Name: Kevin L McCrudden

Title: President and CEO

Organisation: Motivate America, Inc.

"Kevin L. McCrudden

• International Author & Speaker

• Creator of the Globally Award-Winning Documentary The Light of Man® • President, Motivate America, Inc. • Founder of National Motivation & Inspiration Day® & Month

• Creator of The American Motivation Awards®

• Host of the Motivation Mondays® - Koffee with Kevin Podcast

• Founder & Original Publisher of Soccer Long Island Magazine

• Founder, The Long Island Soccer Player Hall of Fame®

• Owner of the “Simple Goals” App,

Kevin L. McCrudden, widely known as “Mr. Motivation” and “America’s Chief Motivation Officer,” has spent over 20 years shaping the personal and professional development industry. As the only motivational and leadership speaker in U.S. history to receive a day of recognition from both Congress and New York State, Kevin’s influence is unmatched. His creation, National Motivation & Inspiration Day®, was recognized by the U.S. Congress in response to the events of 9/11, and January 2nd is officially celebrated as National Motivation & Inspiration Day®, with January designated as Motivation & Inspiration Month®.

Kevin's most profound work to date is The Light of Man®, a globally unifying, award-winning documentary. This powerful film has been selected at over 20 international film festivals, earning accolades as the “Best Inspirational Film” in cities such as Los Angeles, New York, London, Paris, Rome, and Cannes. In 2022, it was honored as the Best Faith-Based, Spiritual, and Inspirational Film by the Global Independent Film Festival in India. The New York Film Awards praised it as “a love letter to the world” that explores the deep connections between humanity.

An internationally recognized author and speaker, Kevin has published eight books and audiobooks sold in over 30 countries. He has delivered talks across the U.S. and appeared on numerous international radio and TV shows. Kevin is also a seasoned host for television, radio, and podcasts. In addition to his motivational work, Kevin is a former semi-professional soccer player, a serial entrepreneur, a college lecturer, and has even run for political office. His broad range of experiences makes him an engaging and dynamic leader in motivation and personal growth. "

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Kevin's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Honesty and Integrity. Clients / Customers / Stakeholders want to know that they can trust you at your word. Integrity.

Character. Each time you are caught not telling the truth or compromising your word or your integrity, it builds a barrier.

With each "lie" or inconsistency, the barrier grows, until such time it's insurmountable or you lose credibility and with it, your clients, customers, and stakeholders.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

I share with Management and Leadership Teams and Startups that your "Vision" is what you want to achieve and what your company or organization wants to be. Your "Mission" is the daily commitment of excellence in application to successfully achieve that "Vision."

As the "Captain" of a Ship / Leader(s) of a company or organization. It is your responsibility to get buy-in, commitment, loyalty, and even passion about your "Vision" and where you want to go and where you are headed. Your "destination" / destiny! The "Captain" must maintain that "Vision" even in the stormiest and turbulent waters.

You and Your Management Team must establish the "Mission" / Metrics that must be successfully achieved and excelled at in order to meet your "Vision."

Leaders / "The Captain" must keep the "Vision" alive and keep watch for distant changes and adjustments, while the Management Team / the "Officers" must make sure that each of the details, the metrics, are being met to the best of your team's abilities. And make changes to the team and the metrics where necessary to achieve your ultimate goal(s).

3. How can a leader empower the people they're leading?

Frankly, there are far too many so-called "Leaders." Everyone wants to be the "Leader." Far too many people are taking "Leadership Programs" as young as High School, because they want to "be in charge." The reality is, the Chairman and CEO are "in charge." Until they're not. When there are too many "leaders," you have too many people who think their way is the better way and question "leadership." When you have too many "leaders," you have too few people who remember their job is to get the work done.

For decades, study after study has shown that people want to FEEL like they are a part of something. Even more than money. They want to FEEL their job is important and that they are a part of something special or important. Hence, the importance of developing a "Vision" that people can be passionate about and dedicated to. And the understanding that their role within the company or organization is critically important. Not "Mission Critical" and "irreplaceable," because that's where people begin to create unions and threaten strikes and withhold work or make "demands."

