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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 morning . This is Ron Harvey , vice

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President and the Chief Operating Officer of Global

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Core Strategies and Consulting . We're

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a leadership development firm based out of Columbia , south

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Carolina , and our whole mission

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, if you will , is to add value and make

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a difference , and oftentimes

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that's just helping leaders become more effective at

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the thing that they're called to do . We truly believe

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leaders are called into their roles and

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they're responsible for taking care of the people that

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report to them and that are counting on them . We

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love doing it executive coaching , team building

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, talent development and meeting leaders

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where they are . We truly believe leaders make a

1:01

difference in organizations , but what

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we've learned in our time is having a microphone

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or a platform that leaders get to

1:07

share who they really are and how they got to where

1:09

they are , and that's what we do unpack with

1:11

Ron Harvey . I'm always excited

1:13

that my guests that come on that take

1:15

the challenge of not knowing the questions in advance

1:18

and being in real time with us , so I'm

1:20

honored to have you know all the way from the West

1:22

Coast in California really

1:24

joining us . Jim Saliba is with us and

1:26

he said let's do this , let's figure it out so

1:29

excited , have your bio , have information

1:31

. But I want to pause and ask

1:33

you to share with our audience what

1:35

do you want us to know about you that we may not find on

1:37

LinkedIn , or how would you introduce yourself where

1:39

we know who you really are ?

1:41

Well , thank you for having me on and

1:43

inviting me here . I'm excited to be

1:45

with you today , ron , I guess

1:48

what's not in my bio is that I

1:50

am originally from the Northeast

1:52

Long Island and I moved

1:54

here to the West Coast because

1:56

I think the IT world , which

1:59

I grew up in , is

2:01

divided in two pieces . One

2:04

is very much the internal IT

2:07

departments that make businesses run

2:09

and I believe that's really big

2:11

on the East Coast , with financial

2:13

companies and insurance companies

2:15

and so on and the other side

2:18

of that is product

2:20

delivering , product , the technology

2:23

that we use , the software , the hardware

2:25

, and I love the product side

2:27

of it and that's , I feel , is mostly

2:29

here on the West Coast . So that's why

2:32

I came out here in 2014

2:34

. Although our world is changing

2:37

and a lot of stuff is starting to happen

2:39

in the middle now , right , so it's

2:41

interesting how the ecosystems

2:43

of our country change and it

2:45

builds businesses and schools

2:48

and communities around it , and

2:50

that's what I love about

2:52

the world it's not just going out

2:55

and doing a job . You're part of a huge

2:58

fabric and it takes

3:00

real leaders to make that fabric work

3:02

.

3:03

Yes , jim , you're spot on , and it

3:05

changes for leaders

3:08

and it's important for leaders to be agile , to

3:10

be adaptable , because it's constantly

3:12

changing . And so

3:14

you're in the West Coast now and

3:16

you're a guru leadership . You've had

3:18

a phenomenal career based on the information you

3:20

shared . You've led a lot of organizations . What

3:23

has been one of the biggest lessons you've learned in

3:25

leadership that you still use today ?

3:30

How to pick one , that there are so many

3:32

of them there . But

3:35

the thing that comes to mind is

3:37

I have a plaque here that my wife

3:39

gave me and it talks about

3:41

persistence . It's

3:44

not necessarily talent , it's

3:46

not necessarily knowledge . Is

3:48

persistence , and just

3:50

keep on going , because

3:52

when you go out and do something as a leader

3:55

, it doesn't always

3:57

work right away . You

3:59

have to change and mold

4:01

it and try different things . I

4:03

say experiment like a fifth grader

4:05

. When I was in fifth grade , right

4:08

, we had the science fair project

4:10

with your poster board and

4:12

the hypothesis on top

4:14

right and the method , and did it work

4:16

or didn't it work ? That's how we

4:18

should be leading through life and that gets us

4:20

, as you said , agile . So

4:23

persistence builds

4:25

that resilience . And

4:27

keep on going , keep on

4:29

trying .

