How to Inspire Your Team Everyday with Kevin Scott, Co-Founder of ADDO Worldwide

[Intro]: Helping community bankers grow themselves, their team, and their profits, this is The Community Bank podcast.
Caleb Stevens: Well, hey everybody, and welcome to The Community Bank Podcast. We’re glad you’ve joined us for today’s conversation. I’m Caleb Stevens, Marketing Manager for the Capital Markets & Correspondent Banking division of SouthState Bank, and I have a question for you. Would you describe your bank as an inspiring place to work? Or better yet, when was the last time that you personally felt inspired in your work? My guest today believes that there are three keys to creating an inspiring workplace, not only for leaders trying to build a great culture but really for anyone looking to make their work meaningful and inspiring. We dive into these three keys in this discussion, and we also talk about the difference between charisma and inspiration. Those can be easy to confuse sometimes. And we also talk about how do you engage your company’s frontline workers? How do you connect the big picture, mission, vision, values that you talk about in the C-suite to the everyday frontline workers on your team?
I’m speaking today with Kevin Paul Scott. Kevin is the founder of ADDO Worldwide. They’re a leadership consultancy here in Atlanta. He’s traveled to six continents, spoken to leaders from more than 100 countries, very impressive. And he’s also the author of several books, including his latest book called Inspired Every Day: Three Indispensable Ingredients to Connect With Your Passion. Kevin’s company ADDO works with some of the great brands here in Atlanta, including Chick-fil-A, the Atlanta Braves, Coca-Cola. He’s done some work for us here at SouthState in the past, and he works with many other companies as well. We had Kevin back on the show in 2020, seems like forever ago, and we’re thrilled to have him back on again today.
Before we get there, I want to remind you that registration is now open for our annual Bank Management Conference. Hey, if you’re a community bank executive and you’re looking to connect with some of the brightest minds in the industry, fellow bankers, while at the same time taking your family on a trip to the Ritz-Carlton, Amelia Island, Florida, this conference is for you. It’s July 6th through the ninth this summer, and you can register and view the agenda by clicking the link in the show notes of this episode. We hope you’ll join us. It’s a highlight of our summer and we think it’ll be a highlight of your summer as well. So click the link in the show notes to register and view the agenda. And now my conversation with Kevin Scott.
Kevin, welcome back to The Community Bank podcast.
Kevin Scott: Hey, thanks, Caleb. It’s good to be back with you.
Caleb Stevens: Well, we last had you back on in 2020, which was in the throes of COVID, and a lot’s changed since then. For folks that missed that initial episode, catch us up on what all you do at ADDO.
Kevin Scott: Yeah, so ADDO is the Latin word for inspire, and that’s what we try to help organizations do to inspire their people and their leaders. Things like programs that help companies attract talent, like Chick-Fil-A Leader Academy. It’s a program that Chick-Fil-A puts in more than 1000 high schools to attract talent. Things like the Baltimore Ravens Leadership Institute, also helps them attract talent, internal employee development programs, and ways to retain frontline talent. So that’s a lot of what we do.
Caleb Stevens: Well, one thing that has always stuck out to me is how you’re trying to connect the vision of a company down to the everyday seemingly mundane tasks of everyday team members and employees. You have a quote that you’re known for saying, “When the vision is clear and compelling, the mundane becomes meaningful.” And you’re saying, we’re not just trying to help the top leaders become more effective leaders, we’re trying to help every level of the organization become more effective. Talk about just kind of high level, why is it important and why is it not sufficient for just the top leaders to be improving themselves or developing themselves? You know, the top leaders have probably read the John Maxwell books and have attended conferences and listened to podcasts and personal growth is important to them, but why is it important that they not stop with themselves, but really try to take what they’re passionate about, take what their vision is and really bring it down to the entire team?
