0:01

Welcome to Unpacked Podcasts with your host leadership consultant, Ron Harvey of Global Core Strategies and Consulting.

0:08

Ron's delighted to have you join us as he unpacks and shares his leadership experience, designed to help you in your leadership journey.

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Ron believes that leadership is the fundamental driver towards making a difference.

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So now to find out more of what it means to unpack leadership, here's your host.

0:26

Ron Harvey. Good afternoon. I'm Ron Harvey, the vice president and chief operating officer of Global Core Strategies and Consulting.

0:33

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

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We've been in business over 10 years and we truly, truly enjoy the opportunity to help leaders be the best that they can be for the organizations and the people that they lead.

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Our goal is to help them create a winning culture, create an environment where people, when they pull into the parking lot, they actually want to walk in the building and do the work that needs to get done, versus sitting there dreading.

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I got to walk in this building for another couple of hours and they're frustrated.

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Our job is to help make us better so people will choose us to be their leader, versus be reluctant about working with us or for us.

1:05

So super excited about that. But today I actually pause every single week and do a podcast and it's called Unpack with Ron Harvey.

1:12

During this podcast, we pull leaders from around the globe to really be open and transparent and talk about some of the stuff that you probably want to hear unless you're in a closed door session.

1:21

Well, today we're going to open the curtains and we're going to talk to Dr Love about his journey, his challenges, and we're going to have a good, open conversation called Unpack with Ron Harvey.

1:29

Dr Love, thank you for saying yes, man, it is good to see you from Texas.

1:33

Can you take an opportunity to introduce yourself and your organization for all of our listeners so they'll know how to reach you as they listen to the great stuff we talk about?

1:42

Absolutely, mr Harvey man, I want to tell you thank you, first and foremost, for allowing me to be on this show man.

1:47

Hey, I know it's going to be going to have a great time just chopping it up about leadership and everything that's involved.

1:53

But hey, I'm Dr Dira Love. I've been an educator for over 20 years.

1:57

I am a keynote speaker and author and executive director, and so I am recently moving into the space of executive coaching and leadership development, and if you want to have more information on that, you can definitely check out my website at newhorizoninstituteorg, where you can find more information about who I am, the services that we offer and the things that we love to do, and we love to see people get better, and one of our main focuses is making sure that you are really better by which we found you and to make sure that we continue to see your success and you thrive in the space that you're in.

2:35

Hey, appreciate you, dr Love. Pleasure to have you, man, and we're going to have a good time in here.

2:39

So all of y'all, listen, hang on, be patient with us.

2:41

We promise you one thing we will talk about leadership.

2:44

We'll go from there. We're not sure. I don't know the questions.

2:47

All the questions are really based on what Dr Love says and I try to give him to talk more and I share more and ask more questions about being curious.

2:55

So, dr Love, education in the industry executive director phenomenal resume in your words.

3:01

How important is the role of a leader in any organization, whether education, whether in a church, whether in the community or whether just in a home, as a mother or a father?

3:10

How important is the role of leadership to people being successful?

3:14

I think the role of leadership is very essential.

3:17

Leadership sets the tone. It's like the thermostat in the room.

3:21

You can get to control what that temperature is, and so, being an effective leader, you want to be able to set a temperature that is collaborative.

3:29

You want to set a temperature that inverses all.

3:31

You want to set a temperature that engages.

3:34

You want to set a temperature that continues to see people thrive.

3:37

Leadership is more about the people and less about the individual.

3:42

It's about moving the organization, it's about moving the collective mindset so that the organization can achieve its vision or its missions, or it's just the individual being successful, and so leadership, to me in that space, is essential.

3:58

It's the heartbeat of it all, and leadership begins at the top, and so how a leader shows up will be evident in how the workflow is for the team members to handle the organization.

4:10

You said a lot over there and really great insight.

4:12

Hopefully you're taking notes. I want to ask a question.