4:31

Yeah , jim , it's amazing that you bring it up . I talk

4:33

about it quite often . Kids will

4:35

try things a lot faster than adults

4:37

, because they don't have this fear of

4:39

it's going to go wrong and I'm going to look bad and

4:41

I'm going to look like I'm incompetent . Kids are like

4:43

okay , so I messed it up . How do I fix it ?

4:47

Yes , there's no fear . Well , I'm glad

4:49

you mentioned that word fear

4:51

, because I talk about that

4:53

in leadership all the time

4:55

and I have what I call the four

4:58

fears of leadership . The

5:00

first one is fear of incompetence , what

5:02

we often call the imposter

5:05

syndrome .

5:06

Yes .

5:06

You know , it stops us from doing things

5:09

, it kills confidence

5:11

, but the bad thing that it also does

5:14

, that we have to realize , is

5:16

that when we delay

5:18

decisions and things like that

5:20

, it builds a culture below

5:22

you and this is going to build a culture

5:25

of indecision . So if

5:27

your projects keep going whiplash

5:30

, let's put this one on pause . Okay

5:32

, let's do the other one till we make a decision

5:34

, and back again , this

5:37

could be because of imposter syndrome

5:39

. The second one

5:41

is the fear of

5:43

being foolish saying something

5:46

, doing something , and I'm

5:48

afraid that somebody is going to call

5:50

me out . Right , yes

5:52

, so this creates a whole

5:55

different culture , one of

5:57

resistance to change , one of

5:59

conformity , and it just kills

6:01

innovation and creativity in your

6:03

organization . The

6:06

third one is fear of

6:08

failure , and we probably feel

6:11

this at one time in our life or another

6:13

. There was a statistic that I saw

6:16

one time that 70%

6:18

of the world population

6:20

feels this at one time or another , and

6:23

I see this often in the

6:25

technology organizations

6:28

that I've been involved in over the years

6:30

, and it creates a culture

6:32

of blame because we detach

6:34

from decision making , we push it away

6:36

to somebody else , just so

6:38

when it doesn't work , I have a finger

6:41

to point to and say well , ron

6:44

decided to do it that way . And

6:48

the last one is about being

6:51

vulnerable , a fear of being vulnerable

6:53

, and this creates a culture of

6:55

mistrust , because

6:57

people can't be themselves , people

7:00

can't be authentic , so trust

7:03

never gets built .

7:05

Wow , so phenomenal

7:08

for things that people

7:10

really fall into the trap around fear

7:12

, and it exists in every organization

7:15

at one time or another . What role do

7:17

leaders play on their gym ? To

7:19

help people deal with ? Either one or

7:21

all four ? I mean because it does happen . So

7:24

when you're thinking from all of your lessons learned

7:26

eating organizations , let's unpack for

7:28

a second . So we told them before that exists

7:30

. How do leaders help people navigate

7:33

? Either one of those are all for those .

7:36

Well , first leaders have to find it in

7:38

themselves and get past

7:40

that . They can't help

7:42

somebody else get past it until

7:45

they start getting past it themselves . So

7:47

, that's number one and number

7:49

two . I always

7:52

feel once you find it , once

7:54

you see it , then you can start

7:56

making it better , because you could see yourself

7:59

falling into it . You could see yourself

8:01

, when it happens , so

8:03

getting a mentor or a coach

8:06

or a sponsor , that

8:08

you open up and say I'm working

8:10

on this , when you see me

8:12

falling into this , let

8:15

me know . So this

8:18

way you can change your behavior

8:20

and again be persistent , because

8:22

it's not going to happen overnight

8:24

. Knowledge has not changed . Knowledge

8:27

just starts to change .

8:29

Wow , okay , so another moment . The knowledge

8:32

does not . It starts to change

8:34

, so phenomenal . So

8:36

when you think about it , jim I mean in

8:38

the work that you do so you're

8:40

in New York , in California

8:42

Is leadership still a leadership

8:44

, regardless of where you are in the world ?

