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Welcome to Unpacked Podcasts

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with your host leadership consultant

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, ron Harvey of Global Core Strategies

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and Consulting . Ron's delighted to

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have you join us as he unpacks and

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shares his leadership experience , designed

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to help you in your leadership

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journey . Ron believes that leadership

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is the fundamental driver towards making

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a difference . So now to find

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out more of what it means to unpack

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leadership , here's your host , ron

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Harvey .

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Good afternoon . This is Ron Harvey , the

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VP and COO of Global

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Core Strategies and Consulting , which is

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a leadership department , and we're based out of

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Columbia , south Carolina , and our whole role

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is really to add value and help create

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a winning culture in organizations , and we always

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do that through what we believe is instrumental

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for organizations . We do it through leadership . Our

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goal is to work with leaders that want to be the

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best they can be for the people they lead

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, the people that count on them . So we come alongside

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them to help them be what it is that they

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wish to be or the organization needs to be . We

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love it , we enjoy it and

1:00

we always want a partnership to help leaders be the

1:02

best they can be for the people they serve . But

1:05

what I do here today is really pause

1:07

and take a break away from that work and

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have leaders from across the globe come

1:11

in and share some experiences that may be of use to

1:13

the people that are listening . So , whether you're in a leadership role or

1:15

not , we want to share with you , and

1:18

so I'm super happy with the person that's coming

1:20

on . We've never had this conversation . We

1:22

know each other , we have known each other for years , but we've

1:24

never done this , so I want to invite my guests

1:26

and tell her thank you for saying yes , even though we

1:28

don't know the questions . So thank you for saying

1:30

yes . You're going to be impressed , cheryl

1:32

, I want to bring you . Thank you for saying yes .

1:35

Oh well , thank you for asking . Yes was easy , so

1:37

no worries .

1:38

Yes , yes , Cheryl , before we dive

1:40

into it , I want you to create the opportunity

1:43

to where people know who you are , what your

1:45

organization is and what's important to you and

1:47

we all have plenty of time for the question , but I always

1:49

want our guests to really make people aware

1:51

or give people opportunity to know them . How would you

1:53

introduce yourself ?

1:54

You know , for purposes of kind of this context

1:57

, one of the things that I know you believe

1:59

really strongly , too is who you listen

2:01

to matters Right , and

2:03

so you really kind of need to have a sense of you

2:05

know , should I be eating my lunch and listening to my thing

2:07

and doing five other things while I'm listening to this ? Or

2:10

maybe these are going to be some value in the conversation

2:12

. You and I have right . So for me the intro

2:14

is kind of around that , so kind of a highlight

2:16

. I ended up most recently . I

2:18

served as a hospital president for five years

2:20

, and if anyone says , well , how did

2:23

you do it ? What was your plan , I can say there wasn't one . I

2:25

did absolutely everything to make it not happen

2:27

. Okay , so I think we can dive

2:29

into that if you want , but that was my game .

2:31

I was like no , no , no , I don't want to do this .

2:32

And then I get asked to do it . So

2:35

the hospital that I was absolutely

2:38

gifted to be part of is what

2:40

we would refer to in the healthcare world as 99th

2:42

percentile performer , meaning

2:45

that when you're judged against pretty

2:47

much every other hospital in the country , are

2:50

you like , oh please , nobody should

2:52

ever go through your doors , or ?

2:53

this is the place you want to be .

2:56

And so we consistently held it in 99th percentile

2:58

performance when we were measured against thousands

3:00

of other hospitals consistently . And so people

3:02

would actually always still amaze me . They

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thought you make it look easy and I'm

3:07

like , and that's a problem , right

3:09

. I mean I get that this

3:11

is not your reality , but you should be like what

3:13

do you do to make

3:15

it look ? easy and I still did this day . I'm like I

3:18

don't understand why you were cranky about that . You should

3:20

be grateful that somebody's doing it and then go

3:22

. Well , maybe it doesn't have to be horrible , right

3:24

? Yes ?

3:25

yes , maybe just maybe .

3:27

So I did that for five years and

3:30

we just had an amazing team that just

3:32

did fabulous work . And

3:34

the thing for me that was so wonderful is not only did

3:36

we benefit our patients you know

3:38

our doctors , our therapists , our nurses , all of

3:40

the people that made this possible because

3:43

of the work we did , we were able to touch the lives of

3:45

many people we will never see with the improvements

3:48

and the things that were done . So to me it just does not get

3:50

any better than that . So our team was just

3:52

fabulous , and so I ended up

3:54

leaving that because I

3:56

had two of my folks go to

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outside events and both came back

4:01

and go . I like our bubble , it's

4:04

really not good out there , wow , and

4:06

those things would never happen here , and that was really

4:08

kind of my nudge to go . You

4:10

know there are people that want to get to this level

4:13

and they're not because

4:15

they don't know how they're trying . You

4:17

know , but we're all finite resources and you

4:19

spend too much time trying and you're burning

4:21

up time that won't come back , you know

4:23

. And so for me it's like how can we go out and say

4:25

, hey , this is how it's done . These are the things

4:27

you need to pay attention to . So then

4:29

the fun began and I'm being incredibly sarcastic

4:32

of creating

4:35

, kind of my B99 guiding questions

4:37

framework , because I am a fabulously

4:39

annoying two year old . With my questions you either

4:42

love me or hate me . There is

4:44

no middle ground with my questions

4:46

. And so I was like well , what

4:48

did we do ? You know , I had to reverse engineer

4:50

. When I compared us to other leaders who were

4:52

really awesome leaders , but they weren't

4:54

getting our results , I'm like what did we do

4:56

differently ? And so that's really how the

4:58

B99 guiding questions framework was birth

5:00

. It's like what are the puzzle pieces you need to have in

5:02

play ? And I will shoot anybody down before

5:04

they even think of this question .

5:06

Well , what's the ?

5:07

one thing I have to do and I'm

5:09

like oh , please , right

5:12

, I mean really one one

5:14

no no , no . And to make it worse

5:16

, it's not just . You nailed the right question , the right

5:18

time and you never have to think about it

5:20

. That doesn't work here . So that was

5:22

really the impetus for me to start recalibrate

5:24

, which is , how can we share

5:26

with the people that want to do the work , like

5:29

the people who listen and engaged with you and

5:31

your clients , and other people that are like we

5:33

don't want to stay where we are . It doesn't feel

5:35

good , and so , because I'm a sick pup

5:38

, I went on a horseback

5:40

safari in South Africa , which I didn't

5:42

even know , and so my

5:44

goal a friend invited me was to come

5:46

back alive and basically in the same general

5:48

orientation .

5:49

Yeah .

5:52

And so I thought it was just going to be a vacation , that I literally

5:54

thought I want to have fun and I'd like to come back

5:56

right , those would be my big , lofty goals . And

5:59

on the very first encounter with the

6:01

animals I'm like , oh shoot

6:03

.

6:04

Yeah , yes , I went to

6:07

your book . Yes , yes , I went

6:09

to your book .

6:10

So many parallels leadership , team dynamics , organizational

6:13

behavior , organizational outcomes and

6:16

I went through okay , okay , I'll just

6:18

do a few posts , oh , that's what I'll do . And

6:20

then on the next full day I'm like no

6:22

, it's a book , and

6:26

so I'm a photographer as well . So all the images

6:28

in the book are mine . And because I don't think it's

6:30

hard enough to write a book for the first time

6:32

, I thought well , I'll have my own images , I'll make it a copy

6:34

, I'll do all of these things to have a customer

6:37

illustrator talk to 25 leaders from

6:39

around the world . Sure , no problem for your first

6:41

book .