Like a competitive sports team, each member of the team should understand the importance of their contribution, but realize in a competitive environment, they are not irreplaceable. It is critically important that an employee, new or old, understands their "Job Description" entirely. The "Job Description" is your first line of defense in building the expectations for the entire relationship. When an employee understands their "Job Description" thoroughly, they understand what is "expected" of them and how they will be measured and paid. Only when they excel at all elements of their job and the "Job Description," should there be a discussion of advancement or raises.

Providing this level of clarity is the foundation of a good working relationship. This is the foundation of empowerment. The understanding is, from the very beginning, if you do these things in your "Job Description" well, you will be considered a great employee. And, as "Leaders," you must stick by this mantra no matter what, because the second people think there is "favoritism" and people are being promoted or paid more, even when they do not excel at their job. That is the beginning of failure, and people will not trust "leadership" after that, because you have compromised your word and your integrity.

In my first book, "Who Are You? Become the Very Best U That U Can Be," I say that "expectations" is one of the greatest "curse words in the English Language. There are more relationships, personal and professional, that have been ruined, because "expectations" have not been met.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

There are many of the giants of the personal and professional development industry that have influenced me. While Tony Robbins is probably the most well-known name in the industry now, the "Founding Fathers" of personal development have influenced us all. Of course, striving to be your very best self and being a good human being, we cannot look past Jesus Christ. Most speakers in the personal growth industry refer to the Bible and Jesus Christ. I have always liked the idea/movement of "WWJD" (What Would Jesus Do?) If everyone thought like that every day, it would certainly be a different world. Along those lines, I loved listening to and reading content from Zig Ziglar and Dr. Stephen Covey.

There is a big difference between them, as men and as leaders, and others of that generation. They answered their own phones and emails. Yes. They were busy writing and speaking, and traveling, but they would still take the time to respond personally. Many of today's "personal and professional, and spiritual leaders" are all too busy making money and trying to be "celebrities" and have staff answer emails and phone inquiries.

They have lost the sense of personal contact that Zig and Dr. Covey had. I had the honor of meeting them both and honoring them both. They were men of faith, but also humble servants who didn't take themselves too seriously and treated people like they were "less than." They were true gentlemen. A lesson I try to live every single day.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

As someone who has conducted Management and Leadership programs at some of the largest companies in America, it is imperative to understand the "Vision" and dynamics of each team within the organization. Some "Leaders" want to be action-oriented in order to get a name for themselves or maybe a reputation as a "can-do" kind of manager or leader. And there are some that are very strategic. They don't necessarily want to "make waves" and draw attention to themselves, and only assert themselves when necessary.

This is where the "Vision" and "Culture" of the organization come in. Depending on the level of the so-called "Leader," and who they work for (Boss), in many cases, determines the necessary actions or what they should and should not do. Unfortunately, I have been a part of some companies where the "C Level Leadership" wants to "control" the people that work for them and "control" the amount of exposure some people get to senior management.

They essentially want all ideas to come to them, so that they can present them on behalf of the group/department. Some young managers or people who are eager or impatient want to grow within the company and "climb the corporate ladder" quickly. SLOW DOWN! Make sure that you become a little more strategic within your corporate structure and how you go about bringing attention to yourself.

It's one thing for you to say that you are great (egotistical), and another for others to say that you are great! Optimally, as a great team player who can become an asset for other members of your team, hopefully, if there is integrity and honesty within your team, your department, and your organization, people will begin to point to you as a "leader" within the group. This will provide the opportunities and exposure you seek without alienating team members or your "boss."

Be patiently persistent. Be diligent and ethical. Be the one that people can turn to without being a gossip. Be confident and secure in yourself and your abilities without being arrogant. DON'T be egotistical or self-promotional. (Unfortunately, I have seen and heard certain people who are passive/aggressive. They say self-promotional things, but then try to make it sound like it's the team. They are masters of manipulation. You can hear it in their phony tone of voice.)

