Banking on Digital Growth
Banking on Digital Growth

Episode · 2 months ago

194) #InsideDigitalGrowth - Filling the Gap in Your Digital Growth

ABOUT THIS EPISODE

Growth, whether it be personal or professional, is a journey.

Sometimes, we need to take time to reflect on where we’ve come from to grasp where we’re going.

We can’t be afraid to fail. Our failures are the flames that forge us. Do you use them as an opportunity to gripe - or to grow?

I had a second round of back-and-forth with Audrey Cannata, the Operations Lead here at the Digital Growth Institute to talk about her transformational journey over the last ten years.

Join us as we discuss:

- How she rolled over her teaching experience into the digital growth space

- The divide between personal growth and the personal ‘gap’ and what she’s learned in her role from observing human behavior

- Why individuals, teams, and organizations should transform from the inside out

Check out these resources we mentioned during the podcast:

- Audrey Cannata

You can find this interview and many more by subscribing to Banking on Digital Growth on Apple Podcasts, on Spotify, or here.

Listening on a desktop & can’t see the links? Just search for Banking on Digital Growth in your favorite podcast player.

A lot of these financial brands that we work with really need that time to pause and reflect and look back at where they've come and then set those small goals moving forward. You're listening to banking on digital growth with James Robert Laigh, a podcast that empowers financial brand marketing, sales and leadership teams to maximize their digital growth potential by generating ten times more loans and deposits. Today's episode is part of the inside digital growth series, where James Robert shares answers to some of the biggest digital marketing and sales questions he gets from the digital growth community. Have a question you want to get answers to on a future episode? visit www dot go ask jrcom to submit your question today. Now let's go inside digital growth. Greetings and hello. I am James Robert Lay and welcome to the one hundred and ninety four episode of the banking on digital growth podcast. Today's episode is a special episode of the Inside Digital Growth Series, where today we are going to go inside digital growth, but from a different perspective, from a different point of view, as we continue to celebrate the Digital Growth Institutes Twenty anniversary with you and I want to thank you, the dear listener, for cont tinuing to tune in and share time together with us today, because today I'm excited to welcome Audrey Kannada, who has our operations lead here at the Digital Growth Institute, and it is Audrey that ensures the things that I make up actually get made real and that those things that are made real or then made sure to be repeated so that we can continuously deliver a positive experience as we are educating and empowering financial brands and Fintext to generate even more loans and deposits through marketing and sell strategies that improve the financial wellbeing of people. Welcome back to the show, Audrey. It is so good to share time with you today. Thank you so much. I'm excited to be back round too. It's round too. It's good to get you out from behind the scenes, like we did before, going all the way back to episode, what was it, one hundred and twenty four? One hundred and twenty four, where we discussed empowering the growth potential of teams with Colby, and it's something that we've seen some traction. We've seen some progress there and before we get into catching up with with you on some of the greatest insights that that you have gained personally, reflect reflecting on your own exponential growth journey as we celebrate twenty years here at Dgi, at the Digital Growth Institute, and also maybe look ahead twenty years too. Always, you know, like we start every conversation. You're used to this. But what's going well? What's good for you right now? Personally? You're estially, it's your pick to get started. You know, I've just I've been doing a lot of reading this past year. Yes, you have two thousand and twenty two. I really said, a sort of personal challenge for me to try to read as much as I can and and really that's what's going well personally and professionally, because a lot of the the reading that I'm doing leaves into, you know, both sides of your life, and so it's been a lot of fun reading, taking it in and then being able to share it with others and spread some of the good, the good books out there in the good, the good knowledge. I think that in and of itself is interesting in its in your own unique situation, because you come from a background of teaching. Now you started your journey here at the digital growth institute and it's really kind of unfolded under to two parts, to acts, what what you and I call tour of duty number one and too, of duty number two and and in two or number one, which was really over a decade ago. You joined. You joined out of college when DGI's business model was very...

