Join Constance and her special guest Omar L. Harris. Omar is an American business leader, executive coach, and bestselling author, for his innovative approaches to leadership and organizational culture. He has been seen on ABC, CBS, FOX, CNN, MSNBC, ahoo Finance and Market Watch. Oman defines Servant Leadership, 4 Keys in Leading change and The Power of The Pivot – How to Pivot both personally and professionally. He also shares how to develop high performing teams with Work-Ethic, Heart, Optimism and Maturity.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
You're listening to the Law of Attraction Radio Network. International
success coach and noted author Constance Arnold delivers life changing
strategies through her own spiritual practices as well as with
best selling authors and experts that she interviews. Fink Believe
In Manifest is specially designed to empower your mind and
(00:20):
words to work for you and to bring about a
life you've been dreaming of. And now here's Constance Arnold.
Speaker 2 (00:30):
Well, Hello, power with a manifestor, and welcome to the
Law of Attraction Radio Network. And of course I am
Constance arn a host of the Think Believe In Manifest
talk show. I am so excited, so grateful, and so
thankful that you made a decision to tune in today.
And you know, as I say every week, if you
(00:51):
are listening to this show, God has something waiting for you.
So even before you hear it, everything that is gonna
go down and what's gonna be shared in the show,
I want you to get excited, become thankful, get in
a vibration of expectancy and thanksgiving, and be open to
(01:17):
receive the miraculous. Well, good morning, good afternoon, good evening,
whatever time you are listening, it is certainly the right time. Well,
it is a hot, rainy day here in the atl
We have had moments of just really cool breathes, and
(01:39):
you can kind of tell that fall or autumn is
just seeping in just a little bit, and I'm so
excited about it. Well, we're gonna get to my very
special guests. I'm gonna read something from a couple of listeners,
but my very special guests is mister Omar L. Harris. Guys,
(02:03):
this guy is so brilliant. He's gonna talk to you
about how to pivot in your personal life, in your career,
in your business, and serving leadership. And he's going to
give us some insight into if you're in any kind
of leadership position that includes your own personal life, what
(02:25):
are some things that you can do. He's been on MSNBC, CNN, Fox, Yahoo, Finance,
you name it. He's been there, and now you're going
to be blessed. Well, follow me on social media. You know,
just this week one of my clients said, I just
start following you. I'm like, how could you just start
(02:46):
following me? And every week I say, follow me on
TikTok and on Instagram. That's at law of attraction. Constants
on YouTube that's Constance Earl and that old Facebook is
coach with Constance. Every week I upload at least two
(03:06):
usually on TikTok and Instagram. It might be three or
four three or four reels, three or four two to
three minutes, sometimes a little bit longer videos just in
all areas. So check me out and follow anything else
I want to share. I want to read from my
(03:28):
from listeners. I've been receiving your emails, and this is
what I'm receiving from folks. See if you can identify
with any of these. I'm sort of receiving emails about
how you're feeling in like four different areas. One area
is always in the financial area, where people the channels
(03:50):
that they once knew. I'm gonna teach you on this
next week. What do you do when the brook drives up? Well,
you've always had channels of financial asperity, and those channels
are no longer there. And what has happened is people
are looking at their channel as their source. That's the
whole nother show. Or you've been working in the you
(04:14):
were working in the position for decades and then you
no longer are working that. Maybe you were downside you
were forced to retire or they didn't need your services
any longer. Can you imagine how people feel when they've
been serving at a place for twenty years, for decades,
(04:35):
I mean, just your ritual alone. On some level, y'all,
it's small trauma. They're asking what do I do now?
Who's going to hire me at this age? Where's my
money going to come from? What's my new career? And
so these people are feeling scared. What else anxiety? Maybe hopelessness,
(04:59):
uncertain taste, sad. Who am I now? What am I
going to do? That's one area where I'm receiving a
lot of emails. Okay, Constance, give me some help. That's
what I'm gonna do. Another area is oh or if
you're an entrepreneur and you want to go to the
next level, you already know things are shifted and shift
(05:20):
shifting and changing, and you got big ideas, but you
don't know how to execute them. The next area is
in relationship. These are the dominant areas where I really
receive questions. So maybe you're a baby boomer. Now your
whole life, you've given your life to your children. Who
(05:41):
are you now? Or possibly you've been in there you
were in a relationship for decades and either through divorce, death,
or you guys broke up. Who are you now? Who
are you without this relationship? How do you feel? Law broken?
(06:02):
Am I too old to even attract somebody else? I
could go into some more details, but y'all we all grown.
You know what I'm talking about. And so then the
last one is, you know, I just I feel like
I'm just going through life. I get up every day constance,
and I know I'm supposed to be happy. I'm just
(06:24):
going through the motions. I want to live a passionate
and an exciting life. So these are the dominant emails
that I get, and I just wanted to say that
help is on the way. I am here to help
and to serve you. You guys know that I am a
certified dream coach for twenty years, and you know with
(06:46):
that whole dream coach approach, I'm really going to help
you get clear about what you want. I call it
identifying your your blind sparks, or your stuff. I'm going
to help you to create a plan that aligns with
(07:06):
who you are, where you are, etc. I'm gonna help
you really accelerate your growth, gonna support you in transition. Y'all.
We need support, period. But when you're going through a
transition about money, when you're going through a transition about relationships,
about a career, about I'm just sort of numb going
(07:29):
through life. You know, we all need support, and I'm
gonna help you really break it down in small measurable steps.
I find that when people just feel overwhelmed. A lot
of folk already feeling overwhelmed, well, when people feel like, oh,
that's too much for you. But we're gonna break it
down in small measurable steps to take you from where
(07:53):
you are to where you desire to be. Y'all know,
I have coached ten thousand clock it's currently coaching clients
on six continents. And if you're ready for change, let's
do a twenty minute discovery call. And the good thing
about the Dream process is that it was formulated by
(08:15):
Marshall Wheder. She was on OPRAH three or four times.
She now lives in Europe. I got my certification from her.
It's a process, and you've heard me say success leaves clues.
So we're going to go through a proven process to
get you from where you are to where you desire
(08:38):
to be. So if you're ready for change, you're ready
to invest in yourself. You've heard all of my clients,
I mean just over the last three or four weeks,
you've heard them. And God has really given me the power,
the anointing and just the insight to really move people
(09:00):
from where they are to where they desire to be.
And I'm gonna say, your next level starts here and now,
so email me Constance at Fulfilling youorpurpose dot com. It's
gonna be for twenty minutes. I'm just gonna be listing.
I'm gonna say, hey, I'm Constance. Nice, nice to meet
(09:21):
you in person. Now tell me who you are and
what you want. It's no strings of check patch. I'm
not gonna try to sell you anything. And you know,
as the kids say, if you know, you know, all
right it. But let's get ready for oh mar email
me at Constance at fulfilling your Purpose dot com. If
(09:43):
you're really ready to go to your next level. Let's
take a deep breath, then let it out. We know
breath means what spirit. Take a deep breath, then let
it out one more time. We're open to receive. Take
a deep bread then let it out I'm going to
(10:06):
be right back after these quick commerciales, so stay tuned.
Speaker 3 (10:08):
Everybody observe anyone at the top of their game, and
the results will be the same. They've all had valuable
guidance and direction from a coach. If you are ready
to manifest your wildest dreams, you can experience my thirty
years of serving over ten thousand clients as a professional counselor,
Law of Attraction and certified dream coach. I merge spirituality,
(10:31):
law of attraction, and practical principles and strategies to help
you manifest your dreams. For more information, visit Fulfilling your
Purpose dot com.
Speaker 4 (10:41):
Are you ready to wile participants at your next organizational event?
Constance Arnold is an unforgettable keynote and keynote plus speaker.
Constance will capture your audience and share informative and entertaining
messages that align with your vision. Her number one goal
is to empower and motivate audiences to take action. Contact
her at www. DoD Fulfillingourpurpose dot com.
Speaker 2 (11:05):
Well, everybody, I'm back and I'm so excited about my show.
If you're an entrepreneur, if you in business, if you're
in leadership, if you want to become a leader. We
have a bowler in the house today. Everybody, you know,
the Bible talks about give honor to whom honor is due.
(11:25):
And I want to introduce my very special guest, mister
Omar L. Harris is an American business leader, executive coach,
and best selling author. He is Arthur the Toll of
eight Books by the Way, a known for his innovative
approaches to leadership and organization culture. He is the founder
(11:47):
and managing partner of Intent Consulting, a firm dedicated to
fostering high performance and inclusive workplaces. Omar has had over
two decades of experience in the pharmaceutical industry and management consulting,
specializing in servant leadership. We're gonna find out what that
(12:11):
is later on and the JEDI, which stands for Justice, Equity,
Diversity and Inclusion framework. He's been all over the world
globally and he has held leadership positions in the US,
Latin America, the Middle East, and Southeast Asia. I jokingly
(12:34):
said to him that I have been listening to him,
walking with him, exercising with him, and moving with him
for the last week, last couple of days, just really
getting a vibe for who he is. He has been
and seen on ABC, CBS, Fox, CNN, MSNBC, Yahoo, Finance,
(12:56):
and market watching. We're gonna be talking about business, says
and leadership. So oh, mar L Harris, welcome to the
Law Retraction Radio Network.
