"The real challenge is overcoming the limitations we set upon ourselves."
Featured on The Today Show, ABC, the Global BV-TV Network, Beyond the Business Radio Show, and CEO World, Dr. Troy Hall is an award-winning talent retention consultant, international speaker, and author of the bestselling titles; Cohesion Culture: Proven Principles to Retain Your Top Talent, and Fanny Rules: A Mother’s Leadership Lessons That Never Grow Old.
As the founder of Cohesion Culture™, Dr. Troy has dedicated his career to establishing a cycle of culture wellness in the corporate and professional sphere. His consulting and executive coaching engagements are built on the strategic framework of Cohesion Culture™, making the concepts of belonging, value, and shared commitment easy for organizations to adopt and implement.
From the U.S. to Canada and the United Kingdom, from the Middle East to Africa, Asia, Europe, and Australia, Dr. Troy has spoken at global conferences as a subject matter expert on the topics of culture & leadership, strategy, and change.
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Table of Contents
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company.
Dr. Troy Hall: As an author, international speaker, and talent retention expert, I love my role in guiding leaders to retain their top talent by infusing cohesion into their cultures. This process creates a safe workspace where people have a sense of belonging, are valued, and share in mutual commitments. Throughout my career, I have had the privilege to influence the work of hundreds of leaders from all over the world based on my bestselling title, “Cohesion Culture: Proven Principles to Retain Your Top Talent.”
I have a Ph.D. in Global Leadership and Entrepreneurship. My dissertation was on group dynamics with an emphasis on cohesion. It was important for me to ensure that my degree wasn’t just academic, so I married it with the practical experience I gained from traveling the world to create the trademarked Cohesion Culture program.
On a personal note, I am an avid traveler that has had the privilege of visiting over 60 countries. In 2019, I was fortunate to network with leaders in 10 different countries. Some travel fun facts about me include that I kissed the Blarney Stone in Cork Castle, rode a camel in the Middle East, sat on the back of an elephant in Asia, took a hot air balloon ride over the Masai-Mara in Kenya, petted a Koala Bear in Australia, and was chased by an albino peacock in France.
One thing I am most proud of is that I got to take care of my parents for five-years before they passed on. My mom and dad were great influencers in my life. In fact, I wrote a leadership book paying tribute to my mom’s legacy titled: “FANNY RULES: A Mother’s Leadership Lessons that Never Grow Old.” It went to #1 in Business and Professional humor.
2020 and 2021 threw a lot of curve balls into business on a global scale. Based on the experience gleaned in the past couple years, how can businesses thrive in 2022? What lessons have you learned?
Dr. Troy Hall: One thing that emerged from the pandemic is busting the myth that remote work is non-productive. Many of the clients and fellow CEOs and founders experienced some of the most successful growth in their businesses’ existence during the eight quarters of late 2020 through the first quarter of 2023. Of course, those companies that were service providers and required face-to-face interaction to deliver their goods or services suffered. But, those that did not rely on face-to-face thrived.
Many organizations, such as my own, had to pivot from physical interactions to commanding an online presence. You can imagine that a speaker without an audience is most likely a person just talking to himself. So, I had to take my work to the online world of Zoom, Microsoft Teams, and Skype.
The pandemic seems to keep on disrupting the economy, what should businesses focus on in 2022? What advice would you share?
Dr. Troy Hall: First and foremost, get the culture right. And in my line of work, that means infusing cohesion into the work culture. When leaders begin to understand that employees are their most important asset, they will have a greater chance to survive and thrive. They can stop being a hopeful dreamer that everyone will magically get along with because they have a company ping-pong table or offer beer on Friday afternoon. Leaders must first focus attention and resources on the employee, then the organization, and then the consumer. When this priority alignment is met, the business has set a transformative mindset into motion, ensuring performance and high-level engagement.
Having a thriving culture means that organizations know how to take care of people. They understand that culture reflects the organization’s customs, rituals, traditions, language, and symbols. All in all, culture should be available for everyone within the organization regardless of whether they are under the same roof or not. My simple message to leaders … “Culture is built from how you treat people, not the treats you give them.”
When cohesion is present in an organization, it creates an environment where people feel that they are part of something special and have this sense of being included (belonging), they understand their job has meaning and purpose (value), and they get to participate in creating outcomes that benefit many and not just a few (mutual commitments). But, this process is not for the faint of heart. It takes determination, dedication, and rigor to be a transformative leader that motivates, influences, and enables others to be successful. A leader of a transformation focuses on others first, then self. It’s not martyrism. No heroes or self-sacrificing behavior is required. Simply a mindset that believes in helping others first in the pursuit of achievement and success. In the end, the transformative leader will take care of themself, but not before thinking of the needs of those he or she serves.
