Learn as Sean, aka Mr. CEO at 22 explains the unique activities that you can do for a team building. He also opens up about the rationale behind unconventional team outings, emphasizing the importance of extended bonding time, intimate workshops, and a break from the ordinary.

Tune in to delve into the heart of leadership, team dynamics, the pursuit of a better work-life balance, and the art of fostering a thriving work culture only in this episode of the Leadership Stack!

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Join Mr. CEO at 22, Sean Si, as he takes you on an insightful journey through some memorable Leadership Stack episodes centered on effectively activating leadership skills. In this engaging episode compilation, we explore the universal challenge of self-leadership and how it sets the foundation for success. Discover the impact of small habits on life's trajectory, drawing parallels to an airplane's course. Sean shares his three secrets to success—faith, guts, and hard work—unveiling the keys to personal and professional growth.

We delve into the importance of aligning hiring processes with organizational culture, ensuring a seamless fit that cultivates thriving teams. Learn from practical strategies for developing the next generation of leaders, including encouraging and mentoring young talents. Sean emphasizes the significance of marrying individual visions with organizational goals and provides insights on combating the prevalent negativity online. Embark on this transformative conversation to elevate your leadership game. Let's navigate the dynamic world of leadership together and inspire a new wave of impactful leaders!

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How do you know what's the right side hustle for you?

I'll tell you a story first. When I was starting out SEO Hacker, I was writing for a blog. I had a problem. No one is reading my stuff. The solution is to search. How do other people do it?

So I followed some other bloggers. They all said to do SEO. So I studied it and applied it. It was the solution. And there was value there because I found value there. There's no way that other companies will not find online relevant passive traffic because they are already searching. There is no way that they will not find it valuable.

How did I know that SEO was the right side hustle for me? And the answer is honestly, I didn't know. It's a series of divine appointments and interventions. So at the end of the day, for me, life is not just about knowing things and doing things. Life is also about faith and having faith in the right person, which is Jesus Christ. That for me, is it.

So there's no direct answer to your question because God gave you a set of skills, a set of desires, passions, as we call it. And the intersection of these in my opinion, that's the best side hustle you can do. But it's hard to know what those are.

So, for example, for me, early on I knew I loved to write stories and stories and stories. I just write and I know I love to do that. And SEO has a lot to do about writing. But it's not just about writing. It's also about programming, knowing psychodynamics behind people, what keywords they might use to search for your product or service, knowing how to partner up with other webmasters, get links from their websites, and earn links from other websites.

So it's a combination of different skill sets. That's what makes SEO so hard as a practice. There's that dilemma. There's still a skill set gap in a lot of places for sure, especially with the high level skill set like SEO. And that is something that I knew I wanted to do because of the intersection of my passion, which is writing and what I knew how to do, which is programming and IT. At the end of the day, I feel like I've also been given some balance there by God.

Couple that with my desire for writing and skill set for writing and communication, that for me I think is how you really grow, what has been given to you by God. So at the end of the day, you pray about it, you try to figure it out - the intersection of your God given talents and your God given desires. And then once you find that out, you work super hard to be able to develop that.

And then once you're successful as a freelancer there and you start to get more clients, then you will start to hire people. Then you develop your leadership and management skills, because there is no way on your entrepreneurship journey that you're not going to improve your leadership and management. You are always going to have to improve it. But leading a team and teaching them and managing them is a whole different ball game. You need to learn that.

And so a lot of the time it's really going to be hard life experiences that will teach you about leadership. I've gone through some of them, and this is my effort and my team's effort in helping you to learn some things, learn some values from whatever it is that I've gone through as an entrepreneur.

All right, guys, hopefully that adds value to you. And if it did, please do help us out by hitting the like button, the bell notification icon and the subscribe button. Again, this is your host, Sean Si, and I will see you in the next episode.

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How do you make or earn extra cash or money in your spare time or free time?

Whatever it is that you're going to side hustle, my opinion is that you have to be one of the best in that area. You have to be one of the best, if not the best.

Otherwise, you're going to be competing your entire life and you're going to be competing in a downward spiral. That's a price war because the market is like that. You will lower the price as long as you have something to earn. And, of course you're going to lose out on some good clients because there's a much lower price out there, offering a lowball price.

