Episode Intro:

Using metaphors from nature, and brilliant insights from leading authors, I share lessons and tools for your leadership toolkit through what I have found helpful in my own journey. We have fun with what I call the three “C” s of leadership evolution; these being Confidence, Curiosity, and Connection.

Interested in learning more? Hope you will join me!

About the Host:

Susan has worked with people all her life. As a human resource professional, she has specialized in all aspects of employment, from hiring to retirement. She got her start as a national representative for a large Canadian union. After pursuing an undergrad degree in business administration, Susan transitioned to HR management, where she aspired to bring

both employee and management perspectives to her work. Susan holds a Master of Arts degree in Leadership and Training. She retired from her multi-decade career in HR to pursue writing and consulting, and to be able, in her words, to “colour outside the lines.” She promises some fun and lots of learning through this podcast series. 

Susan is also the author of the book Leadership Inside Out: Effecting Change from

Within available on Amazon – click below. 

Leadership Inside Out: Effecting Change from Within: Ney, Susan G: 9781777030162: Books - Amazon.ca

If you wish to contact Susan, she can be reached through any of the following:

Website:          Home - Effecting Change from Within

Email:               susangney@gmail.com

Linked In:         www.linkedin.com/in/susan-ney-197494

Facebook:        www.facebook.com/susan.ney.5/

Phone:            (604) 341-5643

Thanks for listening!

It means so much that you listened to this podcast!  If you know of anyone else who might find this series of interest, please share. If you have questions about this episode, please send me an email at susangney@gmail.com

Subscribe to the podcast

If you wish to receive automatic notifications as new podcast episodes are made available, please subscribe.

Leave a review

Ratings and reviews from listeners are used to improve the podcasts.  They also help others find this series, so reviews are very much appreciated!

Hi, welcome to the podcast HR inside out I'm your

host isn't a I've been reflecting on the topic of

leadership lately and thought I'd share some of my ruminations

with you. Let's have some fun with this. I call it I see you

as a leader. With the sea in quotation marks, imagine

yourself as a seed. Now I'm going to borrow from Peter

sangai. In his excellent book, the bounce of change. Seeds

require sunlight, Otter nutrients, and tending to become

their very, very best version of themselves. They also need to be

in the right location, shady for those who do best in shady

locations and sunny for those who need to be them the golden

rays. Over time, the seeds growing strength and presence

doesn't happen overnight. The Acorn does not instantaneously

become the mighty oak. It takes time and the right conditions.

And in time, nature fates to produce new through the seeds

sown through what's given back to the earth. Yes, I love

metaphors. And I do believe that we can learn a great deal from

nature. So today over the time that I have with you, we're

going to use this metaphor and share a little bit about my own

journey and learnings. Given that I'm in the autumn stage of

my own life, loving this opportunity to throw seeds to

the wind and provide something positive for the new you to

grow, and perhaps take some nutrients from because

leadership is a growth process. Or it can be if we're interested

in that being that for us. So I'm going to take us through

three growth stages, what I call the three C's. These being

confidence, curiosity, and connection on our journey

together today. I believe that each reflects the growth process

that we go through in our careers and through our personal

growth processes. Three C's, the first of which is the C

representing confidence. The figuring out who we are, what

our own core values are, where we want to go in our lives and

have gaining the confidence within ourselves to reach those

goals. I just finished reading Brene Brown's book Rising

Strong, how the ability to reset transforms the way we live,

love, parent and lead. She references a quote from Theodore

Roosevelt's 1910 Man in the Arena speech which I'd like to

share with you. It is not the critic that counts, not the man

who points out how the strong man stumbles, or where the doer

of deeds could have done them better. The credit belongs to

the man who was actually in the arena, whose face is marred by

dust and sweat and blood, who strives valiantly. What the best

knows, in the end, the triumph of high achievement, and who at

the worst, if he fails, at least fails while daring greatly.

Leadership is about daring greatly, and it is about being

in the arena. And I really believe it understandings. It's

about understanding you. It's the first habit of Stephen

Covey, another wonderful author and his book The Seven Habits of

Highly Effective People that are being proactive of taking

responsibility for your life. Proactive people are driven by

their own personal values. And that's about making sure that

those values are aligned with those of the organization that

you choose to share your talents with. Have you ever felt the

lack of alignment between what you believed in and what you

were being asked to do or perhaps where your organization

was headed? Over time, and a disalignment really takes its

toll. But building that first see that of competence. It's

also about building the core elements of emotional

intelligence, self awareness, social awareness, self

management, and relationship management. Let's start with

self awareness. So it's really emotional self awareness. It's

being able to accurately self assess yourself. And it's about

the self comp Next piece that builds on social awareness of

building empathy, being able to step into someone else's shoes,

organism, organizational awareness, we're going to talk

about that a little bit later on, and a service orientation.

