From Vision to Action Turning Leadership

0:00I want

0:02I want to use the opportunity to

0:05introduce our guest speaker to everyone

0:09in the house.

0:14I welcome all Lions

0:18guest friends of Lions that are on this

0:22call.

0:23Our

0:25guest speaker today is our facilitator

0:29or guest speaker today for this

0:33August edition of Lion's Learning Lunch

0:36is Ambassador Pascal Oina

0:41DK

0:44is a distinguished facilitator,

0:49an ambassador,

0:51a global leadership coach.

0:54organizational development

0:57expert,

1:01international trainer,

1:05certified management consultant and

1:08peace ambassador with over two decades

1:11of professional experience and more than

1:1417 years of specialized focus on people

1:19and organizational

1:21development.

1:23He's a fellow of the Shated Institute of

1:25Woman Resource Management, Institute of

1:28Management Consultant and Shatter

1:31Institute of Sales and Customer

1:33Relationship Management.

1:36He's also a certified management

1:38consultant, a member of the Niger

1:41Institute of Training and Development

1:43and the Shata Institute of Loan and Risk

1:46Management.

1:48He's a global leadership trade.

1:51Ambassador DK has an exceptional

1:54leadership history with Junior Chamber

1:57International,

1:59popularly known as JCI. His journey

2:02began in 1997 and took him to local,

2:05national and international leadership

2:08positions. He served as JCI Nigerian

2:11president in 2008,

2:14JCI international vice president in

2:172009, international executive vice

2:20president for Africa and the Middle East

2:22in 2012 and ultimately became the 71st

2:27world president of JCI leading a global

2:30network of young leaders across more

2:33than 120 countries.

2:36His presidential team just act became a

2:40global call to action encouraging young

2:42people to transform ideas into

2:45measurable impact. During his tenure, he

2:48visited 63 countries and launched the

2:50peace is possible campaign which was

2:54implemented in more than 70 countries.

2:58He has now traveled to 83 countries

3:01training,

3:02speaking and coaching leaders. is an

3:06entrepreneur and people developer.

3:09Ambassador Pascal Disk is the chief

3:11executive officer of Dega Multiconcept

3:14Limited, Fire Protection and Integrated

3:17Security System, SA 360 Plus Limited,

3:21Leadership People and Organization

3:24Development, Green Egg Resources,

3:27International Limited, ICT and Robotics.

3:30He's also a certified professional coach

3:33and currently serves as a course leader

3:35at the JCI Academy in Japan where he

3:39mentors and develops

3:42official leaders to the KMY Foundation

3:45Pascal DK public speaking competition

3:48the Excel leadership and temp

3:49entrepreneurial development academy and

3:53it exceed your limit initiative continue

3:56to invest in leadership education and

3:59entrepreneurship. ship and human

4:01development. Why you should not miss

4:03this session? So you can spread the news

4:07to other people to join us.

4:10With his extraordinary international

4:12leadership experience, passion for

4:14developing people and expertise in

4:17turning potential into performance.

4:19Ambassador Pascal DK is exceptionally

4:23positioned to take us from vision to

4:26action and from intention to measurable

4:29results. We look forward to an engaging

4:32practical and transformational session

4:35with one of Africans outstanding

4:38leadership development expert.

4:42We hereby welcome

4:44Ambassador Pascal this Pascal DK to this

4:48August edition. But before he starts I

4:51want to know if the DG is on this call

4:54so that um okay the DG is here so that

4:57we he can give us his uh opening remarks

5:01before we proceed with the training of

5:04today.

5:07Thank you my DG. Over to you sir. Thank

5:10you so much my

5:14global leadership team coordinator for

5:16the district.

5:18Once again, I want to welcome you to the

5:20second edition

5:22of uh our learning launch

5:27and we are very proud to present the

5:29ambassador

5:31for this uh second edition of our launch

5:35of our lion launch for the year 2026

5:392027 lions year.

5:42It is

5:44a launch inherited from our

5:48past district governors which has really

5:51helped the district in transforming our

5:55membership.

5:57And today we have another opportunity of

6:00having a great man, a past

6:05international president of a of an assoc

6:08of a similar annation

6:11joining us sharing his experience with

6:14us. Once again I want to welcome him on

6:17behalf of the Lions of 404 A3 Nigeria

6:21and I thank you for accepting

6:23to be part of us this evening.

6:26Dear friends, I want you to listen and

6:30talk from his wealth of experience

6:34in shaping both the district, your club

6:37and even your personal career.

6:42Please listen attentively

6:45and take home the best of it. God will

6:48bless every one of us and I want to once

6:50again thank him.

6:53Wish you a very successful tonight.

6:56Thank you.

6:58>> Thank you my DG for that opening Iraq.

7:01Ambassador Pasc Pasca DK over to you as

7:06you take us on the team from vision to

7:10action turning leadership goals into

7:14results. You are welcome once again.

7:18>> Thank you very much. Thank you very

7:20much. It is indeed my great pleasure and

7:23honor and honor to be here.

7:26amongst you. Um I want to thank you

7:30um when I'm

7:32um it's it's been a long time and I was

7:36really excited when I saw your message

7:40um intimating me about your intention to

7:42invite me to this section. Thank you.

7:44Thank you so much for your leadership

7:45and I wanted to thank the district

7:46governor also uh who has a lot of

7:49responsibility to oversee quite a number

7:52of um club members to ensure that you

7:54continue to provide service service to

7:56humanity service to the world. Um again

8:00my name is Pascal DK. I am a proud JCM

8:03member. But before I start I'm always

8:06scared when they say oh great man we are

8:09all work in progress. So I I would

8:11rather keep it at that that um each time

8:13we have the opportunity to share from

8:16our experiences from our journeys it's

8:19also a huge opportunity for us to learn

8:22and why we will be having this

8:23interaction tonight I want to say to you

8:26there's a lot that I will also learn and

8:28I I believe we have all come here with

8:31open mind I say this all the time you

8:33know it doesn't matter our certificates

8:35our level of qualification experiences

8:38when we come to a learning environment

8:39like is it's always better to come with

8:42the mind of a child, with the mind of

8:44someone who is very willing and open to

8:47learn and and that's the best way to

8:50have ourselves um learn and learn

8:52properly. So, thank you so much for

8:55inviting me. Before I probably share my

8:58slide, I didn't want to actually share

9:00slide. I wanted to have a conversation.

9:02Uh I'm going to use the slides sparingly

9:05very minimally, but I believe

9:07conversation is much better. so we can

9:09be more practical and see what we can

9:12get out of that. I hope we all know that

9:15the the Lions Club International has a

9:17very good relationship with JCI. Um if

9:20you go back, you'll find out that some

9:22past JCI members has served as um Lions

9:25Club International,

9:27you know, and Yes. Yes. And we have an

9:30international collaboration that has

9:31been there for many, many years. while I

9:34was traveling around the world as GCI

9:36president, I had some dinner lunches

9:38with um some lion members in different

9:41countries. So that relationship has been

9:43there and that's why each time um this

9:46invitation comes I am quick to say yes

9:50so that we can have this conversation.

9:51So thank you so much for inviting me. I

9:55would um now crave your indulgence.

9:57Permit me to share my slide. Um I don't

10:00know who's

10:02handling this. Can I have the right to

10:04share? Let me check if I do already.

10:06>> Lion Dr. Franklin.

10:08>> Yes. Perfect. It's there. I have I have

10:10the right to share. So,

10:12>> I'll do so quickly and then

10:15we can run

10:45Okay, just to confirm if my

10:50screen is visible to everyone.

10:54Okay, thank you. All right. Um tonight

10:59we will be talking about from vision to

11:02action. Turning leadership goals

11:05into action or results or turnip ro

11:09goals into results.

11:13>> Okay. So before we start I want to do

11:18someone's mic is open.

11:21[snorts]

11:22>> Can we unmute our mic?

11:23>> If you can mute that will help us. Okay.

11:27So before we start, permit me. I would

11:29like to do a small reality check.

11:32Reality check. Just to No. Um,

11:43>> can you move your mic? Please,

11:55please.

11:59Thank you. Thank you. Okay, I see we are

12:0333 on this Zoom call. 33 of us. And my

12:09first question that I would like to ask

12:11as a way of like a reality check and

12:14anyone can just attempt that is if we

12:18all have leadership responsibilities all

12:20of us on this call and I'm not talking

12:22about having a title uh within your

12:26Lions Club you know if you think and

12:29believe that you have a leadership

12:33role or obligation

12:36one question I would like to ask is at

12:39the end of your tenure for example as a

12:42lion's leader

12:44what will be different because you have

12:46served so look into the future so if you

12:50have one year for example to lead at the

12:53end of that one year when you look back

12:56what is it you would love to see

12:59different you would love to see that

13:02you're leaving behind you would love to

13:04see that people will remember you for is

13:05there anyone who would just want to say

13:07one thing could be a phrase it could be

13:09a word since we are here to interact I

13:11think we should make it conversation

13:14what is that one thing we really want to

13:17say at the end I want to look back and

13:19say this was different because I served

13:23this was different because I was part of

13:24the team this was different because I

13:27contributed to the growth of the club

13:30this was different because I contributed

13:33to creating the results that we desire

13:36We can open our mics if we want. That's

13:39fine. Or we can drop it on the chat.

13:40I'll take a look at it. I just wanted to

13:43wake our consciousness up to something.

13:47Everyone who is involved

13:50should have something to say about this.

13:51Let's start from there.

13:56Remember I said we are here with the

13:58mindset of a child. So

14:02let's get some responses. I'm I'm

14:04looking

14:07Okay. When we get to park, stop to buy

14:10water and food.

14:13>> Did I hear you?

14:14>> I just

14:19creating more leaders. Yes. Creating

14:22more leaders because we need more

14:23leaders to keep the Lions Club going so

14:26you can achieve your vision and mission

14:29to impact

14:32the living office. when you're leaving

14:33office to create impact a more focused

14:36driven members ready to create better

14:38impact I agree one or two more please

14:42one or two more please

14:46better informed members yes who

14:49understands the vision and mission and

14:52can key into it even long after you have

14:55exited leadership position yes that is

14:58the truth and why is it so Because for

15:03everyone who has a responsibility,

15:06you must understand where you are

15:08heading. You must understand where

15:10you're going. You must be able to

15:12visualize

15:14the end

15:16of that journey from the beginning. Take

15:20for example, if you want to drive your

15:21vehicle from here to Sooto, right? You

15:25wouldn't just jump into the vehicle,

15:26turn on the ignition, start it, engage

15:29it to be gear one, and then you start

15:30moving. You must first have a mental

15:32picture of how you're going to navigate

15:34to get to so many years ago when we had

15:37no map. People who had traveled before

15:40understood how they will have to go.