6:43

So that's what I did .

6:44

And so it's lines up because

6:47

it's really it's life , and so

6:49

it's what happens . I live

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in Texas at the moment . I've lived around the country

6:53

and I have horses at home that I care

6:55

for .

6:57

And there's a lot of physical work involved in that

6:59

.

6:59

But one of the things that I've really grown to

7:01

appreciate and this is where a lot of organizations

7:04

are struggling right now , when you live in a physical

7:06

space you can't say I am going

7:08

to bail my hay before the grass grows

7:10

. Good luck with that Right

7:12

. Yes , yes , it doesn't

7:15

work and we know that , but

7:17

somehow we lose that when we

7:19

go into organizations , you

7:21

know , we forget that there's an order , right

7:24

, yes , and it's not all

7:26

that , because it's been done and worked before it should

7:28

be thrown out . It's horrible , it's

7:31

like I don't think so . So all of

7:33

those things come together is why we do what we do . The

7:36

book is designed to give people actionable

7:38

tactics and an enjoyable journey

7:40

to get a chance to feel what it's like to

7:42

be on a safari on a horse , pretty

7:45

much nose to nose with a rhino . Oh

7:48

yeah , I'm really not in control

7:50

here , right .

7:51

Yes .

7:53

No way , no way anybody can

7:55

say Cheryl's got this right or anybody else

7:57

has this . So it's all of those things

7:59

together really inform kind

8:01

of the work that we do , because to me , work

8:04

should be enjoyable . Does it always

8:06

fun ? No , I'm not a moron , I was a hospital

8:08

president . Okay , you know

8:10

, if it's sucking the life out of you all

8:12

the time , that's a problem for

8:15

you and your team , and so that's really why

8:17

we exist is you can do this

8:19

, you can make it look easy and , yeah

8:21

, there's some hard work to get there . I

8:23

think of leadership and organizations a lot like

8:26

a teeter-totter , you know . It's like you don't want

8:28

to go wham , right , you know

8:30

, and in the beginning there's bigger moves and then

8:32

you get to where you kind of just it's these little

8:34

nuance changes , and that's really where the guiding

8:36

questions framework comes in handy , because

8:38

it's like , what are the things I need to be paying attention to

8:40

? And , equally important , what are you not paying attention

8:43

to ? Yes , you know . Anyway

8:45

, long answer to your question , but there you go .

8:47

No phenomenal , not even a long answer . I think it's

8:49

helping us shape and understand

8:52

who you are , what you're going to share with us

8:54

and how you come up with some of the lessons learned for

8:56

you . So thank you , for I want to unpack a

8:58

little bit of what you said . What's

9:00

the most valuable thing that

9:03

you've learned when you're on your South

9:05

African trip ? The vacation that

9:07

you didn't know you were going to turn into a book . You

9:09

know that . You thought you were just going to go in and come back as something

9:12

changed about you . How

9:14

did it change you ? Or what changed

9:16

the most significant change ? And I'm sure there are many . What's

9:18

the most significant change ? By

9:21

allowing yourself to get out your comfort zone .

9:23

I'm going to give you a slightly veiled answer

9:25

because , for people who read the book , I don't want

9:27

to tell this particular story and

9:29

how it actually played out . I

9:32

would love to say to you that , oh , I just had

9:34

this epiphany and oh , it's fabulous . Well , I

9:36

did , but it was something about me I didn't like

9:38

and

9:40

so I was like I don't like

9:43

my response to this . I

9:45

really don't like it . And nobody else knew , but

9:48

I knew , and

9:51

so it was really around , you know

9:53

, kind of sister , just suck it up

9:55

and go deal Right . I

9:57

mean seriously . And so it was really

9:59

that learning when I faced

10:01

something on the trip pretty early

10:03

on , that I didn't like when my brain goes , well

10:05

, I could do this and I could do that and I could do this and I'm like get

10:08

over yourself . No , you're not doing any of those

10:10

things and it was really

10:12

that and I'm not proud of it , but

10:14

I share it in the book because we all do it . You

10:17

know we all have that . Oh , I

10:19

could do this instead and I could avoid that , and

10:21

I could maybe , you know . And so having

10:23

that come up was not comfortable

10:25

. I was not impressed with myself . I'm like

10:27

you're annoying me . I don't like this . The

10:30

flip side is

10:32

that I moved past it and

10:35

I was like no , I don't like that response

10:37

.

10:38

That's an unacceptable response .

10:39

No , no , no , I'm going to do this instead

10:41

. And so we all know that

10:43

when we face something that we're just going gah

10:45

and we move through it , we

10:48

now have more capacity , and most

10:50

of us want that capacity without the suck Right

10:52

. Yes , yes , I

10:54

don't want to hurt , I don't want to be hard

10:57

, but anything . Any of us

10:59

know how to do . We had to learn . Yes

11:02

, and sometimes we get to learn

11:04

and it's fun , and sometimes it's

11:06

not Right . Yes , so

11:09

for me it was that when that weirded

11:11

its ugly head and it is detailed

11:13

in the book . But it was kind of like

11:15

no , no , no , no . And

11:17

I think it really comes down to we make choices every day . You

11:21

can't necessarily control what

11:23

I call your lovely knee jerk response , but

11:26

you can absolutely control what you do with it , and

11:29

sometimes that's an uncomfortable decision

11:31

in the workplace . Sometimes

11:33

it's like , yeah , it would be a lot easier

11:35

just to let this issue slide . But no

11:38

, no , I'm going

11:40

to . Ok , I'm going to

11:42

deal with this . And so it's how it shows up

11:44

for all of us daily . It's

11:46

that knee jerk and it's like but what am I actually going

11:48

to do ? And

11:51

it's not based on how you feel . A lot of the

11:53

times , because most of us are like I

11:55

like to be whatever your comfort is , whether

11:57

it's sitting on a couch or riding a motorcycle

11:59

or whatever it is we default I'm going to do that

12:01

thing , this is not this thing , and

12:04

that doesn't serve us . It feels good

12:06

for a short period of time if you're two , maybe

12:08

up to five , but then you start to go . This

12:10

isn't well , doesn't feel good

12:12

anymore . But that's where we get lost sometimes

12:15

, I think .

12:16

You've mentioned the book a couple of times . I want to do

12:18

a plug really quick . What's the name of the book

12:20

and where can people purchase it ?

12:23

So the book is .

12:25

And I have a copy at my house , but I want to show it to you

12:27

, so I have that so .

12:29

I never do this well . So this

12:31

is the book . It's face

12:33

to face and that's

12:35

a photo that I took . And everybody says how

12:37

close were you ? And I said close enough to be dinner

12:39

. I still

12:42

had a telephoto lens , but I was close enough to be dinner

12:44

. But it's really around how

12:47

do you lead when things are uncertain

12:49

and when things are disruptive ? And

12:51

I started with that book and

12:54

that title and that premise pre-COVID , and

12:56

then COVID decided to make it even more

12:58

like how

13:00

did you know ? And then now

13:03

I hear people go well , I wonder when it's going to

13:05

go back . Well , that would be an easy

13:07

answer it's not . It

13:09

may be a different disruption , a different

13:12

uncertainty , but if we're spinning

13:14

our wheels long and waiting for things

13:16

to just , oh , it's like , get

13:18

over it , I mean you're wasting your time . But to

13:20

answer your question , so this is the

13:22

copy table book . It is photographic

13:25

quality paper . It is not your typical

13:27

leadership book and the way it's framed is , every

13:29

chapter is divided into two

13:31

parts , so the first part of each one

13:33

is my attempt to

13:35

give the bulk of the smart

13:37

world , who will never do , what I did , what

13:40

is it like to be on a horse and encounter

13:43

a rhino ?

