Powering Unique You

0:00:07.0 S1: Hello and welcome to today’s Monday motivational episode of Powering Unique You. My name is Janna Macik and I’m so happy to be here with you today. Today’s Monday, my friends. Are you loving Monday or are you dreading Monday? Well no matter what I think every day is an opportunity for us to feel more empowered, energetic and share good energy with each other, so that’s all what it is about. Today, I am happy that we can talk about some interesting topic, and I really love my guest. As you’re coming in, please let me know. How are you doing? Where are you dialing in from? Please participate, ask questions. This show is really for you. So the guest that I have today is a very, very interesting lady, and we just chatted before going live, and I would say we have so much in common, A lot of common passions. Her career is phenomenal, she’s been in the corporate world for over 20 plus years that you grew from the very entry position into an executive role, and as an HR professional using that career expertise, she developed her talent strategy, leadership professional expertise, so now she’s helping companies and individuals to really thrive and find a way how to be better leaders, how to develop and grow not only themselves, but also their teams.

0:01:44.1 S1: What I love about her is because she had experience globally, she worked and led international teams across Greater China.

0:01:53.4 S2: Mexico, UK, the US, expanded into new markets, manages managed franchise retainers and developed key strategic partnership all while exceeding business objectives and financial results.

0:02:07.0 S1: I think only by that we can learn so much from her. Yeah, now she’s a thought after business strategist, she specializes in start-ups and large value organizations, she sits her clients and building town strategies that complement their business Charles to ensure exponential growth. Hey, who doesn’t wanna grow? I think… Do you wanna grow you one of your business grow on your tent. You wanna be successful. I think all of us want that.

0:02:37.4 S2: So without further adieu, I’m so happy to bring in here, Jen Thornton.

0:02:43.3 S1: Hi, Happy Monday. Happy Happy Mondays. So tried to have you here today, this is fantastic. We already have some guests joining in today, John, my friend saying Hello, Happy Monday, Janet. Henry, my dear friend. And hello, Jan from France here. So good to see you. We have an international usual international crown gathering together to celebrate some good energy on Monday. John, I mentioned the area I admire how you joined the corporate world, and you work your way from the entry position with American Eagle Outfitters into a global HR Director representing the company leading your team globally, opening multiple new markets, please share a little bit of what really helped you to exponentially grow like this over the years and really develop yourself in such a way as a leader, so I think we’re often told, do what we love. And that’s what I’ve always done. And as crazy as it sounds, I wanted to work in the mall when I was young, I love to shop, I loved fashion, and I honestly just wanted to work in the mall and dreams come true, and.

0:04:05.7 S2: So I started working in the mall and I adored it, I had so much fun meeting customers in the fashion and all of that stuff that comes with it, and of course, that was a few years ago, brick and mortar retailer, a lot different than it does today, but what I didn’t realize early on that I was getting was experience of running multi-million dollar businesses, and I was making scheduling decisions and hiring decisions, and I had to track my KPIs and payroll costs, all the things you have to do if you’re running a business. And I don’t think people always walk in the local mall and realize those people are running multi-million dollar businesses, and so obviously, I got just a ton of experience in that, and I fell in love helping people really see their career goals or their life goals come to life. And I never got my results like my peers, and honestly, for most of my career, I thought I was just weird and different, and I kind of was okay being weird and different too, but I really love getting my results from my team, I wasn’t necessarily competitive and I didn’t have to be number one though, I usually was, because I really spent a ton of time with my team, and so fast forward a lot of years and a lot of great stuff, I ended up going from operations into HR.

0:05:32.9 S2: And I think with that piece of my career, what really helped me as I took what I already knew and I applied it in a new way, and I became more of a talent strategist because I was an operator at heart. I had to have my KP then, and so I was able to take some experience and morphed into a new experience, and I think that helped, and then I did that bounced around to all different ways, and HR for many years, I learned a ton. And then by chance, I got a phone call one day for my chief HR officer and he… Honestly, he just says, Hey, did you wanna move to Hong Kong for a couple of months? And I’m like, Sure, why not? What you want me to do when I get there? And he’s like, I actually have no idea. Just go figure it out. And I was like, Okay. So I think what I learned from that is, you just have to jump in. You don’t have to have all the answers, you don’t have to know exactly what you’re gonna do. You just have to be willing to do it.