Kevin Scott: Yeah, it’s real simple, Caleb. More people are disengaged at work than they’ve ever been. Gallup’s latest study came out this year in 2023, and it says that disengagement has reached an all-time high. Seventy-nine percent of workers in America are disengaged. So right now, people listening to this podcast, four and five, the research would say, are not engaged at their work. And the reason they’re not engaged at work is they’re not tied to an overall vision or purpose. And Caleb, in some ways, I believe we’ve made a lot of strides. Like 30 years ago, we didn’t talk about all this. Now we talk about it, but a lot of times we do it in the wrong way. Vision or purpose or mission, you can call it whatever you want, is typically some corporate retreat with an overpriced consultant facilitator they bring in to help them design some new mission. They haggle over the words, they put it on their wall, they print it on some notebooks, and that’s the end of it.
Caleb Stevens: Put it in the drawer and there you go. Yeah.
Kevin Scott: But it doesn’t actually drive people to what they do. I’m careful how I share this. So we work a lot with Chick-fil-A, I know you had Mark Miller on a podcast recently. Chick-Fil-A does an incredible job with us. If you go to any operator, if you go to any local team member, they often know the mission of Chick-fil-A. They know what they’re trying to do and how their activity ties to that. But we work with one of Chick-fil-A’s big competitors as well. I sat in a room with a group of owner-operators, these are franchise owners, they lead, and there were 12 of them in the room. And I asked them what their organization’s mission statement was and none of them knew it. And they’re wondering why their people aren’t engaged. Well, their people don’t even know why they’re showing up every single day, and they certainly don’t know why their activities are important. And by the way, when you don’t know why your activity is important, it feels like a lot of stupid things you have to do that have no real meaning or purpose.
Caleb Stevens: So my wife is a nurse, and I know your wife, is she a doctor or a nurse?
Kevin Scott: She’s a physician’s assistant.
Caleb Stevens: Physician’s assistant or PA. Okay. So in both of those cases, I would guess, and I know certainly for my wife, and I’m sure for yours, if you’re a nurse or a doctor, there is very apparent meaning to your work every single day because you’re interacting with patients, you’re dealing with families. There’s a very clear, tangible need many times that you can literally see right in front of you, a need or an issue as you’re taking care of a patient. And so the work has very apparent meaning. But let’s talk about the folks in the billing department that are billing that patient or that family for your wife’s time, energy, expertise, helping that patient get better. How do you tell the billing department that, “Hey, your work, it may not be as apparent, but it’s no less important than what the frontline nurse or doctor is doing”? Because I think that’s where a lot of organizations struggle. Okay. Well, sure, the doctor’s work has a lot of meaning, but the billing department, for all they know, they’re just keying in some numbers and sending out some statements and collecting money, but they may not be connecting the dots. What would you say to a leader that’s trying to manage something like that?
Kevin Scott: Yeah, that’s a great question. Couple of parts on it. One, everybody’s activity ties into the overall goal. If it didn’t, the job wouldn’t exist.
Caleb Stevens: You wouldn’t be here.
Kevin Scott: That’s just true. I mean, this just sounds like a trite story, but they say when JFK said, “Hey, our goal is to put a man on the moon by the end of the decade,” and when he was touring a NASA facility, the president introduced himself to a custodian. He asked the custodian, “What do you do here?” and the custodian said, “Mr. President, I’m helping put a man on the moon.” Because he understood that every single one of those activities mattered. So yeah, the billing matters because if you don’t bill somebody, then you don’t get paid. And if you don’t get paid, people will not provide the services. And if you don’t provide the services, people die. That’s pretty clear. I think here’s the harder part. It’s not just being in the billing department of an organization that is doing purposeful work, but when you look at individuals who are in jobs that inherently do not feel as fluffy or meaningful or purposeful, let’s say, maybe banks, that’s that group. Maybe sometimes banking is like, how do we do that? This is what I would say. When you can identify what your organization exists to do, their goal.