Now self awareness, also built on self management, being able

to self control, to be able to adapt your whole achievement

drive and taking initiative, which also then contributes to

relationship management. Being an inspirational leader,

developing others, influencing being a Change Catalyst, being

good at conflict management, building bonds, and building

teamwork and collaboration is really important, because they

allow us to be in tune with our emotions as they occur. And I'm

borrowing from from Goldman's work. They help us manage our

emotions in times of distress. They help us resolve challenges,

overcome obstacles, they help us decrease our vulnerability,

improve our relationships, and learn to set boundaries. They

help us understand emotional signals, about the emotions of

others perhaps, and they help us have I'm uncomfortable, but

necessary conversations without invalidating our own feelings,

or hurting others. And I mentioned Daniel Goleman, his

book Emotional Intelligence, why it can matter more than IQ is an

excellent reference. And any of the books that I cite, I will

make sure are in the show notes. So the podcasts if you're

interested in digging deeper. Daniel Goleman, has actually

written a number of really excellent books on emotional

intelligence. And yeah, it just, you can find out a little bit

more. And there's also some free EQ emotional quotient tests on

the internet just to kind of find out where you sit in the

different quadrants, I found a quite interesting. Now

continuing to build that sea of competence is also remembering

that we have choice, we are so quick to judge. And when we fall

into that judgment mode, we can so quickly get ourselves into

the muck. Can anyone relate? We can merge back onto that, that

choice road, the road of the learner mindset. And we can make

better decisions as a result. Amy let's Marilee Adams, and her

excellent book, change your questions change your life. And

certainly that is exactly what happens. Just as an example. And

she has an excellent map in her book. And I think you can

actually get it by just going online. When you go into the

learner mindset. You're you're asking what happened? What what

do I want? What are the facts? What assumptions might I be

making? And can I learn? You look at what could they possibly

have been thinking? What were they feeling when perhaps they

made a decision that you're having to look into? So the

judge your mindset, on the other? The other hand, the one

that we often walk down, hence to be whose fault was it? What's

wrong with me? What have I done wrong? And then feeling yourself

quite a failure. And certainly not necessarily being able to

resolve the situation that you're trying to deal with.

Barely talks about how important it is to just take a moment.

This building competence of just having that competence to just

stop and to do things like ask what happened? What assumptions

are we making? I love Stephen Covey going again, in his book,

The Seven Habits of Highly Effective People that he talks

about is the power of the pause. So you've got something that

happens a stimulus, and then you respond and oh my goodness, how

quickly we just respond. We respond out of anger, we respond

out of frustration. And if we can just take that moment to

realize that the words that we're going to use can be taken

back once they've been stated. It's again, having that

confidence to just take it a little more slowly. And that's

also an aspect of the cue of self management and emotional

intelligence. We have the freedom to choose.

And I raise these with you because I know that each one of

us have responded to something and anger and, and wished times

that we could have taken those words back or made a decision

without truly considering the impact of whatever that decision

would take an organization or ourselves. We've all done this,

it's it's all about learning. But so important that we see

those those times that we beat ourselves up and recognize that

it is part of our learning. And it's necessary to take those

first steps as leaders as Individuals wishing to make a

positive influence and a difference in our lives, and

that we're going to trip and fall just like those seedlings

that are struggling to make their way through the soil. They

need to work their way through a concrete pillar or, or to work

around a rock, it is a growth process. For those mistakes,

those times that what you gave wasn't quite enough, or it was

really, really wrong. Or the report that we submitted was not

what the boss wanted, they can become so stuck because of those

internal voices, those those Gremlins, that can be pretty

loud at times. Rick Carlson or Carson wrote an excellent book

all about this. taming your Gremlin, like this, most of us

have got more than one, the surprisingly simple method for

getting out of your own way. Now let me show share a real life

example, on my podcast with Stuart McNish, who's the

producer of the very, very popular and fabulous

conversations that matter. Shared that a comment by a high

school teacher comment was that he would, if I remember

correctly, would effectively never amount to anything, was

something like that, or something that he couldn't write

or it was just it was a really devastating comment, stayed with

him for years. And in some ways, perhaps held them back from this

that true belief that the B Co he has become at a recent high

school grad reunion and heard that that same teacher had made

a similar type comment to others. And how, I mean,

everybody laughed about it. But obviously from the

conversations, it has had a devastating impact, and had held

people back from believing that they could be what they what

they aspired to be. Some people are able to work through those

those internal voices, those gremlins. But many others call

those comments through their entire careers, and they aren't

able to work through them. Don't let that don't let yourself be

one of those people. Another person's opinion of you is just

that it's their opinion. They're not you. They don't know you.