...different back then, and you did a lot of web production, a lot of video production work. It was fun, we were growing, but there was a tremendous amount of chaos and conflict that I would say was brewing under the surface. Culturally conflict, in chaos that I now take full responsibility of, and a lot of what people didn't know at the time things were going on. Personally, it was taking a tremendous toll on me. That was taking a tremendous toll in the team. It took trim and, as told my marriage and dele and I discussed that back in episode one hundred and sixty seven and one hundred and seventy six. But I needed some help, I need some outside perspective. I called in David Baker, which you recall that that experience and he helped to set us on a new course and I want to take you back in your mind, hopping the time to learn of your mind. It's December twenty one two thousand and twelve, and this was the day that I shared with the team this new direction that we were going to be going down, this new path. And I find it interesting because December twenty one, two thousand and twelve was the day that the world was supposed to have ended, according to the mind calendar. And even though the world did not end, the old business model that we had back then ended that day. So let's go back in your mind December twenty one two thousand and twelve. What do you recall on that infamous day, since, since you were there to live the tell and now you're back, what was going on in your mind? What do you recall as your journey into our number one was about to end? Well, luckily the world did not end that day, which we're all very grateful for. But you know, I remember I knew that there was change ruin. There was no secret. You know, David Baker came in and he spoke to the team and and so we know that. We knew that there was a different direction that things were going in. I don't think we were quite aware of the direction, but I do remember that, I believe, was it a Thursday or a Friday? It was the last day. So we're in the office the last day before we're going to go on holiday break. You're right, are extended holiday break and and normally on these days and many other Fridays at the office we'd have happy hour, or frappy hour, if you remember yea, and that was not happening that that afternoon, I remember you pulled us in as a team. We all set around and you know, I'll tell you, I've never seen a more serious and focused and determined look in your eye. You know, coming from working alongside you for two and a half years, I definitely knew that something was big, something was going to happen. And you know, you, just as serious as can be, looked us in the eyes and said there's going to be some changes and if you're not a hundred percent on board, do not come back from winter break, and that's okay, we'll transition you out, but this is real. And that hit me like a ton of bricks. I remember thinking, oh my gosh, and at the time I'm still pretty green. Yes, you were. So I was thinking and you know, coincidentally, I had already been doing some some thinking of my own, some soul searching on my own, and so it was a really intense afternoon. I mean, I think we all kind of left a little a little shaken, a little unsure, but I mean, I think that was just such a huge step forward and and such a big step for you to take to us all together like that, because not all the years we've been together, like you said, we were having a lot of fun, we were doing a lot of great projects and traveling and we had not seen the side of you before. Yeah, you know, it's interesting as you're bringing me back now and my own a mode of mind. I I think about that day and I was very determined and it's what I'm writing about and banking on change. Like it, like you have to care enough for growth, the care being an acronym. The first see is is committing to...