I remember working with a bank one time that said they want to fuel prosperity. That’s one of their goals, to fuel prosperity. Well, then everybody in that organization plays a role in that. Even if you’re cleaning the bathroom, you’re helping fuel prosperity. Even if you’re processing a bond, you’re helping fuel prosperity. Even if you’re the teller behind the counter, everybody plays a role in that. And this is the tough part, the leader has to show people, this is how your activity goes into our overall purpose. So I just challenge listeners to think about two things. One, have you identified your purpose? And number two, have you then tied activities to that purpose?
Caleb Stevens: As an organization gets really big, how do you manage subvisions or subcultures? Let’s take SouthState for an example or even Chick-fil-A. Chick-Fil-A is a massive organization. Thousands of team members, tons of different departments. How would you counsel leaders who are maybe sort of in the middle, maybe they’re not the top, they’re not the CEO, but also, they’re not a frontline worker, they’ve got a team, they’ve got responsibilities. How do you sort of think about subculture, subvisions? How does it all sort of work up to the overarching goal? I know we’ve talked before about how ADDO even you guys have some subcultures, and that’s not necessarily a bad thing, but it needs to be within a framework of a broader vision that all these subvisions and subcultures contribute to. Any thoughts on that?
Kevin Scott: Yeah. One, you cannot have a subculture that’s contradictory to the overall culture. If you do, you’re headed on the wrong path. So there has to be some central purpose, vision, rallying cry. And I know we’re using these words, and some people right now are like, “Oh, what does this even mean?” Where are you headed? You need to know overall where you’re headed. And within the organization, there are different groups who play different roles. And so necessarily, they may have their own subculture, their own vision or target, but it should be on the way to contributing to the overall goal. And the organizations who do that really well have figured out how to create that alignment.
Caleb Stevens: Well, tell us quick, before we get to your most recent book. You’ve written a number of books prior to this one. Give us just a quick overview of a couple of the different books that you’ve written over the past several years. Because I know leadership development is near and dear to your heart, not just at ADDO, but personally, you speak to leaders all over the country, all different kinds of industry verticals. What are some of the common themes, principles that you believe in that you’re trying to impart to leaders all over the world?
Kevin Scott: That’s really good. My first book I wrote more than a decade ago. I was in my twenties. And looking back, I was a little insecure. Like what do you know in your twenties about writing this? If you’re listening and you’re in your twenties, don’t be offended. That’s just in my twenties, I was like, “I believe these things to be true.” And here’s what I found, that when you identify principles that are true and timeless and communicate them in a relevant way, it doesn’t matter how old you are or how young you are, those principles are true. And so that book was called 8 Essential Exchanges and the belief was that every individual who accomplishes something, every organization that accomplishes something has had to make sacrifices, trade-offs, or I call them exchanges along the way. That’s not a new concept. That’s a true concept. It just needs to be repeated and explained.
Caleb, the last couple of books have been more towards an organizational bent, towards a people leader bent. And I moved back with this new book, almost back to what I was starting to talk about with 8 Essential Exchanges, which really has this premise: If you don’t get it personally, you’re not going to be fulfilled at work. If you’re lacking purpose in your own life and you’re trying to fulfill it with your day job, you’re not going to have it.
Caleb Stevens: Good luck.
Kevin Scott: So really, this new book is a return to a passion that I had for more than a decade on individual leadership and growth.
Caleb Stevens: That reminds me of a recent episode we had on this show with Travis Dommert. I don’t know if you know Travis or not, I don’t know if you’ve crossed paths before, but he is the SVP of talent for a company here in Atlanta called OneDigital. And he said something that was very interesting to me. He said, “It’s pretty futile for a company to talk all about its purpose and its values and its culture, particularly its core values, if the individual team members are not clear on what their own core values are.” Otherwise, you’re going to have a culture of a lot of confused people that aren’t clear on their own values. So how can you have any expectation that they’re going to live into the company’s values? And so he said, “Encourage your folks to get clear on their own values first before you invite them into the story of your corporate values.” And it seems like that’s kind of an echo to what you’re saying here.