8:46

You know I would have to say , yes , there's

8:49

many different styles that we can talk

8:51

about , but I worked with

8:54

organizations , especially

8:56

in tech , all across

8:58

the country , including the

9:00

middle of the country in Texas and so

9:03

on , and it's the same

9:05

fears and the same problems and

9:08

we do the same thing . Back in the 60s

9:10

we called it the Peter principle .

9:12

Yes .

9:13

Well , they called it the Peter principle . I

9:15

wasn't quite ready for it yet

9:17

, but anyway that

9:20

was . We get promoted past

9:22

our effectiveness . But today

9:24

we see it all the time People get promoted

9:27

based on their technical skills

9:29

things that I can do , I

9:31

can write code right

9:33

but once I start

9:36

moving further up the ladder , those

9:38

technical skills is great knowledge

9:40

to help the business run . But

9:43

I need leadership skills and

9:45

our organizations are not

9:47

really great at

9:49

training and coaching and

9:51

building leadership skills and

9:54

that's why so many companies get their top

9:56

leadership from other places

9:59

. They bring it in rather

10:01

than building a leadership pipeline

10:04

within their own organization .

10:06

Yes , you see a lot of organizations bringing people in their

10:08

top level leadership . You're

10:10

running an organization . How does an organization

10:12

develop people internally ? No , that's the case

10:15

and you kind of want to reward

10:17

people that are already there , that are technically sharp . How

10:19

do you start developing talent in-house ? Because

10:21

there's a shortage of the workforce , ceos

10:24

and executives . There's going to be a turnover between generations

10:26

here real soon , so the more

10:28

mature people and the organizations are going

10:30

to soon be retiring . How do

10:32

you help organizations develop internally for

10:35

the most effective leaders ? What can they do ?

10:37

Well , they have to build a real program

10:40

to make it happen . And I

10:42

see what happens a lot . We do training

10:45

, we send somebody at somebody out for training

10:47

for three days , right , and

10:49

they're immersed in that training class

10:52

and they come back and

10:54

voila , thou shall

10:56

be a leader right

10:59

. And it doesn't work that way

11:01

. In fact , a lot of statistics

11:03

show that unless you start using

11:06

what you learn right away

11:08

, that you're

11:10

going to lose it 70% of

11:12

it within just a few weeks

11:14

. So that's

11:17

why I always put coaching

11:19

and why I became an executive coach

11:21

and started helping people . It

11:23

is taking what we've learned no matter

11:25

where they learned it for me or someplace themselves

11:28

and start putting it into

11:30

practice . I put a book

11:32

out there called the Six Step Leadership

11:35

Challenge and it doesn't

11:37

come out with a new leadership

11:39

theory on how

11:41

to be a multiplier , how

11:43

to be a better leader

11:46

, being authentic , but it's more

11:48

about how you take those things , put

11:50

it into a plan and

11:53

actually move your training

11:57

, your leadership development forward

11:59

and running it just like a project

12:01

. But , coming

12:04

from an agile world and software development

12:06

, it's all about iterations and doing

12:08

it little by little and experimenting

12:10

, like I said , and it just integrates all

12:12

those pieces in Wow .

12:15

How do people find your book ? What can they find it If

12:17

someone's listening to the podcast ? So

12:19

the Six Step Leadership Challenge . What did they find

12:21

the book ?

12:22

Well , certainly you can find it on my website

12:24

at JamesCelibacom . You

12:27

can find it there , but it is also

12:29

on Amazon .

12:31

Yes , yes , yeah , and

12:34

most people you know Amazon . Everybody's shopping Amazon today . So , yeah

12:36

, if you want to go to Amazon , you can find the book

12:38

, but definitely you can go to Jim's website and

12:40

find it as well . So thank you for that . So

12:42

, when you think about leaders today

12:45

, with so many challenges , one

12:47

of the top three things we see where there's gaps

12:49

for us as leaders , regardless of whether we're in corporate

12:51

America or entrepreneur , regardless of

12:53

where we're working at . What are some of the top challenges you see

12:55

surfacing to the top for leaders

12:58

today ?

