Co-Founder of the Kindness Games joins us to discuss the start of his movement and how kindness plays a role in his leadership style and career journey.
Co-Founder of the Kindness Games joins us to discuss the start of his movement and how kindness plays a role in his leadership style and career journey.
Welcome to some of your business where we help aspiring leaders take the next step in their career. And now you're a host Tim flood.
Tim Flood:Hey, nice guys finish last, right? Isn't that the expression? Right. Well, I don't know if I believe in that that may go, uh, a little too far, right? There's some truth in the fact that it seems like the higher you go, as you climb the corporate ladder, maybe the less lightheartedness, you know, you see maybe in others, maybe even in yourself, my guest today, very special guest, very thankful to have him sort of turns that premise on his head, Tim Wenzel. Welcome. Uh, if you would just give a brief introduction, uh, love to, um, to get into a really cool conversation.
Tim Wenzel:Awesome. Tim Wenzel creator co-founder of the kindness games. Uh, and I've been in the security. For like over 20 years now, firmly in security, risk management, I've done executive protection and PSD in the past. Uh, and my initial career was, uh, as a paramedic and an army medic. So came from the medical field, evolved into the security field. And, uh, now I am preaching kindness, leading with kindness, preaching with kindness.
Tim Flood:Well, let's get into it, Tim. I think the first question on everybody's mind when we hear about kindness, right? Is yeah, what's in it for me? My first the first question actually is, you know, you, you've gone from being a, a, a kind person to bringing about more recognition of kindness and ultimately more kindness into the world. So I love and respect you for that, but can you gimme a story? How does that, how does that come about? How do, how do you come up with the idea for the kindness games and maybe tell us what that is real quick.
Tim Wenzel:So we can kinda, uh, ground ourselves on what you're working. Sure. You know, so the kindness games, uh, is a game, uh, that we're playing on. LinkedIn. Some people are playing on, uh, Facebook and Instagram, but essentially what it is is 30 shoutouts. So you're gonna choose a person. Who you wanna lift up? You wanna shout them out for the kindness. They've shown you the good things they're doing in the world. A lot of times I'll choose young professionals who aren't known in the industry yet because I have a profile. And so I'm able to elevate their profile and recognize them. Why would you do that? Well, here's the reason why in, uh, 2020, we had this thing called COVID happen. I don't know if you've heard of it. Um, it's it used to be a thing. I'll look it up. I'll look up that. And we're done here. And, um, I was still traveling for work a little bit, and I was quarantined in a hotel for two weeks. Now, the first time this happened, this other thing happened a week into my quarantine, the George Floyd, uh, incident where poor man was killed. That shocked me. It made me upset. Um, and I sat there and watched the reruns. Of this thing go for another week. While in this hotel room, my wife back in the bay area. Talking to me at night, like, oh my gosh, there's protests. We live at the end of a dead end street. Like I have two babies here. Like you're supposed to be here when things like this are going on and she was stressed. I was stressed. And at the end of that week, I still had to do my work and then go home fast forward three months later, four months later, I'm actually at that same hotel doing my second quarantine and the door shuts behind. I put my gear down. I take a shower, I turn on the TV and I'm seen in the Portland courthouse, I'm seeing clashes between police and protestors fireworks flying. And I was like, honestly, I've spent most of my twenties in Iraq. I've done all sorts of crazy things. Been in crazy situations. And this hotel room is where I'm gonna lose my mind. This is where I'm gonna get depressed. Like the first time ever. And it bothered me and, and I, I was actually thinking like, I don't know how I'm gonna get through this two weeks if this is what I have to consume. And I, you know, wasn't super stoked about being in a hotel room for two weeks anyway. So I went on LinkedIn, a buddy of mine, Lee Outten had just posted a very kind post, uh, uplifting two young professionals working for his company. And at first I laughed and I was like, that's ridiculous. Layout. And you're a ridiculous person and he is that's just of today. Right? Exactly. But then as I kept laughing and then I started thinking about like those young guys, nobody knows who they are yet. Their company's COO is a publicly, a globally recognized person in the industry just elevated their status. I bet they are freaking out so happy. I bet this is the best thing that's happened in the moment. And in that moment, I said, right now, I feel like we're in the ideological hunger games to where, you know, 20, 20, everybody's afraid at the pandemic, all sorts of riots and disruption and protests, and people were telling you, if you're on this side, you have to hate these people. And if you're on that side, you have to hate these people. And there's no middle ground. And I was like, I don't believe in that. So what if we had the kindness games? What if we chose to lift somebody up, find somebody who's hurting and recognize them for the good they bring to this world? Like, what would that do? For somebody. And now what would that do for me? Cuz I have to think back to the people I'm thankful for. I have to cultivate and dwell on that gratitude and 30 days straight, I did this. That's how I got through that quarantine. That's actually, I was kind of in a mental funk towards the end of 2020 anyway. And that's how I got out of this negative mental cycle. and, uh, so that's what the kindness game says. Focus on gratitude, shout out somebody, uh, once a day for 30 days, if you can, and it will change how you perceive the world around you. I love it.