...a cause greater than the present moment, and I think for me like this idea of change. That's I was living so much in the present moment at the time, not really thinking far ahead into the future, but between an autoimmune diagnosis, between having one and then two children pretty close together, it was just so. There's a lot of change going on in my personal life that was impacting me professionally, and that's why, even now, with with over a decade of hindsight, some of those darkest moments or when the greatest growth comes on the other side, it's just that we don't have the clarity to see what is actually unfolding. Because not long as to your point, not long after this number twenty one, two thousand and twelve, you shared with Lena and myself that you were about to blaze a new path of your own, to start a new journey. You were going to be a team sure, and and I truly appreciated you you sharing this with me. I remember being excited and I appreciate the reasons your why. I know Delana was excited as well, but one of the things that we shared if you ever wanted to come back, there would always be a spot for you. and and thinking about your time as a teacher, what what were some of the greatest lessons that you learned during that season of your life, because you were what was seven years of teaching? Seven yes, yeah, seven years. What think back on those seven years? What did you learn during that experience? I think one of the biggest things I learned, and actually I didn't, I didn't have this phrase coined at the time, but now, coming back to Dgi, I know it very well. It's progress is greater than perfection, and I think no win is too small celebrate. I think, you know, everyone's at their own different journey, their own different place and their journey of growth, and that we have to really celebrate where everybody is at and the progress that they're making. I think there's so much pressure for these students to achieve certain levels and you know, just because you in the school year making straight a's doesn't necessarily mean you worked harder or you were more successful than someone who ended with seas. And you know, I taught fourth grade for many years and there was often times where I had students coming in reading on a first grade level and by the end of the full year they were reading on a third grade level. Beautiful and by definition and by standard. Are they still below or they still failing? Yes, sadly, but are they really know, I think we really have to celebrate that exponential growth that they achieved and so often in times that doesn't happen and I think that's definitely a really pain point that I had with with education is that we're letting a lot of these students, you know, not feel celebrated and not feel successful because they don't meet what the standard criteria is. Yeah, that's a huge, huge issue of mine. I've talked about a little bit on the podcast before with other guests, the opportunities to transform how we view training, how we view education, which is so core to what we do here at the Digital Growth Institute and and I want to dive a little bit deeper into that. You know, when it comes to your experience, your experience as a teacher, because you're you know, you came in out of college. You you it's almost like the the archetypeal voyage in return narrative. You came, you voyaged and then you return back smarter, wiser, more experience. Think about some of the struggles as as a teacher and what might what might be the lessons that we can unpack their to continue to educate and empower the dear listener, working out a financial brand, working at a Fintech and marketing sales, even leadership, for that matter. What's on your mind there?...

I think one of the biggest challenges that I felt with teaching was, you know, there was this pressure to to get your students to perform at a certain academic level. I think teachers get pressure from administration, administration gets pressure from the district, the district gets pressure from the state, Yep, and it all comes down to how all are these students performing? And that's the way to measure success. And I don't think that you can really measure success by a standardized test, which is the way here in Texas, if you're familiar, we have the star test and that is that is a academic readiness tests that are is taken at the end of the year and so many times we spend so much time in pressure trying to get people to a certain point when that's really not it's not appropriate and I don't think that that's the way we should measure success. I worked at, you know, many schools that are title one and a lot of the students are below level and they are the ones who get stuck and to our after school tutorials and what we call drilling and killing, and because we're forcing them to be good at answering questions and multiple choice and how to take tests. And I think we're we do such a disservice by not really and truly meeting them where they are and giving them, you know, the personalized and specialized attention and education that they need to grow, because what we end up doing is they end up possibly having a disdain for school right or they have a negative feeling where they shut down because we're forcing them on this one, you know, one journey, when every student has their own unique path and their own unique way of learning, and I think that's something that we can think about, you know, as as financial brands, when you're thinking about your consumers, your account holders, everyone's on their own unique journey and you cannot force them down this one path. You've got to meet them where they are and really give them that customize, that customized experience, even even internally when it comes to the employee experience. You know, hearing you talk through this, I think of training and education as part of the digital growth methodology. You think about those for exponential growth environments of learning, thinking, doing reviewing. In what you're talking about right here, from the traditional educational system, it's a lot of learning, but there's probably a lack of thinking, of critical thinking be able to take in what you've learned and then apply it to the next stage of doing how might that that lack of ability transition with someone into the professional world, doesn't matter if they're working at a bank or credit in your own any other vertical, but but not having the ability to critically think about what they've learned and then be able to apply it to their unique situation to do even better. Where might there be a gap there? Yeah, I think if you're just stuck learning, that's all one way. If you're all just receiving the information, and I think about that very often when I'm when I'm reading books or taking any online courses, if you're just taking in the information and you're not turning around and applying it to either your personal life, your professional life or, you know, knowledge transfer to somebody else or helping make someone else's life better, it's really all for nothing and it's and I personally believe it's rather pointless if you're not going to do anything with that knowledge. You can learn all day long, but it's about what you're doing with it that matters. Yeah, there's the old adage knowledge is not power, it's applying that knowledge. And if you think about learn thing do. Review. Learning and thinking is really knowing, but to apply that through doing and then ultimately reviewing that is growing. But it can also be just as dangerous to get stuck on...

