Ever wondered how to form the ultimate team? Let us take you on a journey where we decode the framework of "humble, hungry and smart", as described in the book "The Ideal Team Player." In this unique series of conversations, we're thrilled to have, Dave Nirchi and Jess Blake, sharing their personal experiences and insights. We've recorded eight special episodes, each bursting with knowledge on how to apply this framework both professionally and personally.
Curious about the secret sauce for team harmony? We've got you covered. Dave and Jess delve into their experiences with the book, revealing how it has shaped their understanding of team dynamics. Together, we look at how the book's principles can be used to identify top team players and transform recruitment processes. So, tune in and get ready to revolutionize your approach to teamwork.
Ever wondered how to form the ultimate team? Let us take you on a journey where we decode the framework of "humble, hungry and smart", as described in the book "The Ideal Team Player." In this unique series of conversations, we're thrilled to have, Dave Nirchi and Jess Blake, sharing their personal experiences and insights. We've recorded eight special episodes, each bursting with knowledge on how to apply this framework both professionally and personally.
Curious about the secret sauce for team harmony? We've got you covered. Dave and Jess delve into their experiences with the book, revealing how it has shaped their understanding of team dynamics. Together, we look at how the book's principles can be used to identify top team players and transform recruitment processes. So, tune in and get ready to revolutionize your approach to teamwork.
📖 To access Travis' complete book list, visit his storehere
Speaker 1:
This is unleashing leadership and I'm your host, travis Moss, and we have eight special episodes for you because we just completed a team interview with our friends, dave and Jess, to wrap up the ideal team player. We did about two hours worth of discussion on how do we take the lessons of this book and live by them and we basically were taking the raw info we're putting in starts and stops in it. You've got eight eight to 15 minute shows that we're going to bring to you. We were only going to do five, so the hell with that. We got to do all eight. Reason why we got to do all eight be ashamed to waste and have to cherry pick three of those episodes to toss out. We got the good, really good, insight and perspective. We're going to share that. It is also going to throw off our cadence a little bit. We're going to end up with two quote days in one week. Some weeks, no quote days. I've got some episodes already recorded is going to throw off some of the episode numbering. We're just going to get rid of the episode numbering and the hell with the quote days, we're going to keep doing them. But yeah, they'll be out of order for a little while, but the content, that what they're going to share with you, is that important that you know what it's worth the, the inconvenience and getting out of order a little bit. So we've got eight episodes. We're going to throw them out there. I cannot wait to do the same thing for, surrounded by idiots, I had an absolute great time with those two Talking about our business and our lives and and how. So the framework as we were talking about through ideal team player really does make a difference, and I love episode the eighth episode of the team interview. They actually give Take feedback for anybody trying to adopt this framework or anybody who's trying to implement that this into their business or life. I just thought that was awesome too. And so a little bit more of a nice little intro for Dave and Jess. Dave Nerti is our chief operating officer at C planning group and prior to that he was with P W C, so I think that kind of speaks for itself. I think you're going to be impressed with what he has to say. And then we have just Blake. Just Blake is a rising star as a wealth manager on our financial planning team. She comes from an extensive background in the trustee world and the whole fiduciary world. Very powerful young woman, very convicted on where she wants to go in life, and she's going to take everybody with her, and I think you're going to be impressed with that too. So, without further ado, let's just get right into these eight special episodes Before we get too far in today.
Speaker 1:
I want to start with a special announcement. We decided to make unleashing leadership free of charge, and the show is going to be splitting off from just the suits, so it will no longer be mixed with the regular digits Content. It will have its own space on Spotify app or wherever you happen to listen from. We've decided to do this for a number of reasons. Number one we released five episodes a week of unleashing leadership, only one of digits suits.
