Chip White | From Strength to Strength - Chip White Shares His Strategies for Developing Leaders

Dallas: 00:00:00

Hey, everybody.

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We're talking to chip white today.

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What an amazing guy.

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He is an H.

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R.

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Development partner at Michelin.

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He's also a leadership coach and has some incredible stories about

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how to develop leaders on your team and in your organization.

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He's a great new friend of mine.

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You don't want to miss This conversation.

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Welcome.

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Welcome.

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Welcome.

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I am Dallas Burnett in Thrive Studios sitting in my 1905 Coke Brothers

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barber chair, but more importantly, we just have a great guest today.

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This man has been responsible to develop and assess 1, 800 liters in one company.

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That's yes, 1, 800 liters in Michelin in a previous role.

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Welcome to the show, Chip.

Chip White: 00:01:33

Thank you, Dallas.

Chip White: 00:01:34

Great to be with you today.

Dallas: 00:01:36

Oh, yeah, I've just been, I've been so excited reading through

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your bio and all the information, all the things you've been a part of.

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And there's just so much synergy that you have with what we're

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doing and what you're doing.

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I was like, Oh, this is going to be a great show.

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So thank you for being on the show.

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Now let's set this up.

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So first of all, tell the, tell everyone listening, cause I think.

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Pretty much everybody in the world knows Michelin, but just

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so that we clear the air, tell us about Michelin, where they are.

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You guys are tire experts, but you're all over the world.

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So tell us a little bit about Michelin and what your role is there.

Chip White: 00:02:07

Yeah, so I'm in human resource development partner at Michelin.

Chip White: 00:02:10

I have about 350 people that I'm responsible for all facets

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of HR from hiring, onboarding.

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Team development, individual development, businesses, any type of performance

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management and off boarding as well.

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So all facets of HR within that area and sphere of influence.

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And Michelin, you say it's a great company.

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It's a worldwide company is well known.

Chip White: 00:02:33

It's focuses on tires, but it's moving very quickly to beyond

Chip White: 00:02:37

tires and, around tires as well.

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And so it gets into services and other aspects as well, but part of the business.

Dallas: 00:02:44

Oh, wow.

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I didn't know that.

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That's awesome.

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That's very interesting.

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So you started though, you're in HR now, you're running all this

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in HR for Michelin, which is amazing , but you didn't start in HR.

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You started in engineering and we were talking about that a

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little bit before the show.

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How does one go from engineering to HR?

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That seems it seems like an interesting transition.

Chip White: 00:03:05

so I am an engine nerd is what I am.

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So I'm a electrical engineer by degree and started out with, you

Chip White: 00:03:12

can't spell geek without double E.

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And so I am definitely that, that geek double E, started out with

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Exxon in Baton Rouge, Louisiana as electrical instrumentation

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engineer at the refinery there.

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And then my girlfriend who later became my wife for the last 25 years, she's

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from the upstate of South Carolina.

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She came, I thought to be with me when she graduated, she came to get me

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and bring me back to South Carolina.

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And so that's what she did.

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And so I came on board with Michelin and interviewed with Michelin the day before I

Chip White: 00:03:42

got married, because I was in the upstate.

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Of South Carolina, and I remember telling people during the interview, if I seem

Chip White: 00:03:49

nervous, it's not because of the interview is because I'm getting married tomorrow.

Chip White: 00:03:54

And so, so started out in electrical engineering at Michelin at a

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manufacturing facility there.

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And wanted to get close to the business after about three and

Chip White: 00:04:05

a half years, but didn't know if I wanted to go into hierarchical

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management in production immediately.

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And so one of my career advisors said, chip, why don't you go

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into industrial engineering?

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They said, it's an intermediate step from the technical side.

Chip White: 00:04:20

You get closer to the business.

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If you like it, you can move on into production management, things like that.

Chip White: 00:04:26

If you don't, you haven't lost anything.

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You can return back to the more of the technical side.

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And so that's what I did.

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I did that for about three and a half years and it gave me a better

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understanding of the metrics and the business and Michelin teaches you how

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to be an industrial engineer because I couldn't spell IE, let alone do it.

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And so Michelin took me through school and trained me.

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And their view is that if you have a desire and there is a business need from

Chip White: 00:04:53

their standpoint, and they see the fit and you see the fit, they'll equip you with

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everything that you need to be successful.

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And so I'm a living, breathing example of that, like thousands of

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others of us within this company.

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from there, I wanted to get into.

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Closer to, it's more of a central role.

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I wanted to know what am I going to be when I grow up?

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Well, I figured the best way to do that, which is being a recruiting

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where I'm recruiting for all these positions all over North America.

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And so went into a corporate, recruiting role and did that for a

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brief stint, and then there was a need.

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To grow the I.

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E.

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discipline, the department.

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And so I had an opportunity to go back into facility as a

Chip White: 00:05:37

industrial engineering manager.

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So that was the 1st time that I led a team as well as being on the plant staffed

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where we're making decisions for 800 to 1000 employees between the facilities

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that I was working in from there.

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I went into a central.

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Management role to where there was about 7 different facilities that

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reported up through about 5 of us.

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And but what I learned there was how to effectively communicate at

Chip White: 00:06:03

various levels of the organization you're talking to probably 7 different

Chip White: 00:06:08

levels or so within the organization.

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And so you learned what they needed and how effectively to tailor your

Chip White: 00:06:14

message to who you were talking to.

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And so that was a great skill to learn what I had seen Dallas

Chip White: 00:06:20

in my career, though, that.

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Every step of the way that by this point in time, I had five or six

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roles that had been in my love.

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My passion was people development, whether it was a electrical engineer, it was

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working with the electricians, whether it was an industrial engineer, it was

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with the operators on the shop floor and helping their role to be better.

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And that was my love was seeing the light bulb come on.

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And so with that said, I had an opportunity to go into a management

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trainer role, and I spent two stances.

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It was a management trainer training pretty much the mistakes that I

Chip White: 00:06:54

had made and what I had learned from all of my hard knocks I just

Chip White: 00:06:57

screwed up so that they don't make the same mistakes that I have made.

Chip White: 00:07:01

And then also moved into a leadership development where I was doing more

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leadership training, and that's where I got exposed to coaching.

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And this thing called coaching.

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I'll talk a little bit more about that.

Chip White: 00:07:10

And then from there, about five years ago, went into this development partner

Chip White: 00:07:15

role, which is just a great role to be able to help and play a role to

Chip White: 00:07:20

develop people from a career perspective and from the job that they're in.

Dallas: 00:07:26

Oh my goodness.

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That is amazing.

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What a journey, what a cool journey you've been on and what an amazing

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journey that you've been able to do inside of one organization.

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I mean, you've gotten so many different kind of facets and seats

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in the ballpark, but you were able to stay in the same company.

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I think that is I think that's very inspiring.

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So it's kind of rare now because so many people change jobs so frequently.

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It's really cool to hear your story and how you've been able to do that,

Dallas: 00:07:51

manage that growth and development personally inside the same organization.