0:06:30.5 S2: And then from there, my career took a total different track and I end up specializing in international HR all because I was willing to say yes. And so that was my corporate career. And that was 22 years and 90.

0:06:44.2 S1: Seconds. I absolutely love it, and I love that you said you gonna jump in before you ready before you know it. And these opportunities, sometimes not on the doors, and it can feel intimidating, and I can only imagine with you probably growing in the US, living in the US, and now all of a sudden you go into Hong Kong trying to establish everything there. It must have been scary. So this is phenomenal. Phenomenal story. I love it. Just tell me a little bit, how was your vet an adjustment? Learning the international HR and working in different countries.

0:07:25.5 S2: You know, I tell people all the time, and I truly believe it, it changed my DNA, it changed who I was, how I saw the world, how we interacted with people. And to work internationally, you have to just have a ton of humility, I mean, you’ll step on stuff that you shouldn’t all the time, you’ll do something that you think is kind and nice, but it’s offensive to someone else, and you have to really think about how you interact with people in such a different way, you have to be willing to ask questions, you have to get curious, you have to say, Here’s how I see it through my lens, but I wanna see it through your lens and be completely open to whatever that is for them and just embrace it and be brave, but it really did change my DNA and how I interact with people today, and how I see the world today is so different, and it would have never have been that way if I hadn’t have had that international experience. Yes.

0:08:28.6 S1: I agree with you 100%. I think once you step outside of your typical zone of living, so to speak, your country, your culture, you realize that what you know, what your experience in is just the little glimpse compared to the entire globe and how much different cultures, different people, different perspective, like you said walking on more in that you’re gonna step on something and things like that, it’s really fascinating, I think it brings you that humility and also curiosity to see that even if you know a lot and even if you’ve experienced a lot, you still… It aspect and being open to seeing the other people’s perspective, I can see how it formed what you do right now, I can see that it influenced your ability to then be more open and curious about the human potential, the potential and developing talent, and maybe talk a little bit about pivoting into that sphere after you decided to come out of corporate world.

0:09:31.2 S2: In the last few years in my corporate job was amazing, I was heading the international department, I was traveling all over the world. That really looked cool on Instagram and Facebook, super cool on there, it’s a little exhausting. All I met… I always tell people I never got jet lagged, but when I left, I realized I was just permanently jet lag and set for month after I left. But what I recognized time and time again, if I look at every chapter of my life, businesses exceeded or failed based on the people that were in charge of them, and it was so evident, especially when I went internationally, because obviously it was incredibly complex, and I had worked with a group that was really incredible and focused and collaborative, and then there was an executive change and things were simple and we’re trying to figure it out, and what it made me realize is that the talent strategy is the most important piece of success, and I became really curious about it. I started setting more about talent strategies, I started studying companies, and that’s when I decided this is what I wanna do full-time, and again, kinda going back to early in my career, all I wanted to do was work in the mall, and so by gosh, that’s what I did, and then I got to…

0:10:44.4 S2: All I wanted to do is talk about town strategies and businesses and how do we marry those so that they come together in a beautiful way. And so then I said, You know what? It’s time for a change. It’s time for me to do that. I was getting to an age, there was a good age to make a career change, and so I took a huge leap of faith and jumped off and created 304 Coaching, which is… What I do today is I run this organization. It looks different today than what I thought it would, I thought it would be just about coaching and those types of things, but today we have a huge team, we’re doing talent strategies for all kinds of different organizations and leadership development and coaching, and just all types of different things, really helping organizations create productive and healthy work environments and… Again, I get to wake up every day and do what I want. To.