...that side of the equation, to get stuck in doing not taking time to review what you've done, learned through those experiences and apply them to the next iteration. And I think that's the opportunities to build these habits, to build these behaviors internally first out of financial brand or out of Fintech, to then teach that externally to account holders, because we we create a bigger, better brighter future for ourselves. A truly believe this. We create a bigger, better brighter future for ourselves only when we commit to creating a bigger, better brighter future for others. And I think about the star test. You know, I was going back and looking at some of our DMS and facebook. It was it was two thousand and nineteen and I was I was messaging about the star test and some my frustrations I was feeling as a parent and I think it was lude because the time was it was his third grade, you know, getting ready for the star and the extraordinary pressure that he was bringing home to perform was just boiling me and in. So we kept in touch. Flash forward. It's February seventeen, two thousand and twenty and if you think about it, February eleventh is is the anniversary date for for the Digital Growth Institute. So at this point we're about eighteen years into the journey. You message me on facebook saying Hey, I'm looking to make a move, I'm looking to maybe transition out of teaching. You said to reach out. You reached out and I want to get your take on this. You know, you seven years and teaching. Why come back for a second tour at Dgi? What what really kind of said, hey, there might be something for me to create a bigger, better, brighter future for myself, to achieve exponential growth where you're growing personally and professionally at the same are. Yeah, I think you know it was great because you and I, you know, we kept in touch over the years and we kept that, you know, positive relationship and I knew I had told you when I left that if I, if I ever left teaching and I'd call you first, whether or not there was an opportunity at Dgi. But I knew that you'd be someone that would help guide me, you know, kind of play a mentor point me in a direction. So I was really looking forward to having that conversation and, you know, as luck would have it, over the course of a couple months and we were just chatting about you know, I was unaware of all the changes that had been, you know, over the course of the seven years. I wasn't exactly sure what was going on it at Dgi. So it took us a few conversations to to like talk about what had unfolded over the last seven years and and the direction and the New Vision and purpose that was here. And I think just through talking about that and understanding how much education there was, how much coaching, how much training, it really felt like this could be a really great fit because, whether or not I'm teaching and the classroom or, you know, we're in this industry, it's a lot of the same values and ideas and mindset and human behavior, and so I think it was just a natural it felt like a very natural fit. Digital growth is a journey from good to great, but sometimes this journey can feel confusing, frustrating and overwhelming. The good news is you don't have to take this journey alone, because now you can join a community of growth minded marketing and sales leaders from financial brands and Finn text who are all learning, collaborating and growing together. Visit Digital growthcom slash insider to learn more about how you can join the digital growth insider community to maximize your future digital growth potential. Now back to the show. Yeah, you're right, that idea of human behavior. If you think about kind of where we sit as an organization, always say it is at the intersection of marketing cells, technology...