4:15

So you said leadership and the role that it plays.

4:18

Dr Love, we work hard to get promoted and all of a sudden you get into an organization and you're saying that my leadership is not really about me, but I work hard to get here.

4:27

How?

4:27

do I get over that?

4:28

I've worked hard to get here and it's not about me.

4:30

It's what you're saying. You want me to embrace.

4:33

Yeah, what really is not. What got you there is your temperament.

4:37

What got you there was your persistence, what got you there was your dedication, what got you there was your belief in you, right, yeah, so, yes, all those things got you there to the point that you are in leadership.

4:48

But when you're actually talking about leading and thriving in leadership and having sustainability in leadership and having effective in leadership, it's no longer about you and what got you there, but what keeps you there, right, and so we know that what keeps us there is how we are able to transform people and how we're able to help people thrive in the rightful place, and how we help them to develop their gifts, how we help them to develop their purpose in the organization.

5:16

I think that is how it's not more about who I am and what got me here and, yes, I'm thankful for what got me here, but I think, along the way how you got there to what, just by you, it was about everything that was inside of you.

5:31

So somebody saw something in you that says, hey, I think that person is going to be a dynamic leader one day, and so they begin to pour it into you as well too.

5:39

So it's a multifaceted themes that help you become that, but I think what helps you remain there is how effective you are.

5:47

Yes, yes. Right now, trust is at an all time low in every organization across the country.

5:54

Right, how do we, as leaders, reestablish or rebuild First?

6:00

How do we build trust? Second question for us to process so people can get it how do you rebuild it when you break it Wrong?

6:07

Hey. So the first question is how?

6:10

do you as a new leader coming in? You're the new leader in the organization.

6:12

What are some some techniques or skills that you can say?

6:15

Here's how you build trust, and then we'll entertain the second part of that question.

6:20

One of the things, though, mr Harvey, I think believe, before I can even get there, I think self awareness is very critical and key firms.

6:25

You got to understand who you are as a leader.

6:28

You got to understand what makes you tick, what makes you pop, what makes you thrive, what makes all those things, because I truly don't believe you can give what you don't have.

6:37

So, in order for you to be even insular, effective, trying to lead out, you got to lead inward first right, and you got to be able to govern your own self accordingly, and that's the part of being self aware and being a self aware leader.

6:49

And so self awareness is your moral compass, it's your guide, it's what moves you, it's what gets you, it's what makes you thrive as an individual.

6:57

So, before I can even get to that point, to even to the point of how do I rebuild trust and, first of all, am I trustworthy as a leader?

7:06

Because they see me. Wait a minute.

7:08

You did do another whole question in there.

7:11

Am I trustworthy? Because most people want to be trusted, but they don't want to ask that hard question.

7:17

Well, am I trustworthy? And if so, what makes it?

7:21

What am I doing to make me trustworthy? So you said I need to do a self-assessment and say am I?

7:27

trustworthy. So where did you initially pick that up?

7:30

As a leader For people watching, because we do want to be trusted.

7:33

But do we really pause and reflect? What are some questions I should ask myself to determine if I'm trustworthy?

7:39

One of the things I would say is to ask yourself these questions kind of retroflecting question is how do people see me?

7:45

What do they think when I walk into the room?

7:49

What is their nonverbal when I walk into the room?

7:53

Are they scared, are they frightened, are they kind of like what's coming next?

8:00

Last thing I would say is, as you are speaking in the meeting and you are being observant of the body language in the room, what does it speak?

8:08

What's it saying? And if those things begin to speak, where people are kind of like holding on to their seats, they're kind of disengaged with what you're saying, or they are kind of like tuned out, or you feel like there's a sense of fear or hesitant to see in the room, then there is a lack of trust.

8:29

There's a lack of trust in the leader, of who you are, and so I think it's very essential that we ask ourselves a hard question.