Before going any further, it is important for the readers to know that cohesion is a causal phenomenon. Cohesion is not correlational. Cohesion is cause and effort. My dissertation proved the hypothesis that cohesion positively influences performance in all stages of a group’s life cycle. The level of performance achieved was possible through the efforts of engagement, which include actions such as being helpful to others, being active (self-starter), being vested (in it for the long haul), and being eager (learn and experiment).
Cohesion = Performance = Engagement
Let me illustrate the difference between correlational and causal relationships. Correlational data produces a statistical relationship between two objects. For instance, consider rainy days and umbrellas. When it rains, people do not always open an umbrella. Sometimes they stay indoors or put on a poncho or rain jacket. They may use paper, plastic, or even a book to shield them from the rain. And, what about umbrellas on a beach? When they are opened, does it cause rain? Of course, the answer is no.
Therefore, I can create a statistical relationship between rainy days and umbrellas that can be used by retail organizations to predict how many umbrellas may be sold based on weather conditions. But, correlational data does not predict what will happen between two variables.
However, a causal phenomenon is a catalyst to an effect. My best example is that of gravity. When Newton saw the apple falling from the tree, he investigated and found that gravity caused the object to fall. Without the influence of gravity, the apple would have simply stayed in place whether it had separated from the tree branch or not. His theory established a well-known “cause and effect” scenario. That is the same for cohesion. Whenever cohesion is present (belonging, value, and mutual commitment), you get performance, and that performance is fueled by engagement.
Next, I would make sure employees understand their career paths and the growth projections of the company. More than 71% of all employees seek some form of growth, development, or advancement. If the company does not provide it, they will go elsewhere. This does not mean that the employee is seeking to be a Vice President or CEO, just that they want to be prepared for the opportunities that will come along. They want their fair shot at being considered. Additionally, employees can satisfy their advancement needs when they understand the vision of the organization. It is essential to work for a company with a future because the translation is that a company with a future is a future for me, too.
Thirdly, my advice is to focus on the impact of remote work on the traditional physical environment. Remote work isn’t going anywhere anytime soon. It is more prudent for organizations to understand that “work from home” or WFH is an insufficient label to properly describe what is happening with the workforce in 2022 and beyond. I would recommend that leaders describe their workplace options as remote, physical, or hybrid. Remote is a much more robust term and includes work that can be done not just in a home area but on the phone or laptop while in an airport, on a plane, in a taxi, at a client’s conference table, or on the seat of a car.
Lastly, invest in technology. Invest in the types of programs and software that make work more efficient. Find new ways to perform routine tasks and build a system and infrastructure to support the change. In Dr. Tim Elmore’s book, Generation i-Y, he explained that workers in the 1980s began exploring new ways to use technology in ways that exceeded the efforts of their parents. In the 2000s, millennials were the first generation to surpass their parents in using and adopting technology. In many ways, the more we rely on technology to assist us in our everyday social and work lives, the more dependent we become upon it. The workforce of 2022 demands technology access and has grown extremely impatient when the conveniences afforded through advanced phone service, high-speed computers, and instant apps and internet access are delayed … even for just moments.
How has the pandemic changed your industry and how have you adapted?
Dr. Troy Hall: Prior to the pandemic and for the most part, consulting and executive coaching activities were conducted face-to-face. Today, these services are done remotely. Of course, there are the occasional face-to-face meetings, but now most of my engagement work is done through an online medium.
I provide clients with an easy-to-access online scheduling link so they can set up appointments with me without us having to trade multiple emails and phone calls to set a day and time. With this change, I had to adopt and adapt to a few changes. It became increasingly important to set boundaries and control my work time. Otherwise, I could be working 16/7, which isn’t good for anyone who believes in work-life integration. This has meant that I allow open scheduling to occur on Tuesdays, Wednesdays, and Thursdays, and I set all activities on Monday and Friday. Plus, I block off one-hour each day for “my time.” Time blocking is a must for me and my busy schedule.
Through the coaching portion of my business, I recently adapted to remote coaching. In April, I began as a coach for GetMee, the world’s first AI-powered communication and personal development coaching software. GetMee integrates AI technology with human coaching to create a personalized training plan with tailored videos from a team of experts around leadership, problem-solving, and self-awareness. A key audience is migrants and those learning English as a second language.
What advice do you wish you received when the pandemic started and what do you intend on improving in 2022?
Dr. Troy Hall: I would have loved it if my younger self would have told me that it would be okay and nothing lasts forever. It would have been nice for someone to have been able to show me the ropes, but we were all facing this unknown event as first-timers. But, I did have a support network that continued to encourage me to look for new ways to approach business.
I intend to continue improving with collaboration. Looking for new strategic alliances that have a mutual benefit of extending what is offered by both entities. I will continue to write, train, and lead others to fulfill their dreams, goals, and aspirations. My mindset is constantly looking to expand. My mantra is “You don’t have to know everything, you just need to be teachable.”