Whatever it is, if you're not the best, clients will get the next cheaper guy or girl. Whatever it is, right? Whatever it is you decide to side hustle, may it be freelance writing or body fitness trainer, as long as you're good in that field, why not? There are also dog walkers in BGC, I just learned this now, so I didn't know that existed. I don't know if you can be the best dog walker in the Philippines, but these are side hustles that exist and there's a lot more that you can do in your free time.

I just happened to choose SEO, and it just happened to grow into the industry that it is today. And then I just happen to be really good at it. I'm sure you've heard and seen so many videos, so many people talking about side hustles—what they are, what you can do, how much you can earn. That's really not what I want you to take away from this video because there is already a lot of content about this out there.

But what I want you to take away from this video is that, whatever it is—whatever side hustle you choose—you have to be the best at it. Double down on something that you feel so strongly about that you place your entire life as a bet doing that thing so that you become the best in that.

I don't compete on price. At SEO Hacker, we don't engage in price-based competition. I'm not in a rush to acquire clients. If you're the best at what you do, you're not at the mercy of clients. Clients will come running to you and they're willing to pay. I'm not in a hurry to get clients. I can wait a year or more.

So that's why what I want you to take home is if you're going to choose a side hustle that you're going to want to turn into a business someday, you got to be the best at it, so they will be the one coming right after you, and you can price at whatever price point you want.

Is it really critical that we are priced this way? Everything is arbitrary. At the end of the day, if you want to price it this way, if you want to produce this much value, double, triple, that's okay. If I produce four times the value, I price it four times higher, that's also okay, because pricing is perception of value.

At the end of the day, you can price it any way you want and you can compete any way you want. Just don't compete on a downward spiral. If you're not the best at what you do, if you're just a 'me too' business or a 'me too' side hustle, potential clients will likely lowball you.

They will say, 'Well, you are not known, and another company offers it at this price.' With that, you may feel compelled to adjust to a certain price point which for you is not good. Why? Because time is the building block of life. You only have one life and your time is on a straight line. 24 hours a day. That's it.

If you give some of that time to some people who are willing to pay you less, then you're just wasting that time. You're wasting that amount of life in that area. That's my advice for you.

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How do you effectively rally your team?

Number one, have a clear vision. Without fluff. Don't write a vision statement that's three or five sentences long. That's too long. If you can squeeze it in and distill it to one sentence as much as possible, make it one sentence. Make it so understandable, so clear to the people who you will deliver it to that they can't help but just understand it and buy into it.

And make sure that this vision that you painstakingly distilled to make it clear, repeatedly communicated.

Second thing is to make sure that everyone in your team knows what the roles and responsibilities are of each different team member. Not having a clear role of what other team members are doing leaves gaps for confusion.

And if your team members are confused, they don't know what other people are doing, why would they buy into your vision? What's so important about your vision if they don't know what the guy beside them, or the girl in the next table to them doesn't know what they're doing? So it's very important for you as the leader to make sure that everyone knows what each other are doing.

Don't be so afraid of allowing your team members to know what each other are doing that you end up as a leader, paralyzed, and your vision becomes stagnant because now your team is just left in the gaps of confusion. Make sure to explain clearly to everyone what each team is responsible for, and that will help you to rally your team to your vision.

Number three sets clear milestones on how you're going to be able to achieve that vision. If people don't see progress, if you're not able to measure the things that you're doing to be able to achieve that vision, people will soon start to give up in their spirit and they will say, "Yeah, it's a North Star, but we're not moving anywhere towards it. It's just there."

A vision statement is supposed to be a North Star, and you are supposed to take your people there. You need to make sure that you're moving forward, and you and your team are all in the same boat, moving towards that North Star. If you're unable to do this, you will stagnate and you will lose market share.

Number four, try to get rid of any people in your team right now who involve themselves in divisive activities. Activities like gossip, treating someone badly in the team, bullying someone, doing mediocre work, doing things like quiet, quitting.

Try to get rid of these people as soon as you can, because their divisive practices will surely cement and anchor your company, so much so that you're not going to move anymore because they're going to keep bogging you down. So you make sure that you eliminate these people, ask around, keep your eyes and ears open, and when you find out about them, or maybe you know them already, take this video as an encouragement to get rid of them.