Chip White: 00:07:55

You know, there's.

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I handle a lot of exit interviews and retirements in my role, but I'm

Chip White: 00:08:00

amazed at the number of people who retire from Michelin with 35, 40 plus

Chip White: 00:08:05

years, and that's kind of the norm.

Chip White: 00:08:07

So even though I've been here 25, I feel like a baby compared to

Chip White: 00:08:11

others within the organization.

Dallas: 00:08:14

That's awesome.

Dallas: 00:08:15

That's awesome.

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So you get exposed to coaching.

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And you kind of have this path that you've gone from really

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electrical engineering to industrial engineering and managing to trainer.

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And then in that training role and through, after that, you kind of get

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exposed to this idea of coaching.

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I'm interested, cause we had talked a little bit about this.

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Was that an easy kind of transition or how did that happen going

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from a kind of like more of an HR generalist to an actual coach?

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How did that happen?

Chip White: 00:08:42

Well, Dallas, I would admit, I didn't want any part of it.

Chip White: 00:08:45

I wanted no part of whatsoever coaching.

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You know, they, I was asked to be a part of.

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In order to roll out something within the organization within this leadership

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and team building role that I was in, we were going to roll out purpose

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to the organization, and I need to get certified on this one training

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topic, and it was done through an organization that does IPEC, which

Chip White: 00:09:09

does energy levels, and but they have their own coaching certification.

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That's ICF approved.

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And so they said, Chip, you'll be 40 percent there.

Chip White: 00:09:19

The managers at Michelin came to me and said, you'll be 40 percent there.

Chip White: 00:09:21

Therefore, if you want to, we'll go ahead and pay for you to get

Chip White: 00:09:25

your coaching certification.

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And I just had a little bit of exposure to it.

Chip White: 00:09:29

And so Dallas, I can't believe I said this now in retrospect, but I pretty

Chip White: 00:09:33

much told them they're soft skills and they're charming, soft skills.

Chip White: 00:09:36

And this coaching stuff is charming and soft.

Chip White: 00:09:39

It's a whole nother level of softness and I don't want any part of it whatsoever.

Chip White: 00:09:44

So I told them, thank you, but no, thank you.

Dallas: 00:09:47

Oh, you rejected

Chip White: 00:09:48

yeah, it's just pretty much said no.

Chip White: 00:09:50

And then all of a sudden I got a little bit more exposure to it.

Chip White: 00:09:53

And I realized, huh, this stuff is really good.

Chip White: 00:09:56

This stuff is transformational to me as an individual.

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This is exactly what I need as a leader.

Chip White: 00:10:02

And not only could I benefit from it, but I think others

Chip White: 00:10:05

could benefit from it as well.

Chip White: 00:10:07

And so I sheepishly went back to them and Said, Hey, look at

Chip White: 00:10:10

that offer still on the table.

Chip White: 00:10:12

I would love to be able to move forward, become a certified coach.

Chip White: 00:10:16

And so that was, six years ago now.

Chip White: 00:10:18

And I started my own business and human investment solutions where

Chip White: 00:10:22

I do leadership coaching, career coaching, and HR consulting type of

Chip White: 00:10:26

work and, have seen that I use that one skill of coaching in all facets

Chip White: 00:10:32

of my life more so than anything else.

Dallas: 00:10:34

It's so true.

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I love your story and I think that it is so common the perspective

Dallas: 00:10:40

that you had going into that.

Dallas: 00:10:41

I just think, and I'm sure you've seen it because you deal with so many

Dallas: 00:10:45

people on a daily, weekly, monthly basis, especially the technical.

Dallas: 00:10:50

Technical folks, I'm talking to the technical folks because when you come

Dallas: 00:10:53

out of it and both of us, we were kind of talking before show you came

Dallas: 00:10:56

out at E I was in polymer chemistry.

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So it's not necessarily screaming, empathy and people skills, right?

Dallas: 00:11:02

When you come out with those degrees, right?

Dallas: 00:11:03

So I think there's a lot of technical people, whether it's an it or

Dallas: 00:11:07

whether it's in sciences or whatever, engineering, that just, they have a

Dallas: 00:11:10

view because they've been so trained.

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In that technical role, that execution of being that expert.

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That when it comes into the, to the coaching area, to the leadership area,

Dallas: 00:11:22

it's almost viewed, like you said, they're soft skills and they're sharp and soft.

Dallas: 00:11:26

I love that.

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And I think that it's a tough, it's tough because then it's almost

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like they have to experience it.

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They either experience the value of it or they just completely fail.

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And then they're like.

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Well, that didn't work, I need something and they or they've got to

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see something and be attracted to it and go like you did you kind of saw

Dallas: 00:11:43

it and was like, oh I'm seeing it now.

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This could be valuable to me and it's almost like a personal transformation

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that opens you up to be able to transform others and I love that and

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I think that's the common thread with a lot of coaches like you've either

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experienced something, whether it's a failure or whether it's another coach,

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but there's been some kind of thing that you, that's this aha moment personally

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that you go, Oh, I'm changed now.

Dallas: 00:12:09

I want to go change another, help other people

Chip White: 00:12:10

Yeah.

Chip White: 00:12:11

And so when I saw the mirror placed up before me that realized, I

Chip White: 00:12:15

thought I was a decent leader, but I realized there's a whole nother

Chip White: 00:12:19

level than what I even realized.

Chip White: 00:12:21

It was seeing myself in the mirror that caused me, I need to change.

Chip White: 00:12:25

And I think I have found an answer to this.

Chip White: 00:12:27

the way that I describe it is that as an organization, we want empowerment.

Chip White: 00:12:35

We want autonomy.

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We want engagement.

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Those are things that we want, but many of us, because we're so conditioned

Chip White: 00:12:43

to receive a command and execute a command and make things work.

Chip White: 00:12:47

We don't realize that coaching is the gasoline that goes in that high

Chip White: 00:12:52

powered muscle vehicle of empowerment.

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And so you need the fuel to be able to drive.

Chip White: 00:12:58

And for me, coaching is that fuel.

Dallas: 00:13:00

Oh, that's so good.

Dallas: 00:13:02

It's amazing to hear someone because I think that would be counterintuitive

Dallas: 00:13:07

to most people to hear someone in such a large organization.

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You're in a global organization.

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You working with a massive, I mean, just in HR, you're managing like

Dallas: 00:13:16

300 people over 300 people in HR.

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And it's like unbelievable and it's massive organization.

Dallas: 00:13:22

And yet you're saying.

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No, we don't want you to just like to hear order, take order.

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We want you to have autonomy in doing your work.

Dallas: 00:13:29

And I think a lot of people don't put those two things together, a

Dallas: 00:13:32

large organization and autonomy.

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So it's really cool that not only do you, not only are you saying that's what you

Dallas: 00:13:38

want, you're actually trying to train people and inspire them to be that way.

Dallas: 00:13:41

I think it's really awesome.

Chip White: 00:13:42

I think for me, that's the passion that I have.