0:11:37.5 S1: Be excited about it. That’s a great… I think, yes, I think it’s important. Again, it sounds like you have this capacity and fear, I would say fearless. Courage to say, Oh, that’s interesting. Oh, that excites me. I’m ready to jump, I don’t really know what I’m gonna do, I’m not really quite there yet to figure it out, but I’m gonna jump and I’m gonna dive into it and work through that. It’s really admirable. I think many people get held back by their fears, get held back by doubting themselves, get held back because they think, Oh, I need to acquire this or that before I can make that step or making this step kind of… Not quite fiercely as you are, and I feel that can help many young professionals to realize you don’t get it now, you don’t get to have it all, you don’t get to know at all before you jump in, have courage to jump and have courage to know that you have the ability to figure things out, and that you can change the trajectory of your career, your life, your professional growth, by just having that desire to do what you love and be unapologetic about it.

0:12:56.4 S1: I really admire that in… Today’s topic is really interesting, it’s about seven deadly sins of leadership, and now I was talking about them and how can we find out how to avoid them, I guess, or not to step into them by conversational intelligence. So tell us a little bit about that, and then how do we get to know more about those seven descents.

0:13:22.9 S2: So as I went through my exploratory piece of creating talent strategies, one of the things I stumbled upon is conversation intelligence, which is an incredible concept created by Judah Glacier. She spent over 40 years studying the neuroscience of the brain and the workplace, and how did that impact results, and I started studying underneath her and I was like, Oh, I only know all of this… Who knows what I could have done with my life. Right, and it was one of those big moments where I was like, This changes everything for me, and when I work with clients, I pray it changes everything for them. And so when you think about our brain, a lot of the leadership best practices that we’ve been given, we’re actually created during the Industrial Revolution, a upto the 80s or maybe early 90s were so reading those books today, and it’s not that they’re bad, but.

0:14:17.0 S1: That’s not the world today, it’s a Rutaceae.

0:14:22.4 S2: Yeah, and they were created before we understood how the brain can be impacted, fear… You talked about how fear holds people back, there’s a chemical reaction, fear is just a chemical reaction, but it still creates and thoughts in our brain, and the other thing which leads into the seven deadly sins that we now know is we can actually get addicted to being right. And when we’re right, let’s all get honest with each other, it feels good, we get a little dopamine hit and we’re like, I was wrong, we may not do that, I’m the right dance or I can at their can, but in our.

0:15:01.5 S1: Heart…

0:15:04.0 S2: But in our head, we’re getting that dopamine hit, and that’s the same kind of hit you would get if you’re addicted to shopping or sugar or substance… It is the same chemical. And as we know, the more you enjoy it, the more it happens, the more you need it, and the more intense it gets, and I think a lot of us know someone that we knew early in our career, and they were collaborative and open-minded and incredible, which is why they started rising quickly in their career, and then 10, 20 years later, you don’t even recognize them anymore, they’re angry, they’re… My way or the highway, I don’t wanna hear it. I told you how to do it. And the reason why is they start to get really addicted to that dopamine head of being right, therefore everyone around them has to be wrong or agree with them, and that is incredibly dangerous for our work environment, and really, when you have executives on your team that may be addicted to being right. Honestly, your business will never, ever see its full potential, because if you’re not willing to learn and you talk to your team and hear the honesty and truth telling for you, so you’re not going anywhere fast.

0:16:12.9 S1: Yes, and in fact, I agree with you, I could look at a couple of examples and I could see that the leadership and executive team would then create the culture and that culture that is real can be different from what is on paper and Harrogate the culture that then either diminished the team, disperse the team and actually create that, either somebody really needs a job, I’m gonna struggle to stay in that environment of people just gonna run away, or on the opposite side, it can flourish and people be attracted to that and they say, Yes, I love what I do, yes, I need a paycheck. But much more importantly, I love the atmosphere, the energy, and the morale and the culture that helps me thrive, that helps me grow, and that is truly, as you mentioned earlier, is either the success of the business or the failure of the business, because… Let’s admit, no matter what business they operate is people…

0:17:24.7 S2: It’s pato make things helping. Right, right now, although we can have a lot of… A lot of technology, there still need to be people who run the things, who make the things happen. And I really believe it is. So more, I would love to hear some more. So the conversational intelligence, the brain, understanding the brain, understanding how the brain functions, how do you connect it, and.

