There are no markers for this video.
00:00:00Good afternoon.
00:00:08Good afternoon, everyone.
00:00:11Thank you for joining us
00:00:11for this month's
00:00:14Perspective series.
00:00:15I've been looking forward
00:00:15to this event
00:00:18actually since we started
00:00:18this Perspective series.
00:00:20So I'm very pleased to
00:00:21have our special guest with us
00:00:24July is a busy month for sure.
00:00:27Not only is this month
00:00:27full of vacations and outdoor
00:00:30activities, including visits
00:00:30to our beautiful state parks,
00:00:35fairs and many festivals,
00:00:35it's also National Minority
00:00:39Mental Health Awareness Month,
00:00:39as well as celebrate
00:00:42USA Diversity Month
00:00:42and opportunity to celebrate
00:00:46the broad diversity
00:00:46that makes up Ohio culture.
00:00:50One highly anticipated
00:00:50summer activity in Ohio
00:00:54is the Ohio State Fair,
00:00:54which coincidentally opened
00:00:57this morning.
00:00:58excuse my casual apparel.
00:01:01I hope so.
00:01:03But our special guest
00:01:03today, Cheese, obviously,
00:01:06he always looks great.
00:01:07We're standing next to him.
00:01:08And any picture you
00:01:09you want to move away because
00:01:09he always likes pin perfect.
00:01:14I had
00:01:14the pleasure of spending
00:01:14some time at the state
00:01:16fair this morning
00:01:16with Governor DeWine,
00:01:18Lieutenant Governor
00:01:18Hugh Stead, Virgil Strickler,
00:01:22and others,
00:01:22members of the cabinet
00:01:22as we open the state fair.
00:01:25I encourage all of you to
00:01:25get out, go to the state fair.
00:01:30I do believe it is one of
00:01:30Governor DeWine's favorite
00:01:34activities, things
00:01:34in life behind
00:01:37maybe his grandchildren
00:01:37and baseball.
00:01:39It ranks right up there
00:01:39So please go to the fair.
00:01:44You'll enjoy the many
00:01:46exhibits in state agencies
00:01:46that have boosts there.
00:01:50The natural resources park.
00:01:51just so many things to see.
00:01:53I also had the pleasure
00:01:53of spending time
00:01:55at the state fair this morning
00:01:56with our guest speaker
00:01:56for this event.
00:01:59So pleased to welcome
00:02:02Ohio Adjutant General Major
00:02:02General John C Harris Jr.
00:02:06For what
00:02:06we're calling a TED style talk
00:02:09in recognition of Celebrate
00:02:09USA Diversity Month.
00:02:13I hope you are excited
00:02:13to hear his thoughts as I am
00:02:16on leadership, patriotism
00:02:16and leading through diversity.
00:02:21Adversity, among other topics.
00:02:23I've had the privilege
00:02:23to work alongside him
00:02:27in some very tough and trying
00:02:29and I am just looking forward
00:02:29for him to share his thoughts
00:02:33with all of you.
00:02:35General Harris.
00:02:35His career spans
00:02:35more than 40 years in the Ohio
00:02:39National Guard,
00:02:39which I can't believe I.
00:02:42I thought that was a typo.
00:02:45He began
00:02:45his military career in 1981
00:02:48when he enlisted in the Ohio
00:02:48Army National Guard.
00:02:51He received a commission
00:02:51in 1984 through officer
00:02:55candidate school.
00:02:56General Harris has commanded
00:02:56at the platoon detachment
00:02:59company and squadron levels
00:03:02while serving in staff
00:03:02assignments at the battalion
00:03:05squadron and joint force
00:03:05headquarters level
00:03:10Recent assignments
00:03:10include Chief of Staff
00:03:13for Joint Force Headquarters.
00:03:15Deputy Chief of Staff
00:03:15for Personnel,
00:03:17Joint Force Headquarters
00:03:17and Commander of Task
00:03:20Force Lancer in Kosovo.
00:03:23As Adjutant General,
00:03:23he serves as Governor
00:03:25Mike DeWine's
00:03:25Principal Advisor
00:03:27on all National Guard
00:03:29and is responsible for both
00:03:29federal and state missions.
00:03:34The Ohio National Guard he
00:03:34commands consists of the Ohio
00:03:37Army National Guard Ohio
00:03:37Air National Guard,
00:03:40Ohio Military Reserve and Ohio
00:03:40Naval Militia
00:03:44more than 16,000 personnel.