Kevin Scott: Yeah. We have found for people to be engaged at work, three things have to exist. They have to be equipped to do their job. That’s the hard skills. They’ve got to have this connection to the purpose, which we talked about a minute ago, but they’ve also got to have meaning outside of work. And that third piece is the toughest for an employer to think about but if you don’t solve it, you’re going to continue to run into these same challenges. Because we like to say, “Well, what happens at work is separate,” but the truth is we bring all this baggage, all these things that are going on our lives into work every single day.
Caleb Stevens: Yeah. Work-life balance is a little bit of a misnomer. It sort of pits one against the other when they’re actually integrated. Work is one part of your life amongst many other important parts.
Kevin Scott: For sure.
Caleb Stevens: So walk me through the basic premise of this new book, Inspired Every Day. I think our bankers listening might say, Kevin, that sounds kind of fluffy. That sounds a little mushy, “inspired every day”. What are you talking about here?
Kevin Scott: Let me take you back a few years. I’m sitting across the table like we are now, Caleb, from a C-level executive of a multi-billion-dollar oil company. I’m just telling you this is a real businessman. For the bankers on here who are like, “Oh, this stuff feels fluffy,” I’m sitting across from a businessman and he basically says the same thing to me, Caleb, like, “Inspiration, what does that really mean?” And I ask him two questions that I’ve asked thousands of leaders since then. The first question I asked him was this, are you inspired in your job right now? And he sat and he thought about it for a second and he said, “You know what? I wouldn’t use the word inspired. Engaged, yeah, but I wouldn’t say I’m inspired.” And the second question I ask him is, can you think of a time that you have been inspired at work? And he thought, and he actually came up with multiple examples. I’d ask people right now as they’re listening to think about that. Are you inspired right now? And if not, has there been a time you have been?
And through thousands of conversations and extensive research, here’s what I found, Caleb, that when those times when we were inspired, there were certain elements that existed every single time. Every time. And it’s crazy because the concept was if there is a way you could identify what makes somebody inspired and quantify it, could you, I’m going to say it this way, reverse engineer inspiration? Could you actually create the environment by which inspiration exists? And that’s the premise of the book, is I believe you can. And the book is chocked full of research from the University of Pennsylvania, Harvard Business School that says you can quantify inspiration, number one. Number two, when people are inspired, they’re more productive at work, they’re more creative, they bring their best and they are engaged in what they do. Ultimately, a lack of engagement at work is always a result of a lack of inspiration.
Caleb Stevens: Well, I think when some people hear the word inspire, they think, “That person, they’re such an inspiring leader.” And I think sometimes that’s code for “they’re very charismatic.” Can you sort of parse out the difference between working at a company that’s full of charismatic leaders or people versus working for a company that’s truly inspiring? Not to say there’s not some overlap, but it seems like sometimes we confuse inspiring with, oh, they’re a great communicator, they’re funny, they’ve got this presence and they’re so inspiring to work for. I think what you’re saying is a little bit more and deeper than that. Do you see that as being a misnomer?
Kevin Scott: Yeah, for sure. A charismatic leader can be an inspiring leader, but that does not always translate into me having sustained inspiration. And in fact, I believe sometimes, is a poor substitute. And that’s one of the reasons why when we even use the word inspiration, some people check out because they think it’s a feeling that exists at some certain moment. True inspiration isn’t just how I feel. It’s not just after I hear a speech or a sermon. It’s not just after the pep rally. Inspiration is the thing that makes you want to get out of bed in the morning, that makes you want to tackle hard, meaningful work and do it in a way that brings the very best of who you are. And that is not going to happen just with a charismatic speech every once in a while. It’s got to be something that is a result of an environment where certain elements exist every single time.
Caleb Stevens: And I would guess it may not always on the surface look like that person’s just having the most jolly day. They’ve always got this huge grin on their face. They’re saying, “Woohoo” in the break room, they’re high-fiving you. I know all kinds of different personalities in the work environment and many of them have great enthusiasm and energy, but the way they sort of channel it or the way it plays itself out, it may not always look like they’re woohoo, take the hill kind of bravado personality. And yet they’re very inspired, they’re very motivated, they’re very invested in their work, and they believe it has meaning. But to your point, it often comes from a greater sense of having meaning beyond just their work.