0:17:46.9 S1: Then being… Right, being addictive. And how do they tie into the seven acts?

0:17:53.3 S2: So when we start to think about the seven deadly sends their pride greed, wrap all those things, right? And so think about that as in the workplace… So one of the ones that comes up a lot is wrath. If you’re in an environment where you have a leader who’s addicted to being right and dances are, you’re not willing to tell them the truth, and we do not do enough truth-telling in the workplace because there’s a lot of fear around telling the truth. Right, so if you… If the supervisor comes in and it’s like, I’ve got the best idea ever, and you’re like, Oh, that’s not gonna work, but in the past, if you had disagreed with that person and you got in trouble for disagreeing with them, then your brain’s gonna go, Oh, that’s not gonna work, but you know what, I’m not gonna get in trouble for telling the truth, I’m gonna sit right here and I’m gonna smile and I’m gonna shake my head and go, That’s a great idea, and I’m gonna watch the bus go off the cliff as a just… Ready to do it. And it happens day in and day out in all of our environments where we create this place, we’re telling the truth means we get in trouble, We get that wrath, and when that happens, we stop telling the truth.

0:19:03.7 S2: There is also… One of the other ones I always like to talk about is slow, so we know on the 70th, it sends a law kinda being lazy. But you’re thinking, You know what, executives are lazy, they’re working hard, and you’re absolutely right. But when you think about this as a seven, at least in a leadership, if you’re addicted to being right, you’re addicted to telling everyone how to do their job, but you probably aren’t willing to do it yourself, and so you walk into an apartment that you don’t understand and you start telling people how to do their job, you create chaos, you create things that are broken and won’t work, but because of the wrath and other things, people go, Okay, well, we’ll do it your way, even though you really don’t know how this works, and then chaos ensues, and So sloth is one that happens so much people are, when they’re addicted to being right, they’re also addicted to telling others how to do their jobs even when they don’t know how to do it, ’cause.

0:20:01.6 S1: It’s so true. So Roth is really powerful. I think it can intimidate anybody and… Yes, I agree. When people don’t feel safe, they don’t feel welcome, they’re just gonna close it and they’re like, Well, I’m just gonna be there or sit there and observe and don’t really get engaged as much, that’s where your engagement plot plug in down and then you’ll have… Even the people who are the game a-game, they start sliding down and they start list in be around, but not really be there fully. And then the law, I agree, telling everybody hired their job and not really being… Until the Asia out your own job, that is really dangerous. So maybe you could list those seven, so I’m interested to hear those and whoever is watching, maybe you could type them in a chat, so where do we start with those seven… Sloth Ross. What else?

0:20:56.2 S2: There’s pride, and so provide is when we love our ideas so much that we can’t listen to everyone else’s ideas, we’re so prideful on our own, and oftentimes in my team, I’ll say, have this great idea, but if I didn’t have this idea, what idea would you bring to the table, because I have to open up that conversation to let those ideas show up…

0:21:22.7 S1: Yes, yes, I agree, because then your idea, you think is the smartest, you think is the best, but you may overlook someone who can bring you such an idea that can completely shut down what you were thinking about and fix maybe a big, major problem that you even focused on… That’s awesome.

0:21:44.8 S2: Yeah, and then oftentimes agreed, which is one of the other seven deadly sins starts to show up, and so with greens a lot of times, because there’s also less so less angry kinda start to come together, right? So the executive who might be addicted to being right, they wanna be listed after… That’s kind of the seven deadly sins, usually less towards others, but they like to be listed after, they like to be the person who looks like they’ve made it, they like to be the person people envy, but to do that, oftentimes, they get a lot of greed around money, and the other thing that shows up when they’re addicted to their own ideas and thoughts, and they have some issues with greed, when there’s a financial bump in the road, they.

0:22:28.2 S1: Don’t claim it, though they may have driven it over that bump, right.

