On Priorities & Optimal Thinking with Trish Tagle

Actionable insight about creating better environments, optimal thinking, and the importance of getting on the same page.

Referenced in this Episode:

Trish Tagle is an established efficiency expert, who comes from a diverse background that spans a variety of industries, including fashion and digital. She’s on a mission to humanize the corporate experience.


Episode Transcript:

Liz Wiltsie: Hi, everyone, welcome to LEAD the podcast. Our guest today is Trish Tagle, and she’s an established efficiency expert, who comes from a diverse background that spans a variety of industries, including fashion and digital. She’s on a mission to humanize the corporate experience. I’m really excited that you’re here today, Trish. 

Trish Tagle: Thanks, Liz. I’m excited to be on your show, too. 

LW: So, what is the biggest challenge that leaders face at work? 

TT: I would say that it would be not being on the same page about the direction of the company. So sometimes one leader will think or one manager will think that they’re in business to make a profit. And then another manager will think, ‘Oh, well, we’re here to create innovation that will wow the world’, and there are more variations, but you will find that stakeholders or leaders of various departments in the same company have conflicting values, therefore, conflicting desired outcomes. They don’t even know this, they can get into the same room and talk about the company performance. And they still don’t hear each other. They don’t hear what they’re saying. 

TT: And this difference never gets resolved. So, I think that’s the biggest challenge that leaders face. 

LW: Yeah. So, what is your number one tip for dealing with that challenge? 

TT: I feel that it’s more about… the one tip that I can give all leaders in one organization. So not just one leader is you know where you want to go, then lead the business in that direction.

TT: Going back to the answer to my first question, without understanding the real aims of your business, you will find that the teams are confused as to what’s expected of them. And there’s a lot of wasted time and effort because they’re being pulled into, let’s say, some sort of riptide of lack of clarity and purpose for what they’re doing.

LW: Yeah. And then people get demoralized, right? 

TT: Absolutely that is a huge problem when you’re answering to one manager and they’re like, ‘Why are you taking so much time on this?’ Then they’re like, ‘Okay, let me not take so much time.’ And then another manager will come to them and say, ‘I thought we were going to be doing this when you know, the clients expecting.’ And they’re like, ‘Okay, so we’ll do that.’

TT: I mean, this happens so often in business that I find it ridiculous. And that’s why I say please, people, directors, stakeholders, leaders get on the same page, because of this push and pull that’s happening to different teams, you know, the people that are working under you direct reports. It’s unfair. It’s just unfair. 

LW: So, what is a concept, book, talk that’s been impactful for you?

TT: Okay, so this is going to be a little bit of self-promotion, actually, the concept that of how I believe businesses should be run, and I’m writing a book on this. It’s called Optimal Thinking, and at its core, Optimal Thinking is a way of considering all possibilities, and all of the parties involved in the undertaking. 

TT: So before moving forward with any initiative, you know, how will this impact the client? How will this impact our company, our people? So thinking of only one or the other may work for a while, but inevitably issues will start to crop up. It’s a way of thinking about the whole company, and not just one piece of it. 

LW: What should I have asked you that I didn’t? 

TT: Maybe… what is the same that I base my work on? And that is, ‘Never ask for more than you can give.’ I practice this all throughout my corporate life and obviously, even in my business. When I’m working with my clients, I still try and keep that in mind. And I believe that leaders in any industry need to always be on the lookout for how they can improve the environment in which their teams work, thereby improving the outcome for the client, which in the long run improves the end result for the business as a whole. 

TT: Again, as you notice, I’m talking about everything as a whole. That’s really where my mindset is.

LW: Yeah, there’s a lot of folks that will get in different departments, right? And get really siloed. And then one thing works, and another thing doesn’t, and it gets kind of funky, right? 

TT: Yeah, absolutely. And that’s for me as you go up. I mean, either they’re not many people that I know that have assumed a director position without having come up through the ranks. So that being the case, what is it that you did not like doing when you were in the day-to-day?

And how can you change that? How can you tweak that? or how can you eliminate that all together, so that the people that are doing the work now, don’t have to go through what you did? And then again, you’re building morale, you’re building efficiency, which inevitably leads to profit. And who doesn’t want that? 

LW: Yeah. I think that I hear people say, ‘Well, I did it,’ right. It’s sort of that example of like when you’re a senior in high school, and you’re mean to the freshmen. And you’re like, well, the seniors were mean to me. And it feels like that plays out at work as well, right? That people are like, ‘I did that. Everyone should have to do it as well.’ And what you’re saying is like, what if we didn’t? 

TT: Yeah, no, I’m the opposite. I mean, don’t get me wrong, okay. When you’re a junior, there are dues to be paid. You have to learn the job. And it isn’t always fun. But there are always things that are not necessary. And you don’t have to put them through that. Like you said my background is in fashion and digital, there will be days that you have to work long hours, and that goes for everybody. And yes, maybe higher up the ranks, you will not work 20-hour a day anymore. Or maybe you will, depending on how inefficient your company is. But the goal is really like I said, to create an environment that is improved from your experience. 

LW: You have a free resource for us. There are all the words, we got it. Tell me about it. 

TT: Okay, so I do have a document that will help sort out your business priorities in a very simple fashion, and it will help stop the overwhelm. So that is something that I can offer to your audience. 

LW: Great. Thank you, Trish. And that’s our interview. Thank you so much. 

TT: Yeah, thank you. I loved being here.

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