Chip White: 00:13:44

I think that if you, in many cases, people have focused on, you've become successful

Chip White: 00:13:51

by focusing on your own merits by being a fixer, a doer, and a go to person.

Chip White: 00:13:57

And that's gotten people to a certain level within the organization.

Chip White: 00:14:01

And maybe your span of control has moved, but your span of control has grown based

Chip White: 00:14:05

upon the strength of your shoulders and how much weight you can carry.

Chip White: 00:14:11

and then it becomes some level of a work life balance crisis

Chip White: 00:14:15

in order for me to grow further.

Chip White: 00:14:17

I've got to be able to take on more, which means there's things that

Chip White: 00:14:20

I can't take on outside of work.

Chip White: 00:14:23

And so it's all about you and what you can handle.

Chip White: 00:14:27

And then if you get it right and you give good advice,

Chip White: 00:14:30

well, then you can never leave.

Chip White: 00:14:32

If you get it wrong, then who's to blame?

Chip White: 00:14:36

It's you, because you're the one who gave the advice.

Chip White: 00:14:38

And so it's a double edged sword.

Chip White: 00:14:40

And so if I can then begin to use coaching skills to develop people, then I can then

Chip White: 00:14:47

leave, and it continues as if I was there.

Dallas: 00:14:51

Uh, man, I could not have said that better.

Dallas: 00:14:54

man, you just nailed it.

Dallas: 00:14:56

I think is so true because when you take it on and we have a tendency to

Dallas: 00:15:00

do that, especially if you're a, well, you could be an achiever, you can

Dallas: 00:15:03

call it a type a, you can be dominant, or you could just be a servant.

Dallas: 00:15:06

It doesn't matter.

Dallas: 00:15:07

If you're not good at influence, if you're not good at bringing people around you

Dallas: 00:15:12

and getting things done and being able to lead others, it's like you said, if

Dallas: 00:15:16

you have the right answer, all you're doing is setting yourself up for burnout.

Dallas: 00:15:19

I mean, it is like a recipe for burnout is on the way.

Dallas: 00:15:23

And, and then if you get it wrong, it's like you said, who else is there?

Dallas: 00:15:26

So there's nobody to blame but yourself, which is either going to cause you to,

Dallas: 00:15:29

be disgruntled and get jaded and, or.

Dallas: 00:15:32

and or, be seen as somebody that's not capable and that's kind of where

Dallas: 00:15:35

you end in your, rise in terms of organization or team leadership.

Dallas: 00:15:39

So I think your advice is spot on, when you are engaging with leaders in the

Dallas: 00:15:44

organization like that, and let's say you were developing someone and you

Dallas: 00:15:49

were seeing this problem, how would you approach developing that person

Dallas: 00:15:53

to kind of help them see, Hey, look, you've, you may have taken on too much

Dallas: 00:15:58

and you need to spread this out a little

Dallas: 00:16:00

bit.

Chip White: 00:16:01

Well, and so I think it first starts with, no matter where you

Chip White: 00:16:04

are in your career, And you alluded to this earlier, it's focusing on

Chip White: 00:16:10

technical development in the job and also at the same time in parallel to

Chip White: 00:16:16

this leadership development, which includes delegation, which includes

Chip White: 00:16:21

empowerment, which includes knowing yourself, and I'll spend a little bit

Chip White: 00:16:24

more time on the knowing yourself part, but those two have to go in parallel.

Chip White: 00:16:29

It doesn't make sense to, if I'm trying to strengthen my entire body.

Chip White: 00:16:34

To only do upper body and not do leg day.

Chip White: 00:16:38

And in essence, if I focus on just the technical aspects of the job

Chip White: 00:16:42

and don't focus on the leadership, I'm doing just upper body and I'm

Chip White: 00:16:47

not focusing on the foundation of my legs, which holds my body anyway.

Dallas: 00:16:51

That's good stuff.

Dallas: 00:16:52

I mean, I think that's really, I think it's a fantastic point.

Dallas: 00:16:56

and I love how you bring up self awareness.

Dallas: 00:16:58

What, when you think about self awareness or you're trying to describe

Dallas: 00:17:02

that to someone that you're coaching, where do you start with that?

Dallas: 00:17:06

Because it is our belief is that is foundational to leadership.

Dallas: 00:17:09

Self awareness is That's where it all starts.

Dallas: 00:17:11

But how did, how do you go about, helping someone?

Dallas: 00:17:14

Cause that's tough.

Dallas: 00:17:15

you don't know what you don't know.

Dallas: 00:17:16

So how do you go about helping someone develop their self

Dallas: 00:17:18

awareness and how important that is to you in your role right now?

Chip White: 00:17:22

So I think it starts with understanding

Chip White: 00:17:25

that there's your personality.

Chip White: 00:17:27

That is your hardwired DNA, whether it's Myers Briggs or something else,

Chip White: 00:17:31

that does not change over time.

Chip White: 00:17:33

That's who you are.

Chip White: 00:17:35

And studies even show that they can tell with a high correlation, like a

Chip White: 00:17:40

95 plus percent correlation between extrovert and introvert from the womb.

Chip White: 00:17:45

So therefore it does not change.

Chip White: 00:17:47

It's who you are.

Chip White: 00:17:49

Now, your behaviors do change over time, and your behaviors, whether it be DISC or

Chip White: 00:17:54

some other type of measurement that they do, that is shaped by your personality,

Chip White: 00:17:59

but it's also shaped by your experiences, and the culture that you're in, and other

Chip White: 00:18:05

type of factors in your environment.

Chip White: 00:18:06

Those things shape who you are.

Chip White: 00:18:08

And then from those behaviors, it drives your decisions, which drives

Chip White: 00:18:13

your, or it drives your thoughts, which drives your feelings, which drives your

Chip White: 00:18:17

decisions, which drives your actions.

Chip White: 00:18:20

And that's the way that we process things from a cognitive behavior standpoint.

Chip White: 00:18:24

And then from those actions, there are strengths from a, Strength

Chip White: 00:18:28

based leadership perspective and there's development areas.

Chip White: 00:18:31

So if you can begin to see that process mapped out Your behaviors and who you

Chip White: 00:18:36

are you've got to own your behaviors.

Chip White: 00:18:39

You can't say well, this is who I am Suck it up buttercup.

Chip White: 00:18:42

You've got to own your behaviors number one But understanding those type of

Chip White: 00:18:46

assessments can give your insight into where your strengths are But then

Chip White: 00:18:50

where your development areas and my experience with my coaching is that

Chip White: 00:18:54

most people's development areas are when their strengths are taken to an extreme.

Chip White: 00:19:00

That's your greatest development areas are your strengths taken to an unhealthy area.

Chip White: 00:19:04

So as an example, if I'm someone who is bold, being bold

Chip White: 00:19:09

is a noble characteristics.

Chip White: 00:19:11

Being able to speak your mind and speak up and voice your opinion under healthy

Chip White: 00:19:16

situations that is very constructive.