0:22:32.0 S2: They said, Do this, and I don’t care if you don’t think it’s right, but they also aren’t willing to take credit because if you took credit for failure, then you weren’t… Right. And again, it takes away the drug of choice is read and less, start to kind of come in there too…

0:22:49.0 S1: This a good… Good things to know, good things to be self-aware, I think drives the other thing of it, I believe it’s easy to see, especially negative things in other people… I look at them, he got lost, he got Ross, he got off. And it is humbling, and it requires a lot of strength and courage to open up and see what’s inside of you and be a meaning to yourself first, and then realizing that you may not see it, but others see it, you might not pretend that it’s not there, but it’s there, and that takes a lot of, I feel, self-awareness and work where you come in to really help realize that you can be on your own drug that you’ve created by feeling self-righteous, but feeling and making yourself always right. And then falling into those sins, but then on the positive side, once you get the self-awareness, once you realize that you don’t have to stay there, you don’t have to repeat the same type of behavior, the same type of thinking, you can pull yourself out out and say, I’m gonna make a change and I’m gonna pay it, I’m gonna do better, and how can I grow that and develop better to avoid falling into those students…

0:24:14.5 S2: Yeah, and you have to think about it as a true addiction, if we’re addicted to something, we’ll never change until the pain of not changing is so big that I wore to go through the pain of change and to stay where you’re at, and too often that’s when I get the phone call, right, that the pain is so bad that they’re like, Okay, that something’s got a break. And I get those phone calls from executives and they’re like, my team is… And my team had and Rall this stuff. And my first question is always the same. What about your leadership made all that possible for them…

0:24:49.5 S1: Oh, me, no, I am. I’m like, Oh, let me swap the entire team, I started The Fresh… Well, I guess what you are… So you’re gonna end with the same results, so yeah, it’s hard to look at the year some time.

0:25:02.4 S2: On… So often we’re quick to say goodbye to someone we’ve chosen to be on our team, or we didn’t think about how… What is the actual job so that we could hire the right person to do that job, and we throw money out of the window and bucket loads through turnover, but yet we’re not willing to spend money on the maintenance, the leadership, the honesty. And so people are spending so much money on the back side in today’s world, Sharma says one and a half times to persons salaries, a cost of turnover, but they’re really looking at… Now, looking at twice… And then some tech positions, you’re looking at three times that person’s salary because of an intellectual knowledge they take with them, and so if you have someone on board that is making 10000 a year, if you lose them, that’s a 300000 hit to your company in a myriad of ways. So what if you instead of taking that huge 300000 hit, you backed it up and you provide prevented, you provide coaching and leadership development and really thought about your culture and that it’s not just on paper, it really does come to life and your job will be a lot more fun.

0:26:18.6 S2: You’ll make a lot of money. It’s just so great when you invest in the front end, but too often we invest in the back, and I agree, and I believe there needs to be a shift of mentality, and I love that you’re doing this work with the small companies and larger companies that… That shift of mentality within the leadership executive roles, the directors and how to run companies, and that really creates and starts with you, and it really creates the equal effect across all of the departments and all levels that work there.

0:26:57.5 S1: And sadly, I feel looking at… And I’m interested here, your perspective are looking at last year and what happened that a lot of people have timed so drastically into remote work that has been, I think, a big exposure to the needs that a lot of leaders, a lot of executives have, because they still have this fear if you’re not in the seat next to me, and I’m seeing you sort of speak in the office and you’re not productive, you’re not working, so that kind of shift a lot, a lot of shapes, a lot of things. And I feel also it exposed that so many companies try to survive, they not only had to cut some of their team, which was, I know difficult decision for any company, any individual, but I also had to cut expenses and sad isomer of those expensive when in development so they’re like, where there are past developing your people, we’re gonna pause in investing in our people because we’re surviving and… Yes, I think it really a shift of understanding that to survive, you could have to pour into your people to survive through this hard time, through the pandemic, through the challenging times, you’re gonna have to really get your people to the point where they say, We will walk with you on hard shell.