15:42Those who had not traveled will ask

15:43those who had gone on the journey before

15:45and okay I want to go to soo how do I

15:47go? And then some will take time to

15:49describe the best way to go to sooto. It

15:52is the same thing in leadership

15:54journeys. It's the same thing when you

15:55want to know craft a vision. Is it

15:58either you are ling on the experiences

16:01of those who have gone on that journey

16:04or you are sitting down to say okay I

16:07want to come up with a vision for my

16:10year of leadership. What are the things

16:13I want to accomplish?

16:16Therefore, vision challenges us to be

16:18able to see from the beginning what we

16:21want to accomplish at the end of our

16:23tenure. And then for everyone who wants

16:26to get into a leadership role, it is

16:28expected that you have a clear vision of

16:31what you want to accomplish and then get

16:33your team members to key into that. It's

16:36important to underline the fact that it

16:39doesn't matter how fantastic your vision

16:41is, you cannot drive it alone. It

16:45doesn't matter how smart the vision, you

16:47cannot drive it alone. And you must be

16:49able to get people to key into it, to

16:51understand it, and to own it. That

16:54ownership is very important. That

16:56ownership is very important. Now I would

16:59like to move quickly

17:04saying we have Lions Club all over the

17:07world

17:10and you are committed to serving

17:13humanity. You have committed to serving

17:15humanity and I'm sure you have different

17:19districts and every year leaders within

17:23the district have their own plan of

17:25action what they want to accomplish

17:28which will align or should align with

17:30the larger vision of Lions

17:34International. Now I pulled this from

17:36online and you have help have helped me

17:38to say if it is correct or not.

17:42I saw that the vision of Lions Club

17:46International is to be the global leader

17:49in community and humanitarian service.

17:52Can I get a yes if that's correct or a

17:54no if I am wrong?

18:03It's a big yes.

18:05>> A big yes. Thank you, sir. A big yes.

18:09Thank you, sir. Now I I looked at this

18:12vision and I I'm going to pick out a few

18:16very instructive words.

18:19It says to be the global leader. Global

18:22leader.

18:24It means globally the desire is that

18:28Lions Club should be recognized by all

18:31people as a club that is committed to

18:36community and humanitarian service.

18:40Now some visions will tell we want to be

18:42number one but I love the way Lions Club

18:44put it say they want to be global leader

18:47it means wherever you go and you mention

18:49Lions Club international people say oh

18:51wow we know them for community and

18:53humanitarian service that's the idea so

18:57vision therefore can be said to be a

19:00desirable future

19:02a desirable future right it's not

19:06necessarily a destination in itself for

19:08corporate organizations

19:10Some visions can become a destination.

19:12For example, if you are in the insurance

19:14industry, you can say we want to be

19:15number one in 10 years. I know an

19:17insurance says we want to be number one

19:19in 10 years. So the question is if in 10

19:21years it becomes number one, will you

19:22stop the business? No, you have to

19:24recraft another vision and say well in

19:28the next 10 years we want to have 20,000

19:30staff all over the world. Or you say in

19:33the next 20 years we want to be able to

19:35have a revenue of 10 billion US. Right?

19:38For those kind of organizations that are

19:40for profit, sometime their vision has a

19:44terminal date and they can recraft it.

19:46But for organizations that are into

19:48service like Lions Club International,

19:51your vision is continual.

19:54It is continual because you never get to

19:56a point where oh we have achieved it. We

19:57don't want to continue to serve

19:58humanity. And let me tell you this and

20:00that is the truth. the challenges that

20:04you focus on addressing,

20:06all the services you provide, the grants

20:09you give, the people you help, there

20:12will never come a time when

20:14needs will disappear from the world.

20:17There never come a time when there will

20:18be sufficiency in in in human delivery

20:22services. So what that means is as long

20:25as humanity continue to exist, Lion's

20:28Club vision will continue to be

20:31relevant. That's what it means. It will

20:33continue to be relevant because you

20:34continue to provide service, you

20:36continue to serve humanity, you continue

20:38to serve community. So that is the

20:40desirable future and that's what the

20:42vision is. So if that is the vision, I

20:45also saw this as a mission.

20:49I also saw this as a mission. So again,

20:52I'm going to ask you to please help me

20:54to confirm if again this is the mission

20:57of Lions Club International.

21:03Is it a big yes again?

21:13Oh yes. Okay, perfect.

21:16So

21:18to empower Lions Clubs, volunteers and

21:22partners to improve health and

21:24well-being, strengthen communities and

21:27support those in need through

21:28humanitarian service and grants that

21:31impact lives globally and encourage

21:33peace and international understanding.

21:37You see that encourage peace and

21:39international understanding has a lot of

21:42relevance to what we do in our

21:44organization.

21:46We had a global campaign. I'm going to

21:48talk a bit about that that we call peace

21:50is possible. How to ensure

21:53understanding amongst people of

21:55different tongues and tribes and colors

21:58and you know faith all over the world.

22:01So this for me is very instructive and

22:07something very familiar and and that's

22:09[clears throat] why I'm very grateful to

22:11have had the opportunity to be here now

22:13that we all in sync and agreement that

22:18what I have shown represents the vision

22:20and the mission of Lions Club

22:23International. Let us go a bit into more

22:26specifics now. a bit into more

22:29specifics.

22:30We must not lose sight of our topic

22:34today from vision to action.

22:39How leaders can turn goals into results.

22:45You can say tangible results for

22:46example. That's what our focus is. So

22:53I'm going to screen a short video for

22:54you. I'm [snorts] just going to ask for

22:57your patience. It's going to be about

22:58three maybe four minutes. I want to be

23:01able to draw something out of the video.

23:02That's why I want to screen it. So,

23:04permit me to enhance the video and I'll

23:06[clears throat] play the video and then

23:07we'll have a conversation around it.

23:10I'm sure it's going to help us get into

23:14the meat of tonight's

23:16discussion.

23:19So, let me enhance

23:33Okay, I'm going to play now. Um, you

23:36please help me confirm

23:41if both the audio and the visuals are

23:43good enough so that we don't lose

23:45anything.

23:47>> Okay.

24:00Is it good?

24:03He's okay now.

24:11Okay, sir.

24:17[music]

24:30I hate [music] this country.

24:35[clears throat]

24:54Wowch.

25:10And now show you what I

25:18[music]

25:25[music]

25:26Do what he

25:30might.

25:34[music]

25:40[music]

25:41[singing]

25:44Let the dark of you [music]

25:54[music and singing]

26:00[music and singing]

26:10[music]

26:11said my

26:15>> [music]

26:16>> I feel

26:24[music]

26:29okay.

26:35>> Thank you. Thank you. Thank you for for

26:38being patient enough to watch that

26:40video. There are 43 of us on this call.

26:44Um, can you still hear me? Just to be

26:46sure.

26:49>> We can hear you.

26:50>> Perfect. Thank you so much.

26:52>> There about 42 of us on this call. I'll

26:54just like a few comments

26:58from maybe three four persons. Max about

27:00the video

27:03about the video. What did we say? What

27:07is the message? What is the lesson? Just

27:10a few. Yes, somebody says team work.

27:12Thank you so much. Team work.

27:16There is power in unity. That's correct.

27:18Thank you so much. Can we have a few

27:21more? Teamwork. Yes. Unity in diversity

27:23for the common good. It takes just one

27:25to change a course. Yes.

27:28Young boy created leadership unexpected.

27:32I agree. Unexpected.

27:35>> Someone took responsibility.

27:37>> Someone took responsibility. Thank you,

27:39sir. That's correct. Someone initiated

27:42the step, the action.

27:44Don't forget, we're talking about

27:46turning

27:48goals into results. But we say we must

27:51move from

27:57maybe talking

28:00planning into action, working together,

28:04supporting each other to accomplish our

28:06goals. Yes. Yes. So let's stop there for

28:10the moment. Leadership is about people.

28:14Yes, I say that all the time. It doesn't

28:16matter how fantastic you are as a

28:18leader. If everyone abandons you and

28:21walks away, you will not accomplish

28:23anything. You will not accomplish

28:26anything. And that's why I would like to

28:28ask a few questions before I go to the

28:30the next slide.

28:33Now when I threw the question to us

28:36about what will be different, we gave

28:38some responses.

28:40But one thing I want to call to mind is

28:44the fact that you must answer the

28:46question.

28:49Will your club have just simply had

28:51activities completed without results?

28:55Because there's what is called motion

28:56without movement. you know so much

28:58noise, so much activity, so much ras

29:00matters you know things but at the end

29:03of the day when you look back you

29:04realize that it was only noise and no

29:06result

29:08you also as a question will people's

29:11life actually been touched transformed

29:14would you have provided a service as is

29:17envisioned

29:19in the vision of Lions Club

29:20International

29:22will members remember you just for

29:23chairing the meetings or they remember

29:26you for the impact you created with your

29:27team. These are questions we need to ask

29:29ourselves

29:31and that is what the very instructive

29:33thing that we must learn from this video

29:35that there were people who had

29:36authorities,

29:38politicians,

29:40military persons, highly respected

29:42individuals. No one lifted a finger. No

29:46one was willing to roll the sleeves, get

29:49dirty, get into the ring to solve a

29:51problem that affected everyone else.

29:53That little boy took a bold step,

29:56initiated action and then others

29:58followed. Now in that video, leadership

30:03was totally defined. And I'm just going

30:05to share with you that that video gave

30:07us two very important words that define

30:11leadership. First is responsibility. You

30:14saw that little boy decided to own the

30:15problem. He decided to take ownership of

30:20the problem even though he didn't cause

30:21it. Even though he could have sat back

30:23and allowed everyone to suffer, he

30:25decided to take responsibility.

30:27Now after he did that, his action

30:31influenced others to join. So leadership

30:34for me is responsibility and influence.

30:37If these two words are missing in our

30:39leadership, then we are not leading. And

30:41that's why I like to do that reality

30:43check to ask people

30:46where you are in your leadership journey

30:48presently.

30:50Can you boldly say that you have taken

30:53responsibility, owned all the challenges

30:55and the problems you met in office and

30:58that you are influencing others

31:02to actually go in line of accomplishing

31:05that vision. Someone said in one of the

31:08responses here creating more leaders and

31:10that is what leaders do. Leaders create

31:12more leaders. That's what they do. So if

31:15I were to summarize responsibility,

31:20I would say it's about ownership.

31:23It's about ownership. We are talking

31:26from vision to action. You cannot act on

31:30the vision without responsibility. And

31:33responsibility starts by taking

31:35ownership. And what does it mean? When

31:37you find yourself in any role, you

31:40should not and never complain about the

31:44enormity of the office or the challenges

31:47you have to take ownership of it. Number

31:49two is whatever you meet in that office

31:51you must accept it. If you have people

31:55of different behaviors and characters

31:57you must accept them and try to bring

31:59them together towards the accomplishment

32:01of the common goal. Every good leader

32:03who wants to move from vision to action

32:06must

32:07>> rely on

32:09>> and you know be able to make sacrifices

32:14going the extra mile in do what you have

32:16to do. The other thing is that that

32:19leader that wants to move from vision to

32:21action must be exemplary. People are

32:23looking up to you. Everything you do,

32:25say, where you go, how you behave, how

32:26you treat people, everyone is watching.