...and human behavior, and to me that's the most interesting part of the equation because essentially we're all working towards one thing. That that I've mentioned this before, but it's exponential growth, and I'm writing about this and making on change. Exponential growth is where you're growing personally and professionally at the same time, and I'm curious for you, if you think about exponential growth, would have been some of the biggest leaps that you have made? We're coming back to the point two about progress. What do you feel like you've made the greatest amount of progress personally professionally, when you look back over these past couple of years on on your own exponential growth journey here. I think for me that biggest thing was just letting go of the fear of failure. You know, I came back into Dgi after being out of the Industry for seven years. I didn't know if I had what it took to be successful. I didn't know if I was going to be valuable to Dgi, and so it really took a lot of courage to to dive in and, you know, thankfully, because I do have a love of learning and gaining knowledge, that I was able to, you know, get caught up pretty quickly because I didn't mind rolling my sleeves up and and working hard. And I also think too, you know, a lot of times we tend to sell ourselves short. Yes, you know, we think that, oh well, I'm not an expert in banking, so why should I be working in this industry? But if you really focus on the things that you're passionate about and the areas that you do have expertise, you can still bring value. I think when I think of the Colby, the Colby a index, you know, that's an area that has nothing to do with banking, but it's an area that I was passionate about and then I wanted to become an expert on and I'm still creating value with those in our community because of it. So you don't have to put yourself in this box and try to be something or somebody that you're not. You just have to figure out what that niches that you can really own and just commit to that. Well, that's that's that's the whole idea of growth ability, which we're to come back to here in a bit. I want to stay on this idea of finding something that you're passionate about, in really building a deeper level of knowledge, because it's that deeper level of knowledge that I find, and I see this for those in the banking on digital growth program the more knowledge that they gain, the more that they're courage to commit to move forward with confidence ultimately increases, and this is where progress it really is greater than perfection, and you know, recently I figured out a way to communicate this is with a football analogy. Perfection is throwing a game winning touchdown on a hell Mary pass, where progress is playing more of that longer game. It's converting on the small simple wins, as simple as getting a first down to keep the ball moving forward, and I want to get your take on this because from your Lens, you have a very unique perspective. Coming back to observing human behavior through your role now as an operations lead. You you're doing this with digital secret shopping studies, you're doing this through helping run the operational side of our workshops and you're watching people. You're observing people, you're observing the progress that they're making on their own digital growth journey, on their own exponential growth journey. What lessons have you have you learned by watching and observing at this point, hundreds of others that have gone through our programs, whether it be book clubs or workshops or university? What are you observing when it comes to progress being greater than perfection? I think one of the things that I have seen and witnessed over the last eighteen months, going on two years, is how much a lot of these financial brainds that we work with really need that time to pause and reflect and look back...

...at where they've come and then set those small goals moving forward because, like you said before, we do we naturally get stuck in the doing. That's the easiest place to get stuck. That's where we find those quick wins a success. That's what keeps the higher ups happy. But we're going to get burned out eventually. You're going to crash and burn and you've got to take that time to stop and really think about where you come, take a minute to look back, appreciate that, because when you appreciate that and look back at where you come, that's what's really going to propel you forward. That's what's going to give you that drive, that motivation to continue for because you've seen what else you've already done. You taken that time to really celebrate that. Otherwise you might lose that motivation to move forward and you're going to crash if you keep doing and so one of the things that we do, we make it a point at our program it's a forcing function, to take that time as a team to sit down and reflect together and Mo more often than not, when I ask those in our community what they got out of our workshops together, the number one answer is it was that time to reflect as a group. Yeah, and you you have shared some additional perspective through the research and your own experience here of and we build this in as a forcing function. We call the ninety day growth method because to do this every ninety days to at least come together as it as a team, if that even more. We're and we're starting to do this to we're doing this more of at an organizational level, because if you think about transformation, historically transformation is driven from an org level into teams, teams, into individuals, but there's a lot of friction and chaos and conflict that comes from that type of an approach. We're taking a different approach and we're looking at human transformation, starting with teams, I'm sort sorry, starting with individuals, then moving to teams, teams ultimate at the to the organizational level. But at a minimum, why do this every ninety days? To bring people together? What what is it about ninety days that that's that's critical to be aware of here, because if you think we can learn a lot from nature, nature kind of operates on a ninety day cycle. We have four seasons, if you will, every three months. But but from a human behavior, from a human transformation, why must we at least make this a habit to review what we've done, learn through those experiences and then take time to think to do even better for the next Sunda days? What is it about ninety days. I think when you come together as a team and you've got that moment of planning and goal setting, everyone leaves really excited. They're all motivated. They hit the ground running. They want to start achieving these goals, you know, right away, and I think that's great and the enthusiasm is naturally high. But as time goes is on, the weeks go on, you get things put on your plate, life happens and before you know it you're thirty sixty days in and your plate is full again, and it's so hard to not do some of those tasks, a lot of those things that come up. Oh, you know, somebody in sales marketing their throwing things out you left and right. You've got to get this campaign ready by next week, and it's easy to let those bigger picture goals off to the side because what seems most important are those tasks that are hit with you, you know, day in and day out, and so before you know it, the next ninety days is up and you've forgotten about that goal, or that goal seems less important than it did, you know, ninety days ago because you've been hit with all these other things that seem more important. So if you force yourself to stop every ninety days and reset. You'll keep an alignment with those goals and and not forget what you said before. This is really it's a deeper conversation...

