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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

0:27

Harvey .

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Good morning . I'm Ron Harvey . I'm

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the vice president and chief operating officer with

0:32

Global Core Strategies and Consulting and

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it's a leadership firm . We're based out of Columbia , south

0:36

Carolina , and our primary role when we

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developed the company and decided to go in business

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was to really create a winning

0:42

culture through developing leaders . We

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firmly believe that leaders are the ones that

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make a difference for the culture of the organization

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if people really want to come to work and if they're having fun at

0:51

work . So we spend all of our time helping

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leaders figure out how to do that well , to keep

0:55

their best workforce , to retain their best talent

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and to make a difference for the people that report

1:00

to them and take care of their organization . So

1:02

we strongly believe in a winning culture

1:04

through the lens of a leader and so excited

1:06

about all that work . And we do that through training and coaching

1:09

and retreats and just really sitting

1:11

down with the organization and being a part of it . So we

1:13

love the partnerships we have and being

1:15

able to grow with companies and know who they are so

1:17

excited about that . But what I do every single

1:20

Monday our company releases a different

1:22

version or different podcast with

1:24

different leaders from across the globe and I mean really

1:26

globally , where leaders say

1:28

yes to come on and let you know a little bit

1:30

of the secret sauce about their challenges

1:32

and their successes from around the globe . So

1:35

I'm excited that I have Glenn joining us from the West

1:37

Coast , california , with us this morning . I'm

1:40

super excited , glenn . Thank you for saying yes

1:42

, actually to introduce yourself to the audience

1:44

, so we know who you are , what you do and

1:46

just lose in front of us . So if you can take a moment , just

1:48

tell us who you are and what you do .

1:50

Absolutely , and thank you so much for having me here . My

1:53

name is Glenn Gao . I do three

1:55

things I'm a CEO coach

1:57

, I'm a keynote speaker

1:59

in the area of artificial

2:01

intelligence and I'm a board member

2:03

. So that's a quick

2:05

summary of what I do .

2:07

Yes , awesome and very specific

2:10

. So , leaders , if you're listening , you want to

2:12

be very succinct so people are not confused , trying

2:14

to figure out who you are or what you do . So

2:16

, glenn , phenomenal job . But he's a trained

2:18

speaker y'all , so of course he knows how to

2:20

let those three bullets really really fast up front

2:23

. But really really good job . He's with

2:25

executives , he does a lot of keynote across

2:27

the country and he's in the space of AI . So

2:29

let's dive into a little bit of that

2:31

. In the space that you're in and

2:34

you think about AI , people are either

2:36

on one side of the fence or the other . They're really , really

2:38

nervous about it and how

2:41

do we protect it ? And it's not taking over our lives

2:43

and we're not losing control . And

2:45

the other side of it is man . This is phenomenal

2:47

. How do I learn everything ? I can learn that they want to

2:49

like hook the fire hose to their mouth and drink as much water

2:52

as they can take it . At that moment , what

2:54

do you know , seeing it being the fact that you're in that space

2:56

every day .