Speaker 5 (13:06):
Thank you so much for having me on this network
and looking forward to a phenomenal conversation with us today
with your audience as well.
Speaker 2 (13:17):
Well, you know Pam Parry referred to she's a pr person. Guys,
Pam sends me a lot of my clients. And this
is what Pam said about you. She said, he's one
of the smartest men I've ever met.
Speaker 6 (13:32):
And that is high praise.
Speaker 2 (13:34):
That's and after listening to you, you have such wisdom
and knowledge in the area of business. So let's just
start rocking and rolling. So kind of tell people, do
you feel like you've been You were called to this
from a child? How did you get into this, zib
Were you always interested in business and leadership? What does
(13:57):
that look like for listeners? I like to give us
a little backstory.
Speaker 5 (14:00):
Well, I do feel like I was called and most
of us are not called to leadership, but I do
feel in my case, I was called.
Speaker 6 (14:07):
To give you an example, when I was.
Speaker 5 (14:09):
Around seven years old in the summertime in Institute, West Virginia,
which is why I grew up for a little while
on Institute West Virginia. In the morning, everybody would show
up at my doorstep to find out the plan for
the day at seven.
Speaker 6 (14:22):
So from that moment on, I knew kind of that.
Speaker 5 (14:25):
Something was something was going on, and my mom was
observing me like, Okay, this kid is at a little
bit different. Around the same time, I started up my
first business at seven, which was so we lived in
a neighborhood that was like off of a golf course.
It wasn't like a fans neighborhood, but we just happened
to living next to a country club that had a
golf course, and so of course the golf balls would
(14:46):
end up in the backyards of all the houses that
were along the fence, and the dads were complaining about
had the golf balls going up in their lawnmowers and
breaking their law machines and all that kind of stuff.
And so I had an idea to get all the
boys in the neighborhood to gather all the golf balls
in the backyard we created a little stand, we jumped
over the fence, and we stole the golf balls back
to the golfers at a fraction of the cost, and
(15:07):
we financed our entire summer that way. And so that
was my first you know, entre in the business, finding
a need, finding a niche, gathering the troops, building a team,
and then going out there and monetizing it. So from
a very early age, I've had this bug around entrepreneurship,
around you know, ideation and turning ideas into reality, and
manifesting my ideas and turning them into tangible things in
(15:29):
the world.
Speaker 2 (15:30):
Amazing. And guys, if you're watching this, I asked Omar,
I said, what kind of what is that around your neck?
Explained to those who are watching what that is.
Speaker 5 (15:40):
So this is the wheel of intention. So basically it's
all branches of spokes. It's a wheel. So basically, what
we put out there right back to us. So what
I'm putting out to you hopefully will come back to
you and come back to me as well.
Speaker 6 (15:51):
I got you.
Speaker 2 (15:52):
So let's start with leadership. When I looked on your website,
the first thing I saw was our Martin Society can
no longer tolerate leaders and toxic leadership practices. So do
you feel like that leadership is in a crisis. What's
your take of leadership globally? What is leadership and what's
(16:14):
happening in that area right now.
Speaker 5 (16:17):
So the issue with leadership comes down to a couple
of things. It comes down to who's attracted into higher
positions of authority. It comes down to the composition of
who's an authority demographically, it comes down to a lack
of understanding of what engages people. Today, the global employment
engagement rate is fifteen percent according to Gallop. That's just terrible.
(16:39):
That means eighty five percent of people are not engaged
at work. So what are we doing? And it comes
down to actually the organizational hierarchy within which we're working.
So these four factors create an environment where toxicity pervades,
ego pervades, and we're getting away from the purpose of
(17:00):
of business and leadership, which is to perpetuate itself by
serving communities, serving customers, serving employees, and serving even the
environment and shareholders. And so leadership has to be more
than just profit.
Speaker 2 (17:14):
I got you. And so when we talk about leadership,
we're also talking about maybe somebody who is the president
of a local chamber of commerce or a president or
the leader of a sorority of fraternity, that they can
apply out the principles that you're going to share about today.
So what are people looking for in their leaders because
(17:38):
I know so many people since the pandemic their life.
I want to be hybrid. I don't want to go
back to the office, you know, and you know the
big resignation. What are people looking for that they're not
getting from leadership?
Speaker 5 (17:52):
Well, the thing that's interesting conferences that the status quo
of the top of the hierarchy has not changed. Eight
percent of CEOs and big corporations are still largely white men.
But the composition of the workforce is the most heterogeneous
it's ever been. More ethnicities, more nationalities, more genders, more
(18:12):
all these things happening than ever before. And so you
have a fundamental disconnect between these two groups of people.
And so and also, although hundreds of thousands, even millions
of leadership books have been published since two thousand talking
about this changing seas of what employees are looking for,
the people at the top of the house are not
responding and not reacting and not changing. What people want
(18:34):
is trust, stability, hope, and compassion. That's what they want
from leaders today. Trust it's basically someone they can work,
they believe what they're saying. They're credible and what they're saying,
they're reliable, and they're someone who connects personally with every
person that they work with. That's irrelevant to anybody who's
in a capacity of leadership. They want stability. So basically,
we're living in a world of volatility on certainty, complexity, and.
Speaker 6 (18:58):
Ambiguity, which call that VUKA.
Speaker 5 (19:01):
And and how do you create stability in that stormy seas?
Speaker 6 (19:04):
I like this.
Speaker 5 (19:04):
I like the statement of you know, uh, ship captains
are not created by calm seas, They're created by stormy seas.
So basically, now if you are a captain of a
ship who can guide us through instability, that creates even
more We need that because we're in a very unstable
environment right now. We require that compassion, somebody who sees
the human.
Speaker 6 (19:24):
Not just the role. People are not a number. They are,
they are they have.
Speaker 5 (19:27):
A lot of humanity behind them, and so we need
leaders who see the humanity in each person that they're
working with and lean into that humanity and extract the
unique talent and ability from the humanity that they're working with.
Speaker 6 (19:39):
And then we need.
Speaker 5 (19:40):
Hope, So you need to you need to tell us
that there's hope for a brighter future, that we're going
someplace that is better than the place that we're currently at,
and that we are we can build there, we can't
get there together. So if you can buy the four
things together, that's a very powerful ethos for modern leadership.
Speaker 2 (19:55):
And so do you believe that leadership. They don't see that,
they don't reckon that's dead, or they are just in
their own little bubble. Because when you share those four principles,
it sort of moved me and said, yeah, this is
what people are looking for globally.
Speaker 5 (20:14):
I think that changes hard constance and I think people
there's a statistic that as we get older, as we
get more successful, as we attain more power, we become
less self aware. And so you would think that the
most wealthy, you know, successful intelligent people in the world
would be the most self aware.
Speaker 6 (20:30):
Actually it's the opposite.
Speaker 5 (20:32):
There's some of the least self aware humans on ours
So they don't even know that there's this gap. They're
not even aware that they're impacting people in this way,
there's another concept called the leader's shadow. Would basically imagine
like a leader walking into a room or out of
a room in their shadow proceeding, and we're trailing behind them.
That shadow can be very cold for some people, or
it could be an enlightening shadow for people. So we
don't know our own shadow, We don't know our own
(20:54):
impact that we're having on people well, unless we're leading
with intentionality, which is why I have an intentional leadership practice,
which is why my company is called it ten Consulting.
Speaker 2 (21:02):
And so when you are doing executive coaching with these folks,
are they open? Are they? Are they shocked by what
sort of comes out of those sessions where they were
sort of oblivious, like, wow, I didn't know I had
to close door policy. Well, I didn't know I had
a cold vibration, right, are they?
Speaker 6 (21:21):
Well?
Speaker 5 (21:22):
The good thing for me conscious is I get to
pick my clients and I don't choose people like that
to work with. I choose people who are already elevated,
who are on the path going from good.
Speaker 6 (21:30):
To great, and that's why I want to work with that.
Speaker 5 (21:32):
And so we have to have a values alignment, a
character alignment, a moral alignment because I don't. I'm not
here to I'm not a therapist. I'm not here to
fix you know, your psychology or your trauma. I'm here
to elevate the practice of leadership and and make sure
that you when you step into the the the the
the position of leadership, you are radiating and manifesting better
(21:55):
outcomes for all of your employees and everyone you work with,
everybody you touch. If you're not about that, then your
problem and I could be a good client for me.