Chip White: 00:19:20

When it can quickly move to unhealthy, it's when it becomes abrupt and abrasive

Chip White: 00:19:25

and not considerate of other people.

Chip White: 00:19:27

So your greatest strength taken to an extreme often becomes

Chip White: 00:19:31

your greatest development area.

Chip White: 00:19:32

So it's a matter of finding out where is that threshold?

Chip White: 00:19:36

Where are those rough edges at and then how can I apply sandpaper to those

Chip White: 00:19:40

rough edges to keep them in check?

Dallas: 00:19:43

I think that's I mean, man, I think that's solid advice and I

Dallas: 00:19:46

think people miss a, I think people miss it sometimes because when

Dallas: 00:19:50

they're looking to develop, whether it's personally, or someone there,

Dallas: 00:19:54

they immediately go to a weakness.

Dallas: 00:19:57

if I'm just weak in something, I'm going to go to that.

Dallas: 00:19:59

But I think it's so fascinating that you would say no, actually, where I see

Dallas: 00:20:03

it, the most development is actually an unhealthy version or too much of

Dallas: 00:20:07

your strength or unhealthy application.

Dallas: 00:20:10

You're saying, I think that's a very,

Dallas: 00:20:12

I think it's very insightful.

Chip White: 00:20:13

to me, it's the appropriate lens I've seen to work through.

Chip White: 00:20:16

If I'm coming from a place of weakness, I can fake it till I

Chip White: 00:20:21

make it, but it's not sustainable.

Chip White: 00:20:24

It's not sustainable over time because it's not a part of who I naturally am.

Chip White: 00:20:29

If I come from a place of strength and just pull back on my strength so

Chip White: 00:20:34

that it's not a place of weakness, then it's much more effective, I

Chip White: 00:20:37

found, and it's much more sustainable.

Dallas: 00:20:40

It's if you're an introvert, you can only pretend to be an extrovert

Dallas: 00:20:44

for so long before you just collapse

Chip White: 00:20:47

Yeah, exactly

Dallas: 00:20:48

overstimulated.

Dallas: 00:20:49

but if you're too bold, for example, if your boldness is a characteristic,

Dallas: 00:20:53

but you're too bold, then you can be aware of that and pull it back

Dallas: 00:20:57

and it doesn't really cost you.

Dallas: 00:20:59

It's just a little, it's a lot less self discipline, I think, to do that.

Dallas: 00:21:02

Then try to

Dallas: 00:21:02

manufacture something that's not

Chip White: 00:21:04

Yeah, so let's kind of unpackage that just a little bit.

Chip White: 00:21:07

So to take your example, if I have someone who is an introvert, oftentimes

Chip White: 00:21:11

introverts are, have strong values and strong passions as part of their behavior,

Chip White: 00:21:17

and therefore they will speak up and they'll find their leadership voice when

Chip White: 00:21:21

they find topics around that they're passionate about or have high values.

Chip White: 00:21:26

So rather than saying, Chip, you need to speak up more.

Chip White: 00:21:30

From a place of weakness, I go, what is, what are the things

Chip White: 00:21:33

that you're passionate about?

Chip White: 00:21:34

What are your strengths?

Chip White: 00:21:35

What do you value?

Chip White: 00:21:37

And then you use that to find your leadership voice.

Chip White: 00:21:40

Then that will compel you to speak up in those meetings and settings.

Dallas: 00:21:44

I love that.

Dallas: 00:21:45

Oh, that's good stuff.

Dallas: 00:21:47

That's good stuff.

Dallas: 00:21:48

that's so fascinating.

Dallas: 00:21:49

And I think that's really valuable for listeners.

Dallas: 00:21:51

So if you are listening to the show, I think that take Chip's advice.

Dallas: 00:21:55

if you're thinking about coaching.

Dallas: 00:21:57

Then, and thinking about development, start with your strengths and maybe

Dallas: 00:22:01

how you can make sure that those are oriented in a healthy way and do that.

Dallas: 00:22:05

oh, that's really good.

Dallas: 00:22:06

That's really good stuff.

Dallas: 00:22:07

So I'd love to talk to, about.

Dallas: 00:22:09

you have a passion for, we talked a little bit about, well, actually,

Dallas: 00:22:12

first, before we get to that, I'd love to know, what's your favorite, you,

Dallas: 00:22:15

you mentioned Myers Briggs, but do you have a favorite assessment or two that

Dallas: 00:22:19

you prefer just, and just that other people can take, or do you have, it's

Dallas: 00:22:24

it doesn't matter, just get something.

Chip White: 00:22:25

So I can geek out on a lot of these.

Chip White: 00:22:28

And so I like a lot of them, but for me, I need, if I'm a leader in

Chip White: 00:22:36

a business or a shop or of a team, I don't need a certain type of hammer.

Chip White: 00:22:41

I just need a hammer to do the job.

Chip White: 00:22:43

In many cases, I'm too busy.

Chip White: 00:22:44

And so just give me a hammer.

Chip White: 00:22:46

And so for me, I like this because it's dominant, influencing,

Chip White: 00:22:51

steady, and conscientious.

Chip White: 00:22:52

It's four things and I can quickly manage and understand four things

Chip White: 00:22:57

as opposed to Myers Briggs, which is 16 different combinations or

Dallas: 00:23:00

that's a lot.

Dallas: 00:23:01

Yeah, that's a lot.

Dallas: 00:23:02

Yeah, I like to do this.

Dallas: 00:23:03

He is good.

Dallas: 00:23:04

This is good.

Dallas: 00:23:04

I think I would prefer that over Myers Briggs as well.

Dallas: 00:23:07

I mean, Myers Briggs is great and you can kind of get in a little bit

Dallas: 00:23:09

more nuanced, but on the flip side, if it's hard to hold all 16 of those,

Dallas: 00:23:13

if you're trying to work with people and go, well, they're, you know,

Dallas: 00:23:16

name, whatever four letters you want.

Dallas: 00:23:17

It's really hard to cognitively hold all those when you're trying to manage

Dallas: 00:23:21

a team, but you can say, Oh, one of the DISC and it's, we're off to the races.

Dallas: 00:23:26

So I think you're right.

Dallas: 00:23:27

I think that's a good idea.

Dallas: 00:23:28

Yeah.

Chip White: 00:23:28

but I think from my end to that point, find one.

Chip White: 00:23:32

There's a lot of free ones out there, but find one that works for you

Chip White: 00:23:36

because that will give you insight into the self awareness piece that we

Chip White: 00:23:40

were talking about earlier, so that you know the good, the bad, the ugly

Chip White: 00:23:43

of you, and we all need to kind of understand that aspect of ourselves.

Dallas: 00:23:49

I love it.

Dallas: 00:23:49

I love it.

Dallas: 00:23:50

Shameless plug for think move thrive.

Dallas: 00:23:52

Ladies and gentlemen, he just said, find one.

Dallas: 00:23:54

There's plenty of free ones out there.

Dallas: 00:23:55

Amazingly.