13:45

What is it like ?

13:47

Because you're basically riding in the zoo

13:49

. There's walls , but you're in them . I

13:51

mean , there's things that you're inside of and

13:54

there's not every encounter , obviously , because

13:56

we rode along for over a little week . But

13:58

then the second part is I pull a leadership

14:01

principle from it and this was fascinating

14:03

to me . So I had a few people that I was bouncing

14:05

ideas off and helping me and my brain is wired

14:08

toward what's the positive principle

14:10

? What do we want to pay attention to ? Yes , right

14:13

, so , for example , it may be . How do you

14:15

create collaborative teams in a common focus

14:17

? That might be one of them

14:19

, or what I call circular

14:21

trust . How do you establish circular trust ? But

14:24

it was fascinating and there were people that would come up with

14:27

a negative principle . Oh , you could call it this this

14:29

has happened to me at work and

14:31

I'm like , interesting , it's really interesting to

14:34

me . So the second half of each chapter

14:36

is a principle that I pulled from

14:38

that encounter . And then I

14:40

interviewed leaders from around the world to

14:42

run and run organizations like

14:45

EPP and Unilever . And

14:47

somebody who runs a business , one

14:50

of the best chick-fil-a's in the country . I

14:53

mean complete spectrum , right all over the

14:55

map , because I wanted everyone to be able

14:57

to go oh , I can lift that and

14:59

do that . And so I asked them all

15:01

to be very , very intentional and

15:03

I said and I will push back on you , because if you say

15:05

something like teamwork is really important

15:08

, I'm going to lose my mind . Ok , we're not

15:10

doing those kind of answers . We got that far

15:12

, hopefully , but what do you do in

15:14

these kind of situations ? And so they were so

15:16

gracious , so that's the second half of each chapter

15:18

, and then there's photographs in

15:20

there , and then I had you and I have a shared colleague

15:23

, lisa Rothstein , who just she had a blast

15:25

creating custom illustrations

15:28

for the book as well . So , it is literally

15:30

a coffee table book that's only available through

15:32

me , and so that's it Recalibratetoday

15:34

and they can go find

15:36

everything about that , and since we live in an Amazon

15:39

world , I pay the shipping Right

15:41

.

15:41

Yes .

15:42

And then if people are like no , no , I want an e-book

15:44

. Thank you so much . It's available on Amazon , so

15:47

either way people want . I wasn't

15:49

originally planning on doing an e-book , because it's just

15:51

the photographs , the images , the feel

15:53

. Everybody I've talked to who's held

15:55

it is like oh Right

15:58

, yes , I'm that guy .

15:59

I'm like this is really nice when it's

16:01

showing up . First I

16:03

got in the post office and it wasn't where it's supposed

16:05

to be . Then I got in , like this

16:08

is really nice . I said

16:10

so good , I mean the paper and the

16:12

quality . I

16:14

said I have to put this One of the best gifts I've received

16:16

From all my podcasts

16:18

. The best gift I've received .

16:20

Well , that's a visit .

16:21

You did a really good job with that .

16:23

Well , thank you .

16:23

So it's really depending on what people want .

16:26

I had somebody who says this is too amazing

16:28

. I want to write in it , but I can't to face it . Yeah

16:30

. And I said well , there you go , just buy a second one , then

16:33

you can mark up one .

16:35

Yeah , I won't write in it Because it really is . When

16:37

I say quality , you've invested in it and

16:39

I love that you invested in what

16:41

you saw it to be , Because sometimes

16:43

we take shortcuts and I'll tie that into leadership

16:45

the fact that you've taken that lift

16:47

and what you wanted it to be . How do we speak

16:50

to leaders that think there's a shortcut to

16:52

achieving what you want to achieve ? Are

16:55

there any shortcuts to that ? Are there any shortcuts

16:57

? Doesn't even exist .

16:59

Yeah , it doesn't . I mean , it's the shortcuts

17:01

, it's the I can do things out of order

17:03

, I can ignore things . I don't like that's

17:06

gotten a lot of companies to wear there today and

17:09

I think again , coming back to a

17:11

physical world , you

17:13

reap , you gather what you sow , and

17:16

too many of us are like I just want to reap the good

17:18

stuff and I don't want to sow nothing . It's like

17:20

well , how old are you ? I

17:22

mean , really , somehow

17:24

we've gotten this idea , I think because so

17:26

many people live

17:28

in a virtual world , because you and I can do

17:30

this . There are gifts and there's wonderful

17:33

things that come from this , but

17:35

I also see people who aren't connected

17:37

to physical reality , forget

17:40

that there is one . It's like , yeah , if

17:42

somebody says to me I mean , I used to teach

17:45

writing , horseback riding and

17:47

I had some issues , well , I want to jump like Forfey

17:49

and I'm like , well , two questions no

17:51

, you're not . And two , how good is your insurance and

17:53

do you really like paying ? You

17:55

can't even get on the horse yet

17:58

. I mean , hello , I applaud your lofty

18:00

goal , but no , and so we kind

18:03

of , most of us understand it would

18:05

be kind of awesome if you could ride and stay

18:07

on before you try to jump event

18:09

, maybe it just might be the

18:11

better way to go . There's something

18:13

around kind of organizations and

18:15

leadership choices and all of this good stuff that

18:18

somehow we think those rules don't

18:20

apply and it's getting

18:22

us in a lot of really

18:24

bad places . It's getting a lot of leaders

18:26

exhausted , it's getting a lot of organizations

18:28

churning people and burning up energy they

18:31

don't have . And one of the phrases I use with people

18:33

is you are a finite resource . Yes

18:35

, you may not like

18:38

that concept and when you're younger it really offends

18:40

you , but you still are . Your finite may be

18:42

longer than mine , but you're still

18:44

a finite resource and it's what you

18:46

choose to pay attention to

18:49

. By default means you're not paying

18:51

attention to other things . Yes , automatically

18:54

, right , you have to be really attentive about

18:56

that and I think with the framework . So

18:58

that is the B99 Guiding Questions

19:00

Framework . It is available on my website , no

19:03

charge , no , nothing . Yes , you know , just go

19:05

pull it down .

19:05

Yes .

19:06

But it helps you frame on . I am a

19:09

minor resource . What do I need to be paying attention to

19:11

? Yes , and by default , what do

19:13

I need to ignore ? Because right now , this

19:15

is not the time of place and we

19:17

seem to have lost that , you know , and so it's that

19:19

sense with this . The framework

19:21

at the center of it all is

19:24

congruence , because I can't be

19:26

amazing with my clarity . We

19:28

all know exactly what we're doing , we got it

19:30

, and then nobody has the right level

19:32

of control and authority and autonomy they need . Yes

19:35

, well , I'm thrilled for you on the clarity . Good job

19:37

you go , but it's not going to carry everything

19:40

, and so I think we get back to your question

19:42

. We all have things that come easy for us , right ?

