00:00:32And what to make that to me, some zup, latest ship where I can attract people and Inspire and engage and seek to understand which is the Stephen Covey classic, the magnet of drawing people in and drawing people in also includes helping them come along on the same journey to understand the goals in the vision. So that to me is that the magnet in the hot. The compass in the head is knowing the direction which were going

00:01:25Hello, welcome back to the third paddle and joined today by Sally, Foley Lewis selling boost productivity by helping dedicated professionals to achieve their goals and master their leadership skills. Obsessed with productively reduce stress and take pack 2 hours per day. I would really like that. By the way, it's all about managing yourself. There's no such thing as leadership. When it comes to having success, the success he won in your career business and life lending, 20-plus years with a diverse range of people and industries in Germany, the UAE Asia and Australia with exceptional qualifications, a wicked sense of humor, and an ability to make people feel at ease. She's your first choice for Mastery skills and achieving results. Her latest book, The productive leader and she gives presentations and runs workshops to help people become leaders.

00:03:25We should move forward and then helping other people in my work as a tech consultant, just a Management Consultant. So when I was prepping for the show, one of the things you mentioned was I'm happy to chat about anything that gets people to stop and look at their behavior. I love this because it really speaks the self-awareness. So I mean, I'm curious, would you mind sharing why you're so passionate about leadership productivity and self-awareness. Absolutely. And how much time have we got? Because he might have to put timer on me. Why I said that is because

00:05:03And be prepared to reflect. I just tweaked a test at change. Let things go, change it all patents because it's worth having a look at then. I'm much better equipped with the resilience because I've learned to bounce back more. I'm much better equipped with the ability to type calculated educated risks. And therefore, I'm going to be of better service to my chain in my company.

00:05:43Great. I just touched on so many important points. How do you, how do you define self awareness and Leadership? Let's just start with that. Helped me when I was a young person. I was, but I belong to as a kid as a member of a Youth Organization and we had a Holiday Camp so I can go away and I was so entrenched in their system and I ended up being one of they do Slater's in and we would go why a 45-day I can't join the school holidays and do leadership courses and there's a quite that one of the latest said that has stayed with me ever since so, you know, I'm still young, of course. I'm just kidding.

00:07:32Go to the orienteering. You have a Mac. You have a compass. You have checkpoints along the way, your ultimate Lee looking towards achieving. A big is also getting getting crossed the line first. So that blend of the magnet in the Hat, in the compass, in the head to Mayson. Ladyship really. Well, the pace of that self-awareness is that preparedness to understand who I am and how I show up in this world and also how I impact on others and being able to be able to have some understanding that the perception I have of myself made. If it to the perception, others have of me, being prepared to be curious about that, being able to have a level of emotional intelligence around that, which means that a thief paste. Knowing that the wise you something is not necessarily the views, something. And

00:08:59Wow, I think that's really great. And I love, I love how the metaphor of having, you know, in your heart and a compass in your head. And I think you could even carry that over into what you said about self-awareness, where you have that magnet, but part of it is being curious and I'm part of it is is having a compass that tells you that sometimes you need to ask for help or need to change course. I mean, I think that's just so powerful. And of course, as a as a person is not a lot of projects. I love the orienteering metaphor because you know, you're going to have a good plan and move forward and be on time and on budget, you have to have all of that. And it really helps to have a champion or later. The top that is, is able to have that self-awareness and to have that Curiosity.

00:10:54That's all I ask of you and that usually takes the pressure, though, the pressure off. And I usually find within about in the next 30 minutes there in Incline and sorry, that allows us to have that conversation. And if I don't put that pressure on them, when they're being sent to me, self-selecting, we just build a rapport and, and guy from there and does that take a bit longer? Yes. It does. A marking in the length of time, doesn't matter in that regard. Because, do you want change or do you want me just to annoy someone even more in a shorter period of time? Because, you know, that did, you know, and I won't want to change. They won't want to be prepared to look at what they're doing, and there was one particular instance. I'm thinking of right now.