Tim Flood:So I participated for one of those 30 days, I owe you 29 shoutouts. no, but I, you know, I see that admire that in people and I go outta my way to show gratitude just in my personal life as well. And you know, it's okay to say to your male friends, Hey, it's good to see you, you know, and just be a little bit more emotional than your average person that's out there. Right? And so my shout out was for my first boss ever, his name was, uh, Bernie Williams and sadly passed away. But somebody. Still stays with me today is showing me tremendous kindness. And you know, I've got a few other folks in mind. I'm gonna get back in there. I'm gonna make that. I've got a few other folks in mind that are worthy of, um, a shout out here. So maybe at the end, we'll run down quick tips for how to do a successful run. That'd be perfect. Exactly. You know, how to, how, how to do a proper shout out, tag the people, and then, then, uh, rope them in, get them involved. But I, I, I love it. And I didn't know that the, that the aspect was really to lift up. I mean, for me, it's. Who's the most kind and deserving of recognition, but to add to that folks that you're, you know, you're, you're intentionally seeing how that can make a positive impact for them and their, you know, whatever reputation you're standing and, uh, lift them up. I mean, that's even even more, um, impactful. So now tell me the organization now, you know, that has a website. I see the merch you know, tell me what's the scope of it. What's the impact you, can you quantify the impact so far of having the kindness games as an actual organiz.
Tim Wenzel:So, um, it's interesting because over two years we've got, um, Somebody on every continent except for Antarctica.
Tim Flood:I was gonna say Antarctica. Okay. Well, you've been traveling the globe. I don't know. Maybe you'll be the one from Antarctica to do the shout out.
Tim Wenzel:Okay. Gotcha. We'll see. We see. So that's huge. Uh, the fact that, uh, we didn't ask people that we knew to do it. Like people just started doing it like Lee and I were goofing around. Yeah. Just like, Hey, I need to do this for me, dude. You want to do it with me? He said, yeah. Um, so to have representation on every continent is huge. Uh, we have, uh, almost 50 people who have completed the challenge. We have over a hundred people, uh, that are participating. We have tons of people supporting. And the only interesting thing is, you know, people say like, how do you describe the impact? It's kind of difficult. Um, because. Two years into it on a weekly basis. I'm still talking to somebody on a video call seeing somebody out in public, having coffee with somebody who's like, Hey man, I've been watching what you've been doing for the last couple years. I'm like, what? Yeah. Have you liked it? Have you commented? They're like, no, no. I've just been watching.
Tim Flood:They're called a lurker.
Tim Wenzel:yeah, but, but why have they been watching? And, and they're like the best part of my day when I have been down. When I have been doubting, whatever it is when I've been having issues with my family, this lifted me up and it wasn't even about them. And so that's what spreading kindness is about. And that's how we can kind of tie into leading with kindness. It's about creating a space around you within your spirit of influences that recognizes the other person on every life scenario. It's you know, you said nice guys finish last, right? Well, it's not actually about being nice. Uh, it's just more about being aware of who you can influence and making sure you're influencing them as best. As possible. Uh, and then from there, um, we actually, uh, accessed communications, big camera, security camera company. Their Canadian organization reached out and they wanted us to do a wellness program, uh, for them. So we were like, yeah, cool. We'll do a wellness program for you. So we did a wellness program with them. We had a really good time doing that, launched the merch store. Um, and, uh, yeah, we've been having a lot of other organizations reach out and ask about. Wellness programs, leadership programs, all of these different things. So we have these alumni that are working with us, helping us create different programs, different ideas. And, uh, there are, there are companies and entities out there looking for these. Um, so that's, that's kind of cool. That's awesome. I mean, it's gotta be gratifying, you know, you, you, you kind of came to this at a low point and it was, uh, picked you up and now it's doing that for others.