00:03:47Thank you, General Harris.
00:03:49For your continued service
00:03:51and for being here today
00:03:51to share your insight. And
00:03:53please join me in welcoming
00:03:53my friend and colleague.
00:03:57General John C. Has
00:04:08the role.
00:04:10After all the deployment
00:04:15makes me nervous.
00:04:16John makes me
00:04:16even more nervous when I
00:04:20go hundred 43 years.
00:04:23I do this
00:04:23and I will play again.
00:04:25I'm not sure that your version
00:04:25is from my past.
00:04:30I'm just going to argue
00:04:30about four years of.
00:04:32watching leaders and leaders
00:04:35and share my thoughts
00:04:35about how we.
00:04:38Had a lot to do.
00:04:39To make
00:04:39the state of Ohio better.
00:04:43General, do you
00:04:43mind switching me microphones
00:04:46getting a little closer
00:04:46to this? OK.
00:04:52OK, so we're facing high
00:04:54High or I'm sorry,
00:04:54shortages of staffing due
00:04:58to due to employment.
00:05:00We're high inflation
00:05:03high rising
00:05:03prices, high gas prices.
00:05:06We're looking
00:05:06at a very aggressive Russia.
00:05:08We're looking
00:05:08at a rising China.
00:05:10Oh, by the way,
00:05:11there's never been
00:05:11a time in history
00:05:12when there's been a dominant
00:05:12power and a rising power
00:05:14when there hasn't
00:05:14been conflict.
00:05:16So my question is,
00:05:16are we a country in crisis?
00:05:21And I ask that question
00:05:23because it really is crisis
00:05:23is a matter of perspective.
00:05:26And I want to talk a little
00:05:26bit today about how we
00:05:30deal with adversity
00:05:30leading through adversity,
00:05:32leading through crisis
00:05:32because because crisis
00:05:35is not necessarily
00:05:35binary, right?
00:05:37We don't necessarily
00:05:38think we're
00:05:38in crisis or out of crisis.
00:05:41But there
00:05:41are phases of crisis.
00:05:43And I will submit to you
00:05:43that at any given time,
00:05:47members of our population,
00:05:48sometimes we as a nation truly
00:05:48are in a state of crisis.
00:05:52But I'll ask this question.
00:05:56Does leadership in crisis
00:05:56really change?
00:05:59Does it have to change
00:06:01I'll cheat.
00:06:01I'll tell you the answer.
00:06:03No leadership is leadership.
00:06:06The way we prepare
00:06:08our organizations for crisis
00:06:11can be very different.
00:06:14Our reaction and our response
00:06:16during cross crises is 100%
00:06:16reliant upon
00:06:20how we lead our organization
00:06:20going into crisis.
00:06:24The Army,
00:06:24which I believe after reading
00:06:26bazillion leadership books,
00:06:28I truly believe the Army's
00:06:28gotten it right in
00:06:30its definition of leadership.
00:06:32And it's this
00:06:34Leadership is the process
00:06:34of influencing people
00:06:38by providing purpose,
00:06:38direction, and motivation
00:06:41to accomplish the mission
00:06:41and improve the organization.
00:06:45And that last part important
00:06:47to accomplish the mission
00:06:47and improve the organization.
00:06:51So if that statement
00:06:53process of influencing people
00:06:53by providing purpose,
00:06:55direction, motivation
00:06:55to accomplish the mission
00:06:57and improve the organization,
00:06:57what would you think
00:07:01were the most important words
00:07:01in that statement?
00:07:04If if you had to pick one
00:07:08influence and who said that?
00:07:10I like that.
00:07:13And and I think
00:07:13it's in the top two
00:07:17and I'll tell you why,
00:07:17because most leaders
00:07:21tend to focus on the
00:07:21by providing direction
00:07:25piece of motivation
00:07:29Leadership is providing
00:07:31I'll submit to you that's the
00:07:31easy piece of leadership.
00:07:36We have to influence people
00:07:36by providing direction
00:07:39and purpose and motivation.
00:07:43And frankly, for me,
00:07:43my favorite word
00:07:44in that statement now has
00:07:44very quickly and I'm sorry,
00:07:49has over the years.
00:07:51And I confess and each time
00:07:51I very quickly go back to that
00:07:54being the most important word
00:07:54in the statement purpose
00:07:59because through purpose,
00:07:59we empower the organization.