And lastly, number five, celebrate the wins. When you are able to do something significant when you achieve a milestone. I don't think there is such a thing as something too small. You celebrate it. You give someone a high five, you applaud someone, you say good job, good work, great work for accomplishing that.

So those are the five things that I suggest that you do if you're finding it difficult to rally your team around your vision, that should really improve your unity in the team and finally allow you to move forward full steam.

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In this episode from the Leadership Stack, we dive into the world of AI, its impact on the job market, and the challenges it presents.

Join Mr. CEO at 22, Sean Si, as we explore how AI can be used in mental health, the importance of reliability in team dynamics, the evolving dynamics of learning, and the ongoing changes in the workplace due to AI. Listen up and enjoy!

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When you're a leader, you know that there are times you have to confront a colleague, maybe a higher up, maybe someone who is working for you. You have to tell them what you expect. You have to tell them of maybe certain behavior that shouldn't have been done, certain work was done in such a way that damages the company's reputation, or certain work was not done.

And you have to communicate with this person and how that is not going to happen again, on how to improve things, on what you can expect from them moving on. So there are a lot of ways to confront it. But let's talk about things that you should never do first when you confront a colleague or a coworker.

Number one, never, ever abdicate the responsibility. What does this mean? It means that you imagined the problem is just going to go away without doing anything, without even confronting the person. You just tell the person you know, that's just wrong. Don't do that again. That's not going to solve the problem.

Second way not to confront is you confront emotions high. So if the mistake is fresh, if your emotions are still stirred, do not go to the person, because chances are you're going to say things out of anger. When you see things out of anger, things always sound at least 8 to 10 times worse than they should. And when things sound worse than they should, the receiving party will close their hearts and minds towards you.

Third, the wrong way on how not to confront others is you're too relationally concerned, meaning you're more concerned about your relationship with the person, whether it's personal or it's work. You don't want to damage the relationship. You don't want to put even a small, tiny dent on the relationship.

Fourth mistake in confrontation. When you go blunt. So you're not angry, emotions are not high, tensions are not high, but maybe you don't like this person too much. Maybe you don't have a deep relationship with this person. And then you go to that meeting, you sit down and you go straight to the point, and you do it without any tact or swab. You're like, this is what you did. I don't like it. You got to improve, right?

What is the best way to confront other people? The best way is first and foremost, you schedule the meeting. Tell the person, "Hey, I want to have a one on one conversation with you."

Maybe you can open up the meeting with a one on one meeting with the three W's. What are your wins for this week? And then they proceed to share that with you. Secondly, what are things that you're worried about? And then lastly, what are things that you're wondering about that we can do that we can improve?

And lastly, when you close the meeting, make sure you're so clear in your expectations. You tell them that, "Okay, so from here on out can I expect that this is going to be the result? Can I expect that you will always follow this certain procedure in order to be able to achieve this result? Can I expect that you're going to be learning from this and evaluating the mistake, and that you're going to be teaching others what you learned also, so that they will be able to avoid that mistake?

Be very clear on what you expect from them. If you're not clear, you might as well throw that entire confrontation out the window. And confronting others is always uncomfortable on both ends- on the one being confronted and from the confronting party. Make every confrontation count. Be crystal clear on your expectations before you end the meeting.

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 Sean: Hey, guys! Welcome back to the channel. This is Leadership Stack. I'm your host Sean Si aka Mr. CEO 22. And today our topic is going to be how do you correct someone without hurting their feelings.

You see here in the Philippines, we have a lot of people who are thin skinned or in Tagalog, balat-sibuyas. And when you say something that might be even completely true, but it just hurts their feelings, what happens is they usually just shut off.

So how do you confront someone most probably in your team or could be a family member, could be a friend without hurting their feelings?

And I know that a lot of videos cover this already and it is encouraged to use this method. It's called the sandwich method. And we cannot stress this enough and yet not so many people actually use this method.

What you need to do is when you finally get the chance to sit down with that person that you need to correct you first, encourage that person by saying, "Thank you for your work. Thank you for all the right good things that you have done for the company. I appreciate this. I remember this and that."

And you make the person feel appreciated so that it would allow you to segway into, "And I want that to continue. I want you to continue to become a valuable team player so these are some things that I think you can improve."