2:58

Well , let me start with a story , since

3:00

we're talking about leadership here

3:02

, and one of the great

3:04

things I love about CEO coaching

3:06

is that I learn from every time I'm

3:08

interacting with one of my CEOs

3:10

, and so I share that

3:13

information and I want to share a story . So

3:16

one of my CEOs was

3:18

looking at the organization and saying

3:20

we need to do something

3:22

about AI , and

3:24

he had people in the company that were resistant

3:27

or concerned or scared All

3:29

of those things are completely valid to feel

3:32

about . Something that could change , could

3:34

upset the way your job is

3:36

, or even take away your job who knows

3:38

right ? So he said

3:40

at an all hands

3:42

meeting okay , for the next

3:45

three weeks , I need every

3:47

single person in the company to

3:50

use AI . I

3:52

don't care how you use it , I don't

3:54

care what the result is . I want you to

3:56

use it and experience

3:58

it and learn about

4:00

it , and then , at the end of three

4:03

weeks , I want you to report to your manager

4:05

what you learned . You're

4:07

going to learn things you didn't like . You're going to learn things

4:10

you did like , and then we're going to share

4:12

that across the entire company , because

4:15

it's all about learning , it's

4:17

all about understanding , and

4:19

so we don't want to be afraid of something we don't

4:21

understand . We can

4:23

manage something that we might

4:25

have a concern about , and

4:28

so it's up to every single person in the company

4:30

to wrap their arms around this , dip

4:32

their toe in the water whatever metaphor . We want

4:34

to begin to understand this and

4:37

not be afraid of it . Now

4:40

, the beauty of that is

4:42

that he gave people freedom to fail

4:44

. That leadership position

4:47

was I just want you to use it , I don't care

4:49

what kind of results you get , and

4:52

the whole purpose here was to enable people

4:54

to learn on their own , and I thought that was just brilliant

4:56

, because then

4:58

, after this whole process , the

5:01

company began to understand oh

5:03

, it really works over here Exceptional

5:06

well , over here not

5:08

so well , and it works maybe

5:10

with numbers terribly , but

5:13

it works with language really strong

5:15

way , and it makes mistakes . So

5:18

now everybody in the company

5:20

has a sense for a tool

5:22

that is available to them , that can make them

5:25

better , and that's

5:27

what I want everybody to

5:29

think about is not to be afraid

5:31

of something , but to dive in , because it's

5:34

not going to hurt you , but

5:36

to learn about what it can

5:38

do , because it's truly transformational

5:41

.

5:42

Yes , and Clinton , when you started office . The

5:45

leaders are responsible for creating a

5:47

space for people to learn

5:49

, make mistakes and recover

5:51

. And because it's the CEO , if

5:54

you're the CEO role today , there's

5:56

a certain level of fear that just comes with the title

5:59

of the position . I think for

6:01

leaders , the quicker they can remove that fear

6:03

from that title , the more that they can get

6:05

stuff done . Just to bear fact

6:07

that you're the CEO comes with a certain level of people

6:09

oh , here's the CEO and it's

6:12

not because that person expects it

6:14

and some of them do . Let's be honest , some leaders want

6:16

to be fearful . Not every leader wants

6:18

to be , but if you're not that person , just

6:20

know that the position alone comes with it and you can empower

6:22

people to take risk , so that

6:24

leader empowered them to take a risk , exactly

6:27

right . Well said , yeah , so

6:29

when you think about it , you get to do

6:31

a lot of key note . You get to travel around . What's

6:34

the most important thing that you've noticed

6:36

leaders can do , ceos can do , to

6:39

help organizations reach their full potential ?

6:42

First , the CEO needs to understand

6:44

that they are

6:46

what I call a big rock in a small pond

6:48

. In

6:51

other words , it's like dropping

6:53

a big rock into a small pond . There

6:55

are ripples to everything the CEO

6:57

does . When a

6:59

CEO gets on a zoom call and makes

7:01

a certain facial expression , it

7:03

has massive ripples across the organization . People get worried

7:06

, they get concerned . Are we going to have layoffs ? Oh

7:09

my God . And there are rumors that fly around . The

7:12

CEO needs to recognize that everybody's

7:14

paying extremely close attention

7:17

to them , how they speak , the

7:19

words they choose , what was in an email , what

7:21

they said . And

7:23

the plus side of that is

7:26

the CEO can have massive impact

7:28

in a positive way . If those ripples

7:30

are positive ripples , then

7:34

that's going to help the entire organization

7:36

. And so the first and most important thing as a

7:38

CEO , as a leader , needs to

7:40

understand is that they can influence

7:42

the way everybody feels Inside

7:45

the company , even by the small

7:48

things they do . They're always on stage . Yes , there's

7:50

a bit of pressure with always being

7:52

on stage , but you can also have fun with it and

7:57

if you recognize that , you can have a significant

7:59

impact on every single person in the company

8:01

by the way you are , the way

8:04

you speak , your posture

8:07

, even causes

8:09

people to feel good or bad about the company , or the purpose

8:11

of the company , or

8:14

the intentions of the company , or the direction

8:17

of the company , because the CEO wants people

8:19

to perform at their highest level and

8:23

they have the greatest influence over

8:25

every single person in the company by the way

8:27

they communicate .

8:31

Yeah , I'm loving how you unpacking this , because

8:33

you know one of the goals here is for us to really

8:35

let people behind the curtain to talk about

8:37

things that you may not find in the Harvard Business Review

8:39

or you may not find in the business course or

8:41

all the leadership books that you how do you

8:44

really do it effectively ?

