Jim Merkle Mid-Month Deep Dive

The original interview with Jim Merkle has been our most downloaded episode of all time. Listen in to this brief summary of the interview, hitting on the many highlights. If you like this, then you will love the full interview, which was episode 11 in season 1. Be sure to check it out and connect with Jim on LinkedIn

Transcript

Jason: 0:06

Welcome to the biblical leadership at work mid month. Deep dive. And today's bonus episode. Our guest hosts revisit one of our most popular interviews. If this quick recap inspires you. Then be sure to check out the full episode. For even more great insights.

0:24

Okay, so have you ever, like, met a leader whose path was, you know, anything B. U. T. straightforward? You mean someone who didn't just climb, like, a perfectly linear ladder to success? Exactly. And today we're diving into one of those wild rides, um, Jim Merkle's leadership journey. Let me tell you. This is one for the books. Seriously. We're pulling from this awesome interview he did on YouTube with, uh, Biblical Leadership at Work, right? Yep. That's the one. And it's not every day you find someone who's gone from, get this, the Marine Corps. Okay, wait, what? To the manufacturing. Bring it on. To managing multiple retail stores. Whoa. Talk about range. It's like each stop, he's picking up these skills you wouldn't think would, like, go together. But somehow, they blend into this totally unique leadership style. It's like that secret ingredient you don't see in the recipe, but makes all the difference. Totally. So for those just tuning in, who I is this Jim Merkle? All right, picture this. Veteran Marine, married for like 30 years, father of three. Okay, solid start. Oh, and there's this really cool story about how they adopted one of their sons. Oh, I love that. Family man, A& D, a leader. Right. But what really got me was this quote from Jim about his childhood. He said, I think my parents were kind of like gypsies. I attended about 11 schools. Eleven schools? That's not moving, that's practically time travel. I know, right? Seriously, I can't even imagine switching schools that often. You'd think it'd make someone hesitant to lead, you know? Right, like afraid of change or something. But Jim's the opposite. Do you think all that moving around actually helped shape his leadership? You know, it's funny you say that, because I was thinking the same thing. It's got to, right? Like, think about the adaptability you'd need. Constantly adjusting, new environments, new people. New rules, new everything. Exactly. It could either make you shut down completely, or force you to get really good at connecting with people from all walks of life. And it sounds like Jim landed firmly in the good at connecting category. Oh, for sure. And you know what else? I bet he picked up some serious conflict resolution skills along the way. Oh, yeah. Yeah. You know, there were some playground showdowns. Right. But seriously, it makes me think about those early experiences we all have that seem like totally unrelated to our careers now. But looking back, maybe they were shaping us as leaders without us even realizing it. Absolutely. Like they become these secret training grounds for the skills we end up using every single day. Communication, problem solving, even just like reading a room. So true. And for Jim, two of those unexpected training grounds were, get this, the Marine Corps, and wait for it, union work. Talk about two different worlds. Right, like talk about a study in contrasts. What I found fascinating was how Jim's leadership style seems to like blend the best of both those experiences. Totally. It's not like one erased the other. No, it's more like he took the best parts of each and like forged his own path. Yeah. Exactly. The Marines, with that whole discipline and chain of command thing, definitely gave him this respect for structure. Right. But it also showed him the limitations of just, you know, barking orders. Oh, 100%. Uh huh. Especially if you want people to stick around. It's true. You need that buy in. That feeling of, like, shared purpose. Yes. And that's where I think the union experience comes in. Not only was he in an actual leadership role, which most people don't even realize about unions. I know. It's not all just, like, protests and stuff. Exactly. He saw how important it was for people to feel heard and represented, like they had a voice. Which is huge in any environment, really. Right. He learned about negotiation, clear communication, and the power of, you know, staying calm under pressure. Those are skills that translate to any industry, any team, I mean, heck, any relationship, really. It makes you think, what were those unexpected training grounds in our own past that shaped how WE lead today? It's kind of wild when you think about it like that, right? How those experiences that seem so different from what we're doing now actually, like, shaped who we became as leaders. Totally. It's like, those unexpected detours often teach us the most valuable lessons, you know? For sure. And speaking of unexpected detours, one thing that really struck me about Jim's approach is this whole servant leadership thing. Oh, absolutely. It's one of those buzzwords you hear a lot in leadership circles, but Jim actually walks the walk. Right. It's not just, like, a line in his bio. He seems