19:44

There are things that are so effortless for you .

19:46

You're like well , I didn't even think

19:48

I need to say that , because I just like do it right

19:50

. And then there's different things that are easy for me

19:52

, right ? I laugh , my husband and I . I'm like

19:55

, between the two of us , well , one really cool person because

19:57

there's virtually no overlap right , I

19:59

mean virtually not , because

20:01

the things that are easy for him I'm like

20:03

don't even Don't even ask me to do it

20:05

. It ain't going to happen , and

20:08

likewise , things that are easy for me is like you go handle

20:10

that because , no , I'm not doing it , and

20:12

that's what we've kind of lost . I think that respect

20:15

, that we need to all

20:17

be good at different things Because

20:20

we have ourselves .

20:21

You give me so much to unpack . I

20:23

mean , you give me so much to unpack . Yeah

20:25

, I would love to go back a little bit more . You said something

20:28

that we've gotten to the place . You

20:30

were successful as a CEO of a hospital . You did

20:32

a phenomenal job . You're running a phenomenal company

20:34

. But you said something I think we have lost

20:36

the art of you reap what you

20:38

sow . What did you have ? to

20:40

plant for it to be that

20:42

, Because people come up and you said doing the

20:45

question , but you make it look easy . Ok

20:47

, yeah , let's get past that statement . But what did you

20:49

really have to sow ?

20:52

Oh , that's a killer question . That wasn't intended

20:54

. It's a different kind of sow . There's

20:56

a phrase that I did not

20:58

create , but I have used it relentlessly

21:01

ever since I heard it and I don't think

21:03

we've had a climate that I've not said this to at

21:05

least once what

21:08

you permit , you promote and

21:10

we promote .

21:11

So I've got to write that down too . That's fabulous

21:13

.

21:13

So what you permit , you promote

21:16

. Now , this is true whether it's your

21:18

own self personally . It's true

21:20

whether it's a leader . It's true whether you're a parent

21:22

. It's true whether you're a team member or the leader in

21:24

an organization . It doesn't matter , because

21:27

we tend to think that silence can mean

21:29

approval . It's like so . If you don't

21:31

pay attention to it , it must be OK . And what

21:33

we don't often recognize is

21:36

that everyone , when

21:38

you're a leader , everyone

21:40

, whether you know them or not

21:42

, everyone is watching

21:45

you .

21:46

Yes , and Cheryl said that several times

21:48

. So if you're listening , she's absolutely

21:50

right , whether you're their leader or not . If you're

21:52

in a leadership role , oftentimes we think

21:54

, well , I'm Maya's dad , but the

21:56

other kids are not watching . Every kid is

21:58

watching you when you show up as a parent . Every

22:00

parent is watching when you show up as a parent . Every

22:03

other person on everybody else's department

22:05

or division is watching you if you're in a leadership role

22:08

. So please don't think it just applies to where

22:10

the people you are directly responsible for Everyone

22:13

, like she said , everyone

22:15

is watching you .

22:17

And the reason that becomes important is

22:19

if people see you

22:21

not stopping

22:24

a behavior , then they

22:26

go oh , I guess it's OK , and

22:30

we don't have the congruence between what we say

22:32

is important and what we

22:34

hold ourselves to . I'm

22:37

going to believe what you hold yourselves to

22:39

and not what you tell me , and so then you're

22:41

cheating trust right there . Because

22:43

, you're saying one thing and doing another , and a smart

22:45

person learns . I just ignore what you say because

22:47

you don't read it anyway .

22:49

Yes . This is a quote I use

22:51

in my book . For that too , Cheryl , the first

22:53

book , there's a quote I use . I say if you're in

22:55

a leadership role , your audio has to match your video . That's

22:58

beautiful , absolutely , I say because

23:00

your video becomes a lot louder than your words

23:02

. I promise you , what you do is

23:04

louder than what you say .

23:06

Absolutely , and if there's not congruence between

23:08

it . Really it's not cool , so I think for me

23:10

, it's that you , as a team

23:12

of people , have to

23:14

be focused on something that's bigger

23:16

than you , because , again , one of the

23:18

problems I see right now is we are

23:21

elevating whining , we

23:23

are elevating it's all about me

23:25

and we're treating people and allowing

23:27

them to behave as if we're running a kindergarten , where

23:29

it's sort of OK , but still we're trying to get people

23:32

to understand , even though there's more people . This

23:34

is the whole world is not a whole

23:36

around you . So

23:39

when you don't have an organizational vision

23:41

and I don't necessarily use the word the same

23:43

way everybody else does , but when you don't have . This is who

23:45

we are , this is how we behave

23:47

to get there . This is

23:49

how we behave outward . This is

23:52

why we exist . We don't deliver

23:54

on this , we don't disperse to

23:56

exist . And so if everyone

23:58

gets that and then if they don't

24:00

get that , then there's the door . Then

24:03

it's a whole lot more

24:05

possible to create

24:07

kind of an environment where everybody's like OK

24:10

, this isn't just about me , but when I'm

24:12

going to scream because I saw you get something that

24:14

I didn't get or I think I'm not treated right , and

24:16

then that makes somebody else scream , who makes somebody else

24:18

scream ? It's like , excuse me . And

24:21

so if you don't stop it really

24:23

quickly and I'm not talking being hateful , but

24:26

it's a workplace , it

24:28

is a place to accomplish something . That is not about

24:31

you , and when we make it about us individually

24:33

, that's a problem . So I was a hospital

24:36

president , one of many At the time , I want

24:38

to say there's probably 15 of us , but

24:40

there was also a lot of leaders of outpatient

24:42

facilities and free standing surgery centers and the

24:44

other Big organizations . So 23 , 25,000

24:47

people give or take . So I

24:49

reported to the second in command of that whole

24:51

thing . And he said to me

24:53

he goes , Cheryl , your transition to the president

24:55

was kind of a non-event . He

24:58

goes , you just did it right . And

25:00

he's like , and thank you for understanding , Because

25:02

he told me he says if y'all don't perform , I'm going

25:04

to close you down , Not because we

25:06

weren't performing , but because other people really rooted

25:08

our space right . And

25:10

I'm like , and I did that . I'm not having

25:12

a hissy over it , that's reality and

25:15

so it's like , but here's what we're going to do and

25:17

here's how we're going to do it . On the flip

25:19

side , then , I don't mean being a

25:22

roller . So , for example

25:24

, our hospital , when I

25:26

took over as president , because I had been there doing

25:28

quality risk in operation was

25:31

just unbelievable with care . But

25:34

our physical environment was a

25:36

time capsule , right . And

25:38

when people are walking

25:40

going , well , I want to go to this

25:42

hospital or that one . When I have a choice , well , I'm

25:44

going to go to that one because it looks newer , Because

25:46

they assume that

25:48

, well , if it looks newer , it should be better . And

25:51

so , because we were so good , we

25:53

always had , shall we say , optimistic

25:56

financial targets , right

25:58

.

25:58

Yes .

25:59

Anybody else would just be like

26:01

that's not possible in a hospital setting . But

26:03

we always hit it . So , of course , then they

26:05

got more optimistic than last year . But

26:08

what I said to him as soon as I became

26:10

president ? I said , okay , here's the deal . I

26:12

said we are going to do our best

26:14

, we always will .

26:15

And if we hit our target in .