32:29So the moment you become a leader, not

32:32necessarily entitled position but

32:33responsibility, he must be exemplary. He

32:36must be courageous. That little boy was

32:38courageous. He knew that log of wood or

32:41tree was impossible for him to move. But

32:44he didn't want to be counted as those

32:46who did not try. So he tried and his

32:50trying propelled others to join him.

32:53Leaders must be caring. If you want to

32:55get people to work with you, if you want

32:57to take people from that point of,

33:01you know, vision to action, you must

33:03care for them. There is a saying that

33:06people are not willing to give you their

33:09hand until they see your heart. I'll

33:11repeat that. People are not willing to

33:13give you a hand until they see the

33:15heart. The hand is working with you

33:17doing the projects you do, serving

33:19humanity, serving community. You need

33:20people to do that. But if you are a

33:22leader who do not care, a leader who you

33:25know is arrogant, a leader who does not

33:27show humility, a leader who does not

33:29even understand the dynamics of you know

33:31human interaction and communication,

33:33then of course you will not get the

33:35people to work with you. A leader must

33:38be distressed. What is the distress?

33:39Distress means when things are not going

33:41right, you cannot be smiling when you're

33:43losing members. You cannot be smiling

33:45when you're losing money. It cannot be

33:47you know h

33:50going around having fun and partying you

33:53know wearing the best of clothes and

33:54showing up everywhere when you are not

33:57accomplishing the plan you have set up

33:59for yourself and the club in the air

34:01when that those are the situations you

34:03are expected to go inwards do some self

34:06interrogation self-reflection and be

34:09able to change the dynamics by taking

34:11your people along in the right direction

34:13that is about responsibility what is

34:15influence

34:17which was one thing we learned in that

34:18video. Influence is about

34:24getting people

34:26to make decisions, determine outcomes,

34:30change the course of things, shape

34:33opinion, modify ideas, leverage network

34:37and inspire people. Not necessarily by

34:40what you say, no, but by what you do. So

34:44when you are a leader of influence who

34:46wants to move people to key into the

34:48vision and bring about action then your

34:51behavior, your attitude, your action,

34:53the things you do must have these

34:56elements. It can determine outcome. It

34:59can make help people make decisions. It

35:01can change opinion and people and their

35:03way of thinking. It can actually drive

35:06people to take action even when they

35:08feel very reluctant to do so. You can

35:10modify opinion can leverage network and

35:13what is leveraging network?

35:15There are persons I'm sure in your club

35:18that when they walk into a room you know

35:20that today we're going to find a

35:22solution. There are individuals you know

35:23when things get to the head you pick up

35:25the phone you call them they tell you

35:27don't worry we'll figure it out. There

35:28are people like that in every club. So

35:31if you have such persons in your club

35:32you are leveraging their network their

35:33influence their experiences

35:35right and that is very important. And

35:37then the leader must inspire. The things

35:39you say must be inspiring. The way you

35:42act must be inspiring. You your behavior

35:44and attitude should encourage people to

35:46believe in the vision and work with you

35:48towards achieving the result that's

35:51desirable. That is very important.

35:56But the question is

35:58you cannot have the right vision without

36:01understanding your why.

36:04And I think your club actually helped

36:07in defining that in the mission.

36:11Why should you work towards attaining

36:14the vision? And the mission explains

36:16that we want to be able to prepare

36:20Lion members all over the world so that

36:24they can provide services,

36:28provide grants to communities, to

36:31humanities in ways and manners that it

36:34enhances the well-being of people around

36:36the world. So we must ask ourself the

36:39question if these are the wise of Lions

36:43Club International. What is my own

36:45personal why?

36:48Now part of the thing I would like to do

36:49again is to ask some of us here why did

36:52you truly join Lions Club in the first

36:57place? You know I've as say well he

36:59wanted to inter network but is that the

37:03main why? Is that the fundamental why

37:08you joined Lions? So I would like to get

37:10one or two opinions. I mean and that

37:12might inspire others especially the

37:14older members of experience. What

37:16actually informed your decision to join

37:20this wonderful club that you want to be

37:22of service to humanity to communities

37:25and to the world. So let's get a few

37:27feedbacks now. What is your why for

37:30joining Lion's Club?

37:35I'm waiting for a few comments, a few

37:38contributions.

38:02Okay, I see it coming. Working together,

38:05supporting each other. Perfect.

38:09Perfect. To serve humanity, touching

38:12lives positively and grow incredible

38:14network of people in my cycle. Yes.

38:18Passion to serve. Opportunity to

38:20influence people beyond my immediate

38:21environment.

38:23Perfect.

38:29to be part of a global community that

38:31serves the needy. Thank you.

38:34>> Out of the little I have.

38:40>> Did you say to give out of the little

38:42you have

38:43>> the community?

38:48>> Perfect. Fantastic. Genuine good valid

38:52reasons. Valid reason. But the question

38:54therefore is from

38:56can we truly say then that we are living

39:00this wise the reasons we joined can we

39:02truly say today we are living them don't

39:04forget we're talking about vision to

39:06action how to how to turn leadership

39:10goals into results tangible results

39:13measurable results so you can go back

39:15and say yes the reason you joined you

39:18are actually meeting them up there a few

39:19more comments here let me take them and

39:21then we can move straight

39:27My reason for staying is even stronger.

39:29Oh wow, I love that. I have discovered

39:32that true leadership is not about

39:33position or recognition. Yes, it's not.

39:36It's also about service, sacrifice,

39:39responsibility.

39:40Yes. And the lives we touch. I'm living

39:44it without regret. Perfect. Thank you. I

39:47love service to humanity. Thank you so

39:50much. Yes. I'm living it. That is

39:53reality check because some of us realize

39:56that one year, two years, 3 years down

39:57the line, we begin to question the

39:59reason why we joined in the first place.

40:01It means the vision

40:04we saw is not making sense anymore to

40:07us. It therefore means that we're not

40:09understanding that leadership that

40:11should transform from the goals into

40:14results

40:16to be honest and transparent. Yes,

40:18someone said so. Fantastic responses.

40:20fantastic responses.

40:22But let's take it a little further.

40:26Now, this is from my my small

40:28experience.

40:30When I was preparing to serve JCI as

40:33global president,

40:35one of the things I put down in my plan

40:36of action and I'm just going to say it

40:38is important. I'm sure you do the same

40:40thing in Lions Club. Before you take up

40:44a role, a responsibility,

40:46you have to share your vision broken

40:49down into small pieces like a plan of

40:51action with the members and you have to

40:54follow through. You have to have

40:56timelines. You have to have

40:57measurabilities. You have to be able to

40:59evaluate and ask yourself if you're

41:01still on track. You can do that every

41:03month. You can do it quarterly or twice

41:05in a year depending on what works and

41:06what is convenient. Now part of the

41:09things I had in my plan was to launch a

41:12campaign, a global campaign which we

41:13called peace is possible, right? And we

41:16had some persons who said to me at the

41:18time this going to be a very huge one.

41:20How do you want to launch a a global

41:22campaign? How is that going to work? But

41:25that was something I had had like one

41:28year even before I stood election as as

41:32global president of JCI. So I had it

41:34already written how we was going to go.

41:37I had it already pinned down. So part of

41:40the things I'm going to encourage us

41:42today when we talk about from vision to

41:43action is we should never think that we

41:45have magnetic brains about the things we

41:48need to do. We must be able to pen them

41:49down. So whatever you want to execute in

41:51the field, you must first of all put

41:53down on paper and rehearse. The same

41:55thing for you to have that vision

41:58carried forward because life has a a a

42:01global vision. But each leader must have

42:04your own club's vision which ties to

42:07that global vision. Because we live and

42:09operate within communities, right? If

42:12you want to change the world, you don't

42:13have to go to Lions Club global

42:15headquarters or go to the US or Japan,

42:17you know, or Kenya or South Africa to

42:19change the world. You change the world

42:20from where you are in your community. It

42:22is those little little actions, projects

42:25you do, humanitarian services, serving

42:27humanity, you do in your little clubs

42:29that contribute to the global impact the

42:32Lions make all over the world. So within

42:35that, the thing is what is the vision

42:38that you have for your club within your

42:41own club environment, the community, the

42:43city where your club operates.

42:45So I had this vision one year before. I

42:47put it out on paper. I shared with some

42:49persons and a few said is is too huge.

42:53Don't you think it's going to be a lot?

42:54But some said if you believe it, go with

42:56it. And we did it.

42:59In this picture, you see the former UN

43:01secretary general. We took this campaign

43:03to the UN and we got this executive

43:05general of United Nation to endorse it.

43:08As I travel to countries, I got prime

43:10ministers and presidents of countries to

43:12endorse it, to sign off on it. And we

43:14had this peace is possible campaign

43:17launched in 71 countries and we had

43:20projects attached to them and these

43:23projects were thousands of because local

43:25chapters and clubs had these projects

43:28running in different countries before we

43:30created so much momentum that was bigger

43:33than what we had imagined. So how did

43:35that happen? It ties to today's topic

43:39goals into results. Leadership goes into

43:42results. I believed it. I shared it with

43:45people and there were those who believed

43:47in it and I got the right people and

43:49they supported that. So my first point

43:52this evening on how leaders can turn

43:55goals into results is first of all

43:58believe

44:00in that vision. Believe in that goal.

44:03There's a saying that whatever the mind

44:04can conceive and truly believe that it

44:07can also accomplish. Do not have doubts

44:09in your mind. Sometimes we are ruled by

44:11pessimism and um cynicisms and what that

44:15does to us it begins to two minds or two

44:18voices begins to speak. Some will tell

44:19you you cannot do it some will say you

44:21can and sometimes we don't put our whole

44:23energy we don't believe. If you are the

44:24envisioner you don't believe it. How

44:26will the people that will help you in

44:28accomplishing that vision believe? So

44:29the first is to believe. Number two

44:32thing is to get the right people who

44:34will help you in accomplishing those

44:37results. That's very very important.

44:40Then of course

44:43like I said I took that to different but

44:45this is a former prime minister of

44:46Japan. Of course um we took that

44:49campaign all over the world. We ensure

44:51that whether we're dealing with children

44:53and wherever we went we brought our

44:56minds to their level. We acted like

44:59children because the peace is campaign

45:02at the time. I said to people all over

45:04the world, if we leaders of the world,

45:06whether for business, for politics or

45:08for nonprofit or for service

45:09organization like Lions, if we can all

45:11have the mindset of little children,

45:14then the world will be a better place.

45:15Our challenges and troubles will be

45:17less. Right? That's it. Now, we are

45:20talking about

45:22leadership goals into results. I went to

45:26Mongolia. Let me share this. I went to

45:28Mongolia on a visit as president. That

45:30is me in that picture.

45:32And I was told about a story where

45:37in some part of Ulamata, which is the

45:39capital of Mongolia,

45:42premature children, there were a lot of

45:44premature children, women were giving

45:45birth to children prematurely.