8:38

Not say that in the start, because when I became into administration at an early age I think I was 26, 27 years old- you know how, at 23, it was all about us, it's all about yourself and you going to do it my way, or you get the highway.

8:56

I run this ship and sir, they told me, listen, sir, Mr Harvey, they ate my lunch.

9:04

They ate my lunch. And so I kept fighting these battles.

9:08

But the reality was it wasn't the individuals, it wasn't my employees, it wasn't me, Because my own insecurities right, and when you are insecure as a leader, it's going to show up in how you lead.

9:20

Okay, say that again because you're an administrator and you tell the students in school tap, tap and answer the test there.

9:25

You said insecurity.

9:27

I just put that word in there, but you just inserted it into the conversation.

9:30

I do. What happens when we are insecure, though you do.

9:33

What are some of the mistakes? Because it is, I mean, a couple of things.

9:36

Either we're insecure sometimes or we have imposter syndrome.

9:39

What is the danger to fall into either one of those categories?

9:43

The danger when you fall into that either. One of those categories is a downward spiral in the organization and the health and the vitality and the culture of the organization.

9:52

It doesn't thrive. There's not a synergy that's created in that space, there's not a workflow that happens in that space because of the temperature that you're setting as the insecure leader, right, because it's going to come out.

10:06

And how you approach certain decision making processes it's going to come out.

10:11

And how you respond, you respond more emotional and not more objective.

10:16

You're not listening, not active listening.

10:18

You're listening to respond, right, you're listening to get your point across.

10:22

You're listening not for the effectiveness of what the person is saying, but how do I digest what's been communicated to me and then how do I respond in a way, and then when I respond, I'm not interjecting my own personal biases into the narrative, right?

10:38

And so I think all those things we have to be cognizant of and I think those insecurities, man, they can, like I said for me, sir, mr Harvey that was me.

10:52

It would derail you, dr Love. They would derail you.

10:55

I would say you're walking the room and you're a second guest and some of your best experts on your team, some of your most loyal people on your team, your insecurities will have you questioning stuff that you have absolutely no reason for questioning.

11:07

And so I love that you say do the assessment.

11:09

I love that you say no, check your insecurities. And then posture syndrome.

11:12

One of the things I noticed with a lot of leaders that can be the dangerous for us oftentimes is the comparison of what other people are doing without all the data how they're doing it, and it can really get you stuck, man.

11:23

I see Dr Love over there. Man, he got these people following him.

11:25

Why can't I do it? I mean, I'm smart, I'm intelligent, I've been in the industry.

11:28

That thing of comparison really gets us in trouble because we want to be someone else and we're not someone else.

11:35

No, how do you just help us focus on be the best leader you can be without comparing yourself to the leader standing to see your left or right?

11:43

I will say, mr Robert, I do believe that when you're looking at someone else, look at it as that, maybe like a healthy competition, but not in comparison to what you're not able to do, what they're able to achieve.

11:52

Yes, so looking at.

11:53

It can be like a healthy competition to kind of get to.

11:56

That's going to kind of fire you up on the inside or ignite some things within you that says, you know what, maybe I'm not digging deep enough, maybe I'm only keeping everything from a superficial or surface level, but I got to unpack some things a little bit deeper, to go deeper, to get to the next phase of what I'm trying to go.

12:13

And so I think it becomes for us not to compare ourselves but to look inwardly at our own selves, and that is once again is am I digging deep enough?

12:24

Am I unpacking those things? Am I reaching out to the team and valuing their input and their decision making process, or we can actually working together?

12:33

So you got to ask yourself these litinies of questions to get to arrive at a certain state of position that you're trying to achieve.

12:40

And then, once you get there, you can say, hey, you know what I did the work, and so I'm seeing some monumental growth of success.

12:49

I'm seeing some traction being, movement going, I'm seeing a traction happening, and then that's when you can see the organization begins to take on a new culture perspective.

12:59

Right, everybody looking at each other like, wow, this is happening.