Kevin Scott: Yeah. We’ve done a disservice to the word inspiration. We’ve made people think that extroverts are the only ones who are inspired. That’s not true. We’ve made people think, oh, you’ve got to be at a certain level. No. Every single individual can be inspired. The way that shows up may be different. The question is, are they excited and ready to tackle the challenges that lie before them?
Caleb Stevens: So let’s say you’re talking to a group of people at a company and it is clear that there’s no inspiration. Are you saying it’s the leader’s fault? Are you saying, “Hey employees, bring your own inspirations,” like Dabo Swinney at Clemson Football, “Bring your own guts to work,” kind of? Is it, “Bring your own inspiration?” Is it, “Hey leaders, you need to help craft a better environment that fosters inspiration?” Is it both and? Kind of walk me through what are some of the principles in this book you’re trying to preach both to team members and to leaders.
Kevin Scott: So it’s both. First of all, you cannot blame your lack of inspiration on anybody else. So if you’re listening to this right now and you’re like, “Ah, I’m just in an organization that’s not inspired,” okay, figure out yourself how to get inspired or get out of there. Because let me tell you, and I know this is not popular, I’m not going to get a lot of speaking engagements at companies talking about this, but the truth is, life is too short to live your life in some kind of monotonous drudgery where you just hate what you do. It really is. We’ve got to show up. And what we’ve identified in the book is that there are three elements that must exist for people to be inspired. And let me hit those real quick and then let’s talk about the leader piece.
For somebody to be inspired, they’ve got to have a purpose. We’ve already talked about that. They’ve got to have big problems to tackle. That’s an area we should anchor on. And then partnerships, they’ve got to feel connected to the people they work alongside. So all three of those have to exist. Let’s go to the leader. The leader can create environments where those are more prevalent, where they exist. The organization can be thinking about each of those three and then helping people see their role in tackling those challenges.
Caleb Stevens: So let’s park back on what you said just a minute ago about problems. So, okay, let’s say I’m in an environment where I do have meaning beyond just my work. I believe in what the organization is about and what they’re doing. But let’s say I’m in a specific role and I’m asked to tackle a specific challenge that is maybe a little bit outside of my skill set, or maybe it’s in a situation where I’ve got to bring in some team members to help me. Talk about as you’re tackling problems, you know, there’s probably research on this, but I’ve seen studies in the past where there’s kind of a fine line between you need enough of a challenge that it’s hard and that it takes some grit but if it’s too overwhelming and it’s too impossible, it becomes defeating. So talk about, is there kind of a sweet spot for what a worthy or good problem looks like to have?
Kevin Scott: Let me hit you with two things. The first thing is you have to start by acknowledging that problems are necessary to be inspired. If I go back and ask you to think about those times you were inspired, there’s something big you’re tackling. If I ask you what did you do two weeks ago on a Tuesday, most people have no idea. They don’t remember because ease and comfort by their nature are not inspiring. I remember reading a Donald Miller book called A Million Miles in a Thousand Years. He opens the book by saying, “If you went to watch a movie about a guy who his whole life dreamed of having a Volvo, he finally buys the Volvo and he’s pulling off the lot at the end of the movie, testing the windshield wipers,” he’s like, “nobody cries, nobody’s excited. You’d want your money back.” Because that’s a boring movie.
Caleb Stevens: There’s nothing at stake.
Kevin Scott: And that’s true in our lives. We’re not inspired by things that are not challenging. So one, you have to acknowledge we need problems. Then the question is what you asked Caleb, what types of problems we need. We had a leader come into our office a couple years ago that put something in front of our team that was life-changing. On the board, he wrote four words. The first word, one on top of the other he wrote the word “simple,” and below that he wrote the word “complicated,” simple, and complicated. He went to the other side of the board and he wrote “easy” and “hard.” Simple and complicated, easy and hard. Get that picture in your mind. He then asked our team this question: When we are designing things for our business, should we make them simple or complicated? Caleb, what do you think? Simple or complicated?