8:46

So I'll tell another story here and put

8:48

it in the context of culture and values

8:50

. So one of my CEOs said to me I've

8:52

had a tight , relatively small organization

8:54

but we're growing fast and now

8:57

there are people in the company who I've not

8:59

met , haven't had a chance to even interview them

9:01

. So companies growing , but

9:03

how do I know that the

9:05

new person who joins the company is

9:08

actually doing the things I , as the CEO

9:10

, want them to do ? Because they're not reporting to me . They

9:14

may be two , three clicks down in the organization

9:16

. I may never meet them , except

9:18

maybe in an all hands meeting . He

9:21

said what I want to do is I want to do that through

9:23

our values . So

9:26

he became , when I call , a black

9:28

belt in values and

9:32

he said this is how I do it , glenn . When

9:34

I see that someone has done something well

9:36

or I hear about someone who's done

9:38

something special , let's say for a customer , I'm

9:41

going to call that person out in an all hands

9:43

meeting , I'm going to mention it in front of everybody

9:45

and I'm going to tie it to one

9:47

of our values . What

9:50

happens in culture and an

9:52

influence is that the

9:54

CEO can influence anyone

9:57

and everyone in the organization through language

10:00

. So let's imagine a

10:02

value is customer comes

10:04

first . Ok , that could be

10:06

a value of a company . What

10:08

the CEO will do is ensure

10:11

that that phrase shows up a lot , he

10:15

said the real test is

10:17

that when my direct

10:20

reports are using

10:22

the word that I have used Around

10:25

customer comes first . Now

10:27

I know I'm doing my job Because

10:30

I'm trying to create certain kinds of behavior

10:32

and ways of thinking in the company , and

10:34

it comes through our language , based

10:37

on the foundational values we have

10:40

.

10:40

Wow , phenomenal . Love

10:43

it where this CEO says here's what I want

10:45

my influence to be , because

10:48

what I do know is CEOs can change the

10:50

temperature in a room by everything they

10:52

do or everything they don't do . That's

10:54

right . Little it can change the temperature . They can make

10:56

it as cold as they wish or as hot as they wish , and

10:59

I think we have to be mindful of that is that we do

11:01

change the temperature in a room from our presence . But

11:03

something that's always been a topic of conversation

11:06

is you mentioned values

11:08

. Oftentimes people think values

11:10

, trust , respect , integrity , and

11:12

it could be that . But you added and

11:15

you said customers come first

11:17

. How do people begin

11:19

to have the conversation that did you list of when

11:21

I was coming up values with all these Intendable

11:24

things versus these actionable things . How

11:26

do you separate it from honest

11:29

trust , respect to customers come

11:31

first . How do people decide what should core

11:33

value , what should values be , or if there

11:35

are difference ?

11:36

Well , I'm not sure I can answer your question directly

11:38

, but let me share with you the process that

11:40

I might take a CEO through . Okay

11:42

, this becomes very personal

11:45

for the CEO to talk about

11:47

values and say what is important to you

11:49

, what has made you successful , what is

11:51

it that you want your company to be

11:53

represented by ? Yes

11:55

, then what I recommend the CEO

11:57

to do is create a small short list of

11:59

values that are truly theirs and

12:02

then share them with their leadership team and

12:04

get feedback . So it

12:06

really doesn't work Well if the

12:09

CEO declares these are the values . Yeah

12:11

, what works well is if the CEO says

12:14

I think these are the values , I'd

12:16

love your input , I'd love

12:18

your feedback , I'd love your contribution

12:20

to this list of values . And he

12:23

or she does that first with the leadership team and

12:26

then does it with everyone else in the company

12:28

. So everybody has at least a chance to see

12:30

and hear and discuss what these

12:32

values might be Before they

12:34

get put into place . And

12:36

what's amazing about that is that most

12:38

CEOs discover Sometimes

12:40

people have really good thoughts and

12:43

they come up with maybe a new value or

12:45

a different way of speaking about a value , and

12:47

there's an improvement . It's called crowdsourcing

12:50

, right , so there's an improvement in

12:52

the values after this whole review

12:54

process . So that's

12:56

one reason to do that . The second reason

12:58

to do that is if people feel like they were

13:00

part of a process , even if

13:02

they chose a new value that wasn't

13:04

picked in the end but if they felt

13:06

like they were heard , then

13:09

they're going to pay attention to the

13:11

values that come out in the end . Now

13:14

, ultimately , the most important thing in

13:16

the end is that those values Be

13:18

something the CEO truly believes

13:20

in . So I once

13:22

asked one of my CEOs what

13:25

are your values ? And

13:27

he said , well , let me go look them up . And

13:30

I said , okay , that to me is a disconnect

13:32

. That means they're truly not something this

13:34

person believes in . Yes , he

13:37

said , well , we put them together at an off-site

13:39

. Okay , well , that , yes , but

13:41

Ultimately they need to be his

13:44

or her values , because

13:46

that's what they really want to impress

13:48

upon people in the

13:50

organization . So

13:52

, ron , I don't think I answered your question and

13:54

then , but hopefully that was helpful . But if

13:57

you want to come back and ask me that question again

13:59

so we can , we can drill down on that .