Dallas: 00:23:56

We have the Enneagram that was, on think move thrive website for free.

Dallas: 00:24:00

You can take that, download the, download it, the full report for free.

Dallas: 00:24:04

So if you ever want to take one and you don't have access to a disc,

Dallas: 00:24:07

but you should take all of them.

Dallas: 00:24:08

Why not?

Dallas: 00:24:09

I've taken them all.

Dallas: 00:24:09

I know you have to, so take one, but if you're looking for one, you

Dallas: 00:24:12

can go find one on, on think move thrive under our assessments page.

Dallas: 00:24:15

I would love to talk to about, cause you, you also have had a recent achievement.

Dallas: 00:24:22

You posted it on your LinkedIn profile.

Dallas: 00:24:24

and this is another one of those, I don't know, like you're an enigma, man, it's

Dallas: 00:24:28

a, it's really good, but, tell us about this recent achievement and, about why

Dallas: 00:24:32

you decided to do that.

Chip White: 00:24:33

So I, the, I go back a few years, and so I've

Chip White: 00:24:39

always wanted to get my MBA.

Chip White: 00:24:41

I've always wanted to get an advanced degree.

Chip White: 00:24:43

And so I went to my wife, Lori, probably about towards.

Chip White: 00:24:47

Eight or nine years ago, and I said, this is something I'd like to do and she

Chip White: 00:24:51

said, sure, I can support you on that.

Chip White: 00:24:53

So I took that from my hand as a green light go.

Chip White: 00:24:56

Next thing I know, I was applied and I was enrolled in classes to

Chip White: 00:25:00

get my MBA and she came back to me and she said, chip, she said.

Chip White: 00:25:03

I love you.

Chip White: 00:25:04

I know you're a type a personality.

Chip White: 00:25:07

And she said, I'm going to ask, hold off.

Chip White: 00:25:09

She said right now, Gresham, our son was a junior in high school.

Chip White: 00:25:14

Our daughter was about to start her freshman year of high school.

Chip White: 00:25:17

She said, wait, she said, you will get in immersed in this.

Chip White: 00:25:21

And next thing they will be out of the house.

Chip White: 00:25:23

And you will have missed those last four years while they're

Chip White: 00:25:26

under the same roof as us.

Chip White: 00:25:28

She said, wait until Rachel goes off to college, and when she goes off

Chip White: 00:25:32

to school, you can go off to school.

Chip White: 00:25:35

And so that's what I did.

Chip White: 00:25:36

So when my daughter started in bioengineering, I started, with my MBA

Chip White: 00:25:41

at the University of South Carolina with concentration in data analytics.

Chip White: 00:25:45

And so we both graduated at about the same time earlier, this year.

Chip White: 00:25:49

And so we celebrated the two of us, my daughter and her with her undergrad

Chip White: 00:25:53

and me with my MBA and we went 10 days camping out West, as a result, just to

Chip White: 00:25:58

kind of celebrate us accomplishing that.

Dallas: 00:26:01

Oh, good for you guys.

Dallas: 00:26:02

What a great story.

Dallas: 00:26:04

I love that.

Dallas: 00:26:04

I love that.

Dallas: 00:26:05

That's really good.

Dallas: 00:26:06

That's really good.

Dallas: 00:26:07

I mean, so it was good advice.

Dallas: 00:26:09

And you're glad you waited, but you also, you also got it knocked out

Dallas: 00:26:13

and you guys got to celebrate

Chip White: 00:26:14

Yeah, so it was good.

Chip White: 00:26:15

I think for me, though, the thing that I learned from that, and I was 20,

Chip White: 00:26:18

25 years older than everybody in the class, and that's okay, but, there was

Chip White: 00:26:23

experiences that I could bring that maybe that they couldn't, but there's

Chip White: 00:26:26

things that they could do that I could learn from them from just the way they

Chip White: 00:26:30

process things and on the digital side of how quickly they're used to just that.

Chip White: 00:26:36

So the different generations And being able to experience that was good.

Chip White: 00:26:40

I think for me, one of the main thing from this is being a lifelong learner.

Chip White: 00:26:44

And that as long as you're upright, we need to be learning.

Chip White: 00:26:48

And don't, the minute we rest on our laurels is when things can pass us by.

Chip White: 00:26:54

And the most difficult conversations that I have with people in Michelin

Chip White: 00:26:58

are those who have done that.

Chip White: 00:27:00

I've got this job, I don't want to go anywhere else, and

Chip White: 00:27:03

I'm just content being here.

Chip White: 00:27:05

Well, that's fine, but the job grows and morphs and evolves, and

Chip White: 00:27:10

if you don't grow and evolve and morph with it, then it can leave you

Chip White: 00:27:13

behind, and that becomes a difficult conversation to have with these people.

Dallas: 00:27:18

I think that is such great advice.

Dallas: 00:27:21

And I think that when you look at great leaders, they are not

Dallas: 00:27:26

afraid to be uncomfortable.

Dallas: 00:27:28

And when you're learning something and you're confused and you're

Dallas: 00:27:31

putting yourself out there.

Dallas: 00:27:33

And you're growing is tough.

Dallas: 00:27:35

You go into the weight room and try to grow.

Dallas: 00:27:36

You're going to be sore.

Dallas: 00:27:37

And it's just, it is what it is.

Dallas: 00:27:39

if you do the leg workout, as you say, you're going to be sore.

Dallas: 00:27:42

You're going to be uncomfortable.

Dallas: 00:27:43

And I think that is such a great thing because when you're positioning

Dallas: 00:27:47

that number one, if you're going to be a lifelong learner, that

Dallas: 00:27:50

means you're going to have.

Dallas: 00:27:51

Almost like a posture of a certain level of humility for your whole life, because

Dallas: 00:27:55

you're never getting to a place where you're saying, I've got it, I've got

Dallas: 00:27:59

this, and I know all I need to know, and I'm the expert, I've got all the

Dallas: 00:28:02

answers, you're almost saying, hey, look, I'm putting myself in situations where

Dallas: 00:28:05

I don't know, where I have to learn, where I have to not be, the person that

Dallas: 00:28:09

knows, has all the answers in the room.

Dallas: 00:28:10

I think that's a great position.

Dallas: 00:28:12

And the other thing is that it just makes life more exciting.

Dallas: 00:28:14

I love, I mean, So tell everybody what you got your degree in though.

Dallas: 00:28:18

I mean, it's the NBA, but it tells us

Dallas: 00:28:19

that,

Chip White: 00:28:20

Yeah, so it's an MBA with a concentration in data analytics.

Chip White: 00:28:23

And because that's where the world's moving to.

Chip White: 00:28:26

And so therefore it's important to me to understand what your strengths, your

Chip White: 00:28:30

talents, your passions are, but then where the world is moving or where your

Chip White: 00:28:33

organization's moving and make sure that those two things align with one another.

Dallas: 00:28:39

And so I love how you just mashed up everything.

Dallas: 00:28:42

It's a, it's just, it's not one dimensional.