Speaker 1:
It was kind of burying the digits suits content and if you're looking for finance content, that's ditched the suits and you're going to be able to find that easily. So it was getting a little bit confusing in there. The second reason is we want as many people to hear this as possible and because digits suits is a finance show, it forces the subcontent, like unleashing leadership, to be a finance show content and that's not really what it is. So if you're looking for finance, you see unleashing leadership, you're like that's not what I'm looking for. And if you're looking for personal growth or leadership or entrepreneurship or business or something like that, you don't actually find it at all because we can't flag it differently than we flag digits, the suits. So we need to get it out there so people can find it.
Speaker 1:
So that will be switching. And so if you've been listening to our earlier episodes I've been filing along under DTS, where we talk about how it's a extra content for DTS and it's an extra charge. Well, that's going to be switching. It is going to be free and you'll be able to find the show just by looking up unleashing leadership. Wherever you find digits, suits, you'll find unleashing leadership, and that'll be how we go forward. All right, so how do you guys want to start? I mean, we got you guys did the book report originally, dave, you did, you read, you were the first one to read it, right, didn't you read the book? And, like Travis, you got to read the book and then. So we read the book and didn't you do a book report in the beginning on this book?
Speaker 2:
No, it was. It was just brought it to me to say hey, dave, do you want to? Which?
Speaker 1:
just just JB, this Jesses I just want to make sure I get to read Jesses. Yeah, so Jess brought this book, so this is okay. I've been giving you a lot of credit. I'm going to take all the credit back.
Speaker 2:
Yeah, I heard that and on the episodes I was good with it. If you want, jesses, this is your baby, you unleashed this on us.
Speaker 3:
Yes, yes. So this came to me because we had been I mean, we were kind of in the middle of those book reports and it was right before tax season. You kind of gave us a pass saying like, hey, you know we're going to do a buy, Nobody has to do your book reports. But I'd already started listening to it and I really I was kind of digging it and then I just finished off the book, because you don't start a book and not finish it, that's just madness. So finished off the book and that's when I came to you after we had that set I don't know, it was a Saturday, I think we had a meeting that day and I was just like the Saturday people we met with the.
Speaker 1:
Saturday people.
Speaker 3:
Yes.
Speaker 3:
Had that meeting and I just remember thinking that weekend I'm just like I, we have to do a book report on this. I wanted the opportunity to do a book report because it was really impactful and I knew that we would ultimately be able to get a lot out of it. So you said it was those infamous things of, yeah, definitely, this is great, we should do this, and by we I mean you. So, yes, you did. So I was like perfect. And you're like if you need any support, you know, just let me know. But you do it, this is your shtick, go for it.
Speaker 3:
And so then at that point I reached out to Dave, because the Dave has a phenomenal gift of poking my brain. I love, and part of the value of the book reports for me is doing it with other people, because my perspective is not your perspective, which is not Dave's perspective. So that, for me, was the best part of doing the book reports is having other people be like oh my gosh, that's not how I read this, this is what I thought about it, this is how I see this. So, and Dave kind of brings that part out for me in steroid, like on steroids. So I was like hey, dave, you know, if you have time would you do this with me? And he happily obliged, and then we just kind of ran with it.
Speaker 1:
Well, a fun background to that too is so all of our, everybody within the first year, we do kind of book reports consistently throughout the first year and at the same time you're doing book reports, you're getting buried with all the onboarding, the learning and, like you know, your clients are being thrown at you and you're literally you know it's kind of like we're walking around the office, around what the hell is all this stuff? And so we're, we cancel the round of book reports and then you could be like I'm going to do it anyway, yeah, and I'm like all right, this must be that good. If you're just like, with everything else going on, you're like I'm going to do it anyway. So, like what was the? When you're thinking about that force behind, why do we need to do it?
Speaker 3:
What's the why on this one, For me, the why on this was everything that this book is is everything that I stand for, and you know, you know we've had conversations here, there and everywhere about, like you know, what do I want this culture to be and what do I envision our culture to be, and this is everything that I envision the culture here to be. I know it can be this, so it's kind of like championing something that I want, that I'm really really driven for, and it was just really really cool for me to be able to kind of see this book and that it is. It's everything, it's all encompassing for what I believe we can be. So I think for me it was just kind of that, that mechanism to be able to kind of push this, that agenda, forward, if that makes sense.