45:48And they say sometimes more than 30% of

45:50those children died because they could

45:54not survive through that pre premature

45:57um maturity period and a GCI chapter at

46:01the time felt what can we do and they

46:04sat down and said look there used to be

46:06a hospital not too far from here maybe

46:10we should launch a project to procure

46:14install and train people where this um

46:17incubation machines that will help the

46:19premature children to survive and then

46:22they initiated that and then after

46:23another one year they got funds they got

46:25support and they got this equipment in

46:28in the hospital when I went to visit

46:30there were 33 33 babies in the incubator

46:34machines but this is the good news

46:37after 3 years I told you over 30% of

46:40those children were dying after 3 years

46:43they were recording less than 7% of

46:46death after 3 years. So there was a a a

46:49huge improvement and additional 23%. As

46:52they continued, now that vision was

46:57crafted by a a a young woman of 32 years

47:01who was the president of a local JCI

47:03club

47:05and the question at the time was it's

47:08going to be capital intensive. we cannot

47:09raise the money cuz she told me the

47:11story and I'm trying to align it to how

47:13leaders can turn you know goals into

47:16results and she felt look that her why

47:20was stronger what was why people were

47:21dying children who could become great

47:24leaders in the future were losing their

47:25lives and she felt no we needed to do

47:27something and then she got her mates and

47:29sold the vision and they believed in it

47:31and then they started the sponsor they

47:33started the drive convincing people and

47:35people killed into it now what was the

47:38magic Again she believed she got the

47:41right people the right people and her

47:43why was very very strong but more

47:46importantly that project was one that

47:48was emotional now one thing you must

47:50understand and that's what I believe

47:52Lions club does when you say you serve

47:53people and humanity each time you have a

47:56project you want to do turning goals

47:59into results or from vision to action is

48:02important to tie them to people's

48:04emotions whether it is about health

48:07whether it's about giving ground for

48:09people to start their businesses.

48:10Whether it is about the environment,

48:11whether it is about, you know, um child

48:14mortality, you know, um whether it is,

48:18you know, even whatever project, tie it

48:20to people's emotion. At the end of the

48:22day, let me understand that what you are

48:25doing is to improve the community, is to

48:27help the people. Of course, there has

48:29never been any benefit. You are not paid

48:30any salary or compensation for the

48:32things you do. That's why we call it

48:33service to humanity. But in doing that

48:36to get people to buy into it, you must

48:38tie it to their emotions. One thing I

48:40have learned is to move away from saying

48:42we do projects for the community. Say we

48:45do project with the community. Because

48:47when you say we do project for the

48:48community, you are excluding yourself to

48:51say I'm a stranger. I'm a visitor. I'm

48:53just doing it for the community. But if

48:55you change that phrase or that sentence,

48:58we are doing the project with the

49:00community. You are also bringing the

49:01community in as owners. So there's

49:04co-ownership and that's when people

49:07understand that look this is not just

49:09for us it is ours also and it doesn't

49:12matter who takes the glory the most

49:14important thing is that you achieve that

49:15result you can measure it and you are

49:17happy that you accomplished it so I

49:19thought to share that story because that

49:20happened and then we did project a lot

49:22of project in Maicius in South Africa

49:24all over the world because we realized

49:26that some some you know we're losing you

49:31know green fields and greenland to

49:32drought and the certificate

49:34I will tell for everywhere I traveled in

49:36the 63 countries I went to all over the

49:39world at least in 51 of those countries

49:41we did projects they were related to you

49:44know protecting the environment ensuring

49:45that we can check the certifications and

49:47all of that again all had to do with

49:50transforming vision because it was part

49:52of what we said we wanted to do climate

49:54change was a big issue in 2016 I was

49:56saying if we really wanted to key into

49:58this it's important we also do projects

50:00that demonstrate that we're not talking

50:02about it but we are taking action and

50:06the results can be seen. Don't for

50:07talking about vision to action how

50:09leaders can actually you know move from

50:13their goals into results.

50:17All right. So I have a question as I try

50:19to go into some bullet points I really

50:21would like to share with us and that

50:24question is what are you willing to do

50:27if we're not afraid? If you say we're

50:29serving humanity, how far are you

50:31willing to go?

50:33How far are you willing I I want to read

50:35something that um Claudia said, I want

50:39to join the I believe it will give me

50:42opportunity to meet like-minded people,

50:45develop myself, share my experience,

50:48learn from others, and contribute

50:50meaningfully

50:52to the activities and objectives

50:56of the club. Yes, very important for

51:00those new members who wants to join. I

51:03can tell you that the benefits from this

51:05is enormous. While you will not be paid

51:08any money, why there's no direct

51:10financial benefit, the experience, the

51:13learning, the network, the fulfillment

51:15and satisfaction you get from providing

51:17services of humanity is something you

51:19can take back because a section is also

51:22for your own self-improvement. Whatever

51:24you learn and when you get involved in

51:26project you can take back into your

51:28business you can take your communities

51:29you can take it to other organization

51:31where you belong to. There is everything

51:33to gain when you are part of a project

51:35to serve humanity. The fact that the

51:39members around may share the same goal

51:42makes it absolutely worthwhile. I

51:43totally agree. So my question again and

51:46I want to do reality check. What are you

51:49willing to do? How much

51:53more are you willing to commit to Lions

51:55Club? What are the most important things

51:58you are? How far are you willing to go

52:00if you're not afraid? Let me ask that.

52:01Can I get a few comments?

52:05You know, people get to certain stage

52:08when things become very challenging and

52:09they throw it in the towel. So my

52:11question to you is what are you willing

52:13to do? Yes, I think there's a respon.

52:15What are you willing to do if you truly

52:17believe in serving humanity?

52:22I'm willing my time, skills, resources,

52:26energy to support people who need help.

52:28I'm willing to participate actively in

52:30service projects,

52:32identify genes in my community, mobilize

52:35others, and follow projects through

52:36until we see the results. Thank you so

52:38much. Follow projects through until we

52:41see the results. Yes. Until we see the

52:45results, the job is not done until the

52:47results are there and you can measure

52:49them.

52:50>> Someone say to use my three T's. I'm

52:52sure that's a term or something within

52:54the Lion's Club. Yes. I'm willing to

52:57serve with my four T's. Okay. Can

52:59someone help me break down what is the

53:00three T's and the four T's?

53:02>> That's the talent, treasure, and the

53:05time.

53:06>> And the time. Perfect. Treasure, talent,

53:08and time. And believe me, this three you

53:13need to be able to serve and serve

53:16successfully if you want to get results.

53:18Someone says bringing in more innovation

53:20to meet the vision and the mission.

53:22Time, talent, treasure. Yes, someone's

53:23talked about that. Then someone has

53:25added technology. Time, talent,

53:26treasure. And technology, yes, today

53:28technology is helping us accomplish a

53:30lot. Of course, you can you can do

53:33research, do need analysis to understand

53:36people's needs, be able to measure what

53:39you need in terms of money, in terms of

53:41people, in terms of resources.

53:44Of course, also be able to use using

53:46metrics to to check if you accomplished

53:49the result because whatever is not

53:51measured cannot be termed successful. So

53:54at the end of the must be able to

53:56measure those results to see if they

53:59have accomplished you know the the set

54:02goals. Okay. So if you're willing to use

54:05your talents, use your treasure and your

54:08time as someone as technology then

54:10that's great. And that's where I would

54:12like us to now

54:14talk about how then can we build high

54:17performance team that will accomplish

54:19this because like I said you need

54:21people. You need to build the right

54:24team. You need to engage the right team

54:26to be able to turn those goals into

54:28measurable, tangible, visible, impactful

54:32results.

54:33You need the people. How do you engage

54:35the people? How do you build these

54:36people? How do you get them to go with

54:38you on that journey even when sometimes

54:41they feel very tired? Someone says

54:42serving without expecting recognition.

54:44Of course, that is it. Serving without

54:47expecting recognition.

54:49So

54:51I'm going to ask you to again view this.

54:53This should be the last the last video I

54:55have and then after that I'm going to go

54:56straight to my recommendations, bullet

54:59points on how we can build a high

55:02performance team that you will need to

55:04achieve those measurable tangible

55:06results. Okay. Um I'm going to screen

55:09the video. Please let's watch. Okay.

55:13It's still optimized.

55:15Good.

55:18Please confirm to me that your audio is

55:21good. [music]

55:26Uh before I continue, I'm going to ask

55:28please um I will crave indulgence to pay

55:30attention. Um

55:34there is a voice over on that video and

55:38there are some texts on that video. So

55:42please do well to pay attention to them.

55:45will probably say one or two things

55:46around them. Thank you so much. Sorry, I

55:48had an incoming call. So, let's go.

55:51[music]

55:58[music]

56:01All Blacks, the most successful sports

56:04team [music] ever.

56:08An outstanding 75% [music] win rate for

56:10more than a 100red years.

56:1410,000 points scored in 400 test

56:17matches,

56:20stating their values on playing fields

56:23worldwide.

56:25[music]

56:30[music]

56:34The power of physical strength and

56:36[music] technical skill,

56:40performance and drive for [music]

56:42excellence and leadership.

56:47The reliability of those who talk with

56:49deeds, not words.

56:59The team spirit that [music] towers

57:01above the individual.

57:04The commitment of men wholly focused on

57:07their objectives.

57:17Thank you again for your patience and

57:20watching the video. Um, so I'm just

57:22going to ask for a few comments.

57:25What were the very instructive things

57:26for you

57:32that you think you can apply as a

57:35leader?

57:49>> Team play and resilience. Yes, I saw

57:51that one or two as we are sitting here.

58:00Mic is open. Commitment. Commitment and

58:03reliability. Yes.

58:06Commitment. Yes.

58:11One wins is everyone's win. Yes. All for

58:14one. One for all.

58:17Team work, team spirit.

58:22They talk about the values. They're

58:23bringing their values to the field. Not

58:26values in words, but values in action.

58:30So when we say we're going to serve

58:31community, we're going to serve

58:32humanity, you have to demonstrate it,

58:35not in words. The vision, I mean they're

58:38written words. The mission written

58:40words, but when they are not

58:41operationalized, they mean nothing.

58:43Oneness, yes. Focus, commitment, and

58:46carrying everyone along. Power,

58:47performance, reliability, teamwork,

58:49selflessness

58:51with a passion.

58:54Thank you. Oh yes. Thank you. Thank you.

58:58So we get we get that message. I wanted

59:00to be sure we got that. So this is where

59:02I'm going.

59:04Therefore

59:06to build high performance team that will

59:10help you

59:12move from vision to action

59:16transforming

59:18goals into results that are measurable.

59:21We have to pay attention to the

59:23following.

59:25So first is define a clear vision and

59:28the goals. What are the things you want

59:30to accomplish?

59:33And there's what I always say when you

59:35have a team you're working with, never

59:38think you are the most intelligent, the

59:40most experienced, the best performer.