26:16

April , we're still going to bust our jobs all

26:18

the way to December . That's just who we are . That

26:21

being said , you're tying my

26:23

hands when you won't

26:25

give us the dollars to upgrade

26:28

this facility , Because people go

26:30

and they're walking around and our competition

26:32

is all new and they're not

26:34

able to see past that . Nor should we

26:36

expect them to Right .

26:38

Yes , yeah , like a time capsule .

26:40

That's not their problem . So we will

26:42

still do the best . We can just say

26:44

it . And we got our

26:46

money and we got our

26:48

hospital redone so that the physical appearance

26:51

matched . Now I didn't have a history but

26:54

I'm like here's the gig , right

26:56

? You know you're making a decision . I'm

26:58

telling you how I'm going to deal with this . I'm

27:00

not going to lose sleep over not making targets , because

27:03

if you can't give us what we need to

27:05

make them and too few

27:07

leaders are willing to have that conversation

27:09

without hysteria , you

27:12

know , and it's like , just be rational

27:14

, think of

27:16

all the perspectives . Again , it's not just

27:18

about me , because I didn't

27:20

frame it about us really at all . You

27:23

know , our care is still going to be amazing . We're

27:26

just going to not be able to provide it to some people who are

27:28

going to choose somewhere else , all right

27:30

. So it's having that ability as a leader

27:32

, because then your people see that

27:34

right and

27:38

the people that you report to feel that because

27:41

you're not making their lives miserable , because there

27:43

are leaders who will make their lives miserable , and so

27:45

then that leader is responsible for

27:47

what you permit . You permit , right , I mean . So it kind

27:50

of goes all the way around , but

27:52

it's really to me it's having that clarity and

27:56

sticking with it . And

27:59

when we

28:01

first had people come in like anybody who

28:03

came into our hospital was interviewed

28:05

not only by the manager

28:07

, but once they passed the manager

28:09

, they would then go and meet with the people they would be working

28:12

with , and those people

28:14

they would be working with had the go-no-go

28:16

decision , because

28:18

they're gonna be the ones working with them . They're

28:21

gonna be the one who needs help immediately with

28:23

a patient who's crashing right or

28:25

who they can trust to do something while they do something

28:27

else right . So they had

28:29

that decision . And so that changes

28:31

a lot when you make the decision , because they would

28:33

say to us when we

28:36

would need people , and they would turn everybody down

28:38

and they would be like I'd rather

28:40

work short than work with them , wow

28:42

. So I think we've gotten to the point sometimes

28:45

where a body is better . No , no , no , no

28:47

. The wrong body is like way worse

28:49

than nobody .

28:50

It will cost you more .

28:52

Good , and this in so many ways

28:54

. But then , at the same time , I would meet with people

28:56

when they would come in and I would say to them too , saying you

28:59

have been invited into an amazing organization

29:01

. We're so glad you're here . And

29:04

from day one like today , I

29:06

really , really want to hear from you we

29:08

all do when you see things , you're like why are you

29:10

doing it that way ? I did it , did it , did it somewhere else , it

29:12

was fabulous . Because when it's fresh

29:14

is when you're gonna have most of the kind of like this

29:16

. So , please , because we want to learn , we

29:18

want to get better At the same

29:21

time , you have been invited into an amazing place

29:23

. We don't tolerate breaking

29:26

that down . So if you

29:28

don't want to work the way we work here , then

29:30

you won't be able to stay .

29:32

I find a little time to show that people will rise

29:34

to the occasion . If you provide the

29:36

resources and make sure you manage expectations

29:38

, they'll rise to the occasion and you want to set it . A

29:40

couple of things I want to unpack that . You said

29:42

it's enjoyable and

29:44

you show up as though it's enjoyable , but your career in

29:47

being the CEO of the hospital you mentioned

29:49

earlier that you really didn't pick it . It picked you

29:51

. Yes , Well

29:53

, stated yes . So

29:56

how do you as a leader when

29:58

you don't pick it ? Because sometimes you got your aspirations

30:00

, your dreams and your goals and where you're gonna be

30:02

at , and then you find yourself somewhere totally not

30:04

what you would have chosen , but it chose you

30:06

. How do you help leaders embrace

30:09

that ? Show up , hold hard and lean

30:11

all the way in and do a phenomenal job , because

30:13

once you embraced it , you showed up to

30:15

make sure that you can make a difference . How do you embrace it

30:17

?

30:18

You're just asking awesome questions . So

30:20

for me it's

30:22

a personal decision about how I'm gonna move through

30:24

life . Okay

30:27

, so if I'm going to do something , I'm gonna do

30:29

the best I can , and the reason in

30:31

my based

30:33

on things that I know that I

30:35

was asked to be president was

30:38

because of what I did in roles

30:40

, when I didn't know if anybody was looking , but I saw

30:42

something needed to be dealt with and so I fixed

30:44

it . And so I

30:46

think too often people have this idea

30:48

well , when I'm in a really big

30:50

spot , they don't really show up and it's like well

30:53

, you have no right to a big spot .

30:54

Then If it's all about that , if it's all about

30:56

the recognition , so Say that again , because I mean you

30:58

didn't hear that , because , yeah , everybody

31:01

doesn't listen , because that was one of those speed

31:03

bumps that you need to hear .

31:04

Yeah , I mean so . For me it's like if I

31:06

am saying yes to something , then

31:09

I am obligated to do the best I can

31:11

, right , I don't care

31:13

what it is , I don't care if I'm deciding I'm gonna

31:15

sweep the floor or if

31:17

I'm gonna pitch in because our electronic

31:20

health record burped and our staff need

31:22

help and so I can stay through the night to

31:24

help them with my fit-a-ful clinical

31:26

non-self right . So

31:29

it's a decision you make , it's

31:31

a choice . This goes back to a couple

31:33

of what we were talking about before . It's bigger than you and

31:36

when you reduce it to you , then

31:38

it's never gonna feel good because you're always jockeying

31:40

for position because somebody else got something that should

31:42

have been yours , right ? I

31:45

don't wanna go through life that way . Now

31:47

I also have a different perspective and

31:49

I feel like God's put me here to do certain

31:52

things and those are the things I'm here to do , and

31:54

far be it from eating . I'm like I'm eating . You

31:57

know that's not a conversation

31:59

I really wanna have , okay , so

32:01

that certainly drives and informs

32:03

kind of who I am and how I

32:06

approach things . But even if that's

32:08

not your comfort , you

32:10

can still make a choice that says , if

32:12

myself has said yes . Whether I'm saying

32:14

yes because I'm taking a paycheck , you

32:17

know , or I've physically

32:20

said yes , I will do this . It's

32:22

on you to not be high maintenance .

32:24

Oftentimes people think the organization

32:27

owes them everything and become

32:29

very high maintenance . And

32:31

you put a different spin . You said it's up to me

32:33

to not be high maintenance . That's

32:36

a different mindset because , in

32:39

today's world . They owe me everything

32:41

. They're supposed to do this , the organization does

32:43

this . The organization does this . My training , my

32:45

promotion , my counseling , my coaching

32:47

, my pay Like the list just gets written

32:50

.

32:50

I hope for all of you . Yeah , I hope for life .

32:53

But you said something I think is super important for

32:55

us to understand in the professional industry and even

32:57

in our personal lives it's

33:00

up to us not to be high maintenance . Where

33:02

did you come up with that ? Because I don't know if I've ever

33:04

heard that in leadership , and I do a lot of leadership . Where

33:07

did you come up with that concept so we can

33:09

do better ?