Speaker 2 (22:01):
I can tell you rather no nonsense, oh March, you know,
just straightened direct. And so what about femals? Are women
in leadership? Are? Are we more self aware? Are are?
What's up with that?
Speaker 5 (22:18):
So I'm very proud of the fact that my leadership
practice is really concentrated toward women of color, and most
of my clients are women of color actually globally around
the world.
Speaker 6 (22:28):
And so really, you know, I'm offering the end to
the gang, or the gang to the gin.
Speaker 5 (22:32):
I'm helping them see the other side of what's happening
in these closed door meetings and helping them plan and
strategize and getting I want as many women to be
at the top of companies as possible, because I think
we've had whatever it is corporate wise, you know, one
hundred and twenty five, two hundred years of male based leadership.
Speaker 6 (22:48):
We need to try something different.
Speaker 5 (22:49):
You see what that Let us do we eat more
female people and women leaders. We know what male leadership
gets us. We've seen that, right, so we need to
see a difference. And I think that having more women
in the c suite, women with the keys to the
to the to the controls of the vehicles, will will
will improve everything because you know, women leaders are more
empathetic naturally, they do have more compassion usually for their
(23:13):
for their for the people everyone around them. They are,
you know, they have that capacity for creating hope and
stability because women are the stabilizers, right, That's that's one
of the things.
Speaker 6 (23:23):
And so I really believe in that.
Speaker 5 (23:25):
I I put that out into the universe and and
I really you know, I'm looking to support any woman
leaders who who hears a values alignment with me and
is looking to elevate.
Speaker 2 (23:36):
What's your take on that the old paradigm of that
masculine energy isn't working anymore versus the feminine energy in
the workplace, which is more intuitive, compassionate, creative. What's your
take on that?
Speaker 5 (23:54):
And I think there's a conformity that happens because of
the hierarchy. So no matter what bringing the higher up
you go in an organization, this uniqueness gets gets squeezed
out of you.
Speaker 2 (24:07):
Wow.
Speaker 5 (24:07):
And so doesn't matter whether you're bringing feminine energy or
bringing math clint energy. What happens is the high ego
energy at the top of these of these hierarchies will
force you into a toxic behavior pattern because that's the
You're dealing with a lot of sociopaths at this level
of organization, of this level of leadership, people who have
lost their compassion, they've lost their empathy, and they literally
(24:30):
don't see humans anymore. And so when you're a human
trying to trying to ascend them to these these levels,
probably these large corporations, you have to hold on to
your humanity. You have to decide how much you're willing
what's the cost for you to achieve these levels, because
there is a cost that comes with becoming a VP
senior vice president, president, CEO of these these large companies. Now,
(24:53):
or you can do what I've done with you to say, listen,
I went up there, I saw what was up there.
I know what it is, and let me just help
build better for the future. Because there are some Sophie
choices that come with ascending into leadership around you know,
can you maintain your humanity?
Speaker 6 (25:11):
Can you maintain your soul and still do this work?
Speaker 2 (25:15):
So what was it like for you being quote unquote
up there? How were you able to maintain your soul,
your humanity in the midst of being in that structure?
Speaker 5 (25:25):
Because I know my purpose, constance, I know what I'm
here to do. I'm here for the people. I am
about the people, and I made that decision a long
time ago, and so I made a decision. I've been
leading teams since two thousand and six, so almost nineteen
years leading organizations and teams. And when I got my chance,
when they handed me the keys to a small organization,
I knew I was people first.
Speaker 6 (25:46):
I knew I was talent first.
Speaker 5 (25:48):
I knew I was going to lean into the uniqueness
of every human being working with me and try to
extract the maximum potential out of those human beings. And
were that was going to be. I was going to
live or die with that, live or die with the humans.
You know that I was working with and that was
That's what my strategy my entire career. That's why I
write the books that I write, It's why I do
the work that I do because I'm human first, and
(26:11):
I believe that that this is the way to break
that paradigm.
Speaker 6 (26:16):
I wanted to prove in my career.
Speaker 5 (26:17):
My hypothesis of my career was you can achieve vice
present level of success, free level success without selling your soul.
Speaker 6 (26:25):
And I've demonstrated that.
Speaker 5 (26:26):
I've demonstrated that anyone who's ever worked with me, work
for me, worked alongside me, knows how I bring humanity
to the work that I've done.
Speaker 2 (26:34):
I can feel it. So explain to listeners what is
I know? I think I know what is servants' leadership?
What does that servant leadership? What that look and feel like?
Speaker 5 (26:47):
Servant leaderships? We're talking about this hierarchy, right, this pyramid, right,
this is the pyramid. So in the traditional hierarchy pyramid,
what happens you have you have a few people at
the top who get all the resources and get all
the money, and get all the accolade aids, and you
have with work demands, commands going down into the bottom,
the front line people in the organization. That's a traditional
(27:07):
business hierarchy. What service leadership is. It inverts the hierarchy.
So we have a diamond or a upside down pyramid
in which the most important people in the organization are
the front liners, and the people at the top, the
previous top of the organization exist to serve and support
them because they are closest. They are closest to the customer.
(27:30):
So you have to serve the port people who create
the actual value for the organization. The one thing I
hate to say is that people in the c suite
don't generate any revenue. It's the people in the front
line who generate the revenue. The people who are making
the sales, many people are making the calls, the people
who are delivering customer service. That's who's generating the revenue
and keeping the lights on in your corporation. So when
(27:52):
we exist to serve and support them, we reorient this hierarchy,
We get ego out of the picture, and then we
can really see what the purpose of leadership is.
Speaker 2 (28:01):
So so would you say that it is only when
people in the c suite see deal with Oh man,
I got I got an ego? Here do they are they?
Are they awaken? Are they open to checking out their
ego and seeing how it is impacting the business. What's
your take on that?
Speaker 5 (28:20):
Yeah, I've been doing a workshop now with what leadership
teams around ego self assessment and helping to see how
their ego is showing up on a data day way
and surprising and surprising ways. The ego shows up in
surprising ways, for example, being defensive to feedback, that's ego. Yeah,
(28:41):
ask somebody for feedback. If I were to ask you
concerts for feedback and you give me feedback and say,
ohmor I don't.
Speaker 6 (28:47):
Like your chain.
Speaker 5 (28:48):
If I become defensive and try to defend myself about
my chain, then I that's my ego. I'm not receiving
the information or the intention you're trying to give me.
My job is to hear you out and listen and say,
you know what that's valid trying to say. You're trying
to help me out, and I can take what I
want from what you're saying. But if I'm defensive and
I immediately fight you on feedback, that's the ego speaking.
That's not you know, that's not the higher self.
Speaker 2 (29:11):
So one of your books is four Keys in Leading Chain.
Did you talk about that already? Kind of okay, tell
people just what would that look like? No, if they're
a president of a local chamber or organization, what would
that look like and what are those four keys?
Speaker 6 (29:31):
Right?
Speaker 5 (29:31):
So we talked about, you know, this environment of ambiguity,
this environment of complexity that we're dealing with, uncertainty, the
instability is happening around all of us, and it is
a it is a It is really interesting to me
conscious that this is not something that people have to
go through like lead learning how to manage change as
you go up higher and an organization, we don't learn this.
Speaker 6 (29:52):
You go, you go through the rotation. You learn it
by doing.
Speaker 5 (29:54):
But there's nobody like actually teaching, like ahead of time
how to get ahead of this this environment change. That's
why I wrote the book because I found in my
studies and my research and working with my clients around
the world and my own personal experience that there are
four things that we need to diagnose for us to
be effective change leaders.
Speaker 6 (30:13):
And one of them the first one is context.
Speaker 5 (30:15):
So volatility, uncertainty, complexity, and ambiguity are not the same thing,
first of all, So volatility is one thing. So what
is the environment that we're in, what's the context for
this change? What is it introducing into our world? So
right now, for example, let's talk about the recent presidential election,
Well not so recent, it feels like, you know, ten
years ago, but let's talk about that. So that introduced
(30:39):
extreme volatility and ambiguity into our environment. So if you're
working in a company now you have to deal with
that's a change that introduced volatility, tariffs, prices, just don't
know what's going to happen, ambiguity can you cannot predict
what's going to happen next.
Speaker 6 (30:55):
So if I'm in that environment, there are specific strategies that.
Speaker 5 (30:58):
I need to utilize. And of volatile or ambiguous environment,
you don't. You want to use the right tool for
the right environment. But understanding your context, uh is very
is very key. The next area is you need to
understand the level of optimism in your organization because you
have as a leader. As a leader, we can't be
(31:20):
skeptical or pessimists that we're leading change. We have to
be optimistic and we have to create what hope. We
have to create hope and so we have to be
more optimistic, and we have to identify the optimists in
our environment and leverage that optimism to help us power
through the change. Right, that's the second element of leading change.