to really live it. 100%. And he doesn't shy away from the faith element either. Which I thought was really interesting. Yeah, he actually said, I've never been afraid to say I'm gonna pray for you. Which, you know, in some workplaces, that could be seen as a little, uh Out there. Yeah. But with Jim, it just felt, like, totally genuine. Like, he meant it. Right. It's not about, like, pushing his beliefs on anyone. He's just part of who he is. Yeah. And I think it speaks to that genuine care he has For the people he leads. It's true. It's not just about the bottom line for him. He's invested in his people. Exactly. But here's the thing, it's not just words with Jim, you know? Right. It's not just lip service. So what did that actually look like? How did he put that servant leadership into action? Well, he gave some really concrete examples, which I appreciated. First off, he's not afraid to get his hands dirty. Literally. Okay, hold up. What do you mean? He talked about how he'd be in their cleaning bathrooms alongside his team, scrubbing floors, whatever needed to be done. No way. Seriously. Yep. No task was too small or beneath him if it meant showing his team he was right there with them in the trenches. Wow. That's a powerful message. Right. You're not above any task, no matter your title. That's huge. It really levels the playing field. Totally. And beyond that, he talked about how important it was to him to really know his team members, like, as people. Not just, like, what's your name and what do you do? Exactly. He'd make an effort to learn about their lives outside of work, remember their kids names. That kind of thing. Little things that make a big difference. Huge difference because it shows you see them as human beings, not just like cogs in a machine. Totally. Oh, and this might be the most important part. He encourages growth through mistakes. Okay. Tell me more about that. So instead of freaking out when someone messed. He used it as a learning opportunity. Which, let's be real, it's easier said than done. Most of us just want to, like, point fingers. Right. But Jim would sit down with the person who made the mistake, and instead of being all like, you screwed up, he'd ask questions. Like, what happened? What were you thinking? Exactly. He wanted to understand their thought process, figure out what went wrong, and how they could learn from it. Instead of just like, Punishing them. And that approach, that willingness to listen and understand, it created this whole different dynamic. You know, it builds trust. Right. People felt comfortable admitting their mistakes because they knew they weren't going to be crucified for it. Which probably led to, like, a more honest and open work environment overall. Exactly. And the crazy thing is, Jim said that once they shifted away from that whole blame game mentality, they started seeing, you know, Better results, like actual tangible improvement. Really? Yeah. Productivity went up, but more importantly, people felt valued and respected, which made them want to work harder and do better. So it wasn't just about being nice for the sake of being nice. It actually had a positive impact on the bottom line. Exactly. It's about creating that culture of psychological safety, where people feel supported to take risks, try new things, and yes, even make mistakes. Yeah. Because that's how we learn and grow, right? It makes you think, oh, yeah. What if more workplaces adopted that kind of approach? What kind of impact could that have on, like, not just individual teams, but organizations as a whole? Right. It's a whole different way of thinking about leadership. It really is. But you know, speaking of different approaches, there's this other story about Jim that just blew my mind. Remember how we talked about him learning about the limitations of the bad cop leadership style from his time in the Marines? You mean where someone's always on edge, ready to crack down at a moment's notice, creating that atmosphere of fear and intimidation. Exactly. Well, there was this one incident where he actually called out a superior who was stuck in that mode. Oh no. He said something. He did. He basically said, Sir, with all due respect, this isn't working. We can't both be the bad cop here. Whoa. Talk about a power move, to like speak truth to power like that, especially in a hierarchical structure like the military. That takes guts. Right. It's risky. But you know what? It actually led to some really positive changes. Seriously. Sometimes it's those bold moves that create the most impactful breakthroughs, you know? Yeah. But how did it all play out? So, what happened? Spill the tea. Okay, so get this. After Jim spoke up, the whole team dynamic shifted. It was like, his willingness to, you know, challenge the norm gave everyone else permission to do the same. But in a constructive way, you know? And what about the bad cop leader? Okay, this is the best part. It actually had a positive impact on him too. Get out! Seriously! Yeah. It's amazing how one person's courage to Like, address an issue head on can create this ripple effect. It's not just about the team dynamic. It can even influence those in charge. That's so powerful. But it's not about just calling someone out, right? It's about offering a different way to do things. Exactly. And in this case, Jim's good cop approach ended up