And yet, we are so willing to let other people define who we

are. We need to define who we are. Now, I'm going to turn to

Byron Katie's work around this and her excellent book, loving

what is the four questions that can change your life? I want you

to think of the story that you might be telling yourself that

might be getting in the way of you becoming or being your very

best. Just take a minute. What story might you be telling

yourself?

And when you've got that, in your mind, I want you to ask

yourself before questions that that Byron Katie poses that

first of all, is it true? Now, Byron, Katie, talks about the

need to start off with the foundational level of

questioning our thoughts. And that the answer to that question

needs to be clear yes or no. That we need to remain

objective, while giving some thought to this question. And

also to observe ourselves Are we trying to convince ourselves

that it's actually true? If someone says to you that you're

poor worker, or you have a poor attitude now, the second

question is, Can you absolutely know that it's true? Now, if the

answer to the second question is yes, you gotta keep digging. And

we're guided to keep looking and seeing if it will reveal

something to us if we can just continue to remain objective.

Third question is, how do you react when you believe that a

lot? And she cites them? And indeed, the question is

extremely potent. Because think about the way you feel when you

believe that thought. The thought that perhaps I'm not a

good worker. What does that make you feel about yourself? Like,

how do you how do you react with others when you think that

thought of yourself? And as your she says, the third chain

reaction that happens when you believe this thoughts such as

addictions or cravings, do you run to the refrigerator for that

wonderful bowl of Haagen Dazs ice cream? For last question,

who would you be without that thought? And she continues, if

you were able to go back in time and take a moment to reflect on

the situation, again, relating back to question three,

visualize who you would be without that thought, as the

example, but you're not a good worker.

Think about how you would feel about yourself. If you could

think something different. How you could move forward without

absorbing someone else's comment to you, our perception of you

isn't likely true. We give people such power over

ourselves.

I believe that you're a lifelong learner, you wouldn't be

listening to this podcast if you weren't still looking to learn

the nuances of leadership and perhaps get some more solid to

that to might help you in your own journey. There is always

something new to consider. And I haven't yet met anyone,

including myself, who isn't still struggling with telling

themselves stories that get in our way of becoming the very

best version of ourselves. The only way we can get better at

this is to recognize that there are resources, like some of the

books that I've I've mentioned, that can help us with, with

these things that can help build our confidence. It is part of

our evolutionary process as we grow in our leadership

capabilities. And leadership is a muscle it needs to be built

and it needs to be continually exercised. And none of that

happens overnight. I'm going to move into the second sea of

curiosity. And I believe that we've already kind of ventured

into curiosity on our path so far, but it's time to go deeper.

So the seedling you are growing. You as a leader are stretching.

You've learned to reach for the sun, and you are working to

become the very best that you have the capability of being.

Now let's explore some of those critical nutrients that will

help you present your vessel along the way. Okay, having been

with this I too often see our unwillingness to dig deep. We

are so good at dealing with issues on the surface rather

than at the core. And as such things don't get resolved. And

I'm certain that each of you can think of your own examples that

because these situations these problems, the things that come

up in our lives don't tend to go away unless we've dealt with the

the root cause. I love the five why's it's a tool that

encourages us to Keep asking questions to get to that route.

Let me end with gratitude to the internet. I looked up a five

why's example just to make it a little bit easier? So the car

isn't working? Why isn't the car working? The battery's dead?