Then there's construction, So there are there are uh known platforms, programs,
(31:45):
methodologies you can learn that allow you to actually construct
a change effectively. There's uh there's John Carter's eight Steps
of Leading Change. There's there's a lot of different agile change.
There's a lot of different methodologies and pers you can
lean into so you don't have to reinvent the work
wheel when it comes to constructing your change initiative and
how you're going to approach this change. And lastly, it's culture.
(32:09):
It has to be inside of your culture. You have
to build a resilient culture. You build a resilient culture
by those four elements I told you earlier, which is
being a trusted leader, being compassionate, building help, and providing stability.
And so you create a culture where we can go
through these we can not only throat survive change and transformation,
(32:30):
but we can thrive and capitalize on change and transformation.
Speaker 2 (32:35):
So you said something about optimism, can you how do
you how do you really measure optimism?
Speaker 5 (32:42):
Within a company, Well you can you can set I
asked it. I asked the direct question. When I'm with
my teams and with my lead, I do assessments around
around optimism, around how around outlook and around how you
see the environment, and so it's very easy to detect
where people are when the most controversial section of any
of my workshop is that question about optimists, skeptic or pessimists,
(33:05):
because people want to feel justified in their skepticism and pessivism,
especially in this world where what is truth right?
Speaker 6 (33:13):
What is the truth?
Speaker 4 (33:14):
Like?
Speaker 6 (33:14):
How to is there a truth?
Speaker 5 (33:15):
And so you know, I get, I get the skeptics
and the pessimists. The point I make is, hey, listen, everyone,
you can be as skeptical as pessimistic as you.
Speaker 6 (33:22):
Like, but you're not going to survive change with that mindset.
Speaker 2 (33:26):
I love that. So would you say, Omar that I'm
a baby boomer, that baby boomers perceived leadership a lot different.
That's you're saying than millennius. Is that?
Speaker 6 (33:37):
Oh yeah, for sure, for sure?
Speaker 5 (33:39):
And that's one of the things that's one of the
dynamics I was saying earlier, when I was saying that
the top of the house hasn't changed by the bottom
of the people coming in are very very different.
Speaker 6 (33:46):
So that's really it's generational.
Speaker 5 (33:48):
We're talking about boomers and zoomers in the same workplace, right,
and and you know, even gen exit, which I'm a
part our, our orientation towards work was very different, right.
The reason why we went to work, the reason why
we chose a career, what we were looking for from
our career, what we were trying to achieve out of
(34:09):
a career, very very different than what the generative people
coming in today. You know, nobody cared about purpose. Purpose
statements and vision statements didn't even exist in nineteen eighty.
No one was talking about purpose in the eighties or nineties.
That's a novel concept. But now the younger generations they
expect purpose, they expect vision. They expect you to provide
(34:32):
hope and a destination and build something bigger than us.
And so if you can't provide that as a leader,
if you didn't learn those skills and tools along the
journey because you come from a different generation, you're going
to find that disconnect. You might be a really great
operator of a business, but you might not be a
visionary leader that we need today, and so that's where
(34:53):
you have to shore up your shore up the term
applin out what your own true north is?
Speaker 6 (34:57):
Why are you doing this? What's your wife? For readership?
And then you can pour that into other people.
Speaker 2 (35:03):
What what do people say when they hear you? When
they hear I mean, because I'm just listening and I'm
not even in the C suite, It's powerful, It's it's empowerment,
is like, wow, this is what companies need. Is that
what your experience has been?
Speaker 5 (35:22):
Well, I mean, you know, God, all glory to God.
You know constance. My business is one hundred percent word
of mouth, referral. I do no business development, and so
people hear me and they pass on the word. And
so I've been very blessed to build a business off
of referral. And people want me in these rooms, they
want me to have these conversations. I'm very frank, I'm
very direct. As you can see. I don't I call
state a spade. I'm not gonna let you hide behind
(35:44):
you know, uh, these norms that are not serving you.
I'm gonna make you uncomfortable. You're gonna have to shift
when you hear me, You're gonna have to shift. When
you deal with me, there is no standing up, there
is no standing in place when you're when you're dealing
with me.
Speaker 6 (35:56):
And that's that's my gift, and that's that's what I bring.
Speaker 2 (35:59):
That's why I said to behave myself today, you know,
on this car, so we know there's an elephant in
the room. You know everything that's happening with d I
and and I know you have talk some powerful info
with Jedi, talked to listeners about what should people do?
What should we be thinking or feeling? What about people
(36:23):
who had major contracts and they no longer have that?
How are how is leadership dealing you know with all
of those shifts and changes, which is major.
Speaker 5 (36:35):
First of all, I have I have significant and tremendous
empathy for all of us working in the space.
Speaker 6 (36:40):
I mean tremendous. This has been a it's like whiplash.
Speaker 5 (36:43):
We shall be we shall be walking around with neck
braces are right now because it's it's a it's we
should we should have seen it coming because the sign,
the writing was on the wall. But so many people,
you know, once again, you know, don't necessarily plan for
I practice what I call productive paranoid.
Speaker 6 (37:00):
So I always figured.
Speaker 5 (37:03):
I always think about the thing that could take my
livelihood away, and I plan for that failure and plan
to mitigate that. And so for me, I always have
strategies to pivot. This month, I'm on Speakers magazine cover
talking about the power of the pivot. And really what
we're talking about is I pivoted out of the traditional
(37:26):
kind of DEI space in twenty twenty three. So I
got ahead of this a year and a half before
we really started feeling these effects because I saw the
writing on the wall as it related to the backlash
that was coming from the way that we were approaching DEI.
And here's the issue is the way that we were
(37:47):
approaching DEI was from an antagonistic frame point and from
a fighting frame point. And you know, what's your mom
tell you catch more flies?
Speaker 6 (37:59):
But what honey, honey?
Speaker 5 (38:01):
Then with vinegar right, And so in my book, The
GEDL Leader's Playbook, I talk about a concept of karate
versus judo, and so karate is a martial artist all
about hand.
Speaker 6 (38:11):
To hand combat.
Speaker 5 (38:11):
We've been doing hand to hand combat and in these
corporate and governmental and educational space we're fighting for every
inch right.
Speaker 6 (38:18):
But when you fight hand to hand.
Speaker 5 (38:20):
What happens, You hit and they hit you back, right,
That's the nature of hand to hand combat.
Speaker 6 (38:24):
That's karate.
Speaker 5 (38:26):
Judo is about taking your opponents inertia and using it
against them. And so they're coming at you and you
use it against them, right. And so judo is a
far more effective strategy for Jedi work than karate is
because with judo you find out where the momentum is
in the organization and you and you link justice, equity, diversity,
(38:47):
inclusion work to that momentum. You catch a ride on
the train of momentum in the organization. It's already and moving,
it's already flowed.
Speaker 6 (38:57):
You're going with where the energy is. You're going where
the inertia is.
Speaker 5 (39:00):
And for those practitioners who are able to see that,
I was talking to one of my dear friends, Julie
Williams yesterday about this. Her business is thriving, and so
a lot a lot of people's businesses are thriving who
kind of didn't put their eggs in the basket of
you know, anti you know, bias training or the erg
(39:23):
basket or the you know, those kinds of baskets which
would listen, nothing wrong with that work. But you know,
we're talking about how do we we we have to
make sure that we we implement programs and strategies that
stick and we and we have tangible outcomes that lead
to business performance. And so that's where we have to,
you know, make sure we were doing that work and
(39:43):
still doing that work.
Speaker 2 (39:45):
What do you feel like you were able to with
your forward think and see what was happening?
Speaker 5 (39:52):
Because I've led global transformation for companies that are still
gonna have seventy five thousand employees, and I know how
it works from the inside. So that's why I call
the book the Insider's Guide, the Insider's Guide. So you know,
because a lot of people who came into the corporate
space during George Floyd and I'm on Arbury and everybody
what they were outsiders to corporate They came from academia,
(40:14):
they came from consultancies, they came from different spaces. They
didn't they didn't come from inside that environment, and they
encountered tremendous resistance because you have to know the way
before you show the way right. You have to know
the ropes to skip and roast to know. I learned
that when I was in college at FAM, you know
the ropes to skip and the ropes to know, and
(40:35):
so I know the ropes to skip and ropes to know,
which gives me a leg up because I come from
the inside and that that's really my core advantage is
is how to actually navigate these spaces. How to actually
gain senior leadership support for your initiatives, how to use
Jedi my tricks to make it them think it's their idea,
(40:57):
and really get gain momentum and build momentum organizationally behind transformation,
how to lead change.