00:08:04Purpose is the difference
00:08:06being a transactional leader.
00:08:08And being a transformational
00:08:13A transactional leader
00:08:13is a leader that says,
00:08:16you do this and I will
00:08:16I will reward you with that.
00:08:21And in some cases,
00:08:21transactional leadership
00:08:23is 100% necessary.
00:08:26I have a friend who runs
00:08:26a distribution center,
00:08:29and for him, transactional
00:08:29leadership is, hey,
00:08:31show up for work
00:08:32the day
00:08:32after you get your paycheck
00:08:34and we'll give you a $25
00:08:36transactional leadership
00:08:39is necessary
00:08:41You meet these performance
00:08:41metrics and you'll get this
00:08:44annual bonus. That's
00:08:44transactional leadership.
00:08:47It's not a bad thing.
00:08:51But if we truly, truly
00:08:51want to lead high performing
00:08:54organizations, we must become
00:08:58transformational leaders.
00:09:01And the difference between
00:09:01transactional transformational
00:09:04is purpose.
00:09:10we find ourselves
00:09:11in an environment
00:09:11that tends sometimes
00:09:13to lend itself
00:09:13to transactional leadership.
00:09:15I'll talk about this
00:09:15in just a second.
00:09:17But it's very difficult
00:09:17in a virtual environment
00:09:20to ascend
00:09:20to transformational leadership
00:09:26work in a virtual environment.
00:09:28we have to resist
00:09:31not not working
00:09:31in a virtual environment,
00:09:33but we have to find ways
00:09:33to overcome that limitation.
00:09:36Because it tends to keep us
00:09:38People ask each other
00:09:38questions like this
00:09:40How has performance
00:09:40been affected by teleworking?
00:09:44And the answer is generally,
00:09:44ah, well,
00:09:46we can look at how long
00:09:46folks have been online.
00:09:47We can measure.
00:09:48We can measure
00:09:48the number of transactions.
00:09:50And we've seen there's
00:09:50been no increased decrease.
00:09:52And, and,
00:09:52and for productivity,
00:09:57that's transactional.
00:09:58We're still doing
00:09:59the same number of stuff,
00:09:59the same iterations of stuff.
00:10:02So we're still the same we're
00:10:05achieving the same performance
00:10:05as an organization.
00:10:07So we have to be careful
00:10:07about this
00:10:10and we have to find ways
00:10:11to overcome this
00:10:11in this virtual environment.
00:10:12just an editorial statement
00:10:18The limitation
00:10:19with transactional leadership
00:10:22is that in many cases
00:10:22it inspires no one.
00:10:26You will never achieve your
00:10:26your full potential.
00:10:30As an organization,
00:10:30we will never achieve
00:10:32our full potential.
00:10:33In state government,
00:10:35relying merely on
00:10:35transactional leadership.
00:10:40We must be
00:10:40transformational leaders.
00:10:41And what makes a
00:10:41transformational leader,
00:10:43a transformational leader
00:10:43is that leader who can extract
00:10:48the max potential
00:10:48from the workforce.
00:10:51A transformational leader
00:10:51is a leader
00:10:54who can
00:10:54extract discretionary effort
00:10:57from their team
00:10:59to cause people
00:10:59to want to do more
00:11:02to inspire people,
00:11:02to want to do their very best,
00:11:06to cause people to want to be
00:11:06intellectually engaged
00:11:10in our collective outcomes.
00:11:14And in order to be
00:11:14a transformational leader.
00:11:17We must we must talk about
00:11:21providing direction
00:11:21and purpose
00:11:28because a purpose
00:11:29is what empowers our workforce
00:11:29and empowers our team.
00:11:32In our absence,
00:11:35transact No leadership
00:11:35is industrial age.
00:11:38I tell you what to do.
00:11:39I'll tell you
00:11:39how many widgets to make,
00:11:41and I'll decide what
00:11:41the plant floor looks like.
00:11:43And I'll decide
00:11:43when it's time for you
00:11:45to go to the next step
00:11:45in the process.
00:11:46And I control everything.
00:11:48In a transformational
00:11:48leadership environment.
00:11:52The entire team is invested
00:11:54in the
00:11:54outcomes of the organization.
00:11:57The entire team feels that
00:11:58they have the opportunity
00:11:58to make that
00:12:01that intellectual investment
00:12:03in the organization
00:12:06The difference is
00:12:06transformational leadership.