12:59

I would say the top thing that we get

13:01

problems with

13:04

leaders is that it's

13:07

so easy to get stuck into

13:09

the day-to-day activities down

13:11

in the weeds . We can't see

13:13

the big picture of what's happening

13:15

. I think many

13:18

years ago , when a leader came in

13:20

, it was good to be

13:22

either a good

13:24

visionary defining

13:27

the future or a good at

13:29

operating the details from day-to-day

13:32

. I think today things move so

13:34

fast you need both Now

13:37

. You can't be perfect

13:39

at both , but

13:41

you need to be strong in both and you need

13:43

to build the right team to make

13:45

that happen . This is another

13:47

thing that I work with . Leaders is building

13:50

their leadership team . So many

13:52

people come into an organization . The

13:54

team is already there . They

13:56

have to move it . They have to change it

13:58

. They were brought in to make change

14:01

. How do we do it without

14:03

micromanaging ? How do we change

14:05

the culture without

14:07

just breaking everything

14:09

and bringing in new people ?

14:12

It's very difficult and it's real for every

14:14

organization that when leadership

14:16

is changing , how

14:18

do you ensure that you don't break it all

14:20

the way completely and you inherit

14:22

a team ? I have a military background

14:25

and the military has this phrase of change

14:27

of leadership is a non-event , and

14:30

what they mean by that is , when

14:32

you and I change out , the team

14:34

should still be very effective and

14:36

be able to carry forward and I shouldn't

14:38

be the one thing that it only functions if I'm

14:40

there . So they wanted to make sure we did it well enough where

14:43

they can do it in our absence or in

14:45

our change out , because you change every two years

14:47

how you

14:49

can make sure that the leader is not the sole

14:52

source of things getting done .

14:55

Well , it's building the right team and

14:57

putting the right processes together and

14:59

codifying those processes

15:01

so that if someone steps out , somebody

15:04

else can come in . Building

15:06

a team is not just making

15:09

that team run well , it

15:11

is as you said if I

15:13

step away , will

15:16

that team continue running ? In

15:18

the whole software agile stuff

15:20

that I've done , we would build scrum

15:22

teams and things like that , and

15:25

whenever I coached one of those teams

15:27

, one of the first things that I wanted

15:29

to know is if that scrum

15:31

master the person that helps coach

15:34

and did it run the day-to-day activities

15:36

if they went on vacation , what

15:39

would the team do ? Would somebody else step

15:41

up ? Would they go back to their

15:43

old ways ? And soon

15:46

as I see that if the scrum master

15:48

goes away and the team can continually

15:50

run and somebody else steps up , then

15:53

I know that that culture is

15:55

now dialed into that company

15:57

.

15:58

Wow . So it's a culture too as well

16:00

. So if you're watching and listening , like what

16:03

culture are you creating ? And

16:05

if you're not paying attention to it , it's getting

16:07

created . It's just not attention , but

16:10

culture does exist .

16:12

Culture always exists and

16:15

it depends on we were

16:17

talking about fear . If I'm building

16:20

those fears in and I'm building a

16:22

culture of blame , I'm building a

16:24

culture of pointing fingers and

16:26

things like that . It's happening

16:28

because of reaction

16:31

to how things are going on

16:33

and leadership and how the company is running

16:35

. So we have to

16:37

be really careful and

16:40

think about the culture that we're

16:42

creating . I think about

16:45

20 years ago we

16:47

started talking about emotional

16:49

intelligence and to

16:51

me that's very one-on-one

16:53

right . How I

16:56

talk , how I make you feel , how

16:58

I bring you along . Culture

17:01

is the other book , end to

17:03

that . How do I make my organization

17:06

feel and run ? And without those

17:09

two , you need

17:11

them both to really have

17:13

your team , your organization

17:16

, your company run well .

17:18

Phenomenal . I totally agree with the emotional

17:20

intelligence and individual level and

17:22

bringing it to the culture of the entire organization

17:24

. So when you think about a leader

17:26

and you're doing coaching and you're working with leaders

17:29

, how do leaders build

17:32

trust ? Because it seems like with an all-time low

17:34

, where people are not trusting their supervisors

17:36

or managers , or their organizations for that matter

17:38

. How do you ? Two questions how

17:41

do you build trust and

17:43

how do you rebuild it when it's been broken ?