Speaker 6 (41:04):
So everything that I do has been leading to this.
Speaker 2 (41:08):
So you could really help all of these folks who
have lost their contracts, who are no longer serving in
capacities that they have possibly for decades. Yes, there's a
space there.
Speaker 6 (41:24):
You want to pivot. Talk to me. I can help
you with the pivot.
Speaker 2 (41:27):
Okay, talk a little bit more about pivoting. I think
in our lives and how do we know it's time
to pivot.
Speaker 5 (41:35):
I'll give you an example of a very import pivot
that I made Constance, which was, you know, so twenty twenty,
I was working as a general manager vpdntal manager for
a farmer company in Brazil. I've been down there for
two years, and you know, this is pre pandemic. My
mother was was you know, I lived near Charlotte, North Carolina.
My mother was was suffering from stage four cancer and
(41:56):
all her last legs. And you know, I made a
decision that if an opportunity that I was looking for
in the organization was not offered to me, that I
was going to leave the organization and I was going
to start my own thing. And I stood firm on
that ground when when it didn't go the way that
I wanted to, when it didn't go to the way
that it that you know, it could have gone, and
(42:18):
I pivoted out of corporate after twenty something year career
and into what I'm doing today because I knew that
I was ready. It was time and I needed to
give back all the years of experience that I had
acquired and accumulated living all over the world and doing
this work. And it's really about listening to and trusting
(42:39):
that inner voice. You know, I looked at the previous
previous podcasts Grouse I listened to. Talked a lot about journaling,
talked a lot about intention, talked a lot about manifesting,
talked a lot about listening to this that that quiet voice.
Speaker 6 (42:51):
You know, your previous guest you talked about Kerry Nelson.
Speaker 5 (42:55):
She said, she said, the next man that I meet,
that's that's gonna be God's man for me, you know,
And listening to that voice and trusting that instinct and
going with that. And so I think pivoting sometimes we
want to be rational, but pivoting.
Speaker 6 (43:10):
Is head hard and guts.
Speaker 2 (43:12):
Oh love that.
Speaker 5 (43:13):
It has to align your head, what's in your head,
what's in your heart, or what's in your gut. When
those fivorite things aligned, you know that it's time to pivot.
Speaker 2 (43:21):
So what about somebody who's listening or watching this and
they know that it's time to pivot, you know. But
the fear, the uncertainty impact that. How do people move
through that? And did you have any fear? You probably
didn't know in you. You just probably said I'm up
out of here now. I made the decision. I was intentional,
(43:41):
I'm going. So how would you walk people through fear,
uncertainty and just the unknown.
Speaker 6 (43:49):
Well, fear is a terrible basis for decision making.
Speaker 2 (43:52):
Oh that's good.
Speaker 6 (43:53):
Because fear is not real.
Speaker 3 (43:56):
Mhm.
Speaker 5 (43:58):
You know so I like this line quote, Uh, fear
is not real. Fear, danger is real. Fear is a choice.
Speaker 2 (44:07):
Whoa, that's mike drop Wow.
Speaker 5 (44:12):
So you're not in danger. Danger is life or death,
right danger? So don't don't conflate fear with danger. So,
and you can take the fear out of it by
planning and strategizing and praying and planning. So build a plan.
(44:33):
If you're if you're if you're scared, build a plan.
Ask yourself the hardest questions. What if? What if that okay?
How am I gonna generate this to my revenue?
Speaker 6 (44:42):
What if? What if you know this client, you know
my number one client goes away? What if?
Speaker 5 (44:47):
Ask yourself the questions, these hard questions, and then come
up with answer for those hard questions in advance, in advance,
so you you take the fear out of it.
Speaker 6 (44:56):
Plan. When you have a plan, you have a lot
less fear. Mm hmm.
Speaker 5 (45:00):
So build a plan, build a solid plan, and then
execute and work the plan. And as you're going to
the plan, be agile and and pivot with the within
the elements of the plan. You know, as you learn,
as you gain information, adapt with that information, and keep
going forward every day every day is a day. You know,
(45:21):
you get twenty four more hours to do it, and
just don't let yourself get caught up in that fear
or that anxiety, or that that kind of thinking. For
some people, fear an anxiety propel them into these spaces.
But the cost of that is what ulcers, stomach cancer,
or health.
Speaker 6 (45:42):
It's not worth it.
Speaker 5 (45:43):
Build a plan, get help, get support, build a network,
and then go for it.
Speaker 2 (45:50):
I'll agree with that. And so what would you say
to people who are in a leadership position? How can
they begin to really tap into being an effective leader?
Somebody who's who practices servant leadership? Can they do that?
(46:12):
If they are part of this hierarchy? How can they
be What would be some simple things that they could
do to begin to practice more effective leadership?
Speaker 5 (46:23):
So I would say a couple of things. The first
thing is question your reason for leadership? Why it's it
about me or is it about we?
Speaker 6 (46:32):
So? Are you in a leadership capacity for yourself? Are
you looking at your role, your title, your benefits, your
how much does that occupy your mental space versus the
we of it all? Like? Who am I?
Speaker 5 (46:44):
Who are we developing? Who are our talents? What do
we need to do to succeed. How do we show
up in the world. When you go from me to we,
you begin to produce that self orientation which will allow
you to show up very differently on a day to
day basis. Right, So I think that's the first That's
the really first thing you need to do. The second
(47:05):
thing is you need to find something bigger than yourself
to be doing it. What is your why? What's your
north star? So in my coaching sessions, I will help
you find your north star. I will help you find
your why so that you can apply that to your work.
It hasn't bigger than money, the house, the car, the
material stuff.
Speaker 6 (47:24):
You were put here for a purpose.
Speaker 5 (47:25):
Bigger than accumulation of things. Yeah, and so once you
understand that and lean into that, then you become a
much more powerful and magnetic force within these organizations. People
will become attracted to you, and then you can do
the work that you need to do.
Speaker 2 (47:40):
So I'm sure people fear your vibe, they feel your passion,
and you know, I'm talking to business folk now. And
because you're doing what you love, probably people are attracted
to your gift, to your you know, just your generosity,
your passion. Is that true?
Speaker 6 (48:02):
I would like to think so, Constance, I hope.
Speaker 5 (48:04):
So you know I'm trying to trying to elevate or
trying to operate out of frequency of love. You said
this on the previous podcast. You know that love is
the highest frequency, and I love that I wrote that down,
and so I'm trying to vibrate with that frequency at
all time. You know, I pour so much into everybody
(48:25):
and everything that I do, I pour into and because
I pour into, I get I get right back. That's
what this is about. What I pour into, I get back,
and so I don't have to worry about you know,
I operate in the world with a very abundant mindset.
I don't operate with a scarcity mindset. And when you
have an abundant mindset, you know that the next thing
(48:45):
is coming, It's coming, It's guaranteed.
Speaker 2 (48:49):
So did I hear you say you didn't have a
marketing strategy? Uh? Did I hear that incorrectly?
Speaker 6 (48:59):
That I had a big plan? I said, I don't
do business development.
Speaker 5 (49:03):
I said, I do everything I do with referral based
So basically I don't do any selling.
Speaker 6 (49:08):
That's what I'm saying. Like some people out here selling.
Speaker 5 (49:10):
They're pushing their product, pushing the thing I don't sell,
I deliver, and then people want me to do that
for more people.
Speaker 6 (49:18):
And that's basically been a very big blessing in my life.
Speaker 2 (49:22):
So lastly, anything else you want to share about leadership
that the spirit has downloaded to you. You know you
have the solutions though, you the answer to some corporation prayer,
some sea suite. You know I'm telling the truth, right, yes, ma'am,
some C suite, some person in the C suite they
praying now with their door closed, and I feel for them,
(49:46):
many of them, many times. You know, the isolation of
it all.
Speaker 6 (49:49):
It's a lonely It is a lonely, lonely occupation. Leadership
is it?
Speaker 5 (49:54):
You know? First of all, you have the whole things,
get the whole some terrible things. You get to hold
the fact that people going to be let go and
you have to sleep at night know, and people are
losing their lives because business. There's a cruelty to business.
There is a cold calculation to business around the numbers
of it all, right, the dollars and sense of it all,
and that creates it can create a callousness and you
(50:15):
can't allow you cannot allow yourself to fall.
Speaker 6 (50:18):
Into that callousness. You can't.
Speaker 5 (50:20):
You have to maintain and your humanity at all costs.
That is, you know, that's going to keep you from
being replaced by the robots when they come, When AI comes,
the people who are the most human are going to
survive and thrive in that environment.
Speaker 6 (50:34):
But one thing I want to leave with the audiences.