00:12:09It's personal.
00:12:11It's hands on.
00:12:13And it's dependent upon trust.
00:12:18Because in a transformational
00:12:20and a
00:12:20transformational environment,
00:12:23I have to trust that
00:12:23you have the best
00:12:25of the organization in mind.
00:12:28That you can operate
00:12:28in the absence of guidance
00:12:32and that you're a person
00:12:32with competence,
00:12:34commitment and character.
00:12:38If you bring competence,
00:12:39and character to the team,
00:12:39that means I can trust you
00:12:43to accomplish the mission.
00:12:45And it means I give you
00:12:45the latitude mood
00:12:48to innovate and to be creative
00:12:48and to provide input.
00:12:52My responsibility
00:12:52as a transformational leader
00:12:55is to create that environment
00:12:55for my workforce to do that
00:13:00And here's
00:13:01the difference between
00:13:05direction and purpose and not
00:13:05providing direction purpose.
00:13:08And my parlance is something
00:13:08as simple as go over there
00:13:11and Occupy Hill, five,
00:13:11six, nine.
00:13:15If I tell a force to go Occupy
00:13:15Hill five, six, nine,
00:13:17they're going to go do that.
00:13:18That's that's the direction
00:13:18that's the task.
00:13:22But if I empower them
00:13:22with purpose,
00:13:25go Occupy Hill five, six, nine
00:13:27for the purpose
00:13:27of eliminating the enemy
00:13:31now, whether they get future
00:13:31direction for me.
00:13:36I could fall over
00:13:36dead, quite frankly.
00:13:38And they know exactly
00:13:38what I need them to
00:13:40to accomplish
00:13:40with no additional guidance.
00:13:42They understand my purpose
00:13:43for the purpose
00:13:43of destroying the enemy
00:13:46and what transformational
00:13:46leadership does,
00:13:48what providing purpose does
00:13:48is actually and also
00:13:51it inspires my workforce
00:13:55and it inspires
00:13:58what we
00:13:58call discipline, disobedience
00:14:03because if that team gets
00:14:03to Hill five, six, nine,
00:14:07and the enemy is moved,
00:14:07they have my permission.
00:14:10I just empower them
00:14:11to go where the enemy is
00:14:11and destroy it.
00:14:16is a strong indicator
00:14:19of a true transformational
00:14:19leadership environment.
00:14:22Does that make sense
00:14:24If I give you
00:14:24if I give you direction
00:14:27and purpose,
00:14:27you can accomplish anything
00:14:29and you're empowered
00:14:29to accomplish anything.
00:14:31We talk about
00:14:31Nasser in the sixties.
00:14:32I love this example
00:14:35but every person who worked
00:14:36at Mass in the sixties
00:14:36knew that
00:14:38the job of Nasser
00:14:38was to put a man on the moon
00:14:41and return them safely. Right.
00:14:43There was a workforce
00:14:43with a purpose.
00:14:46Every person
00:14:46in that workforce,
00:14:47from the person
00:14:47who mop the floors
00:14:49to the most advanced
00:14:49scientists, knew
00:14:51that the purpose
00:14:51of their organization
00:14:52was to put a man on the moon
00:14:52and return him safely.
00:14:55And I'll ask you,
00:14:57what's what's the
00:14:58man on the moon statement
00:14:58for your organization?
00:15:03Because if we can wrap
00:15:03that purpose
00:15:05around our direction,
00:15:08we truly do empower
00:15:11empower our workforce.
00:15:15And we truly do empower,
00:15:16again, what I call discipline,
00:15:19I'm not talking about anarchy,
00:15:21but putting the purpose ahead
00:15:21of the direction
00:15:24putting the purpose
00:15:24ahead of the task.
00:15:25Think about that.
00:15:27If you learned to use
00:15:27these words in
00:15:29order to
00:15:33you will learn
00:15:34to empower your workforce
00:15:37I need you to you name it.
00:15:42I need you to drive this route
00:15:44in order to get these packages
00:15:47to the customers
00:15:47before 4:00 today.
00:15:50If you learn to use the words
00:15:50in order to
00:15:53you are learning
00:15:53to empower your workforce
00:15:56by providing purpose
00:15:56in addition to the task
00:16:03And this is the difference.