Caleb Stevens: Simple, I hope.
Kevin Scott: Simple. That’s what we said. It’s simple. And he said, “You’re exactly right. We need things to be simple. People get frustrated when things are complicated.” Then he went to the other side and he said, “Should we make them easy or hard?” We said easy and he looked at us and said, “Wrong.” And then he asked us this question and I want you to think about it, Caleb. What are the things you’ve done in your life that you’re most proud of?
Caleb Stevens: Things that required some effort.
Kevin Scott: If we walked outside right now, people that have run marathons, some of them have a “26.2” sticker on their car. Nobody who ran a mile at school puts a “”1.0 sticker on their car because we’re not proud of things we do that were easy, we’re proud when they’re hard. So the question that leaders have to ask is simple, complicated, easy, hard. How do we design things that are both simple and hard? I want you to get this, this is really, really important. Simple and complicated is about systems; easy and hard is about effort, which means great leaders simplify systems to amplify effort. We simplify systems to amplify effort. And what I mean by that as an individual, if things are complicated, I’m going to be frustrated. Complicated is about unnecessary. It’s somebody didn’t work hard enough to make the roadmap simple. But for me to be fully alive, things are going to have to be difficult. And we’ve got to help convince people, “Hey, I know this is hard, but this is worth doing.”
Caleb Stevens: And I would think if your folks are not in their right roles, for example, the strengths that I have or that you have probably don’t feel as hard as they would to somebody else that doesn’t have that set of talents or strengths or abilities or what have you. So I would think too, there may be a level of you need to get the right people on the right seats on the bus, as Jim Collins talks about. But at the same time, you want them to stay in their strength zone, but not in their comfort zone, if that makes any sense. You want to stretch people and challenge them and have them work hard, but you still want them operating within their strengths, I would guess, to maximize their potential. Am I kind of reading you right on that?
Kevin Scott: Yeah, I think there’s no doubt. That’s where we talk about hard being the level of effort that’s required, not something that just makes you miserable all the time. And that’s a fine line because I think that there are times we’ve dealt with things that are complicated and so we’re uninspired, we’re frustrated, and our antidote to that is to try to pursue things that are easier, thinking that we’re going to find life to be better or more full. And for some reason, we show up and we still feel this emptiness.
Caleb Stevens: Right. This reminds me of another recent podcast where, I forgot who I was speaking to, but he said something along the lines of, “Don’t bolt from your job just because it got hard.” There’s plenty of very sound, wise reasons to not stay somewhere but if the only reason is that it’s gotten a little bit difficult or hard, he said, “I would think that’s a green flag to lean in more to it. Lean in and embrace the challenge” like you’re saying.
Kevin Scott: Yeah, I totally agree. And when organizations understand this and tap into this, like if you just imagine if your people are showing up every day inspired to do things that are meaningful, you’re going to have greater loyalty, you’re going to have less turnover, you’re going to have more loyal customers who want to do that. And by the way, all of those things lead to more profit. I want people to understand this. Everybody that I talk to in banking is focused on ROI, ROI, ROI. Here’s my argument: There is an ROI, there is a return on inspiration. And when you are inspired, you get results in your workforce that you wouldn’t otherwise have.
Caleb Stevens: And turnover is expensive. It’s expensive to have the folks to search for new candidates, whether that’s in an HR capacity, it’s expensive to hire new people. You have inflation. There’s a lot of very obvious metrics just to the turnover equation as well.
Kevin Scott: Yeah, no doubt. We spend a lot of time in industries that have frontline workers and a lot of my world is in restaurant, grocery, convenience store-type space. And all of those leaders care about two things right now: supply chain and labor. Labor is one of the top two concerns of any of the businesses we are working with and so they’ve got to find a way to solve that challenge.