...about creating the future self, and what I mean by that. If you think about the practice of marketing and the practice of cells, it both of those are a practice of transformation. You know, we're trying to get people to transform through marketing, maybe to transform their perspective of how they perceive a brand. If we're if we're thinking about cells, we're trying to get them to transform their buying pattern they're buying behavior. If we think about technology, technologies the medium in which these transformations can be facilitated. But at a deeper level, this is that that study of human behavior or human transformation to create the future self for individuals, for teams and for organizations. And it is so easy, back to your point, to get stuck in the day today. I'm guilty of it, I'll be the first one to admit it, which is why we build the same type of a ninety day growth method into our own operational model over here, and I can tell you it is extremely healthy. It really allows us to continuously build an exponential growth mindset, and I want to stay on this, this idea of a positive perspective for a bit longer, because I'm a big believer that there are two types of people in this world. Those that are growth bound. They bring an exponential growth mindset where they want to grow personally, they want to grow professionally, they look at the world through a lens of abundance. And then there are those who are what I would call gap bound, and gap is another acronym here in Digital Growth Topia, where these these individuals, they just they have a habit of griping about problems and a a lot of times that is through, you know, right wrong, good bad. It is it is because they have a scarcity view of the world, and I'm curious what you know, once again, your observations here as an operational lead, observing people in their own transformational growth. What have you observed when it comes to these two types of mindsets, those that are growth bound versus those that are gap bound, because we really do try to screen for and root out those who are stuck in the gap and choose to stay there. It's not a bad thing to be in the gap. The issues are is when you are stuck and you choose by your own free will to stay there. What have you seen through this? Absolutely, I mean I agree with you. I think having a grit and growth mindset are almost prerequisits for being in our program you know, we've conducted dozens and dozens of workshops and digital secret shopping studies where we, you know, we provide different findings and recommendations and and there will be, you know, one or two in there who shut down. There's no way we can do this, it's impossible. We're just a community bank, you know, little level us. There's no way we can keep up. So what's the point? Let's just keep going. And you know, I empathize with them because it probably does feel a little bit overwhelming. But it doesn't have to be. You know, you can, you can focus on those one or two areas to work on. And so I think you know, like you've stated before, that transformation, that transformation, really starts from within and if you don't have that growth mindset, you're not going to be able to transform your team. And if and if you know you've got someone stuck in the gap on your team, it's going to make it challenging for everybody else, and so definitely think that the growth mindset is something that you know you've got to have, I think, if you're going to find success on your growth journey. Yeah, and in it. For those if you're listening...

...and you feel you are stuck in the gap and you're going through life, personally or professionally, griping about problems, you think that your best days are behind you, I want to give you a little bit of hope and get your take on this, Audrey, with one simple question that you can ask yourself every single day, and that one question is what has been going well? Where have you been winning? So, looking the past, what are you excited about right now, in the present moment? What have you learned over the previous time period? And when the what are you looking forward to over the next day, week, month, quarter, year, decade, however you want to frame that period of time? What have you observed through your experience of watching human behavior, for individuals, for teams, really for organization? Is even that that commit to the practice of asking, answering and facilitating a dialog and discussion around this one simple question of what's going well? Well? I love this question because I feel like you and I, you know, we're used to answering it with each other, you know, when we have our daily or, you know, weekly conversations. It's almost like a nature, and so it's easy for us. And you know, when we start working with financial brands for the first time and we open up with this question, you know it's amazing. I think we take for granted how it does catch people off guard. A lot of times you'll have you'll have those who sit there and they oh my gosh, I don't know nothing, and so it really has to or or the one that gets me. Well, everything's well, everything's good right now, and I'm like look, no, let's let's go deeper, let's dive deeper into that. And it really is training the mind, and so we've really been we really worked hard to build that into our communication process with with the groups that we work in and really and really force that, you know, make that be a forcing function to start your meeting. I think what's most important of the question. It's yes, it's you know, it's a it's a icebreaker, I guess, if you will, but it's the framing of it. I think that is so important because a lot of if you think you know at some of your own organizations. What are some of the questions I can ask? How are you doing? What's the pulse check here? How are you feeling? Will all of those questions leave room for negative responses? And once one person has something negative, you can see it's spinatic control. And so I think to keep it positive you've got to use that framing of what's going well. Yes, you know, there is so much to be said around this idea of emotion, emotion being energy in motion to where you can be spiraling up on an energetic plane or you can be in a down world, downward spiral of just negativity, and that's where you tend to get stuck in the gap. And this is an exercise what's going well for individuals, it's an exercise for teams, it's an exercise for organizations. I will go ahead and tell you, and you know this, but this is just for the dear listener. I I would love to see every financial brand deploy this type of thinking for every conversation that they have, whether that be internally or whether that be externally, with an account holder, with a prospective account holder, and just ask the simple question of what's been going well, what's good for you right now, and a lot of times you might come to find that is a very first time that that person has ever been asked that question, question that day,...

