analytics.

And they're not back in your office here in two hours going what did you mean by when that, when you said this or they're asking the coworker soon as I step outside your office, because they didn't understand a word you said, and that's one of those things you want to do. The more open-ended questions is just keep them open and let the other person talk.

Based on that answer, ask them another open in and you want to keep that conversation going. And it's a lot of people, I teach a lot of execs there. So I teach a lot of my, I mentioned in every training seminar I do. I just had somebody who hit me up from six years ago. I talked to us and she was down in Florida and she found me online from six years ago.

I'm one of my social media accounts. She goes, I don't know why it popped in my [00:19:00] head, but I tried this, you told me six years ago to do this. And I tried it and it's actually changed my leadership ability and in fathomable ways that she could never imagine. And she just want to reach out and tell me, thank you.

So it's one of the things that, everybody's going to do it when they get into the place that they feel like they can do it. But  if you ever can speed up that learning process from a coach, And, or just a manager in general, it's asking an open ended question.

Keerstyn: [00:19:26] Yeah, absolutely. So how do you teach that to your clients?

What are some of the ways there, obviously there's some tools that you I'm sure that you

Tim: [00:19:33] yeah. There? It just depends on, a lot of times I'll tell them what an open-ended question is from giving him a list of open-ended questions and we'll do some some, if it's somebody who's a coaching client, We'll do some role play and back and forth and banter and stuff where I'll start having them ask me questions, because it's all about a comfort level.

If you do this and you, you're asking your kids, this and the kids are good about asking us open ended questions right there, they're naturals at it. So you got to become to get the point where you're the [00:20:00] natural and that's what you gotta do from that standpoint. And it's all about role play.

I it's great for all aspects, even, we use a slot in Salesforce, right? The more open-ended questions you're gonna ask. It's going to be great for the, just the sales trainings that we do as well. And it's literally starts out with a list of open-ended questions. I'll give them a list of 25 open ended questions, and you'll find your biggest ones that you like in there.

And then let's play with that as far as figuring out how that really resonates with you, that you can utilize that it makes it like it, your common saying, what's your common voice that you're going to use, which questions that you can feel that you're going to come out of your mouth and feel natural.

Keerstyn: [00:20:35] Yeah, that's cool. I like that concept of getting, giving them the list and having them have the ability to choose what feels comfortable and necessary and their job, for sure. For sure. Do you find that people struggle to have A learning curve with that. Is it quick? Some what does that look like?

Is it quick? Is it hard? Have they come up with Bessel after the first week? Or [00:21:00] are they

Tim: [00:21:01] don't? No it's a Pakistan. Yeah. You definitely have to practice it. And I find that a lot of people are resistant to it. They don't know exactly how to do it. Once they do it and they see the successes out of it.

That's when the eyes open and I do this a lot in my seminars. When I was on the road and stuff I could ask for seminars and I would do it while we were in the class. I tell, Hey, seminar ended at four o'clock. I'm like, Hey, if anybody wants to work through things, please just stay and we'll work through things.

And I told them about this open-ended seminar. I was thinking about this one in van. I was up in North Dakota. And I had 25 people that day. 23 people stayed after four o'clock and we worked on them one-on-one for another two and a half hours. This was one, a lot of, they want to direct answers, but I wouldn't give them direct answers.

And I told them how the I'd mentioned the open-ended question four times that day. And really pounded it in because the trainer were going to  repeat until we get it in your head. Absolutely. And we start with this one lady and I started asking her questions. She had a relationship between her and her daughter.

This class was on stress management and everything. [00:22:00] And we went through the process. I asked her from her and her daughter, different open-ended questions. What do they talk about on the drive to school? What are they. Dinner at the kitchen table. Does she have a phone? Does she have a computer in a room, the whole daily thing.

And we got through the process. I asked her about 20 questions, about 15 minutes, and then all of a sudden she just starts bawling and she's crying. She's Oh my God. You're awesome. You're so awesome. Thank you. And the other 20 23, 22 people in the room were like, What just happened there. But they got to see that firsthand, how the open-handed questions worked.

And I explained to him that's how open ended questions are so powerful. I didn't tell her one ounce of advice. All I did is ask her questions because a lot of times people don't take the time to assess themselves. They don't take time to, they're looking for the easy out or the easy answer, right?

How do I lose weight? I want to take this magic pill, right? You can lose weight tomorrow and you can be ready to fit in that dress, drop 50 pounds tomorrow. And that's what they do, but they don't take time to ask themselves the question to really assess what the problem is. If people will take time to assess simply what we [00:23:00] do as coaches take time to assess the problems.

They can find out a lot of that stuff themselves, but they don't, that's why there's a need, that's a need for coaching. That's need for trainers to go through and walk them through this process so they can narrow it down. And that's what we do. And then once you can do that's it, that's easy. That's the first step to correct.

And the thing is to figure out what it is, but I do it by asking them a lot of open-ended question.

Keerstyn: [00:23:23] Yeah, absolutely. And even between teams. So I think that's so vital for. Managers to be able to be coaches to their team and ask those questions to get down to the root of the true issue exist.