Speaker 5 (50:36):
I've just published a book called Hire the Right Whom
How to build high performing teams with work ethic, part
optimism and maturity. It's my own model. I've been building
this for ten years. And if you are working for
an organization with with ten to five hundred employees, you
know that every single person you bring into the organization counts.
(50:59):
The call of a bad hire is upwards of seventeen
thousand dollars. You have to get rid of people, and
that can be a really big cost if you're operating
in a small to medium sized business.
Speaker 6 (51:10):
We can't afford these things. So I built a tool
which is.
Speaker 5 (51:13):
A psychometric assessment plus a interview, a behavioral interview suite
that if you apply this you will reduce bad hires
by upwards of fifty percent and you will begin bringing
in what I call high character individuals into your organization.
You can assess your own character as well by taking
these psychometric assessment. So if you get the book Hire
(51:35):
the Right Hoom, which is available now on pre order
on Amazon dot com Omar L. Harris, you can begin
taking that character based journey today. Because what I want
to do is I want to reset the quality of
the ingredients in corporations, person by person.
Speaker 6 (51:54):
Via this methodology.
Speaker 5 (51:56):
Via this methodology, I want to bring character into the equation.
Too often we hire for skills and fire for behavior
and character. So let's funckwag character. Let's bring in high
character individuals. In that way, we are a long way
towards the desire to create high performing teams. We're almost
half the way there by just the ingredients, the natural
(52:17):
people we bring in to the organization so powerful.
Speaker 2 (52:21):
So, guys, I want you to go to his website.
Where did they get that book?
Speaker 5 (52:27):
So Omar Lharris dot com pre order You can get
there Amazon dot com Omar L.
Speaker 6 (52:34):
Harris.
Speaker 5 (52:34):
If you follow me, please follow me on LinkedIn. Everybody
listening Omar L.
Speaker 6 (52:39):
Harris.
Speaker 5 (52:39):
I want you in the community. I want to be
a part of your community. Let's chop it up, let's talk,
let's build. Let's let's build this community together. And yes,
please find me there.
Speaker 2 (52:48):
Are you on any other social media platforms.
Speaker 6 (52:51):
Instagram omar L dot.
Speaker 5 (52:53):
Harris and blue Sky Omar L Harris as well Facebook
Omar L Harris.
Speaker 2 (53:00):
Okay, I'm gonna follow you. So guys, go to his website.
Get that book. If you're in leadership anywhere in the world, Australia, Europe, Africa,
I'm talking to you. All of you guys who listen
to me. You see the caliber and the character of
this man. You see the spirit of who he is.
(53:20):
You see the excellence in which he operates. I want
you to get that book. I want you to follow
him online, and if you're in that C suite or
if you're in upper management, email him, contact him and
let him invite him to your organization. Have a conversation
with him. Y'all do a zoom call and he will
(53:41):
certainly be a solution for the organization that you are
a part of. And I jokingly said, the people in
the C suite are praying for you, but I'm quite
serious when I say that, Oh Mar, you are an
answer to some executives prayer. And you already know.
Speaker 6 (54:01):
That, and and and and.
Speaker 2 (54:04):
You carry the solutions and the insight and the you
have the wisdom of the spirit to really shift and
change things globally.
Speaker 5 (54:15):
And it's an honor, no honors, all my honors, all mine,
to to.
Speaker 2 (54:21):
Have interviewed you. So guys, go to his website, follow him.
Let's let's make this go global. Share this with one
person that you know that's in business. Uh, somebody that
you know that you work with professionally. Uh, your friend,
your co worker, your partner, your husband, your wife, your spouse.
(54:42):
Don't share it with your dog. But but but everybody else,
share it with them because we really want to get
this word out. This is the work of God. If
I'm gonna break it out the way down, this ain't
nothing but the spirit moving. This is God moving, uh,
just professionally and in business. So it's been an honor.
(55:04):
You're very powerful. So everybody, as I say, every with
you of the creator, editor, scriptwriter, the dot gom producer
of your own day, of your own life, of your
own thinking. So make a decision to create a wonderful day.
Speaker 1 (55:21):
Thank you for listening to think, believe, and manifest Constance
Arnold will be back next week with another great show
just for you. For more information, please visit Fulfilling Youourpurpose
dot com
You're listening to the Law of Attraction Radio Network. International
success coach and noted author Constance Arnold delivers life changing
strategies through her own spiritual practices as well as with
best selling authors and experts that she interviews. Fink Believe
In Manifest is specially designed to empower your mind and
(00:20):
words to work for you and to bring about a
life you've been dreaming of. And now here's Constance Arnold.
Speaker 2 (00:30):
Well, Hello, power with a manifestor, and welcome to the
Law of Attraction Radio Network. And of course I am
Constance arn a host of the Think Believe In Manifest
talk show. I am so excited, so grateful, and so
thankful that you made a decision to tune in today.
And you know, as I say every week, if you
(00:51):
are listening to this show, God has something waiting for you.
So even before you hear it, everything that is gonna
go down and what's gonna be shared in the show,
I want you to get excited, become thankful, get in
a vibration of expectancy and thanksgiving, and be open to
(01:17):
receive the miraculous. Well, good morning, good afternoon, good evening,
whatever time you are listening, it is certainly the right time. Well,
it is a hot, rainy day here in the atl
We have had moments of just really cool breathes, and
(01:39):
you can kind of tell that fall or autumn is
just seeping in just a little bit, and I'm so
excited about it. Well, we're gonna get to my very
special guests. I'm gonna read something from a couple of listeners,
but my very special guests is mister Omar L. Harris. Guys,
(02:03):
this guy is so brilliant. He's gonna talk to you
about how to pivot in your personal life, in your career,
in your business, and serving leadership. And he's going to
give us some insight into if you're in any kind
of leadership position that includes your own personal life, what
(02:25):
are some things that you can do. He's been on MSNBC, CNN, Fox, Yahoo, Finance,
you name it. He's been there, and now you're going
to be blessed. Well, follow me on social media. You know,
just this week one of my clients said, I just
start following you. I'm like, how could you just start
(02:46):
following me? And every week I say, follow me on
TikTok and on Instagram. That's at law of attraction. Constants
on YouTube that's Constance Earl and that old Facebook is
coach with Constance. Every week I upload at least two
(03:06):
usually on TikTok and Instagram. It might be three or
four three or four reels, three or four two to
three minutes, sometimes a little bit longer videos just in
all areas. So check me out and follow anything else
I want to share. I want to read from my
(03:28):
from listeners. I've been receiving your emails, and this is
what I'm receiving from folks. See if you can identify
with any of these. I'm sort of receiving emails about
how you're feeling in like four different areas. One area
is always in the financial area, where people the channels
(03:50):
that they once knew. I'm gonna teach you on this
next week. What do you do when the brook drives up? Well,
you've always had channels of financial asperity, and those channels
are no longer there. And what has happened is people
are looking at their channel as their source. That's the
whole nother show. Or you've been working in the you
(04:14):
were working in the position for decades and then you
no longer are working that. Maybe you were downside you
were forced to retire or they didn't need your services
any longer. Can you imagine how people feel when they've
been serving at a place for twenty years, for decades,
(04:35):
I mean, just your ritual alone. On some level, y'all,
it's small trauma. They're asking what do I do now?
Who's going to hire me at this age? Where's my
money going to come from? What's my new career? And
so these people are feeling scared. What else anxiety? Maybe hopelessness,
(04:59):
uncertain taste, sad. Who am I now? What am I
going to do? That's one area where I'm receiving a
lot of emails. Okay, Constance, give me some help. That's
what I'm gonna do. Another area is oh or if
you're an entrepreneur and you want to go to the
next level, you already know things are shifted and shift
(05:20):
shifting and changing, and you got big ideas, but you
don't know how to execute them. The next area is
in relationship. These are the dominant areas where I really
receive questions. So maybe you're a baby boomer. Now your
whole life, you've given your life to your children. Who
(05:41):
are you now? Or possibly you've been in there you
were in a relationship for decades and either through divorce, death,
or you guys broke up. Who are you now? Who
are you without this relationship? How do you feel? Law broken?
(06:02):
Am I too old to even attract somebody else? I
could go into some more details, but y'all we all grown.
You know what I'm talking about. And so then the
last one is, you know, I just I feel like
I'm just going through life. I get up every day constance,
and I know I'm supposed to be happy. I'm just
(06:24):
going through the motions. I want to live a passionate
and an exciting life. So these are the dominant emails
that I get, and I just wanted to say that
help is on the way. I am here to help
and to serve you. You guys know that I am a
certified dream coach for twenty years, and you know with
(06:46):
that whole dream coach approach, I'm really going to help
you get clear about what you want. I call it
identifying your your blind sparks, or your stuff. I'm going
to help you to create a plan that aligns with
(07:06):
who you are, where you are, etc. I'm gonna help
you really accelerate your growth, gonna support you in transition. Y'all.