Dallas: 00:28:45

And I think if you're leading a team or leading an organization, I think

Dallas: 00:28:49

it's okay to get outside your box.

Dallas: 00:28:51

If you've been in the technical fields and you've been kind of doing

Dallas: 00:28:54

your thing and just crushing it and loving it and growing, that's

Dallas: 00:28:59

great, but you're going to hit.

Dallas: 00:29:01

A point in your career where you're going to have to grow outside of

Dallas: 00:29:04

that technical area of expertise, if you want to continue to develop.

Dallas: 00:29:06

And then, chips got into HR and now he's into coaching.

Dallas: 00:29:11

And then what does he do?

Dallas: 00:29:11

He gets the masters in data analytics.

Dallas: 00:29:13

I mean, you go, wait a minute.

Dallas: 00:29:15

What, but I think that's, I think that's a natural progression because.

Dallas: 00:29:19

of the sphere you're working in and you're seeing the world move.

Dallas: 00:29:22

And I love how you're not afraid to go solve skills and coaching and

Dallas: 00:29:26

then you're not afraid to jump right back in, into data analytics and say,

Dallas: 00:29:28

this is what I want to know about.

Dallas: 00:29:29

man, I think that's, I think that's

Dallas: 00:29:30

spot on advice.

Dallas: 00:29:31

I think

Chip White: 00:29:32

I think for me, though, the commonality, as I stated before, in all of

Chip White: 00:29:36

this is my passion for people development, and so it aligns with my passion, and so

Chip White: 00:29:42

the way that I do career coaching with individuals, and I try to emulate myself

Chip White: 00:29:47

is Look inward to determine the outward.

Chip White: 00:29:50

Look inward with who you are as a person.

Chip White: 00:29:53

We talk about self awareness.

Chip White: 00:29:55

And knowing who you are, knowing the things that you like,

Chip White: 00:29:58

knowing the things that you hate, because that's important as well.

Chip White: 00:30:00

Knowing what you don't want to do is as important as knowing

Chip White: 00:30:03

the things you want to do.

Chip White: 00:30:04

And then from there, look outward to see the career paths, plural, because

Chip White: 00:30:09

there's more than one right answer.

Chip White: 00:30:11

And for me, it's been things that align to people development.

Chip White: 00:30:15

And to me, data analytics is part of that because that's where the world's moving.

Chip White: 00:30:21

But if I can then help people to make decisions, then I'm helping

Chip White: 00:30:25

them develop as a result of that.

Chip White: 00:30:27

And so that was my mindset or mantra, if you will, of why I did that.

Dallas: 00:30:32

I love that.

Dallas: 00:30:33

That's really good.

Dallas: 00:30:34

So in your role in Michelin, what is your, what's your goal when you're

Dallas: 00:30:39

thinking through kind of your next steps and what you're trying to accomplish,

Dallas: 00:30:44

like how do you see you applying this data analytics and coaching all

Dallas: 00:30:48

together in, in your current role?

Chip White: 00:30:50

So I use a lot of coaching.

Chip White: 00:30:53

I do.

Chip White: 00:30:55

It helps.

Chip White: 00:30:55

And then I do a lot of working with managers to coach managers on how to

Chip White: 00:31:01

have difficult conversations or how to skillfully maneuver through things.

Chip White: 00:31:06

in a way that respects the individual, but also respects and upholds the being

Chip White: 00:31:11

as being an ambassador of the company.

Chip White: 00:31:13

And so being able to do both of those.

Chip White: 00:31:15

So I use the coaching skill as much as anything else.

Chip White: 00:31:19

The data analytics is.

Chip White: 00:31:22

Is interesting because I've learned statistics.

Chip White: 00:31:25

Now I've learned how to do regression analysis and those type of things.

Chip White: 00:31:29

And so using data to be able to predict future results or

Chip White: 00:31:34

where we can move forward.

Chip White: 00:31:36

It helps us to be able to be more efficient, effective in

Chip White: 00:31:39

our decision making process.

Dallas: 00:31:41

That's awesome.

Dallas: 00:31:42

Now I know as a coach, you are big on routines and we are as well.

Dallas: 00:31:48

I think we drive, we love talking about routines and we love helping people

Dallas: 00:31:52

develop great routines, whether that's at the organizational level and the

Dallas: 00:31:55

system level, or whether that's at the personal level, what is, when you think

Dallas: 00:31:59

about a person or a team, like a high performing team or a high performing

Dallas: 00:32:03

person in really at the highest levels, what do you think separates them?

Dallas: 00:32:09

from others and how, and, what do you think that would be, and how,

Dallas: 00:32:13

I don't know, like, how do you, how would you describe that in your

Dallas: 00:32:17

experience?

Chip White: 00:32:17

I think for me, it's your emotional quotient or your

Chip White: 00:32:21

emotional intelligence and having that, it goes back to knowing yourself

Chip White: 00:32:26

and it sounds like a broken record and I don't mean for it to be.

Chip White: 00:32:29

But if you know yourself, then you can better know others

Chip White: 00:32:33

because you know yourself.

Chip White: 00:32:34

And then that awareness then allows you to not meet, to not

Chip White: 00:32:41

be yourself in all situations, but to meet them where they are.

Chip White: 00:32:45

And so that you tailor your conversations to meet them based upon their

Chip White: 00:32:50

developmental need with where they are based upon what they're struggling

Chip White: 00:32:55

with, what the emotional stigmatism may be in their life or in that situation.

Chip White: 00:33:00

And if you can meet them where they are, and not chameleon but more adaptive.

Chip White: 00:33:06

And if you can do that, then it resonates and it manifests

Chip White: 00:33:09

itself as emotional intelligence.

Chip White: 00:33:11

And that's when that person goes.

Chip White: 00:33:13

Ah, you get me.

Chip White: 00:33:14

And when the minute they do that or say that you've established trust with them

Chip White: 00:33:20

and trust is the foundation of leadership.

Chip White: 00:33:22

If I do not trust you, I will not follow you plain and simple.

Chip White: 00:33:26

And so those who can do that well are well on their way to

Chip White: 00:33:30

building a high performing team.

Chip White: 00:33:32

I

Dallas: 00:33:34

I love that.

Dallas: 00:33:35

I love that.

Dallas: 00:33:35

That's so good.

Dallas: 00:33:36

That's so good.

Dallas: 00:33:37

if you were going to, if you were going to give, because I've got you now I just

Dallas: 00:33:40

want to, I want you to be able to share all this wisdom with our listeners.

Dallas: 00:33:42

So if you were to give someone, if you were going to say, Hey, what are some

Dallas: 00:33:46

habits or routines that, that a person could do to finish well, finish strong?

Dallas: 00:33:51

What would you say?

Dallas: 00:33:52

What would you give advice to someone that came to you and said, Hey, what do I need

Dallas: 00:33:56

to do to finish well and finish strong?

Dallas: 00:33:57

What habit routine should I start?

Dallas: 00:33:59

What would you be your advice?