0:28:15.8 S1: So we all work was used for the hard times, because otherwise what I also see, the statistics that maybe you could share a bit about that, that a lot of people are looking for more stable, stabilizing environment, and then they say, We’re gonna hop off this job, so I have an opportunity. We’re moving forward. I think the millennials are saying they’re exposed so much and yes, the job market, I think is still tough, it’s getting recovered, but as we see more recovery, a lot of people are going to look for other places… Literates because of what they experience in that setting.

0:28:51.3 S2: Yeah, it’s interesting. At the early 2020, everyone had to do a lot of crisis management. And it was needed. Do you know crisis manages the building’s on fire. Get out. There’s no collaboration, there’s no discussing, it’s Get out. And honestly, people had to physically tell people get out of the office, I go to say… Right. So it was a reality. But what happened, I think, and what I see so often, when companies go through a crisis, and a lot of companies obviously did last year, I don’t think anyone did it in some way, we get in that habit of crisis management and that becomes highly directive, and when we’re highly Directive were again, not opening up for truth telling in the workplace, we’re not opening up for collaboration, we’re creating a fear, and what we need to know about our brain is as fear rises, the ability to think with innovation and strategy goes down, and so leaders one of our number one job is to keep fear in the workplace down so that people can use the part of their brain that actually has that strategic and innovation piece, and if we’re not doing that, if we’re creating fear, but then we’re mad because they’re not strategic I’m like, Well, it’s science.

0:30:03.3 S2: You can’t really think that, I’m sorry. But I do think over the next 18 months, people are going to just be shuffling jobs like crazy, their job looks different, or they want something different out of their life, or there’s new opportunities they see, and so if you’re an employer, you need to get ready. The next 18 months is gonna be a shuffle, and if you wanna make sure you’re retaining your people, you’re going to have to invest in them, you’re gonna have to get the crisis down and moving forward going, and if you’re in the market for a really great talent this is the time to think about how to land them, because we were going to be moving jobs in the next 18 months… It’s gonna be crazy.

0:30:44.2 S1: Yes, I agree, and again, you’re gonna get hit with this 3 x amount of expenses because you’re losing a team that has not just had the knowledge, but probably absorbed a lot of people that had to be let go just to save… Just to say the company, the workload has grown exponentially and yeah, it’s gonna be… It’s gonna be definitely important season for chrono, just HR, I think for the leaders who are looking at their organizations to reconsider, to reconsider their approach, and we consider how they really care for their people, just see themselves. So you’ve mentioned some of the day scenes and how to fix them, what’s your… One or two steps that you think you know anybody can start to is because I feel those devises can be landed on anybody, no matter what position you can be, and you can be in an associate of contributor, you can have those… Just because they think everybody is susceptible to them.

0:31:53.6 S2: I think what’s important is to just what you said, recognize all of us have a little bit of this and us, so that’s the good news, or not alone. We all have a little bit of this and us, but what we have to do is we have to start thinking about which one do we typically lean on and why, and then how do we start to change our language so that we decrease the fear that that causes and increases innovation and others… And it’s very simple things. So if someone comes to you and your team and they say, I have this great idea and blah, blah, blah, and they tell you in your life, it is a horrible idea, but you could say to them, that’s a horrible idea that would never work, which is typically what people say, or you could say again, be honest, you could say, I don’t see it, but change my mind, if you think it’s a great idea and I’m not seeing it, change my mind. Tell me why, and think of that incredible conversation, you start to learn how they think, and so what research they might have done, they may change your mind, but what you’ve done is you haven’t shut them down from future ideas, you can set them down from coming to you in the future, you’ve just truth told, I don’t see it to change my mind, and so you’re allowing them to exchange, you can do other simple things and a meeting, and maybe you’re trying to figure out a new marketing strategy and you’ve thrown all the ideas on the table, then you can say to people, Tell me what could go right.