We need support, period. But when you're going through a
transition about money, when you're going through a transition about relationships,
about a career, about I'm just sort of numb going
(07:29):
through life. You know, we all need support, and I'm
gonna help you really break it down in small measurable steps.
I find that when people just feel overwhelmed. A lot
of folk already feeling overwhelmed, well, when people feel like, oh,
that's too much for you. But we're gonna break it
down in small measurable steps to take you from where
(07:53):
you are to where you desire to be. Y'all know,
I have coached ten thousand clock it's currently coaching clients
on six continents. And if you're ready for change, let's
do a twenty minute discovery call. And the good thing
about the Dream process is that it was formulated by
(08:15):
Marshall Wheder. She was on OPRAH three or four times.
She now lives in Europe. I got my certification from her.
It's a process, and you've heard me say success leaves clues.
So we're going to go through a proven process to
get you from where you are to where you desire
(08:38):
to be. So if you're ready for change, you're ready
to invest in yourself. You've heard all of my clients,
I mean just over the last three or four weeks,
you've heard them. And God has really given me the power,
the anointing and just the insight to really move people
(09:00):
from where they are to where they desire to be.
And I'm gonna say, your next level starts here and now,
so email me Constance at Fulfilling youorpurpose dot com. It's
gonna be for twenty minutes. I'm just gonna be listing.
I'm gonna say, hey, I'm Constance. Nice, nice to meet
(09:21):
you in person. Now tell me who you are and
what you want. It's no strings of check patch. I'm
not gonna try to sell you anything. And you know,
as the kids say, if you know, you know, all
right it. But let's get ready for oh mar email
me at Constance at fulfilling your Purpose dot com. If
(09:43):
you're really ready to go to your next level. Let's
take a deep breath, then let it out. We know
breath means what spirit. Take a deep breath, then let
it out one more time. We're open to receive. Take
a deep bread then let it out I'm going to
(10:06):
be right back after these quick commerciales, so stay tuned.
Speaker 3 (10:08):
Everybody observe anyone at the top of their game, and
the results will be the same. They've all had valuable
guidance and direction from a coach. If you are ready
to manifest your wildest dreams, you can experience my thirty
years of serving over ten thousand clients as a professional counselor,
Law of Attraction and certified dream coach. I merge spirituality,
(10:31):
law of attraction, and practical principles and strategies to help
you manifest your dreams. For more information, visit Fulfilling your
Purpose dot com.
Speaker 4 (10:41):
Are you ready to wile participants at your next organizational event?
Constance Arnold is an unforgettable keynote and keynote plus speaker.
Constance will capture your audience and share informative and entertaining
messages that align with your vision. Her number one goal
is to empower and motivate audiences to take action. Contact
her at www. DoD Fulfillingourpurpose dot com.
Speaker 2 (11:05):
Well, everybody, I'm back and I'm so excited about my show.
If you're an entrepreneur, if you in business, if you're
in leadership, if you want to become a leader. We
have a bowler in the house today. Everybody, you know,
the Bible talks about give honor to whom honor is due.
(11:25):
And I want to introduce my very special guest, mister
Omar L. Harris is an American business leader, executive coach,
and best selling author. He is Arthur the Toll of
eight Books by the Way, a known for his innovative
approaches to leadership and organization culture. He is the founder
(11:47):
and managing partner of Intent Consulting, a firm dedicated to
fostering high performance and inclusive workplaces. Omar has had over
two decades of experience in the pharmaceutical industry and management consulting,
specializing in servant leadership. We're gonna find out what that
(12:11):
is later on and the JEDI, which stands for Justice, Equity,
Diversity and Inclusion framework. He's been all over the world
globally and he has held leadership positions in the US,
Latin America, the Middle East, and Southeast Asia. I jokingly
(12:34):
said to him that I have been listening to him,
walking with him, exercising with him, and moving with him
for the last week, last couple of days, just really
getting a vibe for who he is. He has been
and seen on ABC, CBS, Fox, CNN, MSNBC, Yahoo, Finance,
(12:56):
and market watching. We're gonna be talking about business, says
and leadership. So oh, mar L Harris, welcome to the
Law Retraction Radio Network.
Speaker 5 (13:06):
Thank you so much for having me on this network
and looking forward to a phenomenal conversation with us today
with your audience as well.
Speaker 2 (13:17):
Well, you know Pam Parry referred to she's a pr person. Guys,
Pam sends me a lot of my clients. And this
is what Pam said about you. She said, he's one
of the smartest men I've ever met.
Speaker 6 (13:32):
And that is high praise.
Speaker 2 (13:34):
That's and after listening to you, you have such wisdom
and knowledge in the area of business. So let's just
start rocking and rolling. So kind of tell people, do
you feel like you've been You were called to this
from a child? How did you get into this, zib
Were you always interested in business and leadership? What does
(13:57):
that look like for listeners? I like to give us
a little backstory.
Speaker 5 (14:00):
Well, I do feel like I was called and most
of us are not called to leadership, but I do
feel in my case, I was called.
Speaker 6 (14:07):
To give you an example, when I was.
Speaker 5 (14:09):
Around seven years old in the summertime in Institute, West Virginia,
which is why I grew up for a little while
on Institute West Virginia. In the morning, everybody would show
up at my doorstep to find out the plan for
the day at seven.
Speaker 6 (14:22):
So from that moment on, I knew kind of that.
Speaker 5 (14:25):
Something was something was going on, and my mom was
observing me like, Okay, this kid is at a little
bit different. Around the same time, I started up my
first business at seven, which was so we lived in
a neighborhood that was like off of a golf course.
It wasn't like a fans neighborhood, but we just happened
to living next to a country club that had a
golf course, and so of course the golf balls would
(14:46):
end up in the backyards of all the houses that
were along the fence, and the dads were complaining about
had the golf balls going up in their lawnmowers and
breaking their law machines and all that kind of stuff.
And so I had an idea to get all the
boys in the neighborhood to gather all the golf balls
in the backyard we created a little stand, we jumped
over the fence, and we stole the golf balls back
to the golfers at a fraction of the cost, and
(15:07):
we financed our entire summer that way. And so that
was my first you know, entre in the business, finding
a need, finding a niche, gathering the troops, building a team,
and then going out there and monetizing it. So from
a very early age, I've had this bug around entrepreneurship,
around you know, ideation and turning ideas into reality, and
manifesting my ideas and turning them into tangible things in
(15:29):
the world.
Speaker 2 (15:30):
Amazing. And guys, if you're watching this, I asked Omar,
I said, what kind of what is that around your neck?
Explained to those who are watching what that is.
Speaker 5 (15:40):
So this is the wheel of intention. So basically it's
all branches of spokes. It's a wheel. So basically, what
we put out there right back to us. So what
I'm putting out to you hopefully will come back to
you and come back to me as well.
Speaker 6 (15:51):
I got you.
Speaker 2 (15:52):
So let's start with leadership. When I looked on your website,
the first thing I saw was our Martin Society can
no longer tolerate leaders and toxic leadership practices. So do
you feel like that leadership is in a crisis. What's
your take of leadership globally? What is leadership and what's
(16:14):
happening in that area right now.
Speaker 5 (16:17):
So the issue with leadership comes down to a couple
of things. It comes down to who's attracted into higher
positions of authority. It comes down to the composition of
who's an authority demographically, it comes down to a lack
of understanding of what engages people. Today, the global employment
engagement rate is fifteen percent according to Gallop. That's just terrible.
(16:39):
That means eighty five percent of people are not engaged
at work. So what are we doing? And it comes
down to actually the organizational hierarchy within which we're working.
So these four factors create an environment where toxicity pervades,
ego pervades, and we're getting away from the purpose of
(17:00):
of business and leadership, which is to perpetuate itself by
serving communities, serving customers, serving employees, and serving even the
environment and shareholders. And so leadership has to be more
than just profit.
Speaker 2 (17:14):
I got you. And so when we talk about leadership,
we're also talking about maybe somebody who is the president
of a local chamber of commerce or a president or
the leader of a sorority of fraternity, that they can
apply out the principles that you're going to share about today.
So what are people looking for in their leaders because
(17:38):
I know so many people since the pandemic their life.
I want to be hybrid. I don't want to go
back to the office, you know, and you know the
big resignation. What are people looking for that they're not
getting from leadership?
Speaker 5 (17:52):
Well, the thing that's interesting conferences that the status quo
of the top of the hierarchy has not changed. Eight
percent of CEOs and big corporations are still largely white men.
But the composition of the workforce is the most heterogeneous
it's ever been. More ethnicities, more nationalities, more genders, more
(18:12):
all these things happening than ever before. And so you
have a fundamental disconnect between these two groups of people.