Online business surged higher than ever, B2B, B2C, online shopping, virtual meetings, remote work, Zoom medical consultations, what are your expectations for 2022?
Dr. Troy Hall: My expectations are to keep growing and looking for ways to be innovative. Quite simply, innovation is the process of solving a need. It doesn’t have to be crafty, clever, or sassy. Innovation must solve some need. Otherwise, if you are clever, crafty, and sassy in what you do and there isn’t a need involved, then generally, it is called “art.”
For me, you cannot be a victor of your future if you are held captive by your past. The past serves as a reminder of what we have accomplished. The past is the sum of all that we come to know. But, one cannot get to the future from the past. You get to the future from the present. You must be willing to learn and grow. If you only depend on what you already know to get to the next place, then your journey is fairly limited, and realistically, you may not make any progress at all. To get to the future available for each of us, we must be willing to try new things, be receptive to new ideas, and embrace that not everyone will look or think as we do.
My expectations for 2022 and beyond will continue to be built upon the philosophy that “You don’t have to know everything; you just need to be teachable.”
How many hours a day do you spend in front of a screen?
Dr. Troy Hall: My time in front of the screen can vary depending on whether it is a work day, presentation or consulting day, or simply a day of rest. Instead of measuring how much time I spend in front of the screen, I like to focus on the amount of time I spend doing what is necessary to build my business and help those who have turned to me for assistance.
The majority of executives use stories to persuade and communicate in the workplace. Can you share with our readers examples of how you implement that in your business to communicate effectively with your team?
Dr. Troy Hall: Simply put, I am a metaphorical teacher. I use examples and parables to illustrate ideas and concepts. In many instances, I will use stories and examples of leadership that I learned from mom, aka FANNY, and some of my most trusted mentors. FANNY taught me that my character would also be defined by choices, not the circumstances I’d find myself in. She helped me understand it would not be the successes or failures that shaped my life but how I handled them, and it would be better to aim for the stars and land on the moon than to never have gotten off the ground at all.
For my leadership book club activities, I will focus on books that provide fables or fictitious characters to make a point. Patrick Lencioni’s work has been very helpful, especially these books: “The Five Dysfunctions of a Team, The Ideal Team Player, and Silos, Politics, and Turf Wars,” to name a few. Additionally, I have used the writings of Spenser Johnson MD “Who Moved My Cheese,” Ken Blanchard’s “Servant Leadership Action,” and John Kotter and Holger Rathgeber’s book “Our Iceberg is Melting.”
For my coaching clients, I use a simple metaphor of clothing to allow us the freedom to work quickly and efficiently together. It goes something like this. Have you ever tried on clothes before you bought them? On some occasions, does someone go with you, or do you get handed clothing from a sales associate? Up to this point, the participant will say “yes” to try on, and sometimes someone will help. them.
Then I ask, “What do you do when you do not want to buy them?” Most will say, I fold them, put them back, or leave them in the dressing room. “Good,” I quickly retort. Then it’s safe to say you don’t stop up and down on them or hate the person who gives them to you. Because that is exactly how my coaching works. I will give you clothing to try on. If you like it, wear it. If not, put it down, and let’s go on. However, under some circumstances, I may give it back to you to try on again, just to try on for good measure.”
Business is all about overcoming obstacles and creating opportunities for growth. What do you see as the real challenge right now?
Dr. Troy Hall: The real challenge is overcoming the limitations we set upon ourselves. We dream about what life would be like, and often fail to execute that dream. It is essential to know what stops us because then we have power over it. Otherwise, we would be aimlessly going through the motions with a hopeful spirit but not a spirit of conviction. I’m not knocking hope because we would be in a constant state of helplessness without it. What I do believe is that we must make our words mean something. Put words into action for results.
“Dreams become visions when one is awakened into action.”
When we speak, we create life. Therefore, I challenge leaders to choose their words wisely through every coaching session. To put action to what they say and to understand that they can become anything they want to be, as long as they are willing to put in the time, effort, and belief to make it happen.
I see a real challenge in overcoming imposter syndrome that is brought about through higher levels of expectations for individuals who have not had the training or the life experiences to serve as an expert in a particular field. It takes 10,000 or more hours to become proficient in something. What exacerbates this feeling is the need for speed. We have a heightened expectation that everything can be done now and that better yet, it should have been done yesterday.
In 2022, what are you most interested in learning about? Crypto, NFTs, online marketing, or any other skill sets? Please share your motivations.
Dr. Troy Hall: I am most interested in learning from others about how they built their businesses. What actions they have taken as a leader to create a well-oiled and effective team? I am motivated to acquire knowledge through practical experience as well as through structured learning tools, books, or courses.