13:02

Huh, it's moving to your left.

13:04

It's going good. Now, what happened?

13:07

What changed you?

13:08

changed. Yes, so you know for all the people.

13:11

So forgive me early on for those that are not. I try not to use sports analogies, but if I look at teams like when a head coach comes in Detroit right now, is doing really, really well and they're giving the coach all kind of credit, but he's creating an environment around that city that's pulling the city together.

13:26

And leaders, if you do a phenomenal job, you can have the worst team that turns out to be the most winning team.

13:32

Correct, If you can do that right part.

13:35

Let's back up a little bit. So we talked about building trust.

13:38

I was saying are you trustworthy? So I want to make sure that we deliver what we say we would deliver.

13:42

How do you help leaders that have made a mistake, didn't treat people right, may have broken trust for a variety of reasons or for something simple?

13:50

How do we rebuild trust with the team that has lost trust in us?

13:56

So one of the things I would say as a leader is that you have to be an.

14:00

Even in that situation, there's a level of vulnerability and you got to show it.

14:05

You got to be vulnerable. Is that what you just said? You want to be vulnerable.

14:08

Yes, yes, because that's the misconception, man.

14:11

That misconception that meant is crazy that you cannot be vulnerable in the workplace or as a leader.

14:16

You don't have to be right, because I think in that vulnerability.

14:20

How do I begin to begin trust? I was wrong, team.

14:25

You know what. I made that decision. That decision didn't work out right.

14:28

That's my fault. I take full responsibility as a leader.

14:33

Let's branch them again. Let's be work that piece, because when people see that you are vulnerable, then that builds trust.

14:39

When you can admit that you're wrong or you can admit that, hey, this was my thought process, this is how I was thinking, but it didn't materialize out to the way I wanted it to, then that begins to build trust within teams.

14:51

And vulnerability is critical and key to building trust and to building a level of synergy within a team.

14:58

There's no way that without me leading the teams and leading across different states, I have to be vulnerable, I have to have people know that.

15:08

You know what? This was my initial thought process team.

15:11

Hey, I thought this was going to work well.

15:13

It did not go well. Hey, let's go back to the drawing board.

15:16

What do you guys think? How can we get it back to better?

15:19

Right. So and then once I own that piece, just like in marriage, sir, when you get to your spouse and you got to own that vulnerability and you got to say, hey, hey, I messed up.

15:31

Yes, if you want a happy house, you better go ahead and be vulnerable at that moment.

15:35

Right.

15:37

I messed up, but I think the same thing in leadership, man, I think we have to have that level of vulnerability and transparency.

15:45

So vulnerability, transparency, vulnerability, transparency and transparency feels trust, and when that happens, then you can rebuild on the foundation, right, you can rebuild on that piece and help people Move past, because what you have in there you may have some of your members right and you're talking, you're trying to move forward, but they still stuck because and they cannot move forward because they're stuck and you're wondering why they're both productivity on, why they're not talking as much or why they're not giving us input because they're still stuck, yes, and so the unstuck them.

16:19

You don't have to be vulnerable to get them over the hump so that you guys can move together as one.

16:25

And it's all about moving together. It's not as one and not as just you, the individual of the league.

16:30

So that's how believe this can be real trust.

16:32

That's how they can get it back on target to make the organization drive phenomenal.

16:38

Hopefully everyone is taking notes and you even use that.

16:41

You know on camera when people watch it You're non-verbal, so it's go back.

16:45

So those people are stuck. You're not gonna be able to wave and save you the way you're discriminating.

16:49

You didn't say y'all catch up, you actually Motion that.

16:53

Go back and get them there. They're stuck, go back to where they're stuck at and meet them where they are, so leaves.

16:59

If you're listening and someone is stuck, you're not gonna be able to stay your nights comfortable, safe office, because most of us feel safe and our own home turf.

17:05

That's why home games are so valuable.