00:12:54To bring you and all these experts to try and everyone and fix them. Where was the listing in the first place to find out what the the fix needed to actually be. Sorry. I think that that ability to get people to be more self-aware. Really can start with listening, truly presents and listening right now and making sure that there's an understanding of what the problem is really are in that situation. You know, most people are Thai which walking that the majority there is, of course, a minardi people who are narcissistic soccer, passing the sooner, we can wave them out of an organization, the better regular Mortals. Who do you want to do a good job? And if they resist into something, then my my curiosity, says what? I resisted, what's the

00:14:12And if no one's taking the time to actually stop an hour and be present enough, then you stopping yourself from actually, probably finding a much quicker cheaper easy to fix which, but that's it. That's the bottom line. Because there is a lack of curiosity around why they're unhappy or or what's going on, you know, they just let people leave instead of asking those questions, but I think that goes back to what you were saying earlier about people stopping and taking a look at their behavior, whether it's organizationally or four L. So to that end, is it safe to say that a leader also needs to step back and account for their behaviors. Absolutely, I think

00:16:07Administration of, who I X was a little bit Moody and added on top of that. She was a temporary employee and she'd been with the organization for a long time. So there was a union issue around where they should be my permanent or not, that her temporary appointment, was coming out to be finished and actually this time. So she was obviously upset. She was concerned about employment everything that goes into it, you know, she was feeling it and so, I was, I was getting a little push back when I was actually trying to say hi to her. Look, I'll give you an hour every day to do job searching. And look at your resume and things like that, which I am not until we have to do that. It's not my responsibility, but I offered that to her and then one day she snapped at me about something and I just went for our lost my bottle and I yelled at her and I was completely

00:18:07Play Respect by apologizing. I probably lost a lot of respect for yelling, but I had it back because I armed it and I apologize for it. And I think when we do that, in your washer bleeders, step back and take a can of their behavior. It's because people looking to them for, for Direction, people looking to them for. I think it's a little bit like when you watch little kids in supermarkets and if they full live it, they look at their parent as a bit of a triggers to do. I cry and get attention or do I just get up and play again? You know, it's it's it's kind of a kin to that because we looked for a later. By the way, Garnet. What do we do next? And that's the late is Raul. So that's why I think it's super important to a spider. Just love all these stories, you know, and it brings up a lot for me to with just, you know, the idea that a leader is wearing like an Overcoat because people are always looking.

00:19:59How do you connect self-awareness and emotional intelligence? And how do you think that that really enhances leadership ability to understand? And then connect with my device and you was and all those and your ability to self-regulate and sorry. It's something far as how you respond or react because it's a difference to me is that it's a very cold out there at the quick and dirty definition of emotional intelligence. But when it comes to self awareness, it's it's what, what is it? That triggers made? What's what's my heart went? When do I know something's going to happen? And what's my my default to hide you ran that. So that's the self-awareness pay switch.

00:21:59Massive lesson and it does the pace it still hurts today because I had to learn that Lesson by hurting someone else and I don't lock that. I reflect on it sometimes too. And think, I'll man, I can just pick the perfect example of why I need to time machine. I think that any time I have hurt somebody, whether it's in a leadership role or not. I always want to do better and she was worried, you could talk about how like self-awareness can make a l more productive.

00:24:00Has an impact. That is my tank is full with her. It's my energy tank, my brain tank of tank. Whatever it is. If my, if I'm full, then I'm in a better place to be of excellent service to others is around understanding. When it, when you're multitasking in the impact that actually has on the quality of the work that you could choose is one thing. It's also looking at managing external time, wasters. So, managing expectations around you is so so things like how you run your meetings, how you handle your email, how you handle your account. So that's a professional people productivity, which is where we get to the latest development. I see all the more obviously this is

00:25:43I said, one of the intersections is Clarity. So this is between yourself and the way you do, you work, how clear you at doing your work. Do you know the vision of the organization? Do you like owls and values? Align with those of your organization and as a later? How did the Gauls have values of your match up to the organization? So that's Clarity between your professional productivity and your people productivity. So, between the way you do your work and how you interact with your people is boundaries, boundaries is the way in which you show up and do work set. An example for how I'll just do their work. And are you actually in crunching on other people's boundaries and a story about very quick, story around? That is one of my coaching clients would be at work, at least 4:30 in the morning and wouldn't leave until about 9, if not and all her stuff.