Tim Flood:So that's like, that's gonna feel awesome. You know, I, I, in my career have, um, um, managed some people, including some sales people. I think one of the coolest, one of the best things I ever told a salesperson out there was pepper your days. So being in sales is tough, right? It's. It's okay. To treat salespeople like garbage, right? I mean, when, when really they're doing their job and they're saying, if you just listen, I know I can help you. And I'm not a bad person, you know, and you get, you know, but it's okay to treat my garbage. Right. And so my advice to, to folks would be like pepper in your feel good accounts. so they, they may not buy anything from you now, wherever. Right. You can sit there and shoot the breeze and throw a tennis ball against the wall and have a good time and kind of get yourself back up and then go and get your butt kicked again. But don't just have it be relentless, getting your butt kicked. It's okay. To take a breather, come up for air. And that's the sort of thing where it's like, you've gotta kind of, um, you gotta kind of look for that. Pick me up and maybe, you know, stories like this are, are the way to do it sometimes. Well, and, and also, um, being deliberate every day about something I'm thankful for what has somebody, or has somebody does something for me? Do I have something that's really helpful right now? What is it that I have that other people don't have, you know, what is it about this interaction, this bad sales interaction.
Tim Wenzel:That's actually kind of funny if I don't take it personally and I can grab onto that. Yeah. You know, how can I take an interaction where somebody's being rude to me because I'm a salesperson and how can I find a component of that conversation and wrap it up positively at the end to actually leave them with like a little nugget of good, which also does good for you as. That's uh, much easier said than done in that. So you mentioned that, I mean, anything stand out to, you must have heard about all sorts of cool, you know, kind acts and kind people, any stories stand out to you. You heard so far that you wouldn't have been exposed to if not for this. So actually, um, at the end of our first year, we asked all of our alumni like, Hey, if you want. To write a chapter about your TKG experience. We're gonna try to find somebody to publish a book. Oh. And it seems like we found somebody, so hopefully, oh, that's awesome. Wow. You know, year or whatever, we'll get this book out there. But some of the contributions, uh, the people that I met through the kindness games never met in real life, um, have just been jaw dropping. I mean, we had, uh, one alumni who was. Actively contemplating suicide. Ugh, like talking to her spouse about her feelings and about how dangerous it was. And she was just in a bad position. She started with a good counselor. She found the kindness game. She did it 30 posts in 30 days. And by the end of the next couple months, she had a new job, much better head space. She had finished TKG and sh her life was completely transformed. Oh, And then a lot of that is finding the right help, uh, but also giving the confidence to make a move change jobs, to, to focus on, you know, gratitude and, and showing kindness every day for 30 days, it changes your mindset. Yeah, it really does.
Tim Flood:Absolutely. I touched on a little bit earlier, just, you know, I, I, I like to try and I'm gonna try and ground each of these episodes and something practical or tangible. So I'm geared towards, you know, the tagline for this is helping aspiring leaders take the next step in their career. Right. And so. Have you found, I mean, your industry, I don't necessarily associate with just a bunch of nice guys smiling, right? I mean, it's, you're, you gotta, you got some law enforcement military and just kind of tough guys. And I don't know if you, if you can, um, you know, tell me how, how has this impacted you in your, in your professional, uh, life, or if you have any sort of, um, you know, how does the kindness games fit into what you do, uh, for, for your day job?