Speaker 1:
So then you go to Dave and somehow we wrote Dave into this. So was it like Dave? Can I beg you to do this book report with me? Or is it like Dave? I'm going to whoop your ass if you don't do this with me?
Speaker 3:
No, I think I politely asked him. Was it polite Was?
Speaker 1:
it polite question or was it a polite demand? Like Dave on the other side of the fence, because I know that you walk around the office because you're very bored and you're looking for stuff to do and you're like this is great. I read a book and do a book report.
Speaker 2:
I was very. It was polite. It was a polite question.
Speaker 3:
Because that's you know what teammates do?
Speaker 1:
Well, that's smart, it's smart, very smart. It's a very smart question.
Speaker 2:
I did have a sense, though if I gave the wrong answer, it would not have been polite, it would have turned into a demand.
Speaker 3:
Oh no, I would have then guilted him. I would have turned to the bad smart. Yes, I got you, I got you.
Speaker 2:
But I was super excited because I'm always looking for a reason to talk or present something in front of people, because I love that and a lot of times I try to keep quiet and, of course, let others talk. But this was our chance to like. I loved the topic, I think, just the way that, travis, you kind of opened me up to recruiting and looking at the person. Right, like we've been doing that for some time of looking at the person and not the resume, right, we're always told, look at the resume, do they check these boxes? And never really made sense because I never really believed in that but I didn't know the alternative. You're not allowed to do the alternative, right. And you opened me up to the look at the person, get to know them a bit, and I would do the meet and greets.
Speaker 2:
But there was sometimes it's hard if you don't have a framework. You, oh, I like this person, okay, let's move them on to the next step. But just because you might like someone or have a good conversation with them doesn't necessarily mean they should be moving on to be considered for a job, right? So this framework from the minute I started reading it it was perfect because it put all those pieces together for me, and the conversations me and Jess would have about it were just perfect, because it was everything that we were trying to do, but it gave a great framework around it and a purpose of why we were doing it.
Speaker 1:
Yeah, and I think something important there I always pick on we're doing, surrounded by Idiots. Next, that's our next book and I pick on the blue personalities and get that inner engineer under control. You've got the inner consultant you've got to get under control. He wants to present, he wants to solve the problems right, but normally the reason why you don't get to talk so much is because a lot of times you're in the meetings with me and I talk a lot, so it's kind of you're just like, okay, there's only so much oxygen in this room and just let me kind of you give me space to do that.
Speaker 1:
But I think one of the things you were talking about there, as we've evolved after, I think we did not I think we did such a good job of not just reading this book and doing your book report, but then I read the book after you guys were somewhere in there. While you guys were in there, after you guys, I was like you have a really good point about this and so it's now we're going to take that and we're going to actually try to live by it. We're going to try to implement that, which is by itself a transformational kind of process. And one of the things you were saying there, david, recruiting and it's something that I had to really look hard at myself and some things that I was doing is I was kind of like being like Bob, the uncle in the story, the guy who owns the business. He would do recruiting like that, maybe not necessarily based on the revenue, but based on he'd go and connect with somebody and say I really like you and I see this good quality in you and I'm going to try to pull that out of you and I'm going to put you in a situation and really, as the book kind of unfolds, you've got this story about a patchwork group of people that aren't necessarily in harmony.
Speaker 1:
Right, they've been collected and they maybe each individually are really good people, but there's not a lot of harmony with how they're working together and there's really not a lot of emphasis on what is good like, what's a good behavior. You know what I mean? What's a good? When we look at people and we say, okay, we want to surround ourselves with good people, this sounds really nice, but how do you define it? And I think that that's one of the things that this book did, is it helped us kind of put words to ideas and say you know, if we look at the framework, we've got humble, hungry and smart and we can actually really concretely define those things and kind of measure people against those standards. So I'm not measuring Jess against Dave you know what I mean or Dave against somebody else. I'm measuring Jess against the framework, right, and saying where does she match against the framework? And that's a. I think it's kind of a novel idea.