17:07

People Play on their own turf but when you know, leave your role, oftentimes to rebuild trust you don't have to go to their turf.

17:14

You know, just help in their space, their environment, their world and be very, very vulnerable.

17:18

If they you care enough about them, then you'll invest in.

17:21

Here's what I have learned, though, dr Love. People say, well, how do you do it?

17:25

I say people will automatically invest in what they care about, absolutely.

17:30

It's hard to add value to what you don't care about like well, and people will challenge it.

17:34

For me sometimes I say think about your very first car that you don't have to pay anything for and it was a hoopty, and those y'all that don't know the hoop.

17:40

It's the car that nobody really wants to talk about a ride in.

17:43

Unless they're riding They'll wrap. Your friends arrived with you, everybody else they don't want to do it.

17:46

It's not the most popular car and I'm not.

17:49

Many times you just take it to the car wash. How many times did you really get oil change?

17:52

How many times you ever take it to the shop the real shop to get it so real, like no shade tree mechanic never really washed it and I only cleaned that out if I was going on a date Correct, as you really didn't care about it.

18:03

But when you got that nice, fancy, expensive car man, you didn't even take it to no shade treatment candidate.

18:08

You lose your mind.

18:12

You can hear the other car you ate everything else.

18:19

What you care about, you add value to. So if you care about your people, add value to them as you think about the impact of empowering.

18:29

As a leader, you're the subject matter expert.

18:33

Your skill said, your knowledge got you promoted.

18:36

Mm-hmm. The hardest transition sometimes is, once you get promoted to the next level, not reverting back to doing people's job that are now in your position because you're good at it and you haven't learned yours well enough, so you keep bleeding over and getting other people.

18:50

How do you help leaders grow into their new role and empower others in their new role?

18:55

I Think one of the most important things is I help leaders to do because they're comfortable in that space, right.

19:01

And so Then they're comfortable walking into the new lane that they're in and that's so the new lane there in.

19:06

And one of things I always remind them hey, it's a great thing that you know that job right, because you know what's required of it, you know the ends and outs of that position.

19:15

So that's a great thing, right. And then that way, if they ever have questions about what to do, you can always lend that level of keen advice, because you've done that and that's wonderful.

19:26

I'm always also take them back to was it?

19:29

Did you ever have a supervisor that kept trying to do your job, and how did that make you feel?

19:34

And so I always try to do a self-reflective approach as well too, because, and then you can kind of empathize with what you're doing.

19:42

So you're doing the same thing that you don't want somebody to do to you, and that done something to you.

19:47

And then we kind of have that conversation, kind of walk through that process and unpack that a bit.

19:51

But then again, so once we unpack that thing right there, and then I'm saying the next step is how do we move succinctly to get you into your lane right?

20:01

What do you think you need to be successful in this current role, right?

20:04

So let's start right there and let's list about two good things you need to do.

20:08

Okay, so now we've identified these two to three things that you need to in your role.

20:11

Now how are you going to carry them out? Yes, and then we kind of walk through those litany of processes.

20:17

So at the end, this is our plan of how you're going to roll in your new lane and how you're going to be effective in your new lane.

20:24

And then how do you support your team members in their lane right?

20:28

And then, working together, we all support one another in the work so that we can move together for the vitality and the health of the organization.

20:37

All that is good. I think it's a very solid plan. I'm going to nudge a little bit and then we're going to go try the final couple of questions.

20:42

Okay, you're an administration.

20:45

You were in the classroom and you're an administration now and your name is on the line.

20:49

Every day it is, and now you have a teacher that's on campus, not necessarily delivering at a level they should be delivering.

20:56

Parents are calling, political officials are calling, people are not happy, their peers are complaining and you know that you can help this person.

21:04

How do you resist the thing of what you know how to do to stab this person's way?

21:09

Because it's easy when things are going well, but when the lights are bright, it's the hardest thing to do is stab the way and not roll up your sleeves and do it yourself.