14:00

Yes , yeah , and I think it's super

14:02

important walking through the process . How do you

14:04

get there ? You know what they become at the end of

14:06

the day , but there has to be a process to get there . I

14:08

love that you said engage people often

14:11

and early . Let them weigh in so you don't have to work

14:13

so hard to get them to buy it . So I , declaring

14:15

values for everyone is listening and just giving

14:17

it to people . It's not the most effective method . Could

14:19

you do it Absolutely ? But is it going to be

14:21

as effective as it could be ? Probably not . So

14:24

declaring it as a CEO , because you can

14:26

. It's not necessarily the most effective

14:28

thing for you to do as a CEO , but

14:30

they're super important that you have them and how

14:32

you get there . So we'll come back and revisit that . You

14:35

know , as Glenn is thinking , and see what does he say . How do

14:37

people do it ? Because I often encounter people

14:39

that say well , respect is about you

14:41

. Okay , what does that mean ? How

14:43

does it show up ?

14:45

Right , and this is where Calling

14:48

it out matters . So let's say , you

14:51

notice One employee

14:54

is highly respectful to another employee

14:56

in a situation where maybe they might not have

14:58

been respectful , maybe that person cut

15:00

them off in the parking lot and showing up at

15:02

work , but you noticed the

15:05

person who got cut off was respectful . So

15:08

that is the kind of thing that needs to be

15:10

called out , either by their manager or

15:12

maybe even by the CEO that

15:14

I noticed . This behavior , which is fundamental

15:16

to our values , which is we respect

15:19

everyone , regardless

15:22

of the situation , and so that's how

15:24

people learn is through stories . They

15:27

don't learn by reading a poster on the wall that says

15:29

here are seven values

15:31

. Yes , it's a good start

15:33

, but it doesn't delve deeply into

15:36

the human behavior , because ultimately

15:38

, really , what we're trying to do here

15:40

, ron , the hardest job of any CEO

15:42

, is to change human behavior . Yes

15:45

, and yet we can

15:47

do it . And this is one fantastic

15:49

method for

15:51

changing human behavior , which is you're essentially

15:54

teaching and enabling people to learn

15:56

through the stories you share about

15:59

what is important , what makes us successful

16:01

as a company .

16:03

Yes , yeah , I love when you start and

16:05

you talk about the journey and what's going

16:07

to go on on this experience with people . It's

16:09

put people through an experience . It will outlast sometimes

16:11

data . People remember

16:14

experiences and so if you want behavior to change , it

16:16

put some kind of experience in place

16:18

that they can be a part of , engaged in , participating

16:21

in their own education and development , in their

16:23

change of behavior . A lot of them participate in the change

16:25

. So when you get to travel , you

16:27

get to talk . What's the biggest concern

16:29

you have around CEOs

16:32

and executives and leaders right now and

16:34

there are a lot of concerns . What are the things that

16:36

are standing out ? When you think of if I'm going to be a new

16:38

CEO , what should I be concerned

16:40

about ? Because it's challenging right now to be effective

16:42

to run a company . It is very challenging to lead to short

16:44

roles with so much happening . What's

16:46

the best way I can show up ? If I'm a new executive or new

16:49

CEO , what's the most important thing I can do

16:51

to help ?