59:42No, you must allow people to add their

59:46views. What I call psychological safety.

59:48Let everyone say what they want to say.

59:50In fact, I encourage people to oppose

59:52me. Because when people challenge your

59:56submissions and your thoughts, what

59:58they're doing is they're helping you to

1:00:00become more critical in thinking.

1:00:02they're helping you to improve and get

1:00:04better. But if everyone says yes to

1:00:05everything you propose that there's a

1:00:07problem. So in defining a clear vision

1:00:10and goal, you must set a shared purpose.

1:00:12What is the thing that connects all of

1:00:14you? So Lions Club have made it clear

1:00:17and easy. There's a vision and there's a

1:00:19mission. So whatever you set out in your

1:00:21club must be tied to that vision and the

1:00:24mission which most of us have said, you

1:00:26know, we are ready to use our our our

1:00:28talent, our time and our treasure. They

1:00:31must establish smart goals. I mean, we

1:00:33know what the smart goals are. It's it's

1:00:37there has to be, you know, measurable,

1:00:41time bound, relevant goals that tie to

1:00:46your plan of action.

1:00:48I always say this, we can have the best

1:00:50plan of action. You can have the best

1:00:52goal setting tools. If you are not able

1:00:55to measure them, you are not heading

1:00:58anywhere because you cannot determine

1:00:59whether you achieving the result. So the

1:01:01first thing is define a clear vision and

1:01:02the goals. Number two, we cannot

1:01:05overemphasize this again. Engage the

1:01:07right people.

1:01:09If you want to get people to work in

1:01:11your team, don't select people based on

1:01:12sentiment. Oh, I like the way they

1:01:14dress. I like the way they speak and all

1:01:16of that. Is nothing should be based on

1:01:19noise. It should be on concrete

1:01:22visibility, commitment to serve. So you

1:01:26must assess skills and fit. People must

1:01:30like what they say use round pegs,

1:01:32>> use round pegs in round holes, right? It

1:01:35is important that we fit people where

1:01:37they perform best

1:01:39as opposed to where they struggle. So

1:01:42assess the skills of people and

1:01:43sometimes the skills is not necessary

1:01:45about the person's profession, right? Um

1:01:47it's possible I I studied project

1:01:52management but when it comes to lions

1:01:54international I may not be the person

1:01:55the best person to handle a project

1:01:57right so people must be

1:02:01engaged encouraged to serve in the

1:02:04places where they don't have to struggle

1:02:07a lot that is very important then you

1:02:10must promote diversity if you really

1:02:12want to get people to move from goals to

1:02:16concrete great result. Promote diversity

1:02:18because as people are diverse that's how

1:02:20they bringing also diverse ideas,

1:02:22diverse energy, right? At the end of the

1:02:24year harness all of them towards the

1:02:27common goal that you want to accomplish.

1:02:30The other thing you must do is that you

1:02:33must I'm sorry

1:02:41you must foster the collaborative

1:02:44culture. what we call collaborative

1:02:46culture. Encourage open communication. I

1:02:48talked about then build trust. Now one

1:02:50way to build trust is to understand if

1:02:53people have concerns and encourage them

1:02:56to talk about these concerns and if they

1:02:58need help. There are people in teams in

1:03:01your clubs who need help either with the

1:03:03project or the assignment given to them

1:03:05but some of them are not able to open

1:03:06up. So that you must encourage people

1:03:08and ask the question people need help.

1:03:09That way you're building trust and let

1:03:11people understand that for each task you

1:03:14accomplish, for each project you do, for

1:03:16each result you achieve that you know

1:03:19the recognition goes to everybody even

1:03:21though you have some persons who led

1:03:23that project. Empower team members. Part

1:03:25of what we are doing tonight is about

1:03:26empowering team members. you know you

1:03:28you have to help them in personal

1:03:30development section like this trainings

1:03:33right um opportunities also team

1:03:35building and you know ensuring they have

1:03:38the tools and the resources that they

1:03:40require to be able to you know function

1:03:43in their roles that's one way to empower

1:03:45team members number four set clear roles

1:03:49and responsibilities must avoid overlaps

1:03:51because sometimes there's this friction

1:03:53that exists in clubs when people do not

1:03:56understand the boundaries of what

1:03:57they're supposed to do and now what

1:03:59happens when there's overlap then

1:04:01friction occurs and then you said of

1:04:03managing project and you should execute

1:04:05successfully you are now managing

1:04:06conflict right so set clear roles and

1:04:09response define expectations from day

1:04:11one in line with the vision if you are a

1:04:14club um president or leader or you're

1:04:17leading a project what are the things

1:04:19put it down on paper nobody's taken by

1:04:21surprise have terms of references ask

1:04:23people if they understand it and ask

1:04:25again if they need help Then leverage

1:04:28strength. There are people who may be

1:04:30functioning in a particular area but

1:04:32they also have strength in another. So

1:04:35if you identify such persons and you

1:04:37realize that another another project

1:04:39team or even the whole club needs help

1:04:41in certain area, please leverage their

1:04:43strength. Ask them to help. What is

1:04:46important is you want to get the

1:04:47results. Leverage you know strength. For

1:04:51month of time I'm trying to move a

1:04:52little faster now.

1:04:56provide continuous feedback and

1:04:57recognition

1:05:00when you have set what's called

1:05:01objectives and key results. Objectives

1:05:03and key results. So you can have your

1:05:05objective but what are the key results?

1:05:07Now you can have 10 results but out of

1:05:09those 10 result there are three or four

1:05:10of them that will define your success.

1:05:12You may not achieve three four others

1:05:14but there are primary priority you know

1:05:18results you really want to achieve. You

1:05:20must define them and prioritize them in

1:05:22that order. And then of course get

1:05:24constructive feedback, request it,

1:05:27encourage it. And when people accomplish

1:05:30things, please celebrate them. Something

1:05:32as simple as thank you. You know, a

1:05:34simple tie for a man or you know a

1:05:37small, you know, a flower earring or

1:05:40even this um hand fan that women take

1:05:42now. Just thank you achievements.

1:05:44Celebrate them. you can take them out

1:05:46Sunday one evening and say oh we did

1:05:47this project you know um the

1:05:49headquarters have recognized us we're

1:05:51doing very well we are brought to the

1:05:53global stage thank you guys and then you

1:05:54put something that achievement

1:05:56celebration is very important they

1:05:57encourage people to do more to want to

1:05:58commit their time and their resources

1:06:00you know to achieve those results invest

1:06:03in development again like I said

1:06:05[clears throat]

1:06:06excuse me something like what we're

1:06:08doing now is an example training and

1:06:10development personal growth when you see

1:06:12opportunities that members can benefit

1:06:14from even outside Lion's Club, please

1:06:18bring them in. If you invited to an

1:06:20event somewhere and you think you can

1:06:21take one, two, three, four club members

1:06:23and they can benefit, please go with

1:06:24them. We must not hold opportunities. We

1:06:27must open up opportunities for members

1:06:28to get better. Don't forget the moment

1:06:31they begin to see those opportunities,

1:06:33they are inspired more and more to

1:06:35commit to Click Club and work towards

1:06:38achieving those results. Encourage

1:06:41accountability.

1:06:44Set performance standards.

1:06:46There are the nos, the unaccept

1:06:48acceptables. Set performance standards.

1:06:50What is it? Every member is expected. I

1:06:52if you have what's called performance

1:06:54standard manuals in some have it right,

1:06:56you have those. Encourage peer

1:06:58accountability. So why I am expected to

1:07:01be self accountable must encourage

1:07:04others to also be

1:07:07help other people or what call

1:07:08accountability partner. So if I see a

1:07:10member of the club who is either

1:07:12struggling, not doing things right and I

1:07:14believe that I have an advice or I can

1:07:17point the person to someone who can help

1:07:18or I can help directly of course I do

1:07:21that. That way we are holding ourselves

1:07:24accountable. He said promote resilience

1:07:26and adaptability

1:07:29support problem solving. the the all

1:07:31blacks team we talked about which is the

1:07:33most successful you know American

1:07:35football team in the world ever with

1:07:37their statistics and results it happened

1:07:39because they were resilient they were

1:07:41adaptable it didn't matter what happened

1:07:43they were able to change with the

1:07:44changing times with changing weather

1:07:46changing conditions and all of that so

1:07:48support problem solving whatever someone

1:07:51has as an idea to solve a problem and

1:07:53you think it can work it doesn't matter

1:07:54whose idea it is if it's going to work

1:07:57towards achieving the results is support

1:08:00it, adapt to change. There are leaders

1:08:03and I'm sure that also happens in in

1:08:05Lions Club who wants to maintain the

1:08:08same old model in everything. You know,

1:08:09they're saying that if you do the same

1:08:11thing all the time and expecting a

1:08:13different result, then that's a

1:08:15definition of madness and no one wants

1:08:16to intentionally be mad. So, we are

1:08:19encouraged to adapt to change. If there

1:08:22are innovative ideas, creative ideas

1:08:24that people are suggesting about how to

1:08:26make things better, one way to move from

1:08:29your goals to tangible results is to

1:08:33listen to those and adapt to change

1:08:34because [clears throat]

1:08:35I'm sure most of the ways a man claw

1:08:39operated some 50 years ago is not the

1:08:41same. Technology has improved a lot. We

1:08:43can actually change the things we are

1:08:44doing real time. People can do projects,

1:08:46you know, do their services, human

1:08:48service and submit the results and it's

1:08:50it's it's visible. I belong to one group

1:08:52the global group called business network

1:08:53international BNI. One of the things we

1:08:56do is when it's about referral business

1:08:58referral when you refer someone to a

1:08:59business and the person closing business

1:09:00the person supposed to bring proof of

1:09:02closing the business you upload it on

1:09:03the platform anybody in the world can

1:09:05see it and that's how we hold ourselves

1:09:07accountable. We can check how much that

1:09:09individual members has referred us to at

1:09:12the end of the year in terms of money,

1:09:14in terms of meetings, in terms of

1:09:15activities. Everything is tracked in

1:09:17real time and that's what we should be

1:09:20changing with the changing times. It's

1:09:22very important. Must build strong

1:09:24relationship team building activities

1:09:25that can help people bond more. Empathy

1:09:27and inclusion. You know when people are

1:09:30indisposed for some reasons, please care

1:09:32for them. Try to know what is happening.

1:09:34People are challenged. See how you can

1:09:36help them. That is what sports them to

1:09:37further action. Inclusion. Get everybody

1:09:41as included as possible. Some person

1:09:42will be quicker and faster. Some can be

1:09:44smarter. Others may take time before

1:09:46they come to the same pace with others.

1:09:48Encourage everyone to get involved.

1:09:51Measure and refine. That's going to be

1:09:52the last one there. Measure and refine.

1:09:55Track performance metrics. Reflect and

1:09:57adjust. You know, when you have your

1:10:00goals set out and you're working towards

1:10:02results based on your vision, you must

1:10:05pause sometimes to check where you are.

