Oct. 30, 2023

I “C” You as a Leader with Host Susan Ney | HR 65

I “C” You as a Leader with Host Susan Ney | HR 65

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


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Transcript
Susan Ney:

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

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

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

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

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

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

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

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require sunlight, Otter nutrients, and tending to become

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

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

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

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rays. Over time, the seeds growing strength and presence

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doesn't happen overnight. The Acorn does not instantaneously

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

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

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

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

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

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

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

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my own life, loving this opportunity to throw seeds to

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the wind and provide something positive for the new you to

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grow, and perhaps take some nutrients from because

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

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

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

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confidence, curiosity, and connection on our journey

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together today. I believe that each reflects the growth process

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that we go through in our careers and through our personal

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

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representing confidence. The figuring out who we are, what

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

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have gaining the confidence within ourselves to reach those

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

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

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

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

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

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

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

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

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

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

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

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Leadership is about daring greatly, and it is about being

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

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

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

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Highly Effective People that are being proactive of taking

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responsibility for your life. Proactive people are driven by

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

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those values are aligned with those of the organization that

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

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lack of alignment between what you believed in and what you

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were being asked to do or perhaps where your organization

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

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

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also about building the core elements of emotional

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intelligence, self awareness, social awareness, self

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management, and relationship management. Let's start with

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

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

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the self comp Next piece that builds on social awareness of

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

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organism, organizational awareness, we're going to talk

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

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

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

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drive and taking initiative, which also then contributes to

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relationship management. Being an inspirational leader,

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developing others, influencing being a Change Catalyst, being

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good at conflict management, building bonds, and building

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teamwork and collaboration is really important, because they

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

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

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

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overcome obstacles, they help us decrease our vulnerability,

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improve our relationships, and learn to set boundaries. They

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help us understand emotional signals, about the emotions of

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

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necessary conversations without invalidating our own feelings,

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or hurting others. And I mentioned Daniel Goleman, his

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

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

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

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interested in digging deeper. Daniel Goleman, has actually

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written a number of really excellent books on emotional

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

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

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

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different quadrants, I found a quite interesting. Now

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continuing to build that sea of competence is also remembering

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

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

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

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

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

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excellent book, change your questions change your life. And

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

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

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

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

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

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

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have been thinking? What were they feeling when perhaps they

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

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

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

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

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quite a failure. And certainly not necessarily being able to

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

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

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This building competence of just having that competence to just

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

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

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The Seven Habits of Highly Effective People that he talks

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

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

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

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

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

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

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

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also an aspect of the cue of self management and emotional

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intelligence. We have the freedom to choose.

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

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

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

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without truly considering the impact of whatever that decision

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

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

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those those times that we beat ourselves up and recognize that

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

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first steps as leaders as Individuals wishing to make a

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positive influence and a difference in our lives, and

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

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

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

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

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

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

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

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internal voices, those those Gremlins, that can be pretty

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

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

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have got more than one, the surprisingly simple method for

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

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

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producer of the very, very popular and fabulous

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conversations that matter. Shared that a comment by a high

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school teacher comment was that he would, if I remember

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correctly, would effectively never amount to anything, was

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

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

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

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

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school grad reunion and heard that that same teacher had made

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

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everybody laughed about it. But obviously from the

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

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people back from believing that they could be what they what

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

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those internal voices, those gremlins. But many others call

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

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

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

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

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

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

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

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

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

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

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

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yourself?

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

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yourself before questions that that Byron Katie poses that

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

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need to start off with the foundational level of

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questioning our thoughts. And that the answer to that question

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

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objective, while giving some thought to this question. And

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also to observe ourselves Are we trying to convince ourselves

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

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

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

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

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

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

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

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

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

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

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

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

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

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reaction that happens when you believe this thoughts such as

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

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

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

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

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the situation, again, relating back to question three,

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visualize who you would be without that thought, as the

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example, but you're not a good worker.

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

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think something different. How you could move forward without

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

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

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ourselves.

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

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

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the nuances of leadership and perhaps get some more solid to

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

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

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including myself, who isn't still struggling with telling

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themselves stories that get in our way of becoming the very

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

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

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

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

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our evolutionary process as we grow in our leadership

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

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

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

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

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

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

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

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

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

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

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

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are so good at dealing with issues on the surface rather

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

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

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because these situations these problems, the things that come

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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ask again. I think of labor relations situations where

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

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

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remember, the deeper

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

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conflict within our organizations. But where on your

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

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

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

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

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

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

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

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

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

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

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book, conflict resolution, the joy of conflict resolution,

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transforming victims and villains and heroes, in the

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

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

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

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

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

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about every conflict providing the opportunity for learning

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growth, and enhanced relationships. There we go.

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

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

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

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

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

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villain always feels victimized by us. theory also talks about

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

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

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

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

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

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uncomfortable with that and to be prepared to see the quantum

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click through to real resolution. There's that digging

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

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mouth to view and approach our complex differently. Because see

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

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

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

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

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

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

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

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sense of belonging and independence and recognition.