00:16:04The transformation
00:16:06of leadership, I truly
00:16:06believe, is the difference
00:16:09in organizations like SpaceX.
00:16:11Can you imagine Elon Musk
00:16:16becoming the go
00:16:16to space organization
00:16:18for basically the world
00:16:18with transactional leadership
00:16:24Can you imagine how empowered
00:16:24the workforce at Space
00:16:27X must be understanding
00:16:27the mission
00:16:31and empowered
00:16:31to work within their left
00:16:34and right limits
00:16:34to accomplish that mission
00:16:36because they understand
00:16:36the purpose
00:16:39That's the power of purpose
00:16:43and direction
00:16:44when those are put together
00:16:44and by the way, they produce
00:16:49which influences people,
00:16:49which is the difference
00:16:52between leadership
00:16:52and management.
00:16:58Anybody here?
00:17:00Anybody here drive a Tesla
00:17:05They're amazing
00:17:05machines again.
00:17:06Elon Musk.
00:17:07Here's a company that's going
00:17:07to revolutionize cars.
00:17:09It's going
00:17:09to change the way we drive
00:17:14So if you've been in a Tesla
00:17:14and they're amazing machines,
00:17:18they make crazy horsepower,
00:17:18crazy talk.
00:17:21They'll beat most cars on
00:17:21the drag strip they look like
00:17:24they look like a jelly bean.
00:17:26They drive like a sports car,
00:17:28right? They do.
00:17:30You open the front hood,
00:17:30there's nothing in there.
00:17:32You open the trunk. There's
00:17:33nothing in there because it's
00:17:33a motor on wheels.
00:17:34And it's completely true.
00:17:36You never change your oil.
00:17:36No fluids.
00:17:37It's amazing.
00:17:40But you know what?
00:17:40My favorite feature
00:17:40on the Tesla is
00:17:43and you're
00:17:43going to laugh about this
00:17:44when you go through
00:17:44the screens on a Tesla.
00:17:46There's a there's a folder
00:17:46that's called emissions.
00:17:50And when I go to that folder,
00:17:50I press that.
00:17:52And I thought, why does
00:17:52electric car have emissions?
00:17:56And when you open this folder,
00:18:01there's there's two buttons.
00:18:03One of them, you press
00:18:03the button, the car makes fart
00:18:10and the other
00:18:10one is a setting.
00:18:11You can turn this on
00:18:11and then the turn signals
00:18:15make fart sounds.
00:18:17Now, this is this is a car
00:18:20with 13 speakers inside
00:18:25high performance
00:18:25that makes fart sounds.
00:18:28I'll tell you how I know this
00:18:30because I set this up
00:18:30in my wife's car.
00:18:32I was going to fool
00:18:34and then I was driving it
00:18:34one day
00:18:37and the phone rang her phone
00:18:37and it was a client
00:18:41and she's talking
00:18:41to a client on Bluetooth
00:18:44and I went to do a lane change
00:18:48a true story
00:18:52By the time we got
00:18:52where we were going,
00:18:53I had tears in
00:18:53my eyes. I was crying so hard
00:18:57she got out of the car
00:18:59and didn't talk to me.
00:19:04We still haven't
00:19:04talked about it
00:19:06because I'm scared
00:19:06she was that mad.
00:19:10But if we walk this
00:19:10all the way back,
00:19:12think about this.
00:19:13right now.
00:19:13We're talking about Tesla
00:19:16I guarantee you,
00:19:17every male who has this
00:19:17car shows off that feature.
00:19:20When somebody
00:19:20gets in their car.
00:19:23But how does a feature
00:19:23like that come to market?
00:19:26Think about that.
00:19:27Think about in development
00:19:30a bunch of engineers
00:19:30sitting around the table go,
00:19:32Hey, I got an idea
00:19:36And think
00:19:37about the bureaucratic steps
00:19:40this has to go through
00:19:42to come to market
00:19:46You can't do that in a
00:19:46transactional environment.
00:19:50Somebody is going to kill it.
00:19:52But if you have a true
00:19:52if you have a true
00:19:56transformational environment,
00:19:58then then we've create an
00:19:58environment where everybody's
00:20:00not only comfortable
00:20:00bringing their ideas forward
00:20:04but we have the trust
00:20:05within the team to at least
00:20:05have a discussion about it.
00:20:08I mean, think about that.
00:20:11A multi-million dollar company
00:20:11probably multibillion
00:20:14dollar company
00:20:15brings a fart sound to market.