1:10:08Don't go on autopilot because you may

1:10:10get to the end and realize I've

1:10:11accomplished almost nothing and you'll

1:10:14be very disappointed with yourself. So,

1:10:15it's always to decide, oh, every month

1:10:16you want to track performance. Um, every

1:10:19quarter we need to meet to check where

1:10:20things are and see if we need to do some

1:10:22readjustments to again be in winter. So

1:10:28to unleash the team's performance

1:10:32to get those results,

1:10:34we must as leaders

1:10:38let our team members think. Let's not

1:10:41think for them. Sometimes we believe we

1:10:42have experience. We want to tell them

1:10:44what to do, how they must do it. And the

1:10:46moment they seem not to follow through,

1:10:47we see them as rebels or defense. That's

1:10:50not correct. Let them see. If they want

1:10:53to observe things, let them. Of course,

1:10:55because this is nonprofit, we don't have

1:10:57a lot of secrets. So, let them see. Let

1:10:59them, you know, see with their eyes and

1:11:02feel it. Let them act. If they want to

1:11:04take certain actions, do not restrict

1:11:07them. You know, sometimes

1:11:10improvement comes from falling and

1:11:12rising. I don't want to use the word

1:11:13failure. Falling and rising. For some

1:11:16people, if they have never fallen, they

1:11:18will never learn. So, allow them to act.

1:11:20Allow people to make little mistakes

1:11:21that are fundamental. Right? Don't uh

1:11:24micromanage.

1:11:26Don't believe that um it has to be your

1:11:28own way. As long as it does not know

1:11:30jeopardize what you're planning, as long

1:11:32as not in breach with the standards

1:11:34you've set within the club, then allow

1:11:36allow them to interact. Let people

1:11:37freely express themselves. Again, as

1:11:40long as it does not breach any

1:11:43um set rules, let people talk, let them

1:11:45lead. There's what called shared

1:11:46leadership. Sometimes you can come to a

1:11:48meeting, you're the president or the

1:11:50chair of the committee or something. You

1:11:51ask someone to come and preside over

1:11:53today. It's called share leadership. Let

1:11:54them begin to learn it. Right? Give them

1:11:57the opportunity to try something and

1:11:58fail and then learn from it. That is one

1:12:01way if you really want to unleash your

1:12:02things. That way you create what

1:12:03psychological safety. People are free

1:12:06and they put in their best because they

1:12:08believe that they will not be judged and

1:12:10they will not be victimized. That is

1:12:11very very important. You know if you

1:12:13want to get your team to work with you

1:12:16towards getting those results.

1:12:20All right, I'm going to try to

1:12:23round up now, but I want to share this

1:12:25with you because this happens in most

1:12:27clubs.

1:12:29And that's why you you see some people

1:12:31have fantastic visions. They have goals,

1:12:34you know, they have strategic tools.

1:12:36They set the goals what they want to

1:12:37accomplish, but before you know it, they

1:12:40ask themselves what's going on. It's a

1:12:42little story about four people named

1:12:46everybody, somebody, anybody, and

1:12:48nobody. There was an important job to be

1:12:51done and everybody was sure that

1:12:53somebody would do it.

1:12:56Anybody could have done it, but nobody

1:12:59did it. Somebody got angry about it

1:13:02because it was everybody's job.

1:13:05Everybody thought that anybody could do

1:13:07it, but nobody realized that everybody

1:13:09wouldn't do it. How did it end? It ended

1:13:13up that everybody blamed somebody when

1:13:16nobody did what anybody could have done.

1:13:18This happens sometimes. We have a where

1:13:21someone has been assigned something to

1:13:22do. Yeah, that's true. But there's

1:13:25nothing that says you cannot sometime

1:13:27check in on the person to know or when

1:13:30things are not specifically assigned to

1:13:32people. We all have, oh, it is his

1:13:34office, her office, they should have

1:13:36done it. We should not leave anything to

1:13:38chance. Whatever is assigned must be

1:13:42named. So if there's a task towards

1:13:45achieving a result, someone or some

1:13:47persons must take respon. It must be

1:13:49clearly defined and assigned to those

1:13:51persons and then supervised. That's one

1:13:54way to avoid confusions like this where

1:13:56at some point people get angry and start

1:13:58complaining before there's friction and

1:14:01at the end of the day there is some kind

1:14:03of confusion. We must avoid those. Very

1:14:06very important. And I'm almost rounding

1:14:10up now because time is far spent.

1:14:18So if you really want to move from

1:14:21vision to action to get the goals into

1:14:25concrete results, we must get together.

1:14:27And getting together means your

1:14:31connection. Now the Lions Club has

1:14:33brought you together in the club. But

1:14:35beyond that, you must get along. Get

1:14:36along is building trust. You know

1:14:38there's a big difference between having

1:14:41a group and having a team. You can have

1:14:43the critical mass the number but if you

1:14:45don't get along, if you don't build

1:14:47trust, you will achieve nothing. That's

1:14:49why 15 persons who trust themsel trust

1:14:53can accomplish better things than 50

1:14:55people who are just you know

1:14:57acquaintances. Then of course you get to

1:14:59work. Getting to work means rolling your

1:15:01sleeves and doing what you're supposed

1:15:03to do and not talking. And you must get

1:15:05the results that we talked about and

1:15:07then results get a reward. Please

1:15:09appreciate people what I call giving the

1:15:11diamond. You do that you will see that

1:15:15all the efforts all the all the planning

1:15:18will come out so smooth like this last

1:15:20video I want to share with you. Sorry I

1:15:22thought I wasn't going to share another

1:15:24one. So a quick one going to be short.

1:15:27Please watch.

1:15:34Yeah. Keep it going. I'm there.

1:15:43[screaming]

1:15:47>> I have a quick question about this

1:15:48video. Can anyone guess how long it took

1:15:51these people to practice what you just

1:15:54saw that lasted more than less than 30

1:15:58seconds? Can anyone guess?

1:16:02Can anyone take a guess how long it took

1:16:03them to prepare this less than 30

1:16:05seconds performance that was seamless?

1:16:10>> Yeah, I'm checking. Someone has sent

1:16:12something.

1:16:13>> Yeah, I want I want a suggestion like 6

1:16:16hours, 10 days and 1 month. No,

1:16:21this took three months.

1:16:23>> Wow. So it took 3 months to prepare a 30

1:16:26less than 30 seconds performance. And

1:16:28let me tell you what they just did looks

1:16:31very beautiful. I'm sure you enjoyed it.

1:16:32You love it. But a 0.2 seconds delay 0.2

1:16:37seconds delay will mess up the entire

1:16:40plan. So there's trust that is built.

1:16:43There is belief in each other. Skills

1:16:46are in. They trusted watched each

1:16:48other's back and they got the result.

1:16:50When you see a performance like this on

1:16:52stage or anywhere, you're going to clap

1:16:54and applaud so much, but you will not

1:16:56understand what job, sleepless night,

1:16:59effort, how many times they tried and

1:17:01failed before they got this. So for

1:17:04vision to be transformed into action,

1:17:07those goals, beautiful smart goals

1:17:09you've set will mean nothing if you

1:17:11don't get the right team, engage them,

1:17:13support them to work towards

1:17:16accomplishing that. Someone say I should

1:17:19repeat the video. Okay, let me do that

1:17:22quickly. My apologies. So, it's a

1:17:23request. So, I don't want to say no.

1:17:30>> Yeah. Keep it going.

1:17:32>> I'm there. I'm there. I'm there.

1:17:39[screaming]

1:17:41[cheering]

1:17:43>> So, that's it. It looks seamless.

1:17:46Precision, perfect timing, 0.2 Two

1:17:49seconds of delay will mess up the entire

1:17:51planning. They trusted themselves. They

1:17:53believe themselves. They needed they

1:17:54know the result they wanted to

1:17:56accomplish and everyone worked towards

1:17:58accomplishing it. Leaders understand the

1:18:02importance of result and they do

1:18:04whatever is necessary even if it means

1:18:06coing even if it means you know um

1:18:11being the most humble to get the result.

1:18:13So high performance teams thrive on

1:18:15clarity please

1:18:18trust and collaboration. By creating an

1:18:21environment that promotes values

1:18:24>> and continually investing in your team's

1:18:26growth you enable them to achieve

1:18:29exceptional results consistently not

1:18:31once in a while. You want the results to

1:18:34be consistently achieved. Not that's not

1:18:37not once in a while. That's why there's

1:18:38a big difference between the best and

1:18:40the greatest. You know when they talk

1:18:42about the the greatest in football, they

1:18:44say Ronaldo or Messi. They didn't say

1:18:46who is the best. Have you asked yourself

1:18:48why they say the greatest and not the

1:18:50best? The best is momentary. The best is

1:18:54periodic, right? The best could be for a

1:18:57competition, a world cup, African

1:18:59Cation. That is best. A player can

1:19:01become the best player in a world cup.

1:19:03Can become the best player in Africa can

1:19:04be. But the greatest is over time. 10

1:19:07years, 15 years, 20 years, consistently

1:19:09performing at that highest level. That's

1:19:12the kind of result you want and that's

1:19:15how high performance teams perform. So,

1:19:17as a leader, you must get the vision,

1:19:20craft the blueprint, get people to key

1:19:22and understand and own the vision, go

1:19:25through the 10 steps we've listed to

1:19:27ensure that they understand it. leverage

1:19:29their skills. Allow them the opportunity

1:19:32to understand try and fail. Give them

1:19:35that psychological safety. Measure the

1:19:38results. Put people in the right places.

1:19:40Wrong place in round holes. And if you

1:19:42do that, you will accomplish results

1:19:44that you have never imagined.

1:19:48And that's why for one of time I say

1:19:50that you cannot manage men into battle.

1:19:53You can manage things but you lead

1:19:54people. So if you think you're going to

1:19:56use coion, you're going to use your age,

1:19:58you're going to use your size, you're

1:20:00going to use your experience in Lions

1:20:02Club to co people and force people to do

1:20:04something, you'll be wasting your time.

1:20:06You have to lead them and leading them

1:20:07means doing it and they follow you and

1:20:09not sitting down and commanding them to

1:20:11do it. The results will not come. So

1:20:13coming together is beginning, staying

1:20:15together is progress and working

1:20:16together is a success.

1:20:19We must all work together to achieve

1:20:22success. What is most important our

1:20:24attitude each individual's attitude

1:20:28attending attaining those results you

1:20:31got to manage people's attitude but as a

1:20:33leader your attitude

1:20:38sorry I want to

1:20:41it doesn't how many resources you have

1:20:45if you don't know how to use them it

1:20:47will never be enough

1:20:50it doesn't matter the number of persons

1:20:51you have in your club, how how many PhD

1:20:54persons you have, how many skilled

1:20:56people, if you don't know how to lead

1:20:58these people, right, they will never

1:21:01give you the result. I want to thank you

1:21:03so much for your attention.

