Bob Moesta: recommendation

Transcript context

…That resonates. What are some examples of drains and energizers that you've come across often just for people to have a little mental model of what to think about? So, for example, again, somebody I was coaching, they love to learn and they realize that the fact is once they learn something, it's like it becomes boring to them. And so this notion of being able to actually learn on a regular basis and have ongoing things. And so we talked, we'll talk about prototyping later, but what jobs do you actually always get new things that you have to learn? And so while consulting is one of those like, "Oh, I've never done consulting." That's interesting. Oh, you could do customer success. Well, that's not new. I'm like, every customer's different. Every customer has a different situation. You have to learn their situation. "Oh yeah, okay, I can learn that way." So part of it is being able to actually extract those things about what learning is and then being able to then translate it into what can we do with it. So learning. There's one about basically helping others. So one of mine that gives me energy is what I call a maximizer or an individualizer. Like I really love to basically help people find their way. And so everybody who's ever worked with me or I've coached in my life, it is about me being able to figure out who they are and where can they go. And so this book is a natural extension of that skill that I have and that I like to do. And so it's not surprising I got here, but I never would've guessed that I would've ended up in the HR space trying to help people find the work. So drains can be everything from some people love the routine and gives them energy and other people hate the routine. It actually sucks their energy. And so you start to realize this is the part of building a team is that when I start to realize the things that drain my energy and I suck at, I should actually find my teammates that actually love to do the stuff I suck at or love the stuff that drains my energy. Because ultimately that's the diversity of a team that actually makes it really work. And so instead of trying to, most people try to hire people like themselves, and that actually is where it goes wrong because then you end up with a very large blind spot where ultimately if you start to realize what you're good at, what you suck at, what gives you energy, what sucks your energy and start to really complement it with other people. So my business partner of 25 years is my exact opposite. What I love to do, he hates to do what he loves to do. I hate to do all practical purposes, we should not get along, but he's my best friend. And ultimately the fact is we trust each other enough so he knows what not to give me. And when something comes on my plate that he knows that is really hard for me to do, he'll take it off and say, let me give you a draft and you can look at this. I'm like, oh, perfect. And so these are the kinds of things you really start to think about. Many people listen to this might be like, okay, great, I'm going to find that my energizers are check Twitter all day, go to the beach. And it's like, how can I find a job that is the energizer and there's not drains and all these things?…

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