Then finally you give them the meat of the topic. And the meat of the topic is usually what you really want them to change or improve.

And you say it in such a way that it is so clear and precise that it is quite sharp. It might even hurt them. But because you use the sandwich method, because you built them up first, the blow gets weakened by a lot and it's accepted much better.

So you could continue on by saying, "But here's an area where I believe you have such a good opportunity to improve. You see, when this happened to this person, I believe that they were not that happy with what you said or what you did. And when you improve that, I believe you can be so much more to this organization."

And then you end with an encouraging and inspiring tone by saying, "You know, I really believe in you, and I really believe that you can do this. And I will be here to help you and cheer you on." And the sandwich method can be summarized into that. And it is an effective method whether you are a startup or whether you are a big corporate entity.

Take the time to sit down, strategize around what you're going to say, and execute in such a way that you are going to soften the blow so that they will accept and they will eat what you will say, and they will make it go down into their hearts. And finally they will be able to manifest a change that will be positive and will be a win-win for you and the person that you're confronting.

When is this method ineffective? Maybe you're wondering, is there a time when this method is ineffective? Yes, of course. If there's someone in your team who is divisive, who gossips, who slanders other people, who's hard headed, who's toxic, you can watch our video about how to handle toxic employees. then this method would be ineffective.

Not because of the method. It's not the fault of the method. It's because the person is inherently unchangeable. Us as leaders and managers, we can only explain why they try to curve their behavior, try to make them see different points of view if they’re willing. But  if they’re not willing, we can’t change them. Only God can change people.

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How do you deal with these toxic employees? If you're the business owner, first and foremost, I want you to realize it's your fault that you hired them. It's my fault if they're here in my company because we allowed them to be here. That's why your hiring process is so important.

The hiring process is super important because that's how you weed out difficult, potentially difficult and potentially toxic employees who will not fit your culture, who will do more damage than help you. See, you're hiring people in order to have a better team, in order for them to help you with the workload, to think with you or to think for you.

Always explain to them why you do certain things. It is not that pleasant when we go through the airport and have to go through so many checks. We have to take off our shoes, our belts, and our socks. You do all these things and you don't understand why you need to do them because it's not explained to you and it doesn't feel pleasant, doesn't it?

Also, with difficult people, put systems and processes in place that would curb their behavior, that would allow them to change their behavior. There has to be penalties. There has to be sanctions.

You see, difficult employees have bad behaviors, they're bad fruits because of the roots. If the roots are wrong, then the fruits will be wrong also. So you have to tackle the root, not the symptoms, not the fruits, you tackle the roots. You explain why and you make sure that you give that certain nutrition and certain fertilizer in telling them, "This is why we do things. This is why you should do that. This is why we follow these guidelines." So that their fruit will be changed into good behavior.

Now, for toxic employees, my advice is you pray for them. It's impossible to change the heart of a person. We cannot do it. It's not our job as human beings. Only God can do that. So if you really want to keep a toxic employee, you pray for that person night and day and allow God to work His magic.

But my advice to you, from a business owner to another business owner, if you have a toxic person in your team, warn them once, warn them about their behavior. "I will warn you once. And then we have to part ways because there is no way that we're going to not agree on things and not commit on things and still work together. There is no way we can do that."

So my advice for you, if you have a toxic employee, as soon as possible, let them go. As soon as legally possible. You warn them once and then that's it. Every single day that you're keeping that toxic employee, always remember they're influencing someone in your team. Somewhere in your company, they're influencing that person for the worse. That's their nature. That's why we call them toxic, because they're poison and they will spread that poison and virus to other people in your company.

Difficult people, you can still change. Difficult people, you can still mentor, you can still teach. But toxic people, I don't think it's our job anymore to change their hearts. It is the Lord's job. It's God's job. And they need to experience certain God-sized moments in their lives in order for them to change for the better. It's not your job. I don't think you need to redeem them. As a business owner, be responsible, protect your people and let the toxic people go.

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Join us for an eye-opening episode as we explore the power of hard work in generating boundless success. Explore smart strategies for savings, setting monetary goals, and staying motivated in your 20s. Lastly, understand the behavioral side of financial management and learn why joblessness can be an unexpected advantage. Listen up and enjoy!

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