Tim: [00:23:36] It's the same thing on managers.

I tell them to have they'd better have be having weekly meetings if you're done with me, because a lot of times they don't have them in their office to all their six month review or their year review. I'm like, why are you not having your office once a week? Saying, Hey, what can I do to help you?

What can you do? What do you do? What are you doing on a daily basis? I can help you do better. And that, what that is just creating that empathy. It's creating that conversation, scrim that one-on-one time that you need with your [00:24:00] people. But so many people make that mistake where all they're too busy and all that stuff, you can take 10 minutes out of your day.

And Paul, somebody in there and have a conversation with somebody and then send them on their way. It's a really simple thing to do.

Keerstyn: [00:24:13] Absolutely. Absolutely. And I'm really glad that you said that too, because oftentimes we don't have conversations like that with our team and we don't know actually even going on with their work or their lives or their goals and it's sad, honestly.

Yeah.

Tim: [00:24:27] Our corporate environments changed now today. People want to know that, you have their back that too. You have a relationship with them. I always ask people, can you be friends? With your employees and it's very distinct half almost. I know. And half of them will say yes. And we there's a thing, but there's a fine line there. Even if you're 30% have said, no, I can't be friends with my employees. You've got to get to the point where they feel that you have empathy, they got your back. Do you know them on a one-on-one level? It used to be way back in the way you go to work for this company to work there for 20 years, you retire there, wasn't a relationship.

Didn't need a relationship. If that was just the [00:25:00] norm, but now people, they need that connection a little bit. And then you got to think of them as a manager, how you can do it. One of the big things we teach in in the seminars is just simply to print out their drop description sometimes.

Print out the job description and do a brainstorming, update that job description, just to see what that person does on a daily basis. Cause a lot of managers don't even know what that person, that tasks that they do on a daily basis. And if you go through that process of brainstorming and anytime you can do any kind of brainstorming, it's creating that empathy, it's creating that bond and you do that brainstorming.

And a lot of times you can go through and rewrite those job descriptions and then even go a step farther. I tell my CEOs managers have them initial every line item. Assign the bottom, because me as a manager, I never want to hear the words. I didn't know that was my job responsibility because I failed as a manager at that point.

Yeah. Maybe tell them, if they really didn't know that was their job responsibility and there's no, there's, it's a clear black and white at that point. If I've had you initial all that and we brainstorm everything you do and then sign the bottom, that's our commitment that we're not going to ever have that [00:26:00] conversation that you saying that I didn't know.

That was my job to respond.

Keerstyn: [00:26:03] Yeah. That's really interesting. I never thought about it that way in terms of. Having that open communication about even their job.

Tim: [00:26:11] You got to have consequences and accountability if you want me to get people to do things, yeah,

Keerstyn: [00:26:16] absolutely. Absolutely. Thank you for saying that.

That's a great idea for listeners to be able to do, even with the people that they have on right now is going through that list and knowing actually what their people are doing and not necessarily micro-managing, but having a A tab on what's going on in their company and their

Tim: [00:26:32] teams. Yeah.

It makes a world of difference,  and you got to and there's it's just the world we live in nowadays. Especially with all this stuff now, there's different things that we're doing now with corporate people that they're saying, how can I engage my people through this pandemic?

Everybody's working at their house. I'm like one of the big things that we're having people do now is everybody's in their home office. I go say go get one thing that resonates to you and show it to the group. So you'll have 20 people on a zoom and you can go grab a stuffed animal or a book [00:27:00] and hold it up and show everybody and then tell everybody why that resonates, why that's important to you.

Cause everybody's in that you can do that about every other week. And they're excited because they found something, Oh, I need that. I should have had that last time. And it's just a good team building exercises and stuff you can do just, in a situation like that.

Keerstyn: [00:27:16] Yeah, that's a great idea. I'm so glad that you mentioned that also full of good ideas.

Shoot. Yeah. Cool. Awesome. If people want to reach out to you more and learn more about these awesome ideas that you have with working with teams or coaching or helping people just become better at asking open-ended questions, where can they find you?

Tim: [00:27:36] Yeah, I go to Timberlands for.com T I M L I N S.

F O R d.com. Tim lands for.com. Email tim@timlancefor.com. Easiest way to get me if you want a phone number, just because the world of phone numbers, I'm still okay with talking on the phone. That's two one four three five six. Nine six six three [00:28:00] (214) 356-9663. And reach out to me on one of those methods.

Like I say  we'll get back to your call. You if I'm on the road or doing seminars likely may have good message. And other than that I love people. We like to have fun. That's one of the biggest things. You gotta be able to have fun. This is my passion. This is my purpose is to help people, train people to get people to the next level.

And that's what I strive to do on a daily basis. Yeah.

Keerstyn: [00:28:23] Awesome. Thank you so much for joining the podcast today. It was fun.

Tim: [00:28:26] Awesome. Thanks for having me on.



Teams also need to get away and have time to think together and reflect together. Be able to spend just an hour to be curious about each other. -Denise Van Eck, Owner of Thought Design

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