First? Why? Why is the battery dead? The alternator isn't

functioning. Second, why? Why isn't that? Why isn't the

alternator working? Well, the belts broken. Well, why is the

belt broken? Well, it was actually well beyond its useful

service life and hadn't been replaced. Well, why haven't been

replaced? Well, the vehicle wasn't maintained according to

the recommended service schedule. There's your cause. So

instead of just going, Oh, my car's dead. It's just this is a

fun, fun simple example of just ask again, ask again, ask again,

ask again. I think of labor relations situations where

somebody is not presenting. Well, why? Why? Why? Why? I know

it has been a helpful tool in my toolbox. And to somebody to

remember, the deeper

one of the areas that I often see, we don't dig deep enough is

conflict within our organizations. But where on your

work might be being more curious. And taking the time to

dig deeper by applying these five why's that something you're

challenged with? Perhaps it could be helpful. So you're

maturing as a leader, you're, you're resolving, you're being

creative, you are using your curiosity, and the seedling is

growing. And as the same thing grows, there's going to be

obstacles. So I'm going to talk about conflict. I think it's an

important additional tool for your toolkit. Because I don't

think we teach it well enough in school. And it's something that

we really need to be comfortable with. I turned to Gary Harper's

book, conflict resolution, the joy of conflict resolution,

transforming victims and villains and heroes, in the

workplace and at home. This stuff, when you do it well,

positively impacts all aspects of your life. Now, Gary uses, he

can think of a circle, problem person in the circle and then a

triangle around the circle with a victim at one point, the

villain at one point and hero at the third point. Gary talks

about every conflict providing the opportunity for learning

growth, and enhanced relationships. There we go.

There's another V EQ core components. So the victim think

of a princess, the villain, like a dragon, and the hero, Prince,

you're going to some of the fairy tales. Fairy talks about

as long as we see ourselves as the victim or a hero, we

automatically create villains in our complex. And of course, the

villain always feels victimized by us. theory also talks about

how the role that we play continually shifts. You can be

the hero one moment and then you're feeling the victim and

then all of a sudden, yeah, you're playing various roles.

What we need to do is we need to stay present. We need to listen

to the things that we might disagree with. It's

uncomfortable with that and to be prepared to see the quantum

click through to real resolution. There's that digging

deep again. We can choose when it goes back to Adams Adams

mouth to view and approach our complex differently. Because see

the other not as the villain, but as someone that we must work

to identify and solve the problem with. And so by doing

so, we move beyond the Drama Triangle and we move towards

resolution. You Ariosto at the second C uncovers the other side

of the story, and empathy, the ability to put ourselves into

other people's shoes, again, going back to those EQ

quadrants, build bridges. Because each one of us needs a

sense of belonging and independence and recognition.

Our need to feel respect is fundamental not to just thinking

about how you would want to be treated by another person when

you're dealing with a complex situation, extra long ways

towards the positive resolution of that conflict. I have done

very short work on on something that Gary's written an entire

book about. But those those points are really important

ones. And a good book that I would recommend to turn to just

to the joy of conflict resolution, oh, my goodness, can

you imagine resolving conflict now that seedling tends to need

the big blue sky, it's reaching, it's reaching its its leaves and

its stem. I want to talk about the big picture, otherwise known

as systems thinking, to our toolkit to the nutrients of

developing leadership, I was blessed to be able to attend a

workshop on systems thinking. One of the exercises required us

to become CEOs of an organization. And we then spent

the next hour literally being thrown various situations that

we had to deal with within budget, within collective

agreement provisions within boundaries that were provided by

our board, within all of the different constraints and

realities that organizations need to manage with him. It was

a huge eye opener for me. And from that point onwards, it

helped me remember the broader context of actions that were

being taken, and considerations that the organization the myriad

of things that the organization contended with, and in its daily

activities. And I don't recall where I read it. But there was

this wonderful example of think of yourself as standing on a

striped beach ball. No, you're standing at the top, your

stripe, your colored stripe down the side is your department. And

the other stripes are the other departments. Now, we tend to

think only of our own strike right? About our needs or

departments needs, you know, our our budget needs more, we're

prepared to take away from someone else's budget. We need

to remind ourselves and keep ourselves at the top of that

ball, reflecting on how our actions impact each of the other

departments. Let's talk about say a department decides to

reorganize. There, you're likely going to need the help of your

HR professionals, if you've got those in your organization. And

other departments might also be impacted. Stakeholders like the

union might need to be consulted. Have those

departments been informed that you are going to need their

resources their help? Do those departments have time or those

are your needs are within part of their objectives that they've

set for the upcoming year? Do they have the capability or the

capacity to help you with what you're needing? The really

important questions and again, it took years into my leadership

journey before I really began to understand the impact of not

taking that time. Not building those, those those allies of not

building those relationships there we go back to those PQ

quadrants. Something's going on in your toolkit. I also want to

talk about how along the way, we begin to really understand the

impact of the how we do things. How we have that conversation

with someone about perhaps their body odor being of concern. How

do we approach those other departments to share interest

in, for example, understand undertaking a structural change.