00:20:19That's amazing to me,
00:20:19but it speaks to the culture
00:20:21inside the organization.
00:20:23And that transformational
00:20:23leadership culture
00:20:27that says
00:20:27we're going to listen,
00:20:28going to listen to the team.
00:20:30Everybody's got a voice
00:20:32and we want everybody
00:20:32to be innovative.
00:20:34So as a leader,
00:20:34I have a responsibility
00:20:36to at least listen
00:20:39and make things better.
00:20:41And as I said, we're
00:20:41talking about Tesla today
00:20:44because of that feature.
00:20:45There's something to it.
00:20:50Let me let me talk about
00:20:51let me talk about this
00:20:51in a practical application
00:20:56director Matt.
00:20:57And I can tell you
00:20:57that we went through
00:20:59some pretty some pretty long,
00:20:59hard days together as we
00:21:03fought our way through COVID
00:21:05and one of the
00:21:05tasks that we were given was
00:21:08was to run a mass vaccination
00:21:08site up in Cleveland.
00:21:11Some of you may know that
00:21:15and we were challenged to do
00:21:17We've never run a mass
00:21:17vaccination site.
00:21:20No idea how to do it.
00:21:22But FEMA rolled in
00:21:22and this was a FEMA task
00:21:25This was FEMA
00:21:25tasking us to do it.
00:21:26So they brought 300
00:21:26active duty folks in.
00:21:28I put 300
00:21:28National Guard people in.
00:21:31We put a dual status,
00:21:31a National Guard commander
00:21:33on top of all of it.
00:21:33And we said, we're going
00:21:33to figure this thing out.
00:21:35And there was a guy inside the
00:21:35Emergency Management Agency
00:21:40who had done
00:21:42a master's or a doctorate
00:21:44and his thesis, his thesis,
00:21:47his dissertation, whichever
00:21:47it was, for whichever degree
00:21:50I don't recall,
00:21:50was on mass vaccination sites.
00:21:53I think he's working inside.
00:21:56He's working beside him.
00:21:57And he had this his his his
00:21:57this idea of how we could do
00:22:00mass vaccinations faster
00:22:05and get more people processed
00:22:06through in a more timely way.
00:22:09And all of our mission
00:22:09partners said absolutely not.
00:22:12This is not how we do a mass
00:22:12vaccination title.
00:22:15We're stricter, man.
00:22:17Oh, there you are.
00:22:19She she can probably
00:22:19give me an amen to this
00:22:23because we lived through it.
00:22:24And they said our mission
00:22:24partner said,
00:22:26no, we're not going to do it
00:22:26that way.
00:22:27Our federal partners came in
00:22:27and said,
00:22:28we're not going to do it
00:22:28that way.
00:22:29And we said, yes, we are,
00:22:30because, well,
00:22:30you provide the direction, run
00:22:34a mass vaccination site.
00:22:35We know the purpose and
00:22:35the purpose is to save lives.
00:22:37And we believe we have
00:22:37a better way to save lives.
00:22:40So until the morning
00:22:41we kicked off that mass
00:22:41vaccination site,
00:22:44they said,
00:22:44this isn't going to work.
00:22:46You can't do it.
00:22:47And we said
00:22:47we're going to do it.
00:22:50And we did it.
00:22:51And they built a ramp up.
00:22:53They were transactional,
00:22:53nothing against them.
00:22:56But everybody was thinking
00:22:56about this thing
00:22:56in a transactional way.
00:22:59We were looking at ramping up,
00:22:59and by week
00:23:01two or week three,
00:23:01we'll get to 6000 shots a day.
00:23:05And we said, No, we're not.
00:23:07If we're saving lives,
00:23:07that's way too long.
00:23:09And by day three or four,
00:23:13we crush 6000 shots a day.
00:23:16And Director
00:23:16Madden was responsible
00:23:18for standing up the system
00:23:18that registered everybody.
00:23:21And we broke the system
00:23:22because so many people
00:23:22were registered
00:23:23and she had to go back
00:23:23and fix it.
00:23:25And every day, every day
00:23:25there was a different problem.
00:23:28And our mission partner
00:23:28said, Well,
00:23:29we've got to slow this thing
00:23:30got to slow this thing down
00:23:31because it's never going to
00:23:31work. Well, guess what?