21:15

How do you stay on the sidelines as a football coach and not try to go run to play yourself?

21:21

Remember, we just talked about empowerment, right? Yes, so I've got to empower that principal to be lead effectively.

21:28

If I go and do the principal's job, then I'm no better than the principal, right?

21:33

Because I've stepped way out of bounds, I've stepped way down to another level that I'm not supposed to be there.

21:38

So one of my roles is to ensure the effectiveness of that leader, right?

21:43

And so if I got to go down to the teacher level, then I'm not coaching that principal like they should be.

21:49

Right, that's me right there, and I understand that there is multiple stakeholder pieces at play.

21:55

But one of the things I want to always do is leave that leader in time, put the level of respect right, and I don't want to demean anybody.

22:02

So my thing is always going to be is mentoring and working with that leader down there at the campus level and saying, hey, how are we changing this?

22:10

What does it look like? Give me your 30 day plan of how you're going to turn this around.

22:14

And so in that 30 day plan, if this is not turned around, these are the things that we're going to do.

22:19

Well, we're going to walk together in that process and then by that time we kind of finalize a plan.

22:25

Right, we got a plan working in place to be able to support not only myself but my constituents, my stakeholder groups.

22:32

That I can say that hey, we got a 30 day plan that's in place, that we're working that 30 day plan, that principal understands what that role is and that teacher understands what that role is and how, what that plan looks like.

22:43

So that's how my process works.

22:45

I don't think it's ever good for me to just step down and step into the fight in that role down there.

22:51

Once again, I'm about to empower me. I believe that if I put you in that position and you in that role, or we're going to work together to make sure that you're successful in that lane, I'm not going to jump all the way down Now.

23:03

I just I don't think that's necessarily needed Awesome, awesome, good feedback.

23:07

What was the most challenging decision you ever make as a leader in what you do?

23:11

That, ms.

23:13

Harvey, I make challenges every day, sir.

23:18

What's something that's simple? That comes to mind, even though maybe simple.

23:21

It was complicated, you know, because leaders will be faced with very crucial decisions that will impact people a lot longer than after they're out of position, and that's reality for us.

23:31

We make decisions for our kids every day. We make decisions with our family every day.

23:34

We make a decision, you know, with our health, every day that can have long lasting effects.

23:39

What's something that was just challenging as a leader If you can tell that leader that feels like they're stuck in a sample of that is you know.

23:45

I can remember one of the most challenging things was me taking over a position and leading someone that thought they should have and they were still working for me and they got passed over.

23:54

Oh, my goodness, that was like the most difficult because they were angry, they were hurt, they were frustrated and they were looking at me and I wasn't the cause of it.

24:01

I was brought into lead and they weren't selected and they were really angry and I had to get that person space, but not too much space, and let them just recap it.

24:09

I finally had to pull them in and say, hey, time out.

24:11

Hey, derek, I got it. I know you're frustrated, but we got to get this on.

24:15

We got to get on track here. Here's what I need from you.

24:17

Can you do it? Or, if not, what can I help you do where you can be happy with what you're doing?

24:22

And if it's not here, I'm OK with it. But if it's here, here's what I need from you.

24:26

I had to have a crucial conversation.

24:28

So I would say one of the most challenging decisions that I've ever had to make and wasn't really my decision, but I was forced to make that decision right that I had to do.

24:36

I remember being this was going to my first year coming in.

24:39

I was an assistant principal, moved into the principal role and so the superintendent was like hey, Dr Love, you're going to have to go in and you're going to have to release the principal.

24:50

He did it right. You, the assistant, released the principal, you know.

24:55

So, thinking about trying to say, thinking about through myself, like, what kind of conversation am I going to have with this person?

25:01

How am I going to tell this individual that their services is no longer going to be Niggi?

25:07

Even here are the final plans for them to move out of One of the toughest conversations I've ever had to have, One of the most predicament situations still traumatizing today.