Chip White: 00:34:00

think for me, one of the things that someone passed on to me,

Chip White: 00:34:04

one of my mentors passed on to me years ago, and this seems very simple,

Chip White: 00:34:08

but it's that doing that small thing, which can have a big impact, and it

Chip White: 00:34:13

was setting aside one hour a week.

Chip White: 00:34:18

To just think strategically and not fall under the operational day to day,

Chip White: 00:34:23

hour by hour firefighting that we can easily get into is leadership roles.

Chip White: 00:34:28

But what we would do is we look, you mentioned earlier about leadership

Chip White: 00:34:33

is a destination and not a journey.

Chip White: 00:34:35

Or it's a journey and not a destination.

Chip White: 00:34:37

I mean, you never really arrive.

Chip White: 00:34:39

And what you do on a Friday, what I would do on a Friday afternoon, and

Chip White: 00:34:43

I chose Friday afternoon because we tend to not have as many meetings

Chip White: 00:34:46

on a Friday afternoon, and there tends to not be as many distractions.

Chip White: 00:34:49

And so that was the time for me.

Chip White: 00:34:52

It could be something different for other people, but I would take an hour,

Chip White: 00:34:55

close my door and look down the mountain.

Chip White: 00:34:58

Okay, what happened this week?

Chip White: 00:35:00

What did I accomplish looking at my calendar and look at my notes?

Chip White: 00:35:04

What did I not accomplish that I need to accomplish that would

Chip White: 00:35:07

move forward to next week?

Chip White: 00:35:09

And then also, what did I learn that I don't get in the busyness

Chip White: 00:35:13

of just doing a pause and reflect and learn from my mistakes or learn

Chip White: 00:35:18

from the things that I did well, or that I saw other people do well.

Chip White: 00:35:22

And then that's looking down the mountain and then you look up the

Chip White: 00:35:25

mountain to chart your course.

Chip White: 00:35:27

What's the things that's needed for me within the organization or that's needed

Chip White: 00:35:31

for my team, or we need to develop for a prioritization strategically.

Chip White: 00:35:36

Over the next one, three, four, six weeks, six months where the case may be.

Chip White: 00:35:41

And you continually do that hour every single week.

Chip White: 00:35:45

And it's amazing how that can be transformative to you as a

Chip White: 00:35:48

leader and to the organization.

Dallas: 00:35:51

Man, I love that.

Dallas: 00:35:53

I love that practice.

Dallas: 00:35:54

And I love that you took it.

Dallas: 00:35:56

I love how you broke it down because it's a routine, but it's a routine where

Dallas: 00:36:01

you're reflecting and you're planning.

Dallas: 00:36:03

It's you're saying, I'm looking down the mountain.

Dallas: 00:36:04

I'm looking up the mountain.

Dallas: 00:36:05

where have I been?

Dallas: 00:36:06

Where am I going?

Dallas: 00:36:06

Kind of thing.

Dallas: 00:36:07

And I think that's such a.

Dallas: 00:36:09

And I love how you do it every week.

Dallas: 00:36:10

I love that routine, how you set it every week because it just

Dallas: 00:36:13

sets up such intentionality.

Dallas: 00:36:15

You have, cause then you can have kind of purpose on when you keep walking up

Dallas: 00:36:19

the mountain and you can know and see where you've been and what's worked

Dallas: 00:36:23

and what's not, where you've come from.

Dallas: 00:36:24

So I just feel like that whole routine is fantastic.

Dallas: 00:36:27

I love that.

Dallas: 00:36:28

I love that.

Dallas: 00:36:28

It's well done.

Dallas: 00:36:30

Good

Dallas: 00:36:30

advice.

Chip White: 00:36:30

to your point though, but if I have found myself, because we all can

Chip White: 00:36:34

wonder, if I've started drifting off, then weekly and routinely by doing that,

Chip White: 00:36:40

I'm recharting my course and realize, ah, I'm starting to drift off a little

Chip White: 00:36:44

bit before I get miles and miles off and don't even realize I've done that.

Dallas: 00:36:48

I talk about that some in terms of like you, you have

Dallas: 00:36:51

this, when you set a goal.

Dallas: 00:36:52

right?

Dallas: 00:36:53

Any kind of goal, you're gonna have this drift.

Dallas: 00:36:55

And so if you if you're not careful doing what you're doing, because

Dallas: 00:36:58

if you have, let's say, I mean, so many people, I'm gonna work out.

Dallas: 00:37:01

I'm gonna go buy me a bunch of everybody gets gym equipment Christmas.

Dallas: 00:37:04

They have.

Dallas: 00:37:04

I'm gonna work out five times a week by February.

Dallas: 00:37:07

They're working out like once or twice March.

Dallas: 00:37:09

They're stopped working out by June.

Dallas: 00:37:11

They've 10.

Dallas: 00:37:14

It's okay, and so that by the time you get to the end of that year, Your drift

Dallas: 00:37:18

is so much bigger than if you can just work at it and, every week, if you just

Dallas: 00:37:21

take that moment, like you're saying, and pause in that routine, then you're pulling

Dallas: 00:37:25

it back, saying, Oop, hey, I missed the day this week, I gotta get back on it

Dallas: 00:37:28

next week, I gotta get back on it, and reminding yourself, this is where I'm

Dallas: 00:37:31

done, this is where I'm going, this is what I want, I think that is so healthy,

Dallas: 00:37:35

and I think that is a power, I think that's a power, I think that's a powerful

Dallas: 00:37:39

routine,

Chip White: 00:37:40

I will tell you, at least from my experiences though, the first

Chip White: 00:37:43

couple of weeks or even months that I did this, I felt like I wasn't working.

Chip White: 00:37:49

And I almost felt guilty because I didn't feel like I was doing anything.

Chip White: 00:37:53

I was just sitting there staring at my laptop.

Chip White: 00:37:56

And so what I had to convince myself was I'm setting strategy.

Chip White: 00:38:02

I'm setting vision.

Chip White: 00:38:03

I'm reflecting and learning on what I have done.

Chip White: 00:38:06

And that's exactly what the organization needs.

Chip White: 00:38:09

So while my mind was telling me, I was not adding value.

Chip White: 00:38:13

I had to convince myself, no, that's not right.

Chip White: 00:38:16

I'm actually adding value.

Chip White: 00:38:17

So I share that with.

Chip White: 00:38:18

You, if you start to try that and to adopt that practice and you

Chip White: 00:38:22

start to feel that it's completely normal for you to feel that way.

Dallas: 00:38:27

I think that's great, too.

Dallas: 00:38:28

And I think you did it.

Dallas: 00:38:29

I think again, it's great advice.

Dallas: 00:38:30

And I think it's really good that you shared that because if you have that kind

Dallas: 00:38:35

of dissonance going into that hour, then your mind is not going to be free enough

Dallas: 00:38:40

to really be creative and reflective.

Dallas: 00:38:42

You're going to have this kind of in the back of your head, and

Dallas: 00:38:44

it's going to just kind of clouds and give you a little dissonance.