1:21:08>> Thank you very much, our guest speaker,

1:21:11Ambassador

1:21:13Pascar DK. In fact, we've had a very

1:21:17impactive session. So in 10 minutes I

1:21:21will

1:21:23give the opportunity to our participant

1:21:27to ask him any questions so so that he

1:21:30can respond to it appropriately.

1:21:34And while doing that I want I also want

1:21:36to thank those that have joined us that

1:21:38are not lions the town planners on call

1:21:41the guest intending lions that are that

1:21:45have attended this session. We

1:21:47appreciate you. So you can slide

1:21:49>> just

1:21:50>> sir what did you say?

1:21:52>> I said did you see my last slide because

1:21:55I think I had a a disconnection briefly.

1:21:57>> No you just said thank you but I saw um

1:22:00two of it.

1:22:03>> Do you want to do you want to

1:22:06>> Yes, I saw it. I saw that.

1:22:08>> Okay. Yeah that's that's fine then.

1:22:10That's fine then.

1:22:10>> I saw it. So if I can please just um

1:22:16indicate in the chat room indicates by

1:22:20raising up your hands then I call you.

1:22:23Thank you.

1:22:32Does anyone have any questions?

1:22:45for the participant attendance have been

1:22:47taken.

1:22:50Lion Franklin couldn't create the

1:22:52attendance and I couldn't create it as

1:22:55well because I don't know how to create

1:22:56it. I'm not going to lie. So, what we've

1:22:59done is just to screenshot all the

1:23:01attendees. So, don't worry. You are all

1:23:04covered. As long as you attended your

1:23:07name will be registered as a

1:23:10participant.

1:23:11So we are waiting for questions and

1:23:13answer questions rather.

1:23:29So does it mean we don't have any

1:23:31question for our guest speaker?

1:23:37It could also be a contribution.

1:23:39It could also be a contribution.

1:23:40>> It can be a contribution. Exactly.

1:23:42>> Yes, it could be contribution. Why not?

1:23:46>> Lion Abarim said the delivery is

1:23:49perfect. Well understood.

1:23:52Is that the opinion of all of us?

1:23:57>> There's a hand from Caroline.

1:23:59>> Okay. Caroline, thank you for joining us

1:24:02from Liberia. if I can say right. So go

1:24:06ahead.

1:24:08>> Good to see you.

1:24:11[clears throat]

1:24:11>> Yes, it's good to see you too. Okay. Uh

1:24:14I want to first I want to say thanks so

1:24:17very much for the lecture. It was very

1:24:19impactful and rich. But I would like

1:24:22some clarity. uh when he was presenting

1:24:25he talked about uh giving people the

1:24:28chance to make mistakes and allowing

1:24:30them to move on. My question or I need

1:24:35clarity on as a leader when you are

1:24:39leading people or assignment is being

1:24:42given to different committees and there

1:24:44are people that we want to uh expect to

1:24:49develop themselves in certain position.

1:24:53But you notice that with all the

1:24:55opportunities or all the ways given them

1:24:58to excel, they're still not trying to do

1:25:02anything. In that instance, what do you

1:25:04do as a leader?

1:25:11Okay. I I think I lost the last part.

1:25:14You talked about

1:25:16um allowing people to make mistakes,

1:25:19failings. If you can repeat just the

1:25:20last part. I lost that last part. The

1:25:22final part please.

1:25:24>> Yes. I just want to know in that

1:25:26instance you allowing them to make

1:25:28mistakes but you notice that they are

1:25:30not getting on the right trajectory

1:25:34>> as expected. What do you do?

1:25:37>> What do you do? Okay. Perfect. So my my

1:25:40first one would say when you have people

1:25:42you want to undertake projects what's

1:25:44the first thing we do? You train them.

1:25:46You prepare them. Right. So for example,

1:25:51if you have a particular project and you

1:25:52want five persons to do that project,

1:25:54the person leading the project should be

1:25:57expected to have had some experiences

1:25:59and then you can add a few other new

1:26:01persons to go along. So it is from there

1:26:04that those who are working with the

1:26:06experienced person will learn on the

1:26:08project. So in the future they can lead.

1:26:10Now the point I was trying to make is

1:26:12not that you should deliberately see

1:26:14that someone is going to fail or make a

1:26:16mistake and you put the person there.

1:26:18It's about giving persons free hand when

1:26:20you have prepared and trained them to do

1:26:22what they should do. Now don't be afraid

1:26:26that something could go wrong. If you do

1:26:28that then it means you are not able to

1:26:30delegate and you're not able to actually

1:26:32create leaders that we talked about and

1:26:34you you won't be able to do everything

1:26:35yourself. So once you have one or two

1:26:38persons who are experienced you have

1:26:40some other persons to learn with them

1:26:42allow them to do the project. mistakes

1:26:43we made as long as they're not

1:26:45fundamental I will not affect something

1:26:47dangerous allow them to make it is in

1:26:49falling I didn't say failure is in

1:26:51falling that they will rise and they

1:26:54will learn from that so please allow

1:26:57them and if you realize that some

1:26:59persons for some reason are struggling

1:27:01that's where you as a leader will have

1:27:02to come in again to understand why they

1:27:04are struggling and find out if there are

1:27:06something you can do maybe they need

1:27:08more training they need more clarity or

1:27:10they have to put them somewhere that is

1:27:12where leadership comes comes in. It is

1:27:13you the leader who should watch what is

1:27:15going on. Identify those struggling,

1:27:18those who are not able to do what

1:27:19they're supposed to do and retrain them

1:27:21again and again so they can get the

1:27:23results done. So allowing them to fall

1:27:25is give free hand. That's what it means.

1:27:28>> And you should expect that mistakes will

1:27:29be made. Definitely it's part of life.

1:27:32You should expect it and then be

1:27:33patient. Be patient with them to try

1:27:36again and try again to believe me if

1:27:39there are six persons who are struggling

1:27:41not doing well. If you're patient and

1:27:43try again, you can get four, five of

1:27:44them back on track. There are times

1:27:46where you can lose one or two persons,

1:27:47they can even take a walk. Don't worry,

1:27:49those who stay will stay. But be

1:27:51patient. Retrain and retrain again and

1:27:54again and you see the results coming in.

1:27:56Thank you.

1:27:57>> Okay. Thank you.

1:28:00I hope you are clear with the

1:28:02explanation.

1:28:02>> I'm clear. But I'm clear. I don't know

1:28:05if I'm allowed to ask another question

1:28:07or similar or just something similar to

1:28:10that. And that is directly with my club.

1:28:13>> Okay, you can just do that in less than

1:28:161 minute.

1:28:18>> Oh, okay. I'm sorry. Okay. Um, we still

1:28:22talking about allowing people to fill or

1:28:25to fall and then maybe being retrained.

1:28:28Mhm.

1:28:28>> What if that person um is being given an

1:28:33opportunity or retrained and asked to be

1:28:36trained but maybe that person you see

1:28:39that they are not uh availing themselves

1:28:42for that training. Is it okay to change

1:28:45them? Maybe to bring someone else on

1:28:47board that is willing and ready to do

1:28:49what they supposed to do.

1:28:51>> Yeah.

1:28:52>> My quick answer is yes. No. Because you

1:28:54said something. You said when you have

1:28:56retrained and retrained. Let me be very

1:28:58clear and let's not make a mistake.

1:29:00>> I said it. If you have six persons who

1:29:02are struggling sometimes you may not be

1:29:05able to get all six of them back on

1:29:07track on board. We must be willing and

1:29:09ready to lose one person. There is a

1:29:11goal there's a task. Everything is time

1:29:13bound. If one person is going to derail

1:29:16you from achieving the goal you cannot

1:29:18be sentimental because of one

1:29:20individual. You allow the entire club

1:29:22goals to go and miss. So if you need to

1:29:25change the person and take the other

1:29:27person back to where he has to be

1:29:29trained, you need to be on the go. You

1:29:32need to meet timelines. You need to

1:29:33accomplish results. Yes, there's nothing

1:29:35wrong in changing someone who is not

1:29:36performing after he has been given

1:29:38opportunity several times and being

1:29:39retrained and he's not doing well. Yes,

1:29:41please go ahead and do that. The club

1:29:43needs to move forward.

1:29:43>> Thank you. Thank you. Thank you.

1:29:46>> Okay. Thank you. I think um we have a

1:29:49question in the chat room.

1:29:51>> Yes. In Lion's Club, Liono Mik said, "In

1:29:55Lion's Club, we set goals around

1:29:57service, membership, and leadership

1:29:59development, but sometimes good plans do

1:30:02not translate into measurable impact.

1:30:04What practical leadership strategy would

1:30:07you recommend for ensuring that our

1:30:09vision becomes sustained action and

1:30:12tangible results at club and district

1:30:15levels?"

1:30:17>> Okay. Thank you. I'm I'm going to make

1:30:19this, you know, very straight. You you

1:30:21talked about service, membership and

1:30:23leadership development. These are three

1:30:25critical areas um for Lions Club, right?

1:30:28And like I said before, there is no fail

1:30:30proof strategy anywhere in the world

1:30:32that tells you that the way you have set

1:30:35something is going to come exactly out

1:30:36that way. And I'll tell you why. Now, as

1:30:40a leader, part of what I do even after I

1:30:42have made all the plans, I come up with

1:30:44an alternate plan. Plan B. What if

1:30:46something goes wrong? He must have that.

1:30:48What if something goes wrong? What do

1:30:50you do? What that helps you do, you

1:30:52know, achieve is that you're not taking

1:30:53unawares because you have planned it.

1:30:55You have anticipated something could go

1:30:56wrong and then you plan if and when that

1:30:58happens, what do you do? The first thing

1:31:00I say to leaders everywhere is do it

1:31:04yourself. When you do it right, it is

1:31:07easier for you now to monitor people and

1:31:09ensure that they can do that. So, in

1:31:12terms of strategy, like I said, there's

1:31:13no failproof strategy that says the way

1:31:16you started it is going to end that way.

1:31:17Yes, it could happen. But what if it

1:31:19does not? What do you do? That's where

1:31:24measurability comes in. And don't wait.

1:31:27If for example, you say I have a target

1:31:29of having 50 new members in in the club

1:31:31this year, right? And then you start in

1:31:34January and you wait in December to

1:31:36check, you're making a mistake. That's

1:31:38why I said periodically you have to

1:31:39check. That's one STR failproof strategy

1:31:42because if after 3 months you check and

1:31:44you're not on track for either service,

1:31:46you're not on track for either

1:31:49membership or leadership, what do you

1:31:50do? You restrategize.

1:31:53You restrategize. But you cannot

1:31:56restrategize

1:31:58if you do not know how well you are

1:32:00doing or where things are. Did I lose

1:32:03everyone? Okay, good. So my answer to

1:32:06you is to please have periodic

1:32:10measurable indices to check where things

1:32:12are.