16:51

my company . This may sound un-CEO-like

16:55

, but if you show up as a new

16:57

CEO , let's say the old CEO has moved

16:59

on for whatever reason and you're the new CEO

17:01

. The key word

17:07

here is empathy . Now , that is not a

17:09

skill most CEOs bring to the job , and

17:12

yet the reason for it is

17:15

. Or we go back to my comment about human

17:17

behavior change . If

17:20

you're going to ask people to

17:22

do things differently than the way they've done

17:24

them before , you need to understand

17:26

where they are . You need to

17:28

understand how they're feeling about

17:30

their situation , and right now , most

17:33

people are not feeling great about their situation

17:35

, because three years ago

17:37

, money was free and

17:40

it was fun . Everything was growing , and

17:42

right now that is not the case . Right

17:44

now , large organizations

17:47

are clamping down on their spending , which

17:49

makes it difficult for everyone selling to

17:51

larger companies . Right now , a

17:53

lot of the stimulus money is starting to run out

17:55

, so consumers are saying , oh , maybe

17:57

I can't spend that money like

18:00

I was before , and

18:02

so the environment is much tighter and

18:04

the pressure on people not

18:06

just the CEOs , but people inside of a company

18:08

is greater . And yet at the same

18:10

time , some people have discovered

18:12

maybe I don't want to work as many hours

18:15

, as I used to . This whole learning

18:17

experience about what happened with COVID and

18:19

spending more time with my family means

18:21

that , hmm , I may not

18:23

want to work as much . And so now , if

18:26

you can have empathy for

18:28

what is going on in the lives of your employees

18:31

, then you can relate to

18:33

them and learn how to communicate

18:35

to them . See , one of the things

18:37

I tell CEOs is that the greatest CEOs

18:39

in the world are like chameleons . In

18:42

other words , ron

18:45

, you learn and process

18:47

information in a certain way , but

18:50

your colleague processes

18:52

information in a different way , and

18:55

the CEO is aware of those differences

18:57

will change the way they communicate

19:00

in order to create impact

19:02

with you in one way and

19:04

with your colleague in a different way , because

19:07

it's all about creating impact

19:09

on the individuals that are reporting

19:11

to you so that they produce at

19:14

the highest possible level . So

19:16

I always say the first job of the CEO , the most important

19:18

job of the CEO , is to

19:20

build a great leadership team . The second

19:23

job is to get the most you

19:25

can out of that leadership team . But

19:27

if you can't empathize with them , if you can't

19:29

understand what they're going through , they're going

19:32

to fight you , they're not going

19:34

to align behind you . They're

19:36

not going to wake up in the morning and say

19:38

I actually want to spend an extra

19:40

hour today working because I'm so

19:43

jazzed about what's going

19:45

on in this company and the purpose and

19:47

the reason we're here and I like working for my

19:49

boss . I don't have to love my boss , but I

19:51

like working for my boss because they understand

19:53

me . Yes .

19:55

So , glenn , you've given great information

19:57

. You're really touching on some points that I think

19:59

are super valuable for CEOs and executives

20:02

and organizations . But I've become

20:04

a young CEO and I've worked hard , I got my

20:06

education , I put in my time and I finally make

20:08

it to CEO at a young age . And

20:10

now you're telling me I'm going to have to change my style . With

20:13

everybody that I meet , I'm going to

20:15

make adjustments to connect with the people that

20:17

I need to connect with . I'm not as humble

20:19

as I probably should be , but I've worked

20:21

my butt off the gear here . How do you help me

20:23

make those adjustments ? Because what you are saying , or

20:25

insinuating , is that the leader is going to have to adjust

20:27

based on who they're working with at that moment .

20:29

Well , the short answer is because we're dealing with humans

20:32

. Humans are the

20:34

biggest challenge out there . See

20:38

, think of it this way . Think of it this way One

20:41

of the jobs of the CEO is to always

20:43

be selling . You might

20:46

be selling to prospects , you

20:48

might be selling to a board or investors

20:51

, you might be selling

20:53

to potential candidates to

20:55

come join your company , and

20:58

you're also selling to your employees

21:00

In order to

21:02

get people to follow you . Okay

21:05

, the definition of a leader is someone who has

21:08

people who want to follow them . In order

21:10

to get people to follow you , you have to

21:12

sell to them , and the first thing

21:14

you learn as a great

21:16

salesperson is you need to understand

21:18

the needs of the person you're selling to . If

21:21

you don't understand the needs of the person you're selling to

21:23

, you can't sell to them , because you don't know what to say

21:26

or what to offer . So , think

21:28

of it not as I have to change

21:31

in order to communicate

21:33

. Think of it as I need to understand

21:35

in order to sell what

21:38

it is . I'm trying to sell Because

21:41

now you have a military background , ron , but the

21:43

business world just doesn't work that way

21:45

. I

21:47

can tell you . I need you to do X , y and Z , and

21:51

I wish it worked that way . It would be much easier

21:53

. But no , we have to help people

21:55

understand why it's good for them to do this

21:57

.