Caleb Stevens: And what would you say to a leader that’s leading a team of frontline workers? How do you help those folks become inspired? And I know it’s these three principles, but let’s say they’ve got career ambitions beyond, they don’t want to be a frontline worker for the rest of their time. How do you help leaders be okay with maybe a little bit of turnover? Because that’s a good thing. That means, hey, you’ve done something right because you’ve opened up doors for them long term in their careers that, were it not for you creating an inspiring working environment, maybe they wouldn’t have had those doors opened.
Kevin Scott: Yeah. I’m going to say something that’s very frustrating for a lot of people, but the number one problem that the businesses, the reason they’re not getting the goals they want, and please HR people don’t be mad at me, but we have put marketers, storytellers in charge of reaching customers and we have put people often in roles of helping their internal team members whose primary role is procedural and it’s risk mitigation. That is not a criticism of a typical HR professional, but it’s the reality of what they’re supposed to do. And in a lot of ways, they have not told an effective story to their internal people that they’re inspired to be a part of. A couple thoughts on this. Number one, organizations need to figure out how to communicate the goals of the leader in the language of the learner. The goals of the leader in the language of the learner. That’s taking what the leadership’s goal is and communicating it in a way that’s right for that audience.
For some reason, we know when people speak a different language, they speak Spanish, we know we’re going to get a translator, but for some reason, we don’t think that the C-level executive needs a translator to reach the frontline. If you think you can speak that language, you’re wrong. So number one, you need a translator to do it. And number two, you need to focus on telling those stories. So it’s great when that frontline leader leaves and goes somewhere else to the extent that we’re then telling that story internally to help other people see that while you’re here, this may not be where you want to be forever but even if you’re here for a season, you’re here for a reason. And there is a purpose to this and there is a future beyond this. Internally in businesses, we have to get better at storytelling. If we don’t focus on storytelling internally, we won’t engage who we have and we won’t attract others.
Caleb Stevens: And I think it takes a level of humility on the leader’s part to say, “I genuinely want to see you succeed in your career. And that may mean you’re here for 10 years. It may mean you’re here for a few years. It may mean you’re here for 30 years.” I mean, I think about Nick Saban, all the coordinators he’s lost because he’s opened up doors. He’s a victim of his own success. He’s opened up so many doors for them in their careers and yet he’s got the humility to say, “Whether you’re here for a long time or a short time, I want you to be more successful because you were involved in our organization.” And so I think a lot of those same principles–
Kevin Scott: Which by the way, now, amazing former coordinators and coaches want to go work for him.
Caleb Stevens: Right.
Kevin Scott: Why do they want to do that? Because they see that opportunity.
Caleb Stevens: Can’t imagine a better recruiting tool. Yeah.
Kevin Scott: For coaches, by the way, how many people does he have playing on Sundays? That’s why these players want to go because of what they see. If that’s true for a college football team, it’s true for any other business.
Caleb Stevens: It’s like our friend Jesse Cole with the Savannah Bananas, he has all of his new hires create a future resume and he wants to see like, do you want to be here and do you want to grow? And how can we help you achieve your future resume, where you want to be long term? So good.
Kevin Scott: I love it.
Caleb Stevens: Well, if folks want to buy the book or if they want to learn more about what you offer for leaders, how can they find you? How can they order the book?
Kevin Scott: So the best way to find the book is just to go to inspiredeveryday.com. Inspired every day, that takes you right to my website to get the link. And you can see a link to the ADDO website as well there. And I’m excited about the potential that this has to impact people’s life. Here’s my hope for people, that work would not be something that’s just monotonous, that’s just boring. Work is not bad. Work is good. And if we will view it through the right lens and show up inspired every day, we don’t have to just live for the weekends or the vacation twice a year. We can be excited about what we do every single day.
Caleb Stevens: So good. Kevin, thanks so much for your time.
Kevin Scott: Thanks, Caleb.