...that week, that month, that year. And this is an opportunity for you, as an individual, a team and organization, to be the light and someone else's darkness. And I keep referencing and I keep coming back here, Audrey, and I want to get real practical as we start to wrap up, and we got to do this again. This is this has been fun. This has been fun to look back together and then also look kind of at the present moment into some of the opportunities. But I keep coming back to teams. Are really individuals, teams organizations. Individuals, teams organizations when it comes to achieving exponential growth, and you've seen this once again. Why? Why is it important to focus on transformation from the inside out, starting with the individual, then the team and then the organization, as opposed from the outside in, which is historically how all of this has worked and we see the results, particular when it comes to digital transformation, or moderate at best. Why is it important to start with the individual first? I think naturally that people don't like getting things forced on them. You know, nobody wants to be told how to feel, how to act. You know there's a natural resistance out there, a little bit of defensiveness. But you know, if you can self actualize and you can transform on the inside first and then build it out from there, I think that's what we're going to see, that success when you know we can all work together and collaborate, we're all aligned on the same goals. That think it's easier to be aligned when you've all, you know, transformed individually, because trying to create that alignment from the outside in, they're going to get resistance just naturally, because people don't understand how, they don't have the perspective, they don't have the insight because, I haven't self actualized it on their own. First I'm going to wrap up with this and then I want to get your final take on a practical path forward for the dear listen or something small that they can do, like we always finish up on the podcast. But to your point, they you know, if one does not have the insight or the clarity or the awareness, there there are four things that must unfold for exponential growth for digital growth, for digital transformation to become a reality. Number One, you must help people see things a little bit differently than what they saw before, and a lot of times that does come through training and education, because it is a non threatening way to introduce a new idea, a new insight. Now compare that to how a lot of financial brands have worked historically when it comes to going down a new path. People will come in, they'll bring consultants and and all of these different people in the run all of these studies and then they'll present their findings. But if, once again, if someone doesn't have the foundational understanding of what the insights that are being shared already beginning within the first place, most likely you're creating some sort of cognitive dissonance and that is not going to move the ball forward. You're not going to get a first down with that. And so therefore see things differently through training education. When you see things differently, you begin to think differently. When you think differently, and this actually just happened in a previous podcast conversation before I was actually when we stop recording, we were talking about this path here with the I was talking about with the guests and ask them. So what happens when you see different, when you think different? What happens X, and you and I've talked about this, audrey the the the default response is, oh well, I'm going to act differently, and you touched on this before with with it within your own thoughts. No, you must see, think, feel, and then ultimately you will begin to act differently. And it's that last point, that of feeling and emotion, that bridges the gap between thinking and doing, between knowing and growing. It is the feeling and really deeper it's the commitment, it's the motivation to commit with courage to keep...