21:58

Yes , phenomenal . I mean , you're perfectly

22:00

explaining . And the question for all of

22:02

those who are listening , because there are some leaders that are listening that

22:05

struggle with hey , I'm the CEO and

22:07

the boss , and why do I have to keep making all these

22:09

adjustments ? The workforce keeps changing . I've

22:11

got five generations in the workforce . I've got this person

22:14

that wants this , that wants praise , I've got this person

22:16

that everybody wins and they've got to be recognized for everything

22:18

, and why do I have to keep making the

22:20

modifications ? So , if you're listening , I

22:22

love what Glenn said , because you're always

22:24

selling and you've got to understand the needs of

22:27

the people that you're responsible for , and

22:30

so that's so important . So , glenn

22:32

, as we think about the work that you do where

22:34

you are , you're with CEOs , one

22:37

of the three things that , if someone

22:39

wanted to find whether they need to reach out to you

22:41

to solicit your services , what

22:43

are some common reasons that

22:45

people may be experiencing that says hey , give

22:47

Glenn a call .

22:49

Well , let's talk about CEOs for a moment . The

22:51

first and most important issue is that a CEO

22:53

has to recognize something , ron , which is

22:55

every great athlete in the

22:57

world has a coach at least

22:59

one coach and you ask yourself why

23:01

does somebody who's at the top of their game have

23:04

a coach ? It's because a coach helps

23:06

them become better . So

23:09

the first thing for anyone anyone

23:12

in the world and any role in the world is

23:14

to ask themselves do they want to improve ? Are

23:16

they willing to do the work to

23:19

improve themselves ? If

23:21

someone has that mentality , they're going to

23:23

be a great fit for me . We never try

23:25

to sell someone on the concept of coaching if

23:27

they don't already believe that

23:30

improving themselves is a good thing , yes

23:32

. So that's step one . Step

23:36

two is ask

23:40

yourself what are you really looking for in a coaching

23:42

relationship ? People

23:44

look for very different things and you want to

23:46

be clear about that . Some people look for I

23:49

just need someone to hold me accountable , yes

23:51

, or I need somebody who can help me figure out a work-life

23:54

balance , or I need somebody who's

23:56

helped the company go through certain stages

23:58

. So think about how you

24:00

can connect with this , because it becomes a

24:02

very deep and personal relationship , and I'll

24:04

tell you why , ron . So if you were CEO

24:07

and now we're coaching you , we would pretty

24:09

quickly understand that there are things

24:11

in the world that you can't tell anybody

24:13

else you can't tell your board of

24:15

directors , you can't tell your direct reports

24:18

and you usually can't tell your family

24:20

. And I become a conduit

24:22

for those things . And when we start talking

24:24

about those deep issues , then

24:27

we make a real difference in your

24:29

performance . So I want to throw one

24:31

last thing out . Because I

24:33

do a lot of work in AI and because I coach

24:35

CEOs , I have created the

24:38

AI CEO coach so

24:42

people can come to my website . By the way , my website

24:44

is my name , it's Glen , with two N's

24:46

G-O-W GlenGaocom

24:49

. People can come to my

24:51

website and we've trained an

24:53

AI on some of the best minds

24:55

and CEO coaching out there and

24:58

you can ask this any question you want , and

25:00

it's been trained by CEO coaches to

25:02

answer questions , and

25:05

so if you're not quite ready to

25:07

sign up for a coaching relationship

25:09

, you can use the AI

25:11

CEO coach on my website

25:14

and get answers to some of your questions

25:16

.

25:17

Wow , so real gifts . So , if you're listening , give you

25:19

a real gift CEOs , take

25:21

them up on it , test it , ask your

25:23

questions and hopefully , at some point you realize

25:25

that you want to have a coaching relationship to

25:27

continue to evolve and get better and I think all

25:29

CEOs , we're expected to get better every

25:32

single day . So , glen , we'll do a rapid fight

25:34

with you real quick , just for the audience before we close out

25:36

, on how to get in contact with you . So

25:38

you're in California . Do

25:41

you prefer the beach or the mountains ? I

25:43

prefer the beach . Awesome , I've

25:46

spent a lot of time walking

25:48

. So

25:50

if you're out , do you prefer grabbing

25:53

a nice steak or a good

25:55

pizza on a Friday evening ?