00:27:43I can check in with what, what, what triggers their procrastinations or do they have it? And therefore, I'm in a better position to work with them from a position of a presence and quality relationship to help them be more productive. And when might a nice productive, you know, their success is actually more success. So I think that's that's the to me that's way to productivity and Leadership over like my hopefully that's nice sense to you, Sonya.

00:28:59Company care. Organizational care. If you will, do you find that to be the case? When we really fascinating, though? It when we talk about Clarity, we often we often get into a conversation around values alignment and we do a little exercise and it's if it's all it's a personal exercise around where their values lot and how do I sit with you open ization? And so we do a little spotted size of full system to prioritize their values and it's a lot of the time people are surprised at what comes up and then we share stories around those bodies because it's not an easy topic to talk about sometimes and organization has a value of sight and what, what's the story, what happened that you've seen on the shop floor, or

00:30:58A self-aware and you know, they're just kind of stumbling along and and there is a very unproductive, do you think? So I'm sure there's probably a million answers to do stuff and the one that comes to my mind, that's top of mine just now is an incident to occur. So it doesn't have to be a big incident. Could be just one little thing with maybe that's missed a deadline. And so it's using something as a tool, to be sure that you can not be not to be a personal attack on that person. So what you can do is say, are you aware that you've missed the deadline for this and be really specific about it? And I said, okay. Well then do you know what was going on? July 8th to understand and get them to really drilled down on that and beer?

00:32:58Times as soon as someone gets up and gets there's an effect on others or on on success of an organization or does a human impact. When I get that, that usually say, okay, I need to fix this and I might not know how but that when they get in that are you that's usually a turning point for the next case of the that's what is Formula prices will be to karch. So, how do you think, what do you think you need to do so that you don't miss the deadline and then you want that person to be stinking. So it's always bad questions. You is the leader of manager. I think, should I, what should be telling less than asking more? Because what happens is, we feel as though we have to have all the answers because someone someone automatically gave me this new senior toddle. Therefore. I need to know. Well, I don't think you do. I think you need to sneak that question.

00:34:48And sorry sometimes. Yeah, sorry. Sorry. It's the person actually says, okay. Well, can you can we can we catch up and awake or can I come and show you what I've done? Let's just touch base every two weeks, whatever it is, but get the employee to say it because that they are not, then they're telling you what I made you don't have to have that answer of what the person's right in front of you. So that as a leader you're getting to the I think it's also that you're actually building leadership within every level of your organization because you're asking people to take accountability and to communicate effectively about how they need help. And then with the expectation that next time, we're not going to be revisiting this, which which requires some personal awareness and Leadership, right?

00:36:43so awesome, and I like a huge fan of Margaret Wheatley real and asked if you wanted to share with the listeners or I think one of the things that

00:38:07That you want to share all absolutely. Thanks Jen and the been a blast to be chatting with you. So thank you so much. And this is only one of many. Thank goodness. Is everyone who knows me to send you one of me, please connect with me on LinkedIn is probably the best price to connect, but I'm on Twitter and I'm on social bunny. That I am true to you. Oh, sorry, the Venn diagrams. You want to add that to the knots if you'd like, so I have to do that. Let's connect. And let's get this Sideshow out there for people to hear that. Thank you.

00:39:15Comedy of Errors, isn't it? I'm so sorry. You know, it's okay, nobody move.

00:39:33Oregon isn't going to make the phone move. I understand if I had my morning. Thank you.