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Our need to feel respect is fundamental not to just thinking

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

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

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towards the positive resolution of that conflict. I have done

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

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book about. But those those points are really important

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

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

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you imagine resolving conflict now that seedling tends to need

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

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

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as systems thinking, to our toolkit to the nutrients of

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

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workshop on systems thinking. One of the exercises required us

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to become CEOs of an organization. And we then spent

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the next hour literally being thrown various situations that

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we had to deal with within budget, within collective

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agreement provisions within boundaries that were provided by

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our board, within all of the different constraints and

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realities that organizations need to manage with him. It was

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

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helped me remember the broader context of actions that were

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being taken, and considerations that the organization the myriad

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

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

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this wonderful example of think of yourself as standing on a

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

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

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

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

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

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

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to remind ourselves and keep ourselves at the top of that

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

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

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

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

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other departments might also be impacted. Stakeholders like the

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union might need to be consulted. Have those

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departments been informed that you are going to need their

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resources their help? Do those departments have time or those

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

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

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

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important questions and again, it took years into my leadership

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journey before I really began to understand the impact of not

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

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building those relationships there we go back to those PQ

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

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

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

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

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do we approach those other departments to share interest

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in, for example, understand undertaking a structural change.

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

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

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

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need a sense of belonging, independence and recognition.

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Our need to feel respect is fundamental. Remember to think

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

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

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their story without interrupting or judging. To have options and

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

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of power, and more likely to accept final outcome because

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Choice allows us to save face and often decreases resistance.

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

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

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

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

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

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want you to think of something that you have accomplished in

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

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

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this particular example, and what you learned from the

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

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

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

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something you learned from experience?

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

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remember that recognizing both your and your colleagues

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accomplishments is incredibly important. Make the time to

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celebrate milestones to applaud those baby steps forward. And

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

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

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

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

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

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

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moment. Take a moment recognition, remembering,

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noticing, paying attention critical skills. Add them to

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

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Celebrate your own accomplishments. The final CNR

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leadership journey is that connection at work and being

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part of teams, your organization, associations,

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

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

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

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

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concerned about and can start to feel victimized about but wonder

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

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circle of influence and the inner circle and then an outer

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

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

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of influence. Until that circle of concern that outer circle

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

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

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

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

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

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your network? All of those different groups and people that

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

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

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conversation with them? Consider the concerns of the person who

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

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

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

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

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Who could you reach out to partaking a different approach?

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

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

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always think of Circle of Influence circle if I call it

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

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

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have a constant circle of influence? How can you influence

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that situation most effectively? Don't be shy.

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Now, equally important on our journey of connectivity and

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connections, is doing our part to create work environments that

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are inclusive and feel inclusive. And includes working

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to be supportive of different groups of individuals.

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Diversity, Equity and Inclusion are three closely linked values

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held by many organizations that are working to create these

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

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includes people of different races and ethnicities, the

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

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religions, abilities, genders and sexual orientations. And I

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need some speech assistance. And I am pulling some wonderful

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material from McKinsey and Company and some of the articles

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that they've written on on inclusivity and diversity and

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equity. So diversity in the workplace gender diversity, what

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

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a given population? age diversity? Are people in the

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

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seeing that increasingly in our work environments. Ethnic

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Diversity there, I should have just said this diversity of

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people at a group share common national or cultural traditions

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or that they represent different backgrounds. And then physical

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ability and neuro diversity are the perspectives of people

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

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

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

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practices and policies in place to ensure that identity is not

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predictive of opportunities or workplace outcomes. Equity

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differs from equality in a subtle but important way. Where

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equality assumes that all people should be treated the same

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equity takes into consideration the person's unique

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circumstances, adjusting treatment accordingly so that

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

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

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

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

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

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

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refers to how the workplace experiences the workplace, the

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degree to which organizations embrace all employees, and

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

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refer to the psychological safety people's feeling that

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

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podcasts that might deepen your understanding of interested. One

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

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and I did one using Amy Edmondson his work on

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

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

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experience. And I love Steve Jobs and a commencement address

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book but his own humble beginnings and how he could

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never contemplated where his life would have taken him. And

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of course, his many accomplishments. He talked about

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how most of us envision our career paths being something

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quite different than they actually turn out to be. He

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

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

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

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

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opportunity to insist in a system a union organizing

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

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

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

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

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human resources, post graduation. I know that my time

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and the communication work as a candidate has absolutely made me

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

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

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and feel from their perspective what the situation might be.

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When I graduated from high school, working in either union

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or human resources, was not anything that I could have

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imagined on graduation. So saying yes to opportunities,

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

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

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

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

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

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

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

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

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

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

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

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

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

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to help others understand a word processor, perhaps create a

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video to help explain a technology technological feature

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

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

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

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

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

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But I do remember their messages. Like the keynote

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speaker. They talked about bringing her worst nightmare

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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you. I appreciate the opportunity to share it and

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

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

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

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Starting with building your confidence. Having that see for

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

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

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

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