25:56

Oh , I say I would go for a pizza

25:58

on a Friday evening .

26:00

Yeah , pieces like that thing . That everybody . I haven't

26:02

met very many people that don't like pizza . Yeah , so

26:06

I'm in South Carolina . Food is

26:09

a big thing in the South , so do

26:11

you prefer a pound cake or banana pudding ?

26:14

Oh my goodness , really pound cake

26:17

. Yeah , it's power food , it's power

26:19

food .

26:19

It's power food Travel . When

26:22

you're traveling to use Keen O'Neill , do you prefer

26:25

a nice , convenient ride on an airplane or

26:27

do you enjoy car rides where you get to relax

26:29

?

26:30

I think I like the plane ride partially

26:33

because I get to go to fun destinations

26:35

that way , right , I know I'm going someplace

26:37

fun .

26:38

Yes , yes a cruise or train

26:40

ride .

26:41

Hmm , I think it would be a cruise

26:44

. More fun things to do on the cruise .

26:46

Yeah , they keep you busy on the cruise to

26:48

you gonna vacation out the cruise , yes

26:50

, yes . So my last question , so it won't

26:52

be to lighten around video question , just to understand

26:54

you better If you had all

26:56

the revenue in the world that you ever desired to have , what

26:59

nonprofit would you help , and why ?

27:01

Oh , I'm so glad you

27:03

asked . I am right now reaching

27:05

out to nonprofits in

27:08

the artificial intelligence world To

27:11

do some pro bono CEO

27:14

coaching for them . I haven't found

27:16

one yet , but I'm looking . I'm asking because

27:18

I believe , as you mentioned earlier , there

27:21

are some potential negatives here with

27:24

AI and there are some nonprofits

27:26

that are working on . How do we Resolve

27:28

those issues ? I want to find

27:31

if any of you are out there running a nonprofit on

27:33

AI . Please contact me because

27:36

I'm looking to do pro bono CEO

27:38

coaching for the right nonprofit .

27:41

Well , good , just dropping gifts out here . Yeah

27:43

, coaching on this website . So , ai , they can get

27:45

some questions answered . But he's also looking for

27:47

someone . So if you listen to this podcast , you're interested

27:49

and you're in the CEO , nonprofit AI

27:52

world . Like , reach out and allow

27:54

him to develop his skills . That's going to cost

27:56

you nothing to accept for time , resources

27:58

and transparency , so please take advantage

28:00

of his resource . And so he's giving back

28:02

. So , glenn , phenomenal , thank you for joining

28:05

us . If someone wanted to reach out to you , what's

28:07

the best way for them to make contact with

28:09

you ?

28:10

the very best way is to go to my website

28:12

, glengaucom , and there

28:16

you can find a way to email me or

28:19

call me or set up

28:21

a meeting with me . It's very , very simple .

28:23

Yes , thank you so much been phenomenal

28:26

for everyone that's been watching a

28:28

good game , a lot of great information , but it also

28:30

gave you great resources to develop

28:32

, to help you get better . So we really do want to add

28:34

value . On unpack with Ron Harvey . Thank

28:37

y'all for joining us . As always , we're excited

28:39

to bring you another phenomenal podcast . If you will

28:41

, episode of our podcast every single

28:43

Monday we do release , and so thank you for

28:45

joining us . Thank you for listening and being with us

28:47

on the journey . Glenn , thank you so much . You've

28:49

done a phenomenal job . I know that people

28:51

are gonna gain a lot of value . You probably get a

28:53

lot of phone calls about how to

28:55

really help our CEOs in the

28:57

AI space and do coaching to help

29:00

them get better . So phenomenal session

29:02

. Of all of you that want to follow me , ron

29:04

Harvey at GCS Consulting

29:06

is the easiest way to make contact

29:09

with me personally . So just first , initial , last

29:11

name at GCS that consulting

29:14

with the ING is the best way to reach me

29:16

.

29:17

Well , we hope you enjoy this edition

29:19

of unpack podcast with

29:21

leadership consultant Ron Harvey

29:23

. Remember to join us every Monday

29:25

as Ron unpack sound advice Providing

29:28

real answers for real leadership

29:30

challenges . Until next time , remember

29:33

to add value and make a difference

29:35

where you are or the people you

29:38

serve , because people always

29:40

matter .