17:47

I think building trust starts

17:50

out simple Do

17:52

what you say you're gonna do , yes , right

17:54

, if

17:56

I say I'm going to do it , I'm going

17:59

to do it . Yes , be transparent

18:02

and authentic . I

18:05

believe in measures and being metrics , but I don't

18:07

hide them . I want everybody

18:10

to see them , top bottom

18:12

, back and forth . This is

18:14

what we're working towards . This is I'm helping

18:17

you . I'm trying to be

18:19

part of this and be

18:21

part of clearing

18:23

the runway for your people . We talk about servant

18:26

leadership and I

18:28

think that's a big part of it for me . How

18:31

do I serve my

18:33

team , no matter what my position , so

18:37

that they can get their best work done ? I

18:40

mentioned the word multipliers before . There's

18:42

the book called multipliers . I

18:44

happen to be rereading it right now , or

18:47

actually listening to it . I listen to books

18:49

and

18:52

it just brings out a

18:54

number of things for me of

18:57

how leaders can act

18:59

with people , how leaders

19:02

can be accidentally

19:04

diminishes as she calls

19:07

them to stop people and

19:10

as she talks about

19:12

it and I'm doing my walks and listening

19:14

to it I'm like , oh , I

19:16

do that sometimes . Oh , no

19:18

, I do that sometimes . It's

19:21

no matter how great

19:23

of a leader you are , you're human

19:25

and in the stress of

19:27

things happen , call

19:30

it out Yep , I'm bad , I

19:32

shouldn't have done that . I really should

19:34

have done this and let people

19:36

see that you're human and

19:39

let them fail . Let

19:41

them point out their failures and

19:44

let them help them understand

19:47

how they

19:49

can fix it , and don't

19:51

just tell them and you

19:53

, as a coach , know exactly what I'm talking

19:56

about Ask the right

19:58

questions . She had a challenge

20:00

exercise in there to

20:03

go into a meeting and

20:05

don't make any statements

20:08

. The challenge is all you

20:10

can do is ask questions

20:12

. You'll be

20:14

surprised at

20:16

what you can do .

20:18

Yes , I will say absolutely

20:21

. We can get much better at asking questions

20:24

, and so I wanna unpack

20:26

something that you said you

20:29

mentioned clear , the one way Can

20:31

you help people understand what you mean by clear

20:33

the runway and how do they do it ?

20:37

Okay . So in an agile world

20:39

, there's a lot of things happening all the time

20:41

, so checking in very

20:44

frequently to understand

20:46

how things are moving is not just

20:48

a status report . It's

20:50

what is creating resistance

20:53

for my people , what is

20:55

slowing them down ? Often

20:57

, when we talk about this , people say blockers

21:00

. I don't like that , because

21:02

then we waited until we're totally

21:04

blocked . What's slowing

21:06

us down ? What's impeding us ? What's

21:09

resistance ? I want to

21:11

know that so that I can

21:13

clear it up before it becomes

21:15

a blocker . Is it that

21:17

it's slow decision making ? Well

21:19

then , I need to make sure

21:22

that the decisions are happening fast

21:24

enough that I'm not stopping people

21:26

and swapping projects around . If

21:29

it's that another team

21:31

has a dependency

21:33

that you need to get done first

21:35

, well , what's their priorities

21:37

? I see this all the time , that

21:40

different parts of the organization

21:42

are dependent on each other , but they have

21:44

their own different priorities

21:46

. So we get stuck and

21:49

I can't move forward because

21:51

this department didn't give me what I needed

21:53

, but I'm low on their priority

21:56

list . So what's the priority

21:58

of the organization ? Are

22:01

we all working to make

22:03

this organization deliver the highest

22:06

value we can deliver at this time

22:08

?

