What's up y'all, Sean here. Sam is in Europe traveling around with the fam and so I'm on my own today.

And I wanted to do something cool and I think I got a great idea.

So I believe, here's my guess, I think this pod is going to be one that people really, really like because I know I would have wanted to hear this at some point in time.

And the reason why is because most of the people who listen to this podcast are some form of leadership, right?

You might have started your own company or your own business. You might be kind of an exec somewhere or a manager somewhere or you want to be a leader, right?

So most people who don't want to be leaders are not listening to a podcast like this.

So the problem is me and everybody else sucks. Everybody sucks the first time that they are managing people.

And this isn't like how to manage people 101. There's a lot of books that are written about this.

There's some best practices. There's common sense.

But I wanted to share some of the unorthodox, some of the weird things that I do that I have found work for me and they might not work for everybody, but they work for me.

And not all of these people are going to agree with not all of these will work for you. But again, they all work for me.

Nobody I couldn't find any of this stuff in a book.

I heard about these either from somebody or I just kind of made it up on my own. And so I think I have five, maybe six different things that I do that are unorthodox but work.

Okay, so let me start with number one. And this is called Dr. House. So it's inspired by Dr. House.

So if anybody watches the TV show House, he always does this thing. The show is like there's this genius doctor, but he's kind of like a cramudge in.

And all the other doctors really respect him because he's amazing, but he's kind of hard to work with.

One of the things he does that's amazing, but hard to work with is he has these like three junior doctors who are kind of like he's advising them or whatever.

They work under him. And when a patient comes in and they run a test to try to figure out what's wrong with the person, he doesn't just look at it and say, here's what's wrong with the person.

Right. First of all, it's usually not that straightforward. Second of all, even if he kind of has an idea, he doesn't spoon free that to his, to his team.

Instead, he will usually slap the, the, the, the, like maybe the scan or the data or the X ray or whatever up on a screen. And he'll say, what do you see here?

Or he'll say, what's weird about this or he'll say, what's interesting about this? And then the team has to start thinking and getting curious and looking at the thing and saying, well, there must be something there.

What do I see? And this is really effective. I do this all the time. I will take, let's say some data. I'm looking at when I'm curious about something that makes me go, hmm.

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