33:10

I think it's just a product of my strange

33:12

mind . I mean , to me work

33:15

is an exchange . So

33:17

, yes , it's your job not to be high

33:19

maintenance because nobody owes you anything , despite

33:22

what everybody would like to tell you . And

33:24

if you think everybody owes you something , then

33:26

go do your own gig and make your own roles and

33:28

see how well that works for you . When it's all about you , because

33:31

other people don't care , because it's all about them , I

33:33

mean it just doesn't hold up . But if that's your bent , then

33:35

you go for it . I mean , back

33:38

to kind of the safari . One of the things that was so clear

33:40

on the first day is we are all in this together . I

33:42

can't say I didn't know my name would be here and then

33:44

leave and live right . Not

33:47

how it's gonna work , and so that was one of the things that

33:49

I'm like oh this is so about organization , but

33:52

when you choose to be high maintenance , you're really

33:54

saying it's all about me and so to me it

33:57

is an exchange . You get a paycheck

33:59

in exchange for

34:01

creating an outcome , and

34:03

part of that outcome that you're responsible to own

34:06

is how you show up and

34:08

what you choose to do . And is it about you

34:10

and is it not about you and newsflash

34:12

? It is not Our hospital

34:14

, it was not about our staff , and I

34:16

said to them I said our goal , the phrase

34:18

that I came up with for us , all

34:21

of our decisions are going to be driven by

34:23

us being the absolute

34:25

best place in the world to

34:27

give and receive care period

34:30

, and if we're looking at making

34:32

a decision that doesn't support that , then we don't even

34:34

need to entertain a decision . Why are we wasting our

34:36

time ? Will it do that ? No , then get out of here

34:38

. I mean , what are you thinking ? And

34:41

the flip side is like if we don't

34:43

give amazing care , we

34:45

don't deserve to exist . Now

34:47

do we have to take exceptional care

34:49

of our staff ? Absolutely , did I take

34:52

them to raise ? No , and

34:54

we've allowed organizations to become and

34:57

for some reason some have taken on that responsibility

34:59

as if you've taken this person to raise . No

35:01

, you haven't . I mean , you're

35:04

showing up to do something and contribute

35:06

, not to have all of your life needs met

35:08

. I mean , come on , so we've

35:10

just dumped all this crap pardon my

35:12

French on to organizations

35:14

and they've accepted it , and

35:16

enough , have accepted it that people have come to

35:18

believe well , yeah , I did it . And I'm like and

35:21

what are you all achieving for other people

35:23

beyond yourself , if

35:25

you can be completely inward focused and

35:28

that's cool ? I didn't . I don't

35:30

know how to do that Right .

35:32

Yes , Not what we're here

35:34

for . Yes , and I love it because

35:36

I believe in the exact same thing that I'm not inwardly

35:38

focused . I want to take a different

35:40

spin for you , because there are a lot of women that follow

35:42

and we're working in the space of women elevating

35:44

women , sponsoring , advocating

35:47

for and I'm 100% behind . I think there's some phenomenal

35:49

women that I've learned from , that supported me , that's

35:51

been advocates , that's been partners and champions . I

35:53

get to coach a lot of women leaders and they like , hey , we're

35:56

on my voice , it's not heard in the room . They're frustrated

35:58

, they irritate and they walk away from the challenge

36:00

of staying in the course until

36:02

they get enough . What advice do you give to a

36:04

young female leader that's coming up that wants

36:07

to be in an executive role ? What

36:09

are some of the best things that you can share

36:11

with our female leaders that are listening ? Or

36:13

some of this coaching one how to prep yourself

36:15

without chasing the position .