And remember that we're dealing with human beings. We work with

human beings, not widgets. And work is only one aspect of very

complex lives. And going back to Harper's conflict model, we all

need a sense of belonging, independence and recognition.

Our need to feel respect is fundamental. Remember to think

about how you would want to be treated by the other person.

Eric goes on to talk about to be heard and understood, to hear

their story without interrupting or judging. To have options and

choices is when we're presented with choices we do feel a sense

of power, and more likely to accept final outcome because

Choice allows us to save face and often decreases resistance.

To given reasons, and so critical, to be treated fairly.

As people overseers of us are so important, those four points.

Maya Angelou reminds us, at the end of the day, people won't

remember what you said or you did, they will remember by

enabling feel. Okay, I am going to take us a different place, I

want you to think of something that you have accomplished in

your life that you're proud of something that was a stretch for

you. Not only want you to give some thought to why you chose

this particular example, and what you learned from the

experience of something you've accomplished in your life, don't

give it a ton of thought just what comes to your mind. Why Why

was Why do you think that came to your mind? You think

something you learned from experience?

Why am I doing this? Because I think it's really important to

remember that recognizing both your and your colleagues

accomplishments is incredibly important. Make the time to

celebrate milestones to applaud those baby steps forward. And

remembering that whatever it was for you, it likely came through

your own learning, falling down, dusting off those those knees

and trying again. World Time. Give yourself a big pat on the

back. No even better. How about applause How about a standing

ovation? Okay, take a moment. I'm clapping I'm in the

audience. You're being given standing ovation at the blood

moment. Take a moment recognition, remembering,

noticing, paying attention critical skills. Add them to

your toolkit as a leader. And remember about your own as well.

Celebrate your own accomplishments. The final CNR

leadership journey is that connection at work and being

part of teams, your organization, associations,

groups, your families and friends, they are all important.

And what do you do with the connections that You've nurtured

over the years? And going back to Covey's Seven Habits book.

There's so much within our organizations that we're

concerned about and can start to feel victimized about but wonder

what we can do about them. And he picture a circle with called

circle of influence and the inner circle and then an outer

outer circle around it that he calls the circle of concern.

When we take a proactive focus on things We enlarge the circle

of influence. Until that circle of concern that outer circle

becomes smaller. When we take a reactive focus being the victim,

oh, woe is me, don't ever listen to me. The circle of what we do

is we reduce our circle of influence. And so the circle of

concern becomes even larger. And we have influence. You have

influence. You can choose to be proactive. How might you use

your network? All of those different groups and people that

I just listed out? Perhaps change a decision or influence a

decision? Who might you know, who could be your ally? Have a

conversation with them? Consider the concerns of the person who

does have control that circle of concern that you're you're

identifying with? How might you be able to help them and

yourself or your own concern the same time a win win? And again,

another Covey habit? How can you effectively use your network?

Who could you reach out to partaking a different approach?

Where have you done this already in your life? I keep not

literally but I keep those circles in my back pocket. I

always think of Circle of Influence circle if I call it

control, because often it's where you don't feel that you

can be in control or you don't have control over a situation

have a constant circle of influence? How can you influence

that situation most effectively? Don't be shy.

Now, equally important on our journey of connectivity and

connections, is doing our part to create work environments that

are inclusive and feel inclusive. And includes working

to be supportive of different groups of individuals.