00:23:34Some guy inside
00:23:34FEMA had a plan,
00:23:37and fortunately
00:23:37we had a culture
00:23:39that said, let's listen to it.
00:23:41And we put it to work.
00:23:42And like I said,
00:23:43we crushed
00:23:436000 shots
00:23:43a day from the start,
00:23:46and that had nothing
00:23:46to do with me
00:23:47because all I did was
00:23:47say You go do this,
00:23:49you go do this, and here's
00:23:49why we're going to do it.
00:23:51And I stayed
00:23:51the hell out of the way,
00:23:53excuse my language.
00:23:54And that was my contribution
00:23:54to the success.
00:23:57And this team took this thing
00:23:57and ran with it.
00:23:58And then when the demand
00:23:58signal started to taper off
00:24:01and we saw less and less,
00:24:05fewer and fewer
00:24:06people from the community
00:24:06coming to the site,
00:24:08they said, we've
00:24:08got to keep this thing going.
00:24:09So they packed it up and said,
00:24:10we're going to go
00:24:11to our community partners
00:24:11and we're going to give shots
00:24:13and we're going to create
00:24:13satellites of this site
00:24:15and we're going to give
00:24:15shots out in the community.
00:24:19And we continued
00:24:19striving for that 6000 a day
00:24:22until finally
00:24:22we got to a point,
00:24:23we shut it down
00:24:23and that that was all due
00:24:28one to the to environment.
00:24:29That said, give me your idea
00:24:33because I'm
00:24:33sure to many people
00:24:34that was analogous
00:24:34to let's do a fart sound,
00:24:39That's not how we do it.
00:24:41But but to have a trusting
00:24:41environment, say,
00:24:43let's explore this
00:24:43a little bit.
00:24:44Let's unpack it.
00:24:46It's our job
00:24:46as leaders to create that.
00:24:49And it's more focus on purpose
00:24:52than direction, right?
00:24:54More focus on the purpose.
00:24:56How do we achieve the purpose?
00:24:58And when the boss
00:24:58gets out of the way
00:25:01and lets the team innovate
00:25:01and truly be creative
00:25:05and apply
00:25:05apply discretionary effort.
00:25:08Because I tell you,
00:25:09nobody was working eight
00:25:09hour days during that thing.
00:25:12We had to kick people out
00:25:14because they were so committed
00:25:14to saving lives
00:25:16through that mass vaccination
00:25:19Now, I don't care
00:25:19if you're for vaccinations
00:25:21against vaccinations
00:25:21I don't know.
00:25:22But I will tell you
00:25:22at that time we thought people
00:25:24are going to die
00:25:24if we don't do vaccinations.
00:25:26And these
00:25:26we had people
00:25:26who were dedicating
00:25:28and fully
00:25:28committing their lives
00:25:29to making sure
00:25:29that didn't happen.
00:25:33So there are so many ways
00:25:35and so many ways
00:25:35I could unpack this.
00:25:36I'd love to talk to you
00:25:36about building
00:25:38confidence and trust.
00:25:39I'm sure our competence
00:25:39and commitment
00:25:41and character
00:25:41in order to build trust
00:25:43because again,
00:25:43that's so essential
00:25:45if you're going to
00:25:45be a transformational leader.
00:25:47I love doorway conversations.
00:25:50I love standing in the doorway
00:25:50of my workforce
00:25:53and having book sessions
00:25:53with them
00:25:54because that's
00:25:54how I learn about them
00:25:56and that's how
00:25:56I build a bond with them
00:25:58and that's how I know
00:25:58what motivates inspires them.
00:26:00And I know what the challenges
00:26:00are in their life.
00:26:03And that's that's
00:26:05transformational leadership.
00:26:08So while there's a place
00:26:08for transactional leadership,
00:26:11our challenge, each of you
00:26:13elevate let's
00:26:13elevate our games
00:26:14and make sure we're operating
00:26:14in that
00:26:16transformational space,
00:26:16creating that safe workspace
00:26:20by giving our team
00:26:21our purpose, our direction
00:26:21and our motivation
00:26:25and inspiring them to go do
00:26:25great things
00:26:28because they'll surprise us
00:26:28every single time.
00:26:31But the core to that,
00:26:31the course is that purpose,
00:26:34because we do face significant
00:26:34challenges as a nation.
00:26:38We're more divided than ever.