36:18

So I think , first , it does come back to recognizing

36:20

that every organization does have a culture . Yes

36:23

, they just do . And is it always fair ? No , of

36:25

course not . I mean , does that

36:27

organization really go ? Ooh , we like people that

36:29

come from this university and we did lose

36:31

right ? I mean , or is it like well , I know

36:33

you and this , that and this thing , but what people need to understand

36:36

is yes , that's true . Okay , so I

36:38

have no magic fairy does to sprinkle and make that

36:40

culture At the same time , when

36:43

you're come from , is

36:45

to make things better for the organization

36:47

and the people as a whole . You

36:50

will stand out , because that's

36:52

not really common anymore , right

36:54

, wow , and so when your suggestions

36:57

and your energy is around

36:59

, what are we here to do ? It

37:02

puts you in a really different place . And

37:04

so I would say and when I first

37:06

started reporting to my first

37:08

really senior boss was president , and I

37:10

got a different boss later when

37:12

my person moved even

37:14

higher and I said to them I said

37:16

my job is to make you look good and not cause you

37:18

any work at all . That's my job . I

37:21

don't want you to have to worry about . Is there gonna be

37:23

something going on there that I'm gonna hear about in the hallway

37:25

? And it could be my job or

37:27

something going on I haven't heard about . And

37:30

he said my job is to make you look good

37:32

and be pretty much an awareness , and

37:34

it was like , oh , thank you . And

37:36

so then I earned the right to have the kind

37:39

of what could be challenging conversations , because

37:41

it wasn't about me , and so too

37:43

often it's hard . When you really

37:46

want something and you feel like it's just outside of

37:48

your grasp , it's hard to not fight for it . And

37:50

then it becomes your fighting for you . And

37:53

I would say again back to again being

37:55

congruent with our earlier conversation make

37:58

it about what the organization means . That's what I

38:00

did in my earlier roles . My job

38:02

at the time was I was responsible

38:04

for art , quality and risk management . Pretty

38:07

narrow lane , hugely important lane

38:09

, but pretty narrow lane , yes Well

38:11

it turns out because of our age , of our facility

38:13

, we had an asbestos issue and

38:16

so it didn't fall in my

38:18

job description , it didn't

38:20

really fall cleanly in anybody's , and

38:22

so I'm like , okay , I'm going to learn about asbestos , I'm

38:25

going to learn what we need to do , I'm going to learn how we keep everybody

38:27

safe . I'm going to do , do , do , do , do , do , do , do . And I

38:29

made it happen . And

38:31

you can't convince me that it's

38:33

things like that that

38:36

didn't put me on people's radar

38:38

. When there was a different role , they added

38:40

, ultimately , operations to my role . They created

38:42

for those of you in HR . Yes

38:45

, yes , that's right , they

38:47

created a position just

38:50

for me . Okay , because

38:52

it's like okay , we need to let Cheryl kind of keep growing

38:55

, because she's always finding stuff to do right

38:57

, you know . And then it was like , okay

38:59

, an easier step to president . But it's that

39:01

hard task , of all

39:04

of those things , and I will say

39:06

pay attention , because I had the same thing

39:08

happen to me and pay attention

39:10

to what gets listened to . It may be because

39:13

it's their favorite person and there's nothing

39:15

you're going to do , right , they only listen to their

39:17

favorite person . If that's the case , recognize it , don't

39:19

beat your head flat against a wall . Okay , yes

39:21

, but if you have such amazing ideas

39:23

that can't be ignored , that's going to help . But

39:26

the other piece is just to go . Am I

39:28

communicating in a way that's honored

39:30

here ? Do we honor clarity

39:32

? Do we honor brevity ? Do

39:35

we honor say it once , repeat it 10

39:37

times ? I

39:39

mean , what is it that really seems to get

39:41

across ? Because what I found for me , one

39:44

of my strengths is clarity and brevity

39:46

. It's like look at it , find

39:48

it , two words to describe it , move

39:50

on . And what I found was somebody

39:52

else would say the same thing but add about a hundred more

39:54

words , and they would be like oh that's fabulous

39:57

. I'm

39:59

like okay , note to self

40:01

, I need to expand more , because

40:03

to me it's self-evident . I

40:05

took all of those leaks , but I understood

40:08

from observation that other people

40:10

weren't taking that journey with me . I needed

40:12

to lay the bevels out for it

40:14

yes . And that doesn't make me better or worse

40:16

, it's just different , right ? So it's a matter

40:18

too , and women often have

40:20

a style that is different

40:22

than them . Different cultures have

40:24

different styles , volumes , ways

40:27

of expressing themselves , so it's not unique to gender

40:29

. But at the same time , observe

40:31

, is there a certain thing that seems

40:34

to keep working ? Now , if it's a favorite person , you're

40:36

not gonna battle that . You can still be amazing

40:39

, and then they may have to pay attention just because they can't

40:41

afford to do anything . But

40:43

it's also about if I'm not getting heard

40:45

. Is there a difference

40:47

in the way I'm communicating it ? Is there

40:49

a difference in the way I'm preparing people to

40:51

hear it Is ? there a different way

40:53

that other people are raising the issue

40:56

. So take it as a moment to go . Is there

40:58

something in there that

41:00

I could learn from and tweak about how I show

41:02

up ? Because all of us have

41:04

ways we can tweak and improve how we show

41:07

up . You know , the thing is I

41:09

was so impressed with when

41:12

I was reaching out to the leaders for the book Some

41:14

of them I knew personally , some of them I did not Without

41:18

. I think almost I can say there's 100%

41:20

of the time I go well , I don't really know that I have much

41:22

to offer , I'm still learning , whereas

41:25

you talk to other people who are like I don't need no

41:27

stinkin' book , I know everything I need to know

41:29

. Right , it's like well , that's why they're in the book and you're

41:31

not .

41:33

Yes , yes .

41:35

So that was an ongoing theme

41:37

, right ? The constant learning . I need

41:39

to know more before I can add value and it's like

41:41

, no , no , no , no , we can just get . Come on , you can share

41:43

, it's good , you know . So it's all

41:46

of those pieces . I mean , that's a long answer

41:48

to your question , but that would be what I would offer . How

41:50

do you ?

41:51

help individuals in general get

41:54

past the imposter syndrome . Most

41:56

people , by comparison , have

41:59

imposter syndrome at some time in their career .

42:01

How do you ?

42:02

help navigate that .

42:04

I think part of it is we all

42:06

have a very short memory and we have a very

42:08

short attention span . It was

42:10

short before , I think all the social media

42:12

stuff and what do you mean ?

42:13

it take 30 seconds for the page to load .

42:15

I'm not waitin' for that . You know , it's

42:17

a really good idea to just kind of keep

42:19

track , however you keep track digitally

42:22

your paper or whatever of

42:24

the things that you've done , the things

42:26

that you've learned , and

42:28

to recognize that every single

42:30

person you meet has

42:33

had to learn to be able to

42:35

do what they do now . Now , I

42:37

will never be an engineer . My husband

42:39

is an engineer . His brain is a strange and wonderful

42:42

thing in my world , right ? So

42:44

you've got to be realistic . If

42:46

I'm going to try and spin my wheels going , I'm gonna

42:48

be an engineer . It's like , oh honey , give it up . I

42:51

mean , now there are fabulous female engineers

42:53

. There's nothing to do with sex , they're just not the way the brain

42:55

is put together . So it's like know

42:57

where you know and ask other people what

42:59

seems easy for me , because

43:02

people outside of you , because

43:04

the same things aren't easy for them they're

43:07

like oh yeah , you're really good at it . You're

43:09

like oh , I am , oh

43:11

, everybody's not , my

43:13

guests are not , but I didn't really think about it . I mean

43:15

, so those are some things and

43:17

just accept that it is what it is . And

43:19

, honestly , if you have an imposter

43:22

syndrome , to me , that says

43:24

that you care

43:26

enough to want to do a good job , because

43:29

if you didn't care about the outcome you'd be like whatever

43:31

. And there are gender-related disorders

43:33

? Right . I mean some of the studies I just found

43:35

fascinating . You take a job

43:38

description . The woman says oh , I don't meet all the

43:40

criteria , I'm not applying . And guys says I mean one

43:42

and a quarter , I'm applying , right .

43:44

Yes , that's true . I tell people that . Yes , you

43:47

know I mean .

43:48

so there are certainly things we need to recognize

43:50

and go well maybe I don't have

43:52

to meet all of them , because the

43:55

worst thing will happen is I'll say no . But again , think

43:57

about what you offer that someone else might not

43:59

.

44:00

Yeah , phenomenal insight . I mean , be mindful of

44:02

the self-illumination beliefs . I think sometimes

44:05

we hold ourselves back simply because we've never done

44:07

it . And I love that you shared , because I say that

44:09

statement like guys will apply for a job now and only

44:11

know one quarter of it , yes , and think they're

44:13

the best at it . I mean , I know we do . And I'm like

44:15

, look like . You know , I'll apply for a job if I

44:17

know 25% of the job description . And

44:20

you also covered , cheryl , which

44:22

was really , really important . Sometimes your job description

44:24

doesn't actually particularly

44:27

everything you may have to do or

44:29

things that may show up that's not in your job description and

44:31

you can't throw a hissy fit about it . You gotta lean

44:33

in like as fast as it was for you , but you

44:35

say , okay , if it's about the organization

44:37

, what can I do ? And I think

44:39

sometimes we get so caught up in , well , my job

44:42

description . Even as a consultant , you

44:44

know , I work with clients . We've said , well , I got to do

44:46

an amendment because the scope of work . I say time

44:48

out , time out . Let's not do this to our client

44:50

, let's look at can we do this ? What

44:53

does it cost us , austin ? But every little thing

44:55

that changes I don't want to go to my client's cell

44:57

, by the way , that wasn't in there . I got to change that . And

45:00

I think we do get caught up in the language that's

45:02

in contracts or job descriptions and

45:04

we don't show up as our best .

45:06

Mm-hmm , I agree . I

45:08

mean our job descriptions had another line

45:10

and other duties as assigned .

45:12

Yes , they charge you .

45:14

They charge you . Now I would

45:16

encourage people to do and again , I'm not talking

45:18

if you're so overrun there you don't

45:20

even have a brain cell to think about how to walk to your

45:22

car safely , you know . But if you have

45:24

the capacity in the bandwidth and something needs

45:26

doing and it doesn't belong

45:28

to anybody , then

45:30

hey and you learn . I can tell you more

45:33

about asbestos than you ever want to know right

45:35

, yes , yes Was it something

45:37

I was really eager to learn , but no , it's OK

45:40

it is transferable knowledge

45:42

for other things as well . So those

45:44

would be some things I would strongly encourage

45:46

people to just be willing to do .

45:48

What is the greatest lesson that

45:50

you feel like you've learned when

45:53

you were CEO of the hospital ? That

45:55

actually made you a better person .