Tim Wenzel:You know, it, it becomes a way of thinking. So. When I got into the security industry, I'd been in the military, that was a paramedic, you know, had the camaraderie in EMS and stuff like that. But when I got in the security industry, one thing I found, uh, very common was a toxic team culture. You had a few people who were like friends and had a tight knit group. And a lot of times they would just create drama with the other people. And when I first got into that, I was like, wow, this is really weird because like, these people are ultra capable. We should just be having fun, doing really cool work together, but there's just all this toxicity. And, and, you know, it hit me one time after I'd finished. So I, I basically spent four years in my twenties, in Iraq. I did the invasion with the military and then I went back for like three and a half years as a contractor. And so. That's a pretty significant life experience, but then I came back to the us, uh, to a great job, but I found myself looking in the mirror in the morning with a knot in my stomach feeling like I was gonna have to throw up and like, what is this anxiety? I knew I was gonna get shot at possibly blown up like every day. No problem. You learn to deal with that. But how am I at home in the us? Feeling sick about what I'm going to walk into at work. This is insane. So there's a couple reasons for that one. There is, uh, leadership or management, um, who doesn't recognize the need for a positive team dynamic, even though, you know, type a guys, we know we throw jabs and everything and you know, we want, we wanna, you know, have some fun and you know, we're better than you in this thing and stuff like that. And that's all healthy competition. Right. But, but leaders have to look at the entire team and say like, Is this an overall positive environment or are people free to do their work and make mistakes and learn and develop and get better? Or are we punishing people? For mistakes that they made, not malice, you know, people who are malicious should have disciplinary processes put in place against them, but people just make mistakes. They shouldn't be punished for this. They should learn. We should come together as a group develop, move on, and that doesn't happen a lot. And one reason is a lack of management training. Right? The other thing is we all come from the government. We all come from law enforcement to where we have those punitive type leadership structures. But the problem is, is like, when you're in the military, you can't just quit. You have to be there. Right? Um, when you get to the civilian side and you use those same types of tools, you can get an HR case against you or a legal case against you. Uh, so we have to develop healthier ways of managing teams. The other thing is when you see somebody who's insecure and that insecure, that fear is coming out as aggression or, or drama towards other people. How do you serve that person to help understand, like, what is this insecurity? Where is this fear coming from? Why are you treating people this way? How can we help you?
Tim Flood:You know, there's a phrase that I use that there's a lot of insecurity insecurity. Hmm. There's too many people that are completely afraid to actually do their job insecurity because of what might happen.
Tim Wenzel:Yeah. Yeah, definitely insecurity. I mean, within security industry or just corporate America definitely can fuel a more competitive way of going about your job than say collaborative.
Tim Flood:Right. And collaborative is more closely aligned with being kind right. Um, so it's, it's more like, you know, I'm trying to, um, you and I are going for that same promotion or to avoid that riff or whatever it is. Right. So we're competing, so I'm not gonna be as kind towards you. And I feel like then you get into, you know, you do advance, you get into a management position and. I don't wanna say kindness is weakness, but you, you, you do have, there has to be some level of, you know, collegiality with people that you work with. But also, you know, at some point I've gotta tell you what to do, you know, and, or, you know, guide you, what have you. And, and, and so doing you step back, you know, it can't possibly come across as kind, but my wife is fan of saying, I would challenge that mirror is kind, oh, go.