being a game changer for everyone. Okay, so let's break down this whole good cop leadership thing. What did that look like in action? Well, it wasn't about going soft or anything. More like leading with empathy. Exactly. Creating an environment where people feel supported, not just scrutinized. Exactly. Remember how we talked about gyms seeing mistakes as opportunities for growth? That was a big part of it. So instead of coming down hard on someone when they mess up, It's about turning it into a learning experience. Right, which takes effort. But Jim had this way of asking questions instead of, like, launching accusations. He'd say something like, Okay, help me understand. What were you thinking? What did you learn from this? He really wanted to understand, not just punish. Exactly. And that changed everything. People were more open about their mistakes because they knew they wouldn't be, you know, destroyed for it. It created a more trusting environment. 100%. And get this, Jim said that once that whole blame game mentality was gone, they saw some crazy good results. Like what? Give me the deets. Productivity went up, but even more importantly, people felt valued and respected, which made them want to work harder. So it wasn't just about being nice. There were real tangible benefits. Totally. It's about creating that psychological safety where people feel comfortable taking risks, trying new things, even messing up sometimes. Because that's how we learn, right? It really makes you think, what if more leaders In all areas of life, not just work, adopted this approach. Right. Imagine the possibilities. Okay, so we've talked about the good cop, the servant leadership. There's one more jimism I gotta ask about. The misfit toys philosophy. Oh, yeah. The misfits. What's the deal with that? So Jim has this saying. Give me the misfit toys, they're the ones full of ideas. And honestly, he's on to something. Jim believes that real innovation comes from different perspectives. Having people on your team who see things differently challenge the status quo. People who don't fit the mold. Exactly. He's not afraid of them, he looks for them. So it's not just about like tolerating differences, but actively building a team of misfits. Exactly. And here's how he made it work. Clear Goals and Direction. But then he empowered them to figure out how to get there, encouraged them to experiment. That makes sense. If everyone thinks the same way, you're not going to get those groundbreaking ideas. Exactly. And he had this knack for, like, spotting people's strengths and then putting them in positions where they could really shine. It's like he saw the potential, not just the rough edges. A hundred percent. And because he built that environment of trust and respect, those misfits felt safe. That's awesome. It makes me think about my own teams. Am I embracing those different perspectives? Am I creating a space where those misfit ideas are celebrated? It's a good question for all of us to ask. But as much as Jim was all about embracing differences, he also wasn't afraid to talk about what he saw as a major problem. Lack of real tolerance and grace. And he did not hold back. Nope. He said, I think tolerance is the biggest gap right now. We talk about it, but we don't always see it. And, you know, he's not wrong. Not at all. And he wasn't just talking about society as a whole, but on our own teams, in our workplaces. It's easy to talk about tolerance and acceptance. Are we really living it, especially when faced with people who challenge our beliefs or see the world differently? It's a tough question, but an important one. Right. And then there's grace, which Jim felt strongly about, especially in the workplace. You know how focused we are on results, on performance? Oh, tell me about it. You said we need to create a culture where it's okay to not be okay, where people feel safe, asking for help, admitting they're struggling, without being judged or penalized. It's about remembering we're all human. We all have those days. Exactly. And I think that's something Jim did so well as a leader. He led with strength, but also with compassion, high expectations, but with support. And ultimately, that's what people remember, right? Which brings us to legacy. What did Jim hope people would remember about his leadership? He said, I just hoped that I was trying to build wealth for people, and they were able to retire wealthy. He wasn't just talking about money. More like a wealth of experience, knowledge, skills, that they could take with them wherever they went. Exactly. It wasn't about building his own empire, it was about empowering others to build theirs. Which is the mark of a true leader, right? Not about you, but about the people you're leading. 100%. So as we wrap up this deep dive into Jim's incredible journey, I think the biggest takeaway is this. Leadership isn't a title, it's an action. It's about showing up, being present, really listening, and genuinely caring about the people you lead. And sometimes, it's about being brave enough to challenge the way things are done. To be the good cop. To embrace the misfits. Jin's story shows us that even in the most unexpected places, amazing leadership can bloom, leaving a lasting impact on everyone it touches. So as you go about your day, think about how you can embody those qualities in your own life.