22:09

Yes , which is huge for you leaders , of your listening

22:11

. Is it about the organization

22:13

or about your department ? And those silos can be

22:15

very destructive . I mean really , really great

22:18

information . One of the things I do on this , I do

22:20

what I call rapid fire in

22:22

prompt . Two questions to see , just for

22:24

fun , just to learn a little bit more

22:26

about you . I never know what it's going to be or what

22:28

the comparisons are going to be , but I would love to do the

22:30

rapid fire with you and see how you

22:32

respond to them . Go for

22:34

it . Yes , let's try . Let's see what it says . Well

22:38

, let's go mountains

22:40

or beach , awesome

22:43

train or airplane

22:45

airplane

22:47

.

22:48

I want to get there wherever I'm going .

22:52

Okay , so Italian

22:54

food or steak .

22:58

Oh , that's a hard one . My

23:01

wife is Italian . We've been canning

23:03

our own tomato sauce for 40

23:06

years . We get bushels of tomatoes

23:08

, so I'm going to go with Italian . Yeah

23:11

, but you can have . But you can have steak on the side

23:13

.

23:18

Apple pie or pound cake Apple

23:21

pie . Okay , I love pie , you

23:24

love pie , awesome , I love pie . I'll

23:27

go bread or نا Kahlo .

23:30

Oh , come on . I'm a New Yorker , come

23:32

on .

23:35

М Fel Dylan and I've been agreed

23:37

, so I learned that really quick about you , though he's

23:39

on the West Coast now , so that's changed

23:41

for you . The last

23:43

one if you could do anything in

23:45

the world and money wasn't an issue , travel

23:48

wasn't an issue . You have all the resources . What

23:50

organization would you help ?

23:56

That is a hard question

23:58

. What

24:02

organization would I help ?

24:06

And has Jim just thinking about it ? For me it would be

24:08

the cancer society .

24:11

You know I've been there . I did a lot of work

24:13

with the leukemia lymphoma

24:15

society . I was a cycling

24:18

coach for about eight years

24:20

and when I first started

24:23

doing stuff with them on Long Island

24:25

we were about

24:27

$900,000 raising

24:30

funds on all their programs together

24:32

a year , but after the eight years

24:34

they were up to $5 million . It

24:36

was a great organization

24:38

and what I loved about being

24:40

involved with it was

24:43

it kept me healthy

24:45

because I went out every Sunday and

24:48

I cycled with the team Every

24:50

season . We started with a new group , started

24:53

at eight to 10 miles , added

24:55

on a little bit each week and we

24:57

got people to be able to ride a

24:59

hundred mile century ride while

25:03

building fundraising

25:06

for the leukemia society . One

25:09

fun fact when

25:11

we as a

25:13

country started doing cancer

25:15

research , the very first one was leukemia

25:18

and that's through

25:20

. That is why there are so many breakthroughs

25:22

in many other cancers .

25:24

Wow , thank you for sharing . So

25:27

one of the things I want to impact before we get

25:29

ready to wrap up on here Jim , how

25:32

do you help leaders practice

25:35

intentionally better

25:38

self care ?

25:43

They have to find their way to hold

25:45

themselves accountable . As a coach

25:48

, you and I get

25:50

to do that , and

25:53

it's about holding them

25:55

accountable to the things that they

25:57

say that they're going to do , not

25:59

to the things I want them to do . And

26:03

there are times you probably

26:05

see the same thing . They say they're going to do

26:07

something and they push it off , and push

26:09

it off , and push it off , and

26:11

we get to say what's

26:13

going on here ? You

26:15

want to do this . Why are

26:18

you putting stuff in your way

26:20

? Let's get to the next layer

26:22

down . So it's all about

26:24

I have to lead myself

26:27

before I can lead others . I need

26:29

to hold myself accountable before

26:31

I can hold others .