Diversity, Equity and Inclusion are three closely linked values

held by many organizations that are working to create these

environments. We should have had them all along, but we haven't

includes people of different races and ethnicities, the

city's ethnicity, goodness, gracious, ethnic ethnicities,

religions, abilities, genders and sexual orientations. And I

need some speech assistance. And I am pulling some wonderful

material from McKinsey and Company and some of the articles

that they've written on on inclusivity and diversity and

equity. So diversity in the workplace gender diversity, what

makes up the composition of men and women, non binary people in

a given population? age diversity? Are people in the

group, the mostly one generation or is there a mix of ages, we're

seeing that increasingly in our work environments. Ethnic

Diversity there, I should have just said this diversity of

people at a group share common national or cultural traditions

or that they represent different backgrounds. And then physical

ability and neuro diversity are the perspectives of people

disabilities, whether a parent or not, accounting for equity is

interesting, and it's different from equality. And it refers

refers to the fair treatment of all people so that norms,

practices and policies in place to ensure that identity is not

predictive of opportunities or workplace outcomes. Equity

differs from equality in a subtle but important way. Where

equality assumes that all people should be treated the same

equity takes into consideration the person's unique

circumstances, adjusting treatment accordingly so that

the end result is equal. Here's a lovely diagram of children

trying to watch a baseball game and instead of giving an equal

sized box where the course the shortest child still can't see

over the fence, the boxes are different crates, so all the

children can actually see all the fence screen that was sent.

That's a nice visual of what equity looks like. Inclusion

refers to how the workplace experiences the workplace, the

degree to which organizations embrace all employees, and

enable them to make meaningful contributions. So let's often

refer to the psychological safety people's feeling that

they can speak up and feel heard. I did two previous

podcasts that might deepen your understanding of interested. One

was with IO o Dooney. On the Canadian immigrant experience,

and I did one using Amy Edmondson his work on

psychological safety, and they're both on in this podcast

series. It also means bringing it all together over time and

experience. And I love Steve Jobs and a commencement address

book but his own humble beginnings and how he could

never contemplated where his life would have taken him. And

of course, his many accomplishments. He talked about

how most of us envision our career paths being something

quite different than they actually turn out to be. He

calls it connecting the dots. Example, when I was at and I was

working as a customer, service rep, ID, PC, tell now tell us,

and I'd become quite involved in the Union mostly to please my

father. Now as a result of that involvement, I got offered the

opportunity to insist in a system a union organizing

campaign back East. And from that I was eventually offered a

national rep position with PNM. Now, I stayed with them for four

years, after which I pursued a bachelor's degree in business

men at Simon Fraser University. And then I began working in

human resources, post graduation. I know that my time

and the communication work as a candidate has absolutely made me

a better HR professional. It just it's enabled me to have

empathy, to be able to better stand in someone else's shoes

and feel from their perspective what the situation might be.

When I graduated from high school, working in either union

or human resources, was not anything that I could have

imagined on graduation. So saying yes to opportunities,

this led to a really interesting array of dots. For me, helping

your dots look like when it's time for you to look back. And

what kinds of seeds will you have sowed along the way,

leaving legacy and nutrients to help the seedlings thrive? Yes,

we are at that third stage. Teaching others what could you

be doing now for you. And for someone else who may be working

to see where their own dots will be them it is all part of being

a leader. Just like your choice to listen to those podcasts. And

thank you for that. The nurse tree you know, those are there's

a stump in the forest, which means there's the new growth

that has been literally living off the nutrients of the tree.

That's that's no longer there while we're still there. But

anyways, to get the point. So ideas write a procedural manual

to help others understand a word processor, perhaps create a

video to help explain a technology technological feature

that perhaps isn't used frequently. mentor someone, say

yes to opportunities to speak to share your knowledge. How can

you help differently? You never know who's like you're going to

impact positively by doing this. I think of so many people that

I've listened to over the years, I don't remember their names.

But I do remember their messages. Like the keynote

speaker. They talked about bringing her worst nightmare

home with her to dinner and to her bad. Okay, I know all the

eyebrows are raised. But we do that when we can't let go of our

work problems when we come home at night, and that's all we can

talk about at the dinner table. When we toss and turn and we're

so plagued by our nightmare problems that we don't sleep we

keep thinking and mulling over the situation. We do bring them

to dinner with us and into our nighttime our attempts at sleep.

Again, we can choose we can learn to leave that stuff where

it belongs at work. Are ourselves and our loved ones,

Han for and with us without the baggage. As leaders, we need to

model this. We confused when we say one thing we do another and

I know I've been bad for that. Because you're a leader. And no

matter where you are in your own growth process, I hope that

something that I've said has resonated with you. Because I

believe in you. I believe that you have the capability to soar

to become the very best version of you also know our world needs

you. I appreciate the opportunity to share it and

learned with you today. And as I mentioned before, all of the

resources that I referred to are in the show notes to the

podcast, if you're interested. I do indeed. See you as a leader.

Starting with building your confidence. Having that see for

curiosity, to continue to grow and to learn and then adding

that important third, see those all important connections. It's

time to fly. Have a great day everyone. It's Susan signing

out. Hope you'll join me again next month. Bye for now