DON'T be pretentious. DON'T be a gossip. DON'T be a phony!

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

As the creator of National Motivation & Inspiration Day on January 2nd of every year, and January as Motivation & Inspiration Month. It's all about effective goal-setting. It's one of the reasons why many industries like to hire former athletes as employees. They understand how to set goals. They understand how to compete. They understand how to lose. And they understand how to rebound and try harder to achieve goals. As the "Leader," you need to know what is expected of you and your team.

What are the "Goals," Annual / Quarterly / Weekly goals that the organization needs from you and your team, in order to consider it a "successful" week/quarter/year, and you and your people have exceeded your goals and expectations, and everyone gets paid / bonuses! Understand the strengths and weaknesses of your team and each team member, and manage accordingly. Provide opportunity for personal and professional growth.

Empower and enable team members to reach "stretch goals" and grow as a person and as an employee and asset for the company! Spend time on Fridays and a few hours on the weekend, preparing for each week. Sunday night, mentally prepare for the week and visualize "success." Visualize a great week, with you and your team meeting and exceeding your goals. And make sure that you track it and reward it appropriately.

Keep track of your own successes. Many people who have been "successful" don't always know how they achieved their goals. Make sure you track the things that you do successfully to help you and your team excel. Make sure you understand how to make/create the "special sauce or ingredient." So then you know how to duplicate it anywhere you go!

7. What advice would you give to a young leader who is struggling to delegate effectively?

This is difficult and something that I struggle with from time to time. Within an organization, I have seen so many phonies and truly untalented people rise to senior leadership, because they effectively delegate and frankly do very little themselves. The "Peter Principle" in action! Rising to their own level of incompetence. It is truly a struggle for hard-working, self-motivated people who want to take on more and more challenges and actually do the work themselves to advance.

There is a precious balance. Many of my clients are self-made millionaires. Have started their companies themselves. And because of that, they actually know almost every single thing that goes into their product or service. So, as CEO's they can say that they started at the "ground floor" and worked their way up. At established companies, when people come in to fill a role or take a management position. They do not always know all the other elements or components of the product or service, which can be a disadvantage. As a young leader, make sure that you understand the actual business.

Understand the history and how it started, as well as how the company and industry have evolved or changed. Think of it as "Macro" to "Micro." Understand the beginning and foundation, and the industry. Then figure out your role and how it is or can be a critical element of the company's success. DROP YOUR EGO. This will prevent you from doing everything yourself. "If you want something done right, you have to do it yourself."] You'll end up being ineffective and doing everything yourself, and not growing your team or teammates, and be exhausted.

Watch and learn from Managers who are effective at "delegating." They are typically the ones who are busybodies and in everyone else's business. The manipulators. The ones that speak with that elevated pitch, affected persona that use all the latest jargon that HR loves. Watch and see how they get other people to do their work for them, and they seem to always have time for lunch or coffee with senior-level people. Don't emulate them, just watch and learn. Then. Apply it ethically. Enable and empower your team members to grow by providing opportunities that help them grow personally and professionally. Be the "Team Captain" / The Leader that people like to work for/with.

The person who is willing to show and get their hands dirty with their team. Over time, you will see that team members will respect you, because they know that you know what you're doing and that you are asking them to do things, not because you don't know how to do them, or because you are avoiding the work, or because you're lazy. As your team grows in knowledge and strength, it will shine positively upon you. Don't be afraid of people being promoted from your team.

Become a "King Maker." The more you grow your team and team members, they will have nothing but positive things to say about you. If you put your ego aside, people will speak positively of you, and leadership will take notice. Watch for manipulators. When you learn how to "make the special sauce," don't share it with everyone. Keep it to yourself, but continue to use it in practice. For young leaders, I have always been a fan of Aristotle. He had a great saying. "Theory is great, yet in application."

All the things you have learned at college or in your MBA are not necessarily applicable or accurate. They may have sounded great in theory, but they do not work in practice. Learn to trust yourself and your own intuition. Learn to trust your 6th sense about people and situations. The more you pay attention to it, the more you will learn to trust it.