25:16

Right, and so, even in that decision making process, I still had to go in and do a job.

25:24

I had to go in and still provide adequate information to the individual and then provide supporting information to the individual to help them understand the why behind the decision that was being made and that can be transparent to Harvey, I think at 25, 26, and my zeal was I was so hungry and I wanted it.

25:46

Yeah, let's move into it. I wanted, yeah, To be honest with you.

25:50

I would have done it.

25:51

Yeah, that's what's unique about this. People follow the show is because it's we unpack and we're very transparent.

25:56

Yeah, I would have done that. I lost a colleague over that and not understanding the ramifications and all of that, like I didn't get that at that time, young energetic, like hey, I wouldn't think about all that.

26:11

But looking back over, now that I've matured in leadership, now that I've got some wisdom, and underneath my toolkit and my tool belt, you know what I'm saying I wouldn't have done that that way and would have never done that that way, because I left that person without their dignity, I left them hopeless and for that I always think about that, about how I did, and I think that's the reason why I am so hard on myself and self-reflection and making sure that I am thinking through that process.

26:42

I am asking myself the hard questions because I never want to be back in that space ever again.

26:48

You know what I'm saying. I'm 47 now and I never want to be in that space ever again.

26:53

I have to do that. So I'm always constantly asking myself to talk questions because I want to make sure that I get it right, because I always revert back to that situation that happened and I never want to be a person like that ever again.

27:07

Yes, yes, thank you, thank you, and I can tell that it is authentic and the beauty of it is the lessons learned from it that you can help other people figure out.

27:15

So, leaders, as you're listening, in those tough decisions you know you started, dr Lussie please ask yourself the hard questions.

27:22

Please leave people intact. Please respect people.

27:25

You know, at the end of the day, the decisions that you make as a leader impacts more than just the person sitting in front of you.

27:31

They have families, they have relationships, they have confidence.

27:33

I mean, there's so many things that you can be destructive in Leaders.

27:37

Don't be destructive. You're going to have to make tough decisions, but people should still walk out with indignity in their respect.

27:42

So I think that's important. So I want to go to a light on the subject for us.

27:46

I'm going to do a couple of quick questions for our audience and see we learned a little bit about Dr Love.

27:49

Ok, would you rather be in the mountains of Montana or in the islands of Puerto Rico?

27:57

Man, the islands of Puerto Rico, sir.

28:00

I'm going to the sunshot.

28:03

I need the beach underwater, sir, I need the beach underwater.

28:08

If you had a chance to take a nice journey, would you take it by boat, or would you rather be on a train?

28:14

Train, I want to see, you want to see it, I don't know.

28:18

Ok, awesome, awesome. Yeah, I'm kind of torn on that.

28:21

Which one do I do? Ok, if you wanted to go out and join a meal, would you prefer fine dining or would you prefer sitting out back and join a grill?

28:31

That's a good one, though it depends on the space I'm in that day and that space would dictate whether that is the grill or it would dictate the fine dining.

28:43

So if I'm in a headspace of hey, I just want to chill, then I'm going to the patio.

28:50

But if I'm in a space that, hey, I want to get out, but I think it's a good time to get out, then that's going to do fine dining.

28:58

It just depends on what space I am in that time and that would necessitate to which one of those yeah.

29:03

Final question, comedy movie or scary movie, comedy all day.

29:13

The comedy all day. Oh, you know, don't be scaring me.

29:18

I don't want to be scaring you.

29:19

Oh, you know what I'm saying? Yeah, because I don't do scary movies at all, man, so I don't.

29:25

I need you to.

29:26

Why don't you call it horror? Yeah, you can keep all of that.

29:29

I don't want to see it. I think you know what I'm saying.

29:31

For those who love it, great.

29:36

Not me. I've got a question for you who is the leader in your life that you think helped shape you the most, and why?

29:43

I would say every leader left an impression on me.