0:33:27.3 S2: We always say, What could go wrong? If you do this, I always say, Let’s say what could go right, because if we keep thinking about what could go right, or again, decreasing the fear chemicals, we’re opening up our innovation, and then we can think bigger, and then we say, Alright, what do we have to do to get there, the work is the same. What could go wrong? Let’s make sure it doesn’t. Or what could go right? Let’s make sure it does, but how our brains interpret those and respond to those chemicals are completely different work as a sassou use language that allows people to be innovative and strategic, and that changes the world.

0:34:06.5 S1: I agree. Oh, this is so good. You drop like bomb in there to bombs simple, but they’re explosive because when you stay open and you allow others to express their thoughts, and there is that relationship and connection and safety grows exponentially and then rather than focusing on what’s wrong, because that’s the first thing that our mind and get attracted and attached to, and then what goes wrong usually grows because what you focus on grows, you shift that perspective and start focusing on what can go right, this is simple at the deer powerful switch where you focus your brain and then you help others to focus their brain on what can we create together, what can we work out together, and that eliminates that fear that brings you to the higher brain function of yours and give you that thinking, creativity, that brilliant… That you can bring to the table and you can drive your team to do the same together and a collaborative environment. This is awesome. Fantastic, and I know that we’ve dropped… I think before we started, this had dropped the 7 can PDF, you can download it from Jen side. Thank you so much, enforcers with that.

0:35:28.8 S1: And also, I know you’re doing workshop that people can sign up, and I’ll drop the link as soon we finished the conversation to tell us a little bit about that workshop and what is the benefit… I know it’s a free resource that you’re providing and why people would be interested to sign that for that…

0:35:45.6 S2: Every year, we offer a free leadership workshop series, and we actually started it, and during covid very early on, how can I help? I can’t do anything medical, but I can do leadership. Right, and so we started offering a free workshop once a year, and this year it’s all focused around the reduction of fear and the increase of innovation, and so we have three free workshops, our third one is actually this Wednesday, but if you sign up today, you’ll get the link to do the live workshop with me, I’ll get a 40-page workbook and you’ll get the replay for the ones we’ve already done, so you can catch up, but if you really wanna start thinking about how do you keep a growth mindset, how do you influence in your leadership and how do you help others see what’s possible, if those are things that interest you as a leader, we talk about all of that through leading edge this year, and we’re just super excited about our program this year, and we hope that everyone joins us.

0:36:45.8 S1: That is fantastic. So I’ll drop the link as and as we are out of the air, and I’m loving this, I’m loving the resources, I’m loving the advice and the simple tips that anybody could use to switch the conversation into a positive realm. Dan, thank you so much for the great insights you’ve shared today, any other takeaways? Before we close today.

0:37:11.9 S2: My last takeaway is when your brain creates a story that’s not necessarily positive, ’cause I work for based animals, and you don’t know the truth, but you’ve created a negative story, what I want you to do is pause and say, What else could be true. And what else could be true is your bosses respond right away, not ’cause they’re mad, but because they’re busy or had a bad day, what else could be true is that your vendor is trying to figure something out and they’re gonna call you the next moment, but just really, always stopping when you’ve created a negative, if you don’t know the truth, at least make up a story that’s purposeful, right. And ask yourself What else is true and that will help you move through and move out of emotional decisions and out of emotional relationships. I love this job. Thank you so much again for coming today, it’s been a pleasure having conversation with you and… Yes, it’s been great. Thanks for having me, it was a ton of fun and I look forward to connecting with those… if not connected with her on LinkedIn, reach out to Jen and connect to her on LinkedIn for sure.

0:38:18.8 S2: And I’ll see you again. Alright, thanks, have a great day.

0:38:25.2 S1: Was phenomenal. So many good nuggets. Recommend connectors, Jen, for sure. Download her PDF to learn more about seven deadly sins and how you can avoid them. And also check out and register for her workshop, it’s free and spread the war if you wanna share with your team or share with someone that you know that can benefit from it. I’m gonna look into that myself, I think this is a phenomenal resource. And my friend, keep powering unique, you know that you’re in charge, you got it, and move yourself towards your dreams, move yourself to be happy, more energetic and fulfilled every day in what you do in any personal life. I’m so blessed to be here with you and I will see you again next time.

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