And so and also, although hundreds of thousands, even millions
of leadership books have been published since two thousand talking
about this changing seas of what employees are looking for,
the people at the top of the house are not
responding and not reacting and not changing. What people want
(18:34):
is trust, stability, hope, and compassion. That's what they want
from leaders today. Trust it's basically someone they can work,
they believe what they're saying. They're credible and what they're saying,
they're reliable, and they're someone who connects personally with every
person that they work with. That's irrelevant to anybody who's
in a capacity of leadership. They want stability. So basically,
we're living in a world of volatility on certainty, complexity, and.
Speaker 6 (18:58):
Ambiguity, which call that VUKA.
Speaker 5 (19:01):
And and how do you create stability in that stormy seas?
Speaker 6 (19:04):
I like this.
Speaker 5 (19:04):
I like the statement of you know, uh, ship captains
are not created by calm seas, They're created by stormy seas.
So basically, now if you are a captain of a
ship who can guide us through instability, that creates even
more We need that because we're in a very unstable
environment right now. We require that compassion, somebody who sees
the human.
Speaker 6 (19:24):
Not just the role. People are not a number. They are,
they are they have.
Speaker 5 (19:27):
A lot of humanity behind them, and so we need
leaders who see the humanity in each person that they're
working with and lean into that humanity and extract the
unique talent and ability from the humanity that they're working with.
Speaker 6 (19:39):
And then we need.
Speaker 5 (19:40):
Hope, So you need to you need to tell us
that there's hope for a brighter future, that we're going
someplace that is better than the place that we're currently at,
and that we are we can build there, we can't
get there together. So if you can buy the four
things together, that's a very powerful ethos for modern leadership.
Speaker 2 (19:55):
And so do you believe that leadership. They don't see that,
they don't reckon that's dead, or they are just in
their own little bubble. Because when you share those four principles,
it sort of moved me and said, yeah, this is
what people are looking for globally.
Speaker 5 (20:14):
I think that changes hard constance and I think people
there's a statistic that as we get older, as we
get more successful, as we attain more power, we become
less self aware. And so you would think that the
most wealthy, you know, successful intelligent people in the world
would be the most self aware.
Speaker 6 (20:30):
Actually it's the opposite.
Speaker 5 (20:32):
There's some of the least self aware humans on ours
So they don't even know that there's this gap. They're
not even aware that they're impacting people in this way,
there's another concept called the leader's shadow. Would basically imagine
like a leader walking into a room or out of
a room in their shadow proceeding, and we're trailing behind them.
That shadow can be very cold for some people, or
it could be an enlightening shadow for people. So we
don't know our own shadow, We don't know our own
(20:54):
impact that we're having on people well, unless we're leading
with intentionality, which is why I have an intentional leadership practice,
which is why my company is called it ten Consulting.
Speaker 2 (21:02):
And so when you are doing executive coaching with these folks,
are they open? Are they? Are they shocked by what
sort of comes out of those sessions where they were
sort of oblivious, like, wow, I didn't know I had
to close door policy. Well, I didn't know I had
a cold vibration, right, are they?
Speaker 6 (21:21):
Well?
Speaker 5 (21:22):
The good thing for me conscious is I get to
pick my clients and I don't choose people like that
to work with. I choose people who are already elevated,
who are on the path going from good.
Speaker 6 (21:30):
To great, and that's why I want to work with that.
Speaker 5 (21:32):
And so we have to have a values alignment, a
character alignment, a moral alignment because I don't. I'm not
here to I'm not a therapist. I'm not here to
fix you know, your psychology or your trauma. I'm here
to elevate the practice of leadership and and make sure
that you when you step into the the the the
the position of leadership, you are radiating and manifesting better
(21:55):
outcomes for all of your employees and everyone you work with,
everybody you touch. If you're not about that, then your
problem and I could be a good client for me.
Speaker 2 (22:01):
I can tell you rather no nonsense, oh March, you know,
just straightened direct. And so what about femals? Are women
in leadership? Are? Are we more self aware? Are are?
What's up with that?
Speaker 5 (22:18):
So I'm very proud of the fact that my leadership
practice is really concentrated toward women of color, and most
of my clients are women of color actually globally around
the world.
Speaker 6 (22:28):
And so really, you know, I'm offering the end to
the gang, or the gang to the gin.
Speaker 5 (22:32):
I'm helping them see the other side of what's happening
in these closed door meetings and helping them plan and
strategize and getting I want as many women to be
at the top of companies as possible, because I think
we've had whatever it is corporate wise, you know, one
hundred and twenty five, two hundred years of male based leadership.
Speaker 6 (22:48):
We need to try something different.
Speaker 5 (22:49):
You see what that Let us do we eat more
female people and women leaders. We know what male leadership
gets us. We've seen that, right, so we need to
see a difference. And I think that having more women
in the c suite, women with the keys to the
to the to the controls of the vehicles, will will
will improve everything because you know, women leaders are more
empathetic naturally, they do have more compassion usually for their
(23:13):
for their for the people everyone around them. They are,
you know, they have that capacity for creating hope and
stability because women are the stabilizers, right, That's that's one
of the things.
Speaker 6 (23:23):
And so I really believe in that.
Speaker 5 (23:25):
I I put that out into the universe and and
I really you know, I'm looking to support any woman
leaders who who hears a values alignment with me and
is looking to elevate.
Speaker 2 (23:36):
What's your take on that the old paradigm of that
masculine energy isn't working anymore versus the feminine energy in
the workplace, which is more intuitive, compassionate, creative. What's your
take on that?
Speaker 5 (23:54):
And I think there's a conformity that happens because of
the hierarchy. So no matter what bringing the higher up
you go in an organization, this uniqueness gets gets squeezed
out of you.
Speaker 2 (24:07):
Wow.
Speaker 5 (24:07):
And so doesn't matter whether you're bringing feminine energy or
bringing math clint energy. What happens is the high ego
energy at the top of these of these hierarchies will
force you into a toxic behavior pattern because that's the
You're dealing with a lot of sociopaths at this level
of organization, of this level of leadership, people who have
lost their compassion, they've lost their empathy, and they literally
(24:30):
don't see humans anymore. And so when you're a human
trying to trying to ascend them to these these levels,
probably these large corporations, you have to hold on to
your humanity. You have to decide how much you're willing
what's the cost for you to achieve these levels, because
there is a cost that comes with becoming a VP
senior vice president, president, CEO of these these large companies. Now,
(24:53):
or you can do what I've done with you to say, listen,
I went up there, I saw what was up there.
I know what it is, and let me just help
build better for the future. Because there are some Sophie
choices that come with ascending into leadership around you know,
can you maintain your humanity?
Speaker 6 (25:11):
Can you maintain your soul and still do this work?
Speaker 2 (25:15):
So what was it like for you being quote unquote
up there? How were you able to maintain your soul,
your humanity in the midst of being in that structure?
Speaker 5 (25:25):
Because I know my purpose, constance, I know what I'm
here to do. I'm here for the people. I am
about the people, and I made that decision a long
time ago, and so I made a decision. I've been
leading teams since two thousand and six, so almost nineteen
years leading organizations and teams. And when I got my chance,
when they handed me the keys to a small organization,
I knew I was people first.
Speaker 6 (25:46):
I knew I was talent first.
Speaker 5 (25:48):
I knew I was going to lean into the uniqueness
of every human being working with me and try to
extract the maximum potential out of those human beings. And
were that was going to be. I was going to
live or die with that, live or die with the humans.
You know that I was working with and that was
That's what my strategy my entire career. That's why I
write the books that I write, It's why I do
the work that I do because I'm human first, and
(26:11):
I believe that that this is the way to break
that paradigm.
Speaker 6 (26:16):
I wanted to prove in my career.
Speaker 5 (26:17):
My hypothesis of my career was you can achieve vice
present level of success, free level success without selling your soul.
Speaker 6 (26:25):
And I've demonstrated that.
Speaker 5 (26:26):
I've demonstrated that anyone who's ever worked with me, work
for me, worked alongside me, knows how I bring humanity
to the work that I've done.
Speaker 2 (26:34):
I can feel it. So explain to listeners what is
I know? I think I know what is servants' leadership?
What does that servant leadership? What that look and feel like?
Speaker 5 (26:47):
Servant leaderships? We're talking about this hierarchy, right, this pyramid, right,
this is the pyramid. So in the traditional hierarchy pyramid,
what happens you have you have a few people at
the top who get all the resources and get all
the money, and get all the accolade aids, and you
have with work demands, commands going down into the bottom,
the front line people in the organization. That's a traditional
(27:07):
business hierarchy. What service leadership is. It inverts the hierarchy.
So we have a diamond or a upside down pyramid
in which the