00:26:40Our nation is more polarized
00:26:40than ever, more partizan
00:26:43than I have ever seen. It
00:26:46and as I said at the national
00:26:47security environment
00:26:47is changing every single day.
00:26:51We are
00:26:52we are not in conflict,
00:26:53but I assure you, we're
00:26:53in a state of competition.
00:26:56And we're probably going
00:26:56to see a more rockier,
00:26:58a more rocky or a more rocky
00:27:01economic time
00:27:01before we see improvement.
00:27:06And we need to not only be
00:27:06transformational leaders
00:27:08we need to
00:27:09develop the transformational
00:27:09leaders of the future.
00:27:13If there's a great resignation
00:27:16we've got to lead our way
00:27:16out of it.
00:27:18If there are
00:27:18challenges in the workforce,
00:27:18we have to
00:27:20lead our way out of it.
00:27:22If we need national leaders,
00:27:22we have to develop
00:27:25the future national leaders
00:27:28and we'll do that
00:27:28by inspiring them
00:27:30and extracting
00:27:30the very best potential
00:27:32out of every single person
00:27:32in our workforce.
00:27:34That's how we
00:27:36are going to make this better
00:27:39Now, before I go, I have just
00:27:39one last thing I need to do.
00:27:41I know I'm getting short on
00:27:42time, my age
00:27:42glaring at me back there
00:27:49you know, part
00:27:49part of leadership
00:27:49is humility.
00:27:53Part of being a
00:27:53transformational leader
00:27:54is knowing
00:27:54where your warts are
00:27:55and continuing
00:27:55to improve yourself,
00:27:57to inspire your workforce
00:27:57to improve themselves.
00:28:01And I will tell you,
00:28:01one of the most competent
00:28:03and capable leaders
00:28:03I've ever worked with
00:28:08is probably also
00:28:08one of the most humble people
00:28:10I've ever known.
00:28:12Your director, Kathleen
00:28:15is one of the one of the best
00:28:15leaders I've ever had
00:28:17the opportunity
00:28:17of coming alongside with.
00:28:18And as you've heard, I've done
00:28:18this for a long time.
00:28:21if you would just join me
00:28:21So, Director Madden,
00:28:23up here for just a minute.
00:28:33This is
00:28:34that's been a long time coming
00:28:38It was actually presented
00:28:38to her once before,
00:28:40and I took it back
00:28:40because it hadn't
00:28:41been properly presented.
00:28:43So for now.
00:28:45So if you would if you would
00:28:45please stand and join me
00:28:48for this presentation.
00:28:57This is to certify that the
00:28:57governor of Ohio has awarded
00:29:01the Ohio Commendation Medal
00:29:01to Miss Kathleen Madden
00:29:04for Outstanding Service
00:29:06as a contracting officer
00:29:08while supporting Task Force
00:29:11Miss Madden provided
00:29:11support to the leadership team
00:29:14that ensured
00:29:14seamless operations.
00:29:16Her timely input allowed the
00:29:16site operators the flexibility
00:29:20to adjust the throughput,
00:29:20ensuring the most efficient
00:29:23and vaccination accessibility
00:29:23to community members
00:29:27These efforts enabled
00:29:27the success of Joint
00:29:29Task Force
00:29:29Magnus to safely administer
00:29:32over 250,000 COVID19
00:29:36ads, which reflects
00:29:36great credit upon her.
00:29:39The Ohio Department of Health,
00:29:41the Ohio National Guard
00:29:41and the State of Ohio.
00:29:44Given under my hand Major
00:29:44General John C Harris Jr.
00:29:47The Adjutant General.
00:30:03Making a promise to.
00:30:14I really
00:30:14would change my clothes
00:30:14for this.
00:30:17I keep thinking
00:30:17I wish I had a suit on.
00:30:21It was my My privilege
00:30:21and my pleasure
00:30:23to work alongside
00:30:24General Harrison
00:30:25to learn from him as we've
00:30:25all learned from him today
00:30:29and to learn from Governor
00:30:30Quite honestly,
00:30:32through the rough,
00:30:32roughest days of the pandemic.
00:30:34And many of you are here
00:30:34who supported
00:30:38the Department of health
00:30:38and other state agencies.
00:30:39And and this is really
00:30:39for all of you who
00:30:44who we struggled.
00:30:45We persevered, and state
00:30:45agency is better
00:30:48for all of you. So thank you
00:30:52you all for coming today.
Note : Transcripts are compiled from uncorrected captions