1:32:14If it's not going okay, change there's

1:32:16nothing that says [clears throat] you

1:32:17you finish with what you started. No. Or

1:32:19with strategy. Change strategy. Change

1:32:21strategy. Redefine. Redefine. That's why

1:32:23I said

1:32:24pause, readjust, and redefine. That way

1:32:29you can put yourself in check. There's

1:32:31no fail proof strategy, but if you check

1:32:32where you are periodically, you'll be

1:32:34able to have um you you'll be able to at

1:32:37least determine where things are going

1:32:38and be able to make proper changes.

1:32:40That's very important. Thank you.

1:32:42>> Hey, thank you, Ambassador. Um once

1:32:45again, I want to appreciate you for

1:32:46coming on board and I want opportunity.

1:32:50Oh, someone's hand. Let me see.

1:32:53>> Gladice.

1:32:53>> Okay, Gladis.

1:32:58>> Yes. Thank you so much. Good evening. My

1:33:00[clears throat] name is Abuja Municipal.

1:33:04>> Oh, thank you for joining us all the way

1:33:05from Pascal. It was this um this session

1:33:09was really really thoughtprovoking. I

1:33:12just want to be straight with my um

1:33:15question or contribution. Um

1:33:17>> yes,

1:33:18>> at what point or is it okay to be frank

1:33:21like we we operate a board of director

1:33:25system in the Lions Club? I'm not sure

1:33:26of the JCI.

1:33:30Fantastic. So um when you see some of

1:33:33the board members who are supposedly to

1:33:35be leaders

1:33:37um having

1:33:39not able to balance their emotions visav

1:33:44um throwing out their leadership um

1:33:47responsibilities.

1:33:49Is it okay to be frank at board level to

1:33:52to speak? People say they speak to

1:33:55authority, speak directly and freely to

1:33:58to address such um challenge of

1:34:03emotional dist of supposed leaders

1:34:06rather than um sweep it under the carpet

1:34:09or some some group of clickism start

1:34:12talking about it. I I personally like

1:34:15being frank and straight to the point,

1:34:19but I find it um I find it challenging

1:34:23that some people or rather I see that it

1:34:25is challenging for people to accept that

1:34:28when you tell them as it is to know

1:34:31their their fault or disconnect. So I'm

1:34:34just asking is it okay to be frank

1:34:36outrightly at board level maybe not

1:34:38necessarily at the general set but at

1:34:40board level when we are all leaders and

1:34:42we can actually talk to ourselves.

1:34:44>> Thank you.

1:34:45>> Thank thank you so much Gladice. Thank

1:34:46you. Um the the answer to your question

1:34:49is yes but there's a but I'll explain

1:34:51that.

1:34:53Now when you say you want to be frank

1:34:55say I want to be frank I'm blunt but you

1:34:57must be frank without any intent

1:35:01either directly or indirectly but either

1:35:04by omission or commission of hurting

1:35:06someone.

1:35:08>> That's very important because some

1:35:10persons can be making concerted genuine

1:35:14efforts but the results are not coming

1:35:16out. And don't forget there are people

1:35:18who have different elements and

1:35:19temperaments and sometimes you know they

1:35:22they lose their cool not because they

1:35:24look but because they the element that

1:35:26controls them is very visible. Let me

1:35:28give you a typical example and I'm going

1:35:30to ask a small question if you don't

1:35:31mind Gladice or anyone I want I have I

1:35:34ask this question which would you which

1:35:36would you prefer or what which would you

1:35:38be comfortable with to be impolite or to

1:35:41lie?

1:35:44Be impolite.

1:35:45>> I have a reason.

1:35:46>> I'm sorry.

1:35:48>> Be impolite.

1:35:49>> Please repeat that again.

1:35:52>> Which will you prefer? To be impolite or

1:35:55to lie?

1:35:56>> Okay.

1:35:58>> To be impolite or to lie, which will you

1:36:00prefer? Which will you choose? If those

1:36:02are the two options you have.

1:36:04>> Well, it's relative satric.

1:36:08Um,

1:36:10it's relative

1:36:12being polite.

1:36:15Okay, let let me set one small example,

1:36:18>> right?

1:36:19>> And I want the men I want the men to be

1:36:21frank and answer me. So, let's try to

1:36:23clear this. I want the men to be very

1:36:24very frank and answer me. Now if you're

1:36:27a man and you have a very important

1:36:29event you attending with your wife very

1:36:31important event and you have dressed up

1:36:32as the man you're sitting in the sitting

1:36:35waiting for your wife to come out and

1:36:37your wife has spent like one hour

1:36:39preparing preparing for the event made

1:36:41up everything looking good and gorgeous

1:36:43in her mind she look at in the mirror

1:36:45and great and then she comes out in this

1:36:48and say honey how do I look with a smile

1:36:51and your heart you know through that she

1:36:53looks awful you know So, how would you

1:36:56respond as a husband?

1:37:01Let's be frank now. What would you say

1:37:03to your wife?

1:37:05>> The men answer. How would you respond?

1:37:07>> Allow the men to answer. The men in the

1:37:09house,

1:37:10>> only the men should answer. How would

1:37:11you respond to your wife? Men, please be

1:37:13sincere.

1:37:14>> We are reading.

1:37:15>> She says, "Honey, how do I look?" What

1:37:18would you say? Somebody say, "I would

1:37:21like to make her happy." Someone say,

1:37:22"I'll be diplomatic." Someone say I just

1:37:24smile. You say so you would like to make

1:37:26her happy. So you you're trying to be

1:37:28polite but you're lying. Yes. You might

1:37:30say oh honey you look good. Even if your

1:37:32mind she doesn't. You say okay um

1:37:36you look good. You know because you are

1:37:38looking at her emotion how she's going

1:37:40to feel. That to you is more important.

1:37:43Now in that circumstance you're lying

1:37:45does not hurt anybody. Your lying does

1:37:48not affect anybody negatively. Right?

1:37:51But you're lying because you believe she

1:37:53has to feel okay and nobody's affected,

1:37:55nobody's hurt. So we must try to balance

1:37:57things. In that situation, you will not

1:38:00feel regret for not telling her the

1:38:02truth. You can say something. Oh honey,

1:38:04you look very good. This I like the

1:38:06color matching, but can you change the

1:38:07hair tie to a darker color? You are

1:38:10making recommendation.

1:38:13Do you understand? So glad this is back

1:38:14to your question. There are better ways

1:38:16to handle such things even when you want

1:38:18to say the truth but without hurting

1:38:20people. Now let me be very clear when

1:38:23you give those kind of opinion it is for

1:38:25the person to get better not for so for

1:38:27me I'll be frank I'm going to be

1:38:30diplomatic I'll try to be polite but

1:38:32I'll pass the message let me give you an

1:38:33example so if someone is not doing well

1:38:35has been struggling has been performing

1:38:36woofully the person picks up fight

1:38:38warriors everywhere and I come I'll say

1:38:40well we are all born by different

1:38:42mothers we don't have the same gene we

1:38:44come from different backgrounds our work

1:38:45experience our element and temperament

1:38:47are very different now we are wired

1:38:49differently

1:38:50So when we come in here, we must try to

1:38:52understand ourselves. For those of us

1:38:53who are still struggling to take care of

1:38:55our emotion, we can understand. But

1:38:57Lions Club is a place where we learn. So

1:38:58we're going to ask you to be more

1:39:00intentional. And if you need help, we

1:39:02are here to work together as a family to

1:39:04get better. But please, we should ensure

1:39:06we don't lose our tempers in the public.

1:39:08We do not engage people unnecessary or

1:39:10put out behaviors that put Lions Club in

1:39:12disrepute. You are sending. They hearing

1:39:15it. Yeah,

1:39:17>> you're saying it but you're not you're

1:39:19not saying your behavior is bad, we

1:39:21cannot tolerate it. You are a nuisance.

1:39:23No, they will feel bad. But you're

1:39:24saying it that you make clear that their

1:39:26behavior has not been okay. But you're

1:39:28saying you understand why that but they

1:39:29should work towards improving upon it

1:39:31that they can get help

1:39:34and make clear that the way they

1:39:36behaving is not in line with Lions Club

1:39:38international principles. You have

1:39:40simply said they not doing okay, but you

1:39:41didn't do it to hurt them. That's the

1:39:44phrase. If they continue to repeat, you

1:39:45can move further and say, "Okay, now we

1:39:48need to refer you to some committees or

1:39:50something or we need to ask you." No, it

1:39:52is step by step.

1:39:54So, please be frank, be diplomatic, try

1:39:56to be polite, not to hurt people, but

1:39:58don't hide or keep away the most

1:40:02important because people um have cartels

1:40:05or clicks. No, don't do that. It is for

1:40:07the good of the organization. I don't

1:40:09know if I answer your question.

1:40:11>> Fantastic, sir.

1:40:11>> Thank you.

1:40:12>> Thank you. I think we need to stop now.

1:40:14So ah one more question that will be our

1:40:17last question for the day. Ah Gladice

1:40:21again. Okay.

1:40:22>> No I have lowered my hand.

1:40:25>> On that note I want our first vice

1:40:28district governor to help us appreciate

1:40:32our guest speaker ambassador Pascal DK

1:40:38Lion.

1:40:41Is he on this call?

1:40:44Hello.

1:40:50I thought I saw him now. Okay.

1:40:56Who else is there? I think he's not

1:40:59available again. So, Lion Pascadik,

1:41:02everybody have been saying we want you

1:41:04back. We want you back. I know you you

1:41:07are going to give us an engaging,

1:41:12interactive and impactful section and we

1:41:15really enjoy the session. I've learned a

1:41:17lot and I believe others have learned a

1:41:19lot too. It's not just attending

1:41:23listening. We want to practicalize it.

1:41:26We want to put the vision into action

1:41:29and I can assure you we're going to do

1:41:31that and this will not be the last time

1:41:33we'll be calling on you. We are still

1:41:35going to call on you again and again. So

1:41:38thank you very much for

1:41:42giving it to our call. We appreciate

1:41:45you. God bless everyone. Lion doctor,

1:41:48can we take picture please? Are we

1:41:51available to take picture?

1:41:53>> Lion Dr. Franklin.

1:41:57>> Oh, he's not on this call. Anyway, I've

1:42:00jotted so many things down and I've been

1:42:02able to take some pictures as well. It's

1:42:05recorded. If you go to our website, you

1:42:08will see Lion's Learning Lord. You see

1:42:10our last session and also this one. So

1:42:13the sh the slide will also be shared to

1:42:18>> to all. So you have the recording on the

1:42:21website, the last recording for June and

1:42:24for July and also for the August. So you

1:42:27can have it there.

1:42:29>> So thank you T planner

1:42:32Zaki for joining us. We appreciate you

1:42:36ma and um all the lion leaders. Till we

1:42:39see again in September third Wednesday

1:42:44of the month we are going to bring

1:42:46another powerful

1:42:48guest speaker with another

1:42:52tip.

1:42:53>> See you then. Thank you all.

1:42:55>> Thank you so much. Have a great evening.

1:42:57>> Good night. Good night. Thank you. Bye.

1:43:01>> Bye.

1:43:02>> Bye.