29:46

I've had some great leaders who I glean so much from, and that's the ability to communicate effectively.

29:56

That is, looking at how do you work with diverse generations and what they need and how that level of communication flows, and they offer great mentorship.

30:05

But I've also had some leaders that weren't good right, but I still learned the things of what not to do as a leader.

30:13

I also took away from them their good leadership qualities that I could add value to myself.

30:20

So what I would say is that I glean from both good and bad, and so for me it was always about understanding and how do I develop self and how do I get better in that role of leading, and so I was able to take away.

30:38

And so, even though I need to be honest with Harvey, I still talk to the ones that were bad.

30:42

Today they don't know it. You know what I'm saying, but I still hold those spaces for connectivity.

30:50

I still hold those spaces for those things and how I wouldn't know.

30:54

So say, for example, a good story is I was working for a superintendent, so we would have our morning calls, and if she called and she said, hey, dr Love, then we're going to have a good day.

31:09

But if she called and she said Dr Love, you knew all it was about to like.

31:13

World War III was about to break all day and it was going to be fire after fire, hit after hit, every single day.

31:23

But that same person taught me what it was about how to lead in different generations right, because I was working as an ex and I got baby boomers that I'm communicating with, I got Gen Z, all of this and how do you do that effectively?

31:44

But it was the same person who also allowed me to grow in my leadership ability and how to define that better, because at that time I would say I, and she would hit me hard.

31:58

You mean we, we, yes, you mean we.

32:01

You know what I'm saying. But she would hit me every single time.

32:06

But I needed that as well, too.

32:08

Right, Because that was also part of development.

32:10

And so, like I said, there were some good things, there were some bad things, but I was able to still gain from those experiences.

32:19

Awesome, good, good, so phenomenal for everyone that's listening.

32:23

Dr Love with us in coaching leadership speaker.

32:27

Author doing phenomenal stuff in the administration with the school system.

32:31

Even the top three reasons, or something that someone's experiencing first of all, that they should say we want to talk to you.

32:36

What are three things that will be happening for a leader that says they should probably call you?

32:41

One being, if you feel like you are a leader working in isolation, you're going to call.

32:45

If you are a leader looking to see, in need of development, you're in need of coaching, you're in need of a thought partner, that's another way.

32:56

And, lastly, if you are just needing someone to come in and provide leadership training, leadership development for your team of how to grow, how to get better, what that looks like, how to lead, then that's another way that you should reach out for services, and so you can find all that information out on my website at newhorizoninstituteorg, and also the lot of things I talk about on self-awareness.

33:23

Well, I'm so keen about that because I have a new book, which is called Self-Awareness and Leadership, that's available now on all platforms as well, too.

33:31

Awesome, awesome. So new book out Self-Awareness.

33:34

So thank you for sharing all your contact information how people can find you.

33:37

Thank you so much for joining us For not having information.

33:39

Please follow him, reach out to him, ask questions just upon call away.

33:43

Again. This is Ron Harvey with. Unpacked with Ron Harvey All leadership, all real conversations and hopefully we said something or shared something today that added value to you.

33:51

If you ever need to reach me, the easiest two ways are really LinkedIn.

33:55

You get everything on LinkedIn about me and you can find access to me, or you can go to our company website and that's Global Course Strategies and Consulting with the IENG.

34:03

We happen to have a conversation just to help you be more effective, of what you want to get accomplished.

34:07

Thank you all so much for joining us and listening. We had a phenomenal time.

34:11

Hopefully you walk away with something. If you want to be a guest, feel free to reach out to our team.

34:15

We'll help you understand how to be a guest on our show.

34:18

Unpacked with Ron Harvey.

34:20

Well, we hope you enjoyed this edition of Unpacked Podcast with leadership consultant Ron Harvey.

34:27

Remember to join us every Monday as Ron Unpacked's sound advice, providing real answers for real leadership challenges.