I want to master the art of being selfless while being resourceful. It is important for me to have some order in the chaos around me and promote harmony and peace. I like to be helpful to others, showcasing my altruistic side without someone taking advantage of me. Collaboration is important to me, and I want to develop methodologies for my clients, strategic alliances, and team members that support both receptive and structured processes.
A record 4.4 million Americans left their jobs in September in 2021, accelerating a trend that has become known as the Great Resignation. 47% of people plan to leave their job during 2022. Most are leaving because of their boss or their company culture. 82% of people feel unheard, undervalued and misunderstood in the workplace. Do you think leaders see the data and think “that’s not me – I’m not that boss they don’t want to work for? What changes do you think need to happen?
Dr. Troy Hall: According to Gallup and Towers Willis Watson reports, 6% of the US population was deemed to be remote before the pandemic. During the pandemic, that number rose to 62%, and it is expected that about 35% of those jobs will remain as remote due to many work factors.
What was coined as the Great Resignation saw 48 million people quit their jobs. But, I did not see it as ‘resignation.’ My colleague, Benjamin Toy, a world-renowned team-building expert, and I believe it was more of a “ReCALIBARATION.” People did not just quit and lay on the couch eating potato chips and streaming their favorite videos (okay, some of us did that for a brief time); they thought long and hard about how they wanted to work, who they wanted to work with, and how that work could be done.
Companies that want to survive today will need to understand today’s workforce expectations. This is what I call “The Entrepreneurial Spirit.” We have learned that employees want to be more selective of their working environment, expect to have a voice in providing ideas and suggestions to improve service and desired corporate outcomes, want flexible work hours, seek growth, development, and advancement opportunities, and understand the level of autonomy and initiative required to get the job done.
Within the context of these expectations, individual contributors want to be evaluated by the quality of their work, not the number of hours in the seat. Meaning that if a particular job or function would take the average person 8 hours to do, and a person doing the job today can do it in 6 hours to the same level of performance, they want those additional 2 hours to be spent doing what they want to do, which may not necessarily be finding more “corporate” work to do.
I can tell you, “It’s not your grandpa’s workforce anymore!”
On a lighter note, if you had the ability to pick any business superpower, what would it be and how would you put it into practice?
Dr. Troy Hall: My superpower would be TEACHABILITY, and it would allow me to enhance communication, establish collaborative working arrangements, stimulate creating thinking, and resolve conflict.
I would wear a leadership V.E.S.T. that gave me the power to have the vision and teach it, control my emotions and the emotions of those around me, be a good social architect, and create a trusted and safe environment. I would be eager to learn and consume as much knowledge as possible, show compassion, extend grace, seek the truth, practice humility, have purity of heart, and be a peace-maker.
What does “success” in 2022 mean to you? It could be on a personal or business level, please share your vision.
Dr. Troy Hall: For a long time, I have considered success to be valued by helping others achieve greatness. My success is measured through my ability to stimulate people toward their goals, to mold the thinking of others in preparation for them to become their best selves, and to provide resources while removing obstacles.
I continue to value success in being teachable and living up to the standard that I cannot serve the many until I serve the one. It is not just a group of them that I lead, but a collection of his and hers. When I can see the humanness of the one, understand his or her plight, and have put myself in their shoes, I am in a position to serve more.
I learned this lesson while on a field engagement in Kenya: Three Men and a Sewing Machine. While working with village leaders to create saving mobilization and credit utilization principles and strategies, I had the opportunity to meet three young men. They lived in a village with the poorest economic conditions one could ever imagine. They had unbearable living conditions, limited means of transportation, food and water were at a premium, while crime, drugs, and prostitution were rampant. A group of missionaries favored these men and gave them an education. With this newfound knowledge, they had the opportunity to go anywhere. Instead, they went back to their village to make a difference.
It was their intent to treat a root cause of crime and poor economic conditions centered around prostitution. They knew their efforts would have the greatest impact on the woman who participated in selling her body because she did not feel she had a choice. Their plan was to teach the women a new trade — how to sew. In this manner, the women would learn how to create something of value and sell it in the marketplace as opposed to selling themselves. In my excitement to know how they would do it, they met my enthusiasm with an even greater level. The men explained they would do it through the Power of One. For them, that meant one woman, one sewing machine, one mindset, one change. In their understanding of serving the one before the many came an understanding that if they could impact one life, it would lead to two, and two would lead to four, with four leading to eight, and so on.
This is the Power of One, and each of us has this ability to make a difference if we first say so, then follow up with determination, drive, and rigor. When I exercise this power, I feel successful, and it becomes contagious.
Jed Morley, VIP Contributor to ValiantCEO and the host of this interview would like to thank Dr. Troy Hall for taking the time to do this interview and share his knowledge and experience with our readers.
If you would like to get in touch with Dr. Troy Hall or his company, you can do it through his – Linkedin Page
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