45:57

I would say , be willing to step in the discomfort

46:00

. I never , ever

46:02

liked people issues and I avoided some

46:05

things that I shouldn't have avoided . And

46:07

it bit us all later . The

46:09

permit you promote , and just understanding

46:12

that just and we've seen the same

46:14

thing with our clients , right , something , they tried something

46:16

, it didn't work . So now they're just like

46:18

I'm not ever dealing with that anymore , you'll never . I

46:20

don't care , I don't care if it's going to eat us for lunch , I don't

46:22

care , I'm not doing it . No , you can't make me . And

46:25

then I'm like well , here's a problem that should have been

46:27

dealt with five years ago and it's got to be

46:29

done . Like now . And I will help you , right

46:32

. So it's that willingness

46:34

to go sometimes the stuff that you

46:36

just want to run screaming from is what you

46:38

have to deal with , because the drag

46:40

of it is way worse than

46:42

just doing it . Just deal with

46:44

it . No , I'm not saying , be cavalier , be callous

46:47

, do it the right way , but go

46:49

. Yeah , running screaming into the night is not

46:51

a viable option here , and so I think

46:53

really for me . And then

46:56

you generally survive the other side

46:58

of it and you're kind of like , oh

47:00

, so next time something I feel

47:02

like then just deal with it and then

47:04

it goes away really quick . It doesn't dog me for a

47:06

year , right . So I think

47:09

that to me and it's all the more critical

47:11

if you're a leader , but it's vital

47:13

if you're just leading you , because

47:18

I don't know if anybody else has ever felt this way

47:20

, but the

47:22

situation I described in the book , or if I'm

47:24

physically sick , it's like I just want to leave me somewhere

47:26

until I feel better because I'm getting on my nerves yes

47:29

, yes , deal

47:31

with it and move on . Don't drag

47:33

it out , don't make it way worse than it

47:35

needs to be , because that's generally what avoidance

47:37

does for us , is it drags

47:39

. And if you leave , make

47:42

no mistake , it's dragging on your people .

47:45

Yeah , so , cheryl , for a long little conversation , a lot

47:47

of insight . Is there anything you want to leave the audience with

47:49

that ? I didn't ask you about that . You

47:51

want to share ?

47:52

You ask such amazing questions . I think if

47:54

people take action on just

47:57

one of the things that was relevant to them . That

48:00

can be amazing and it's like what's

48:02

the next thing I need to do ? And

48:04

then just do it . Don't overwhelm yourself

48:06

with well and the other stuff

48:08

will fall into place , but deal with it , the big thing

48:10

right in front of your nose , and deal with it and move

48:13

on and then , trust me , the next thing will pop itself

48:15

right up .

48:16

Yes , yes it will

48:18

. You don't have to look for it , it will show up . Yes

48:21

, you do not have to go looking for it . It will

48:24

be waiting for you in your open eyes .

48:25

Yeah , there you go .

48:27

Yes , how do people reach you ? Thank

48:29

you for sharing such phenomenal information . So

48:31

how do people reach you and the best way to contact

48:33

you ?

48:35

So I'm more than happy just to share my

48:37

direct email . It's Cherylcagrwhile

48:40

at recalibratetoday . It is

48:42

notcom which you docom . You get someone

48:44

else , you don't get me .

48:45

Yes .

48:46

And so you can certainly reach me that way . You can reach

48:48

me on LinkedIn . Under recalibrate Again , I

48:50

show up as Cheryl Lynn-Mowley , because I discovered

48:52

when I went to make a personal website that somebody

48:54

else already has Cheryl Mowley . I'm like

48:56

wow , because Mowley's not a common

48:59

name .

48:59

I'm like no , it's not .

49:01

So you can find me there . Obviously , you

49:03

can just say you can find the ebook on Amazon

49:06

. You can get the coffee table book through my website

49:08

, recalibratetoday . We

49:10

go for something really racy . There's a tab that says Cheryl's

49:12

book . It's just really confusing . The

49:15

other thing that I want to offer your listeners

49:17

, so we talked about on the website , there's

49:19

a tab as well for the B99 , the

49:21

frame . If people

49:23

want to do it , I have created

49:26

a couple of quizzes that

49:29

we're opening up to your folks , and so

49:31

the first quiz is what are the three

49:33

puzzle pieces of the framework

49:35

that you're currently rocking right along on

49:38

their strengths are doing an amazing kudos

49:40

, good job , which takes you to the

49:42

second quiz of me what are the things

49:44

that you just not ? They

49:47

ain't happening .

49:48

Or they're not happening .

49:49

well , right , and they're biting you . They're a drag

49:51

, and so I'm

49:53

inviting anybody who would like to take both of those

49:55

quizzes . And then they can reach out to me via

49:58

email and said hey , heard you're here

50:00

, and then I'm happy to spend about half

50:02

an hour with them , just kind of going over what can you

50:04

personally do deeper ? The quizzes

50:06

, the results give them already

50:08

some things , but if they're at that

50:10

point where they're like this is important to me , then

50:13

reach out and do that . So we should have sent you the links

50:15

for that , so somebody can certainly find that in

50:17

the description . But those would really be

50:19

the website , me personally , linkedin

50:21

, any of those Fuller .

50:24

Yes , yes , thank you , and I was going to

50:26

say please take advantage of everything that she's offering

50:28

to our community Phenomenal

50:30

. I've been knowing her for years . I've always followed her and watched

50:32

the work that she does , and I personally always

50:34

try to be around people that I see as really good

50:36

at what they do , because that's my measuring stick

50:39

, and so kudos to someone that I

50:41

use to measure for me to get better and hold me accountable

50:43

, especially in our community . We say iron

50:45

shop is iron and you want somebody

50:47

around you that's going to make you better , and

50:50

what I do know is you cannot , at

50:52

any given time , always sharpen your own knife . You're

50:55

going to need someone else to help you .

50:56

So I think that's too , important , it's a lot faster .

50:58

It's a lot faster . Yes , it's a lot faster . It

51:01

may hurt more , but it's a lot

51:03

faster . And at this point , who wants to waste time

51:05

?

51:06

Yeah , phenomenal guests . For those of you

51:08

that are following us , we release a podcast every

51:10

single Monday . Again , ron Harvey , with Global

51:12

Core Strategies and Consulting Leadership Firm

51:14

out of Columbia , so happy that you joined

51:16

us , happy that you listened to what we share

51:18

today . Hope we added value for you

51:20

. To be a better leader that's the ultimate goal

51:23

. It's better person , better leader

51:25

, better organization , better world , and everybody

51:27

knows we need better leaders across the

51:29

entire world . Today . It's a real challenge

51:32

that we're concerned about , and so Cheryl and I are

51:34

on this adventure together to help make

51:36

leaders better , to take care of the people that we're

51:38

responsible to . So we will release this every

51:40

Monday for you . So thank you all for joining us , thank you

51:42

all for hanging in there with us and feel free to

51:44

reach either one of us at any time , and

51:46

if I can put you in touch with Cheryl , I'd be more

51:48

than happy to make sure you get access to her so

51:51

you can leverage her services . So thank you all for joining us

51:53

.

51:54

Well , we hope you enjoy this edition

51:56

of Unpacked Podcast with

51:58

leadership consultant Ron Harvey

52:00

. Remember to join us every Monday

52:02

as Ron Unpacked's sound advice , providing

52:05

real answers for real leadership

52:07

challenges . Until next time , remember

52:10

to add value and make a difference

52:12

where you are or the people you

52:15

serve , because people always

52:17

matter . Thank

52:20

you .