Dallas: 00:38:46

So I think just Giving that freedom to yourself by saying,

Dallas: 00:38:50

nope, I'm changing the story here.

Dallas: 00:38:52

I'm not just sitting here.

Dallas: 00:38:53

I'm going to, I'm going to reframe that.

Dallas: 00:38:55

I'm actually doing strategy and being productive.

Dallas: 00:38:58

It's just a different kind of productivity.

Dallas: 00:39:00

I think that's awesome because it just frees you up.

Dallas: 00:39:02

It just frees you up your thinking and,

Dallas: 00:39:04

man, that's really good.

Chip White: 00:39:05

And the other thing that I saw from this is I realized I had been so

Chip White: 00:39:09

much of a doer that I wasn't a visionary.

Chip White: 00:39:13

And so therefore I even lacked the discipline to be a visionary.

Chip White: 00:39:17

And so part of this pausing and reflecting was teaching me

Chip White: 00:39:21

discipline to be able to do that and to let my mind just be creative.

Dallas: 00:39:28

I think that's so cool because you just gave a great example.

Dallas: 00:39:32

Of taking your strength of achievement and doing and just pulling that back for

Dallas: 00:39:37

one hour a week Just like what you shared earlier in the show I mean like that is

Dallas: 00:39:40

dead on point like a strength you said i'm gonna i'm gonna take an hour to be

Dallas: 00:39:44

reflective and visionary Because i'm a natural my natural strength is getting

Dallas: 00:39:49

it done and achieving so well done.

Dallas: 00:39:51

Well done Oh, that's good stuff.

Dallas: 00:39:53

Good advice.

Dallas: 00:39:54

I hope everybody's Taking copious notes out there in,

Dallas: 00:39:57

and, that's definitely worth it.

Dallas: 00:39:59

last thing we always talk to our guests and we ask our guests if they would

Dallas: 00:40:03

like to hear anyone on the last 10%.

Dallas: 00:40:07

Now, the thing is, it doesn't have to be somebody, it could be a favorite author.

Dallas: 00:40:12

It could be a favorite athlete.

Dallas: 00:40:13

It could be somebody that you'd like to hear, or it could be a friend of yours

Dallas: 00:40:17

that, as a coworker, I mean, we've had.

Dallas: 00:40:19

The full gamut.

Dallas: 00:40:20

We've had , I want my daughter on the show.

Dallas: 00:40:21

I want this author that, we have to contact, it doesn't matter.

Dallas: 00:40:25

So do you have anybody that comes to mind that you would

Dallas: 00:40:28

like to hear on the last 10%?

Chip White: 00:40:32

so probably one of the most influential leaders that I've

Chip White: 00:40:37

come across is Pete Selleck and so Pete Selleck was the president of Michelin

Chip White: 00:40:44

North America and he took a demotion to become the president of Michelin

Chip White: 00:40:48

North America because he was over truck tires worldwide in out of France before

Chip White: 00:40:54

he moved into this role, but he came back to the US And retired he is a

Chip White: 00:40:59

former He is a former, West Point grad.

Chip White: 00:41:04

He, he worked directly for Colin Powell, while he was there.

Chip White: 00:41:08

And so just a phenomenal leader that's in the upstate of South Carolina and

Chip White: 00:41:13

just has a lot of skills and a lot of abilities and just very practical.

Dallas: 00:41:19

All right.

Dallas: 00:41:20

All right.

Dallas: 00:41:20

So we're gonna have to, we're gonna have to go after Pete.

Dallas: 00:41:22

See if we can get him on the last 10%.

Dallas: 00:41:24

That would be awesome.

Dallas: 00:41:25

We'd love to have him on the show sometime.

Dallas: 00:41:27

that would be great.

Dallas: 00:41:28

Well, Chip, this has just been a pleasure.

Dallas: 00:41:30

I feel like you have totally just.

Dallas: 00:41:34

Killed it.

Dallas: 00:41:34

You've crushed it this episode and given our listeners so much to think

Dallas: 00:41:38

about so many, so much good advice.

Dallas: 00:41:40

I will ask you though, where can, because you've got some, tell us a little bit

Dallas: 00:41:44

you right before we go, you've got some leadership, coaching stuff coming up.

Dallas: 00:41:48

So tell us a little bit about that and how people can get in touch with you.

Dallas: 00:41:51

If they want to

Dallas: 00:41:51

get in touch with you after the

Chip White: 00:41:52

Yeah, so my organization is Human Investment Solutions.

Chip White: 00:41:56

So human investment solutions with an ss.

Chip White: 00:42:00

So you can go to human investment solutions.com and see kind of my

Chip White: 00:42:04

website because I have a full-time job and I'm doing this on the side.

Chip White: 00:42:08

It's kind of a, I'm trying to balance between the two.

Chip White: 00:42:11

so give grace there as you look at my website and what have you.

Chip White: 00:42:14

But one of the things that I'm.

Chip White: 00:42:16

That I love doing is equipping leaders to lead through coaching.

Chip White: 00:42:21

And so I have a program that we've just started.

Chip White: 00:42:24

I've been doing it within Michelin, in some capacity for about five years.

Chip White: 00:42:28

Now let's say, as managers, a coach is what I do, but we do outside of

Chip White: 00:42:32

Michelin now, something very similar called leadership through coaching.

Chip White: 00:42:35

And so we'll have.

Chip White: 00:42:37

In Colombia, we will be available for two and a half day seminar to teach

Chip White: 00:42:41

you as a leader how to practically use coaching skills to create this

Chip White: 00:42:46

posture to drive this engagement and this autonomy that we've talked

Chip White: 00:42:51

about, and it'll be October the 3rd through the 5th, and so you can go.

Chip White: 00:42:56

So you can reach out to me on, human investment

Chip White: 00:42:59

solutions.com, go to that website.

Chip White: 00:43:01

You can go into my LinkedIn under Chip White and find the page there.

Chip White: 00:43:06

And, I would love to be able to have you there and to partner with you to

Chip White: 00:43:09

be able to share with you what I've learned, but then also be able to

Chip White: 00:43:12

learn from you as well as a leader.

Dallas: 00:43:15

That's wonderful.

Dallas: 00:43:16

We'll put all of that in the show notes in case you're driving.

Dallas: 00:43:19

Don't worry, we'll have those links in the show notes and you can get

Dallas: 00:43:22

in touch with chip, especially if you could be a part of his, session

Dallas: 00:43:26

in Columbia and in another month.

Dallas: 00:43:28

or, and actually in a couple of weeks, that's actually, it's coming up quick.

Dallas: 00:43:31

It's coming up quick.

Dallas: 00:43:32

Well, chip, it has been a pleasure.

Dallas: 00:43:34

Thank you again for being on the last 10 percent and we just

Dallas: 00:43:37

appreciate your time today.

Chip White: 00:43:38

Dallas, thank you so much.

Chip White: 00:43:39

It's been a pleasure to be with you.