26:32

Yes , yes , so leaders would be listening . The

26:35

first person to lead is ourselves , and

26:37

then you get to extend it out to other people

26:39

because you know you model what it is . So

26:42

, jim , phenomenal conversation , great

26:44

job with the ratfire questions . And

26:46

so if people want to invite you as a guest for

26:49

a podcast or people want to leverage your

26:51

services , whether it's as a culture , whether it's bringing

26:53

value out for leadership , development , for the organization

26:55

, how do people reach ? What's the best

26:57

way to reach you ?

26:59

Well , you can reach me by

27:01

emailing me , Jim , at

27:04

JamesCelibacom

27:06

, or you can find me on LinkedIn

27:08

. I go to my LinkedIn virtually

27:10

every day and I talk and I chat

27:12

to people . In fact , I

27:15

make a list of people that I go

27:17

to and I check

27:19

every day for their posts and I comment

27:21

on and so on . So if you want to be on

27:23

my list that I help engage your

27:26

LinkedIn , let me know .

27:28

Yes , I mean that's too important . Thank you for

27:30

saying that , because we have to get better at promoting

27:32

other people at the same time while

27:34

they're helping us . So thank you for doing that . So

27:37

one of the questions that I have as we wrap up

27:39

for us if a company

27:41

is trying to forget why they need to call you

27:43

, if they need your services , what are two reasons

27:45

that , or something that may be happening in the company that they

27:48

probably should reach out to you ?

27:50

I want to go faster . I

27:53

can't tell you how many leaders

27:55

that I perspective , clients that

27:57

I talk to , who say well , I can get

27:59

this from reading a book . Yes

28:02

, you can 100%

28:04

, but people get stuck . People

28:08

get stuck in the weeds because

28:10

there's a lot of work to do . Having

28:12

a coach , a mentor , a sponsor

28:14

and rocket fuel

28:16

to your leadership

28:18

development , whether it's you yourself

28:21

or your team yes

28:23

, absolutely .

28:24

If you want to go faster , absolutely . One

28:27

of the three things that you would leave for everyone is listen

28:29

. What would you like to leave with ? How would you close ?

28:32

to that . Okay , we talked about fear

28:35

. Don't let fear stop you . Recognize

28:38

it , embrace it , push

28:40

it forward . Persistence

28:43

we brought that up . I

28:45

love this plaque . Every time I'm

28:47

stuck and I keep it on my desk

28:49

, it reminds me to be persistent

28:52

. And three we did talk

28:54

a little bit about transparency and

28:57

authentic Be yourself . I

28:59

think years ago we

29:01

had to have this virtual suit

29:03

of armor when we wanted to work . It's

29:07

about being yourself

29:09

and that builds more trust

29:11

than anything else .

29:14

Yes , thank you so much , jim , for the

29:16

nominal conversation , thank you for the transparency

29:18

, thank you for the fun For doing it , Thank

29:20

you for pushing through the fear of not

29:22

knowing what I was going to ask , and I didn't know either

29:25

and didn't know how you were going to respond . But I

29:27

wanted to keep it real . I wanted to keep it behind the

29:29

curtain , like , hey , let people see how we actually

29:31

show up . And so , for everyone that's listening

29:33

, round of applause to Jim for joining with

29:35

us . Jim Varnharve , vice

29:37

President , chief Operating Officer of Global Costractions

29:40

and Consulting . You can find us on our webpage

29:42

or you can find us on LinkedIn . We release

29:44

a podcast every single Monday with a different

29:46

leader from around the world and

29:48

we always will unpack real things

29:51

that all of us are dealing with and trying to figure how

29:53

to navigate . So until next time , thank you

29:55

for joining Jim and I , and hopefully , everyone

29:57

that's listening , hopefully that things have gone

29:59

well and if you need access to us , please feel free to

30:01

reach each one of us at any time . Thank

30:03

you for joining us .

30:05

Well , we hope you enjoy this edition

30:07

of Unpacked Podcasts with

30:09

leadership consultant Ron Harvey

30:11

. Remember to join us every Monday

30:14

as Ron Unpacked's sound advice , providing

30:16

real answers for real leadership

30:19

challenges . Until next time , remember

30:21

to add value and make a difference

30:24

, where you are , for the people you

30:26

serve , because people always

30:28

matter .