...moving forward with confidence. That that, I see, is probably the greatest opportunity to facilitate this type of model of learning, of thinking, of doing, of reviewing within a financial brand, number one, and then take the same type of an approach externally with account holders, to empower them, to educate them, to elevate them, to learn, think, to do, review and ultimately achieve exponential growth. This is how we begin to put the transformation of people over the commoditized transaction of dollars and sense. What's the next best step forward for someone listening, and we covered a lot today, and we're going to we're going to have you come back on and dive even deeper into to just this thinking here and your perspective that you've gained. How what can what can one do next? How do they begin to take the next step forward, to to make progress on their own journey of growth? What is one small thing that they can commit to do to move forward with courage and confidence? I think really the easiest thing to do is set yourself one hour a week, one hour week, and commit that to training, education, reading, reflecting. That's it. That's all it takes. If you can do that, I think you know take that time to really pause and and escape the doing and you know, put it on your calendar. Block an hour on your calendars and nobody, nobody fills it up. Make it be a forcing function. I know, James Robert, you you do this all the time. You do this right now as you're writing your book. If it's not on the calendar, it's probably not going to happen. So put it on your calendar. One hour week, take the time sit by yourself, pick up a book, read, learn and then don't stop there. The last few minutes make an action item. What can you take away from this? What can you bring back to your personal life, your professional life? How can you help somebody else with this knowledge? That's all. It takes one hour dive even deeper. Will call the three, two one learn method. So three articles a week, to podcast or videos, your pick, and then one book. Now does it mean you have to crush that book or finish that book in a week? Maybe you commit to just read one book per month, but each week you're making progress through that. So with the end of the year you have twelve books behind you, you have seventy two video podcast and then a hundred and forty four articles that you've consumed. And then take time to journal and dialog through the what's going well question, the first l what have you learned? How are you going to apply that knowledge, that wisdom, to turn that insight into action, to transform knowing into growing? What's your take? And I like how you counted those, those articles and podcast set. I think take the challenge one step further, track and log everything that you are reading and learning and take time to look back and sat and say, wow, this is this is what I've done this past year days. Are All the things that I've learned and, you know, all the knowledge that I've gained. I think it's so easy. I wish I would have started doing this two years ago. You know, I can look at my bookshelf and see, you know, all the books that I've read at that doesn't count a lot of the other pieces of content that I've con you, but I think it'd be really cool if you set there and then celebrated it, you know, really you know, reward yourself for all the hard work that you've done. Okay, so this this is going to get even deeper and we're going to take this offline to figure out how to turn this idea into reality, because I must see a dashboard of sorts for a financial brand at the individual level, then the team level and then the organizational level, because I even think about my kids at school when I go up and volunteer for watch dogs. They have kind of these these these charts that should that track progress and we can build in a...

...little bit of a competitive model here where I think, Audrey, I think we just uncovered a we just picked up a rock and we looked underneath it. We found something new. This is how a lot of our conversations happen behind the scenes. It really is. So you. You are now listening to a new idea being created in real time from nothing more than what the poll and Hill writes about in a lot of his works, from the S and s. The mastermind and the mastermind is this. It's when you take one mind add it to another mind. It's like a battery. Your mind is like a battery. The more minds that you can bring together, the more batteries that you can bring together, the more powerful the ultimate battery is. And so this is what we do with financial brands, as what we do here internally. This has been a lot of fun today. Audrey, thanks so much for the conversation. As always. Thank you so much for having me back on. I appreciate it. It's always fun for someone wanting to act with you to continue the conversation that we have started today. What is the best way for them to reach out and say hello? You can reach out to me on Linkedin. Audrey Cannada, please can be high. Connect with Audrey, learn with Audrey, grow with Audrey, tell Audrey High Audrey. As always, thanks for joining me for another episode of banking on digital growth. Thank you. Until next time, be well, do good and make your bed. Thank you for listening to another episode of banking on Digital Growth with James Robert Leigh. To get even more practical and proven insights, along with coaching and guidance, visit digital growthcom slash insider to join a community of growth minded marketing and sales leaders from financial brands and thin text until next time, be well and do good.

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