Tim Wenzel:I, I think you can really come across as kind, even when, um, you are dissatisfied with somebody you're disappointed, uh, when you're doing performance improvement plans, I mean, look in the security industry and the executive protection industry, we've already figured out how to use kindness in high risk terminations so that they don't come back. Mm-hmm as a workplace violence threat, we do it on a Friday. We make sure there's a severance package. Like we make sure it's a private space. We've actually engineered kindness in that to reduce the chance of a workplace violence threat. And so, you know, it's interesting too, cuz if you watch, um, leadership videos or like power videos, like how to have power, how to be that alpha. Most of the ones that know what they're talking about, aren't saying talk loud and do this. They're they're about body language and about smiling and about being comfortable. And so when we come from that government, that military environment, when we're unsure how to be in charge and we have to assert ourselves, that's when our insecurity gets the best of us. And we don't ask ourselves questions, like, why am I nervous right now? What could possibly happen in this meeting during this interaction? Like one of the, one of the tenants of leading with kindness is actually intentionally planning kindness at the, on a Sunday. Throughout your week. What are the interactions I'm going to have on my agenda right now? What are the things that, that are center of the road? I don't really care about them. They're things that I do. They're neither good. And they're bad. They're just things right. Great. Those are easy. And then you have the things that you love and guess what, like, if you are an excited person and you jump into things that you love, your excitement. Can take up all the space in the room and leave people feeling unheard, left out. And so you look at those things and say, okay, who else is gonna be in this meeting? How can I ensure they're included? How can I recognize them throughout the meeting? And how can I temper my own excitement to leave space for other people to. That's one way. And then you have the other side to where like, Ugh, I hate these things. I dread these things. These are uncomfortable interactions. These are things that I'm not good at. These meetings never turn out well for me. And like, you hear the talk in my brain right now. Like I'm freaking out. So actually look at the people in the meetings and say, what is my purpose for this meeting? What is my purpose for the other people in these meetings? And this can help you when you have to have that performance conversation. When you have to have that, my boss keeps stepping on my toes. He keeps like inserting himself into my business. I have to have this conversation, but like, I'm afraid if you go back to why you're having the conversation, what your goal is for you. And for them and how can I serve them in this way? Right. Because people often feel embarrassed or, or they feel, um, put off when they feel like you're trying to pull all the good to your side and, and push them out. Right. So if you go to your boss and say, Hey, you're always stepping on my toes. I need just stay out. Like. Well, there's probably a reason he's stepping on your toes either. He doesn't know, or there may be something that he doesn't trust or doesn't understand about what you're doing and like, how can we have that conversation? Hey, so from my perspective, I feel like you're overexerting yourself in these situations. And so I've been thinking about, what about my program? What about this process? Have I not communicated to you? You must be uncomfortable with something and that's probably my. Now they get to speak, and you're not saying, it's your fault. You're saying it's my fault. Even though you feel like it's their fault, but now you're actually opening up that dialogue. And then being like, oh no, no, no, I don't. There's nothing that I feel really comfortable with you. I just, I always do it this way because, and then they start explaining themselves and you're like, oh, well, when, when that happens, I feel like this because I like to do things this way. And, and now we're having a conversation that is actually moving towards develop. And not tos anxiety and anger, but if you didn't preplan that you would go in with fear or anger yeah. And you, and you push it and, and, you know, and, and with that mindset, it's definitely something I, I, I haven't thought of in that light before. You know, the other thread that seems to go through a lot of these, um, examples and experiences that you're touching on seems to be sort of insecurity.
Tim Flood:Right? And so you're afraid that if you, you know, losing your job or not getting the, the, the good or getting extra bad and, um, you know, there clear is kind right. And so you, you should not come as surprise if you're gonna get a poor performance review or get, uh, laid off or whatever it is. Right. So clear is kind, but if. If you're in a safe space where you know that you can, um, you know, be imperfect or make mistakes and not lose your job over it, then I think, you know, people are, are more likely to be collegial and kind to one another, regardless of where they sit on the, on the org chart, a absolutely. And then there's a lady named Melissa me, uh, who is right now on day.
Tim Wenzel:Nine, I think of the kindness games, but she's changed it up a little bit. She's doing, uh, the kindness word games, and she's talking about how we communicate the types of words that we choose interesting and how they make people feel and how they either engage or disengage how they either like pull you in or they push you away. And, you know, she keeps reminding us that our reptile brain. Is programmed to look for danger. And anytime we feel like there's danger, that brain overrides our logical thought process. Right. And so, yeah, there's lots of, uh, uncertainty in the world. I gotta check that out.
Tim Flood:There's there's one of those little tricks that I've started to adopt recently. Somebody tells you something you already know. instead of saying, yeah, I know you say you're right. and it's the same thing, but it's such a positive spin on it and say, yeah, you're right. I, I do need to go to the, the, the, get a haircut or whatever it is. Right. And you, and you're actually giving that person recognition.
Tim Wenzel:Yeah, exactly. And it doesn't take anything away from you and that's. We need to get away from like this zero sum game of life. Like somebody's gotta win it all and somebody's gotta lose it all. Like that's not even true. Yeah. I there's a little Axiom. I've given my daughter, um, for that as well. And I said, you know, um, she can't listen to this now.
Tim Flood:She'll know the, the, the truth behind my, uh, stories here. I said, you actually have a superpower. Don't tell anybody. So what is it? I said, you can make other people feel good. And it costs you nothing, you know, just include them or say, when you come and say hi, say I like your shirt or whatever it is, and it costs you nothing to make them feel good. And that is the superpower that only you have. And you're not allowed to tell anybody about that. Um, and that's so true, right? Because now if we think about. You running that corporate ladder or you rising in the ranks and like nice people not getting ahead.
Tim Wenzel:But if you adopt this mindset, now you don't have to like, worry about like, oh, do I have to go to conflict management classes? Because you're intentionally approaching these conflict situations. You're already managing it. Well, you're trying to look out for your needs and their needs and bring people together. Right. Uh, people that you work with are always gonna feel like it's a plus to work with you. Exactly. Because you're bring together and elevating everybody around you while getting amazing things done. Yeah. And so like you can lead by bringing other people with. There's no reason to have to stomp other people down. Well, and, and I think if you, if you live your life and your, you go through your career and you have this, the more altruistic sense, and you're kind to everyone without expecting anything in return, inevitably.
Tim Flood:That'll come back to you, you know, you can't, you're not gonna quantify you can't count on it. You and, and it's from surprising people, you know, people that you're like, yeah, you know, we were, we were, we worked together. We weren't best buds, but now they made referral and they need somebody and, and, and we're on good terms because, you know, we. We just, um, we were kind and collegial and helpful, you know, five years ago, two jobs ago. Um, and it'll come back. Right. And I firmly believe that right. In a professional sense. Sure. And you know, and we're focusing on like, what is good about this for you? Right. But like, what happens when you have to have those critical conversations, somebody did not perform, you have to deliver that feedback to them. So. I go back, uh, you know, I don't think as a leader or a manager, you need to be friends with your team, but you should create a, a friendly, calm, like, caring environment so that everybody feels safe and secure on that team. Right. So this goes back to one time I was running a security contract and I had like, 60 guys on this one contract reporting to me.
Tim Wenzel:Um, and they were all like former law enforcement, former SWAT, like all these guys were doing physical security, arm security and, uh, you know, the detail league calls me up and he is like, um, Hey, this thing just happened. And I was like, oh, okay, well tell me about it. And mm-hmm, like, it's awesome that he could call. And tell me what just happened. I didn't have to find out later from somebody else. Right. Because I always said like, look, let me know first what's going on and then we can manage it. Yeah. And, and so he, he, he spells out this scenario and as he's talking, I, I was asking questions and I was like, I, I honestly, I don't understand how this could happen. Like I I'm trying to put myself in that situation. I'm not actually like a superstar security person, to be honest. I'm like, I'm okay. but like, I'm trying to put myself in this situation, I've made a ton of mistakes and I cannot concoct the situation in which this would happen to me. Like, is there anything I'm not seeing? He's like, no, it it's kind of a bad situation. Like he was obviously, um, Not paying attention, not doing what he was supposed to be doing. I was like, okay. I'm like, well, what's the problem? And he's like, well, the problem is the reporting wrote about it and it doesn't actually fit what actually happened. I was like, oh, so he tried to cover it up. Like this was all happening, which is why. And so he was dishonest and I was like, well, how do you feel about it? He's like, yeah, I think we have to get rid of him. I was like, absolutely. We have to get rid of him. Well, the problem was, this guy was a favorite of a higher up. And the guy's like the guy's like, yeah, we're not getting rid of him. We're just gonna do this. And like, as the account manager, I was like, he's done, I'm not doing this out of malice. It's like, literally he wasn't doing his job. Right. Um, and, and so anyways, this turns into a whole big situation. It got super emotional. And so. We had training with the team scheduled, um, the following week. And I went and showed up, you know, at the beginning of the training, I was like, Hey everybody, I put the policy on the table. And I said, has everybody read this policy? Does everybody understand this policy? And then I was like, look, I can honestly not understand like how this happened the other day. Like, can anybody explain it to me? And that's the reason I took the action that I did because I just can't understand it. There's no way. To make this. Okay. But it's obvious I didn't give the guidance. There's a flaw on the policy. Like there's something I haven't provided you that I received this outcome. Yeah. And I don't know what that is, but here's the policy. Here's a red pen next, you know, at the end of the week, I want you guys to come to me marked up. This is what we need to change to make sure this never happens again. And I left, yeah. I left the detail together. And like that night, like the guy called me, he was like, dude, there were guys almost in tears. That's true. And I didn't have to yell, but they were just like, we completely let Tim down. They let him. And that's that team environment. Right? Yeah. And so that's, that's, that's also the trade off. When you have to have these hard conversations, you don't have to make them hard.
Tim Flood:Ever you follow, uh, Gary vainer, Chuck at all.
Tim Wenzel:Oh yeah. Yeah. I see stuff. That's that's his, yeah, that's his, um, you know, owning, owning the mistakes of those that are on your team is, you know, one of the, one of the tenets of his philosophies that I've gathered there and that's, uh, uh, rank true in what you said there. Well, you mentioned, you mentioned how to get involved, right?
Tim Flood:So we've got, we've got, I don't know. I, what, are there 7.8 billion people on the planet? Sure. I don't know. What's 1% of those folks, those are gonna be listeners of this. Right. So that's how, that's your audience now? How do people get involved? Let's blow up the kindness games and what does it look like?
Tim Wenzel:Yeah. I mean, you know, how, how does someone get involved? And, um, you know, you said, what does a good shout out look like? Give me, gimme a rundown. Hey, it's super, uh, super easy. Go to the kindness games.com. Uh, there's a link that says how to play and it basically. Think of 10 to 15 people that will get you started. Mm right. Three bullet points about those people, about why you have gratitude towards them. What they have done in the world. You've made your list. You've put the bullet points down, you set up a camera, right. Or your computer or your phone. Whatever type of camera that you have that also records audio and don't record one for today, record three or four, because guess what? You already took the time to set up the camera. It takes, uh, a disproportionate amount of time, extra to do one a day, record four today you've already done the work you've already set down. You already have the names, right. But. Record for tomorrow. And for the next day, I don't know how many of that is because like, I was a bad student and I don't do math, but if you released. It looks an alternating, uh, days. It looks like you changed your clothes. Looks like you change your shirt. There you go. Yeah. I can get a different color. The kindest occurred every day. exactly. Go on the LinkedIn. Uh, go on Facebook. We have pages on both or reach out, connect with me Lee out and Kelsey Carnell, Khan, Dewan, uh, Kathleen Ferris. We're kind of leading this initiative and, um, Reach out to us, ask us what, what you want to do. I'll jump on. I'll do your first shout out with you. And a good shoutout is super simple. Like, Hey Tim flood, you're an amazing person, dude. Not only did you invite me on this podcast, but you are trying to inspire young people to grow up, to lead, to lead better, to further their careers.
Tim Flood:And that's amazing. I appreciate you, Tim. And you're gonna reach so many different people. And I am happy to help you with this. And one day you're gonna have a whole bunch of people that say, you know what I got into management. I became a director. I became a VP because I listened to one intense podcast. Oh, that's it, man. That would fill me up. Well, thank you. Good ness game. Thank you for the shout out. Yeah, you need, you need a little jingle. You know what I mean? I don't know if the yodels gonna work. Um, well, I like my I'm gonna start trying to do a challenge at the end of these and that that's my challenge. This time, this episode is go and participate and um, if I give you one constructive. Piece of, of feedback here, Tim is 30 to me is that's that that's daunting. Why don't we let's get in there. Let's do that first four let's cuz maybe then you'll get more people that get their toe in the, the non-committal people like me. Um, I'm gonna do more. I'm gonna commit to you, but 30 still seems like a high number, you know? Well, and you don't have to do all 30 in 30 consecutive days. We've had people have done it over a year. We've had people have done it over several months. Right. Um, it, it, it's a fun thing to do, but. Do whatever you wanna do. And we have a lot of people who just do'em every now and again, but they're allies, right? They follow, they pose, they boost. All right. Put me in that category. I love it, Tim. Thank you so much for joining me. I really appreciate it. It was very kind of you, uh, everybody listening go and, uh, check out the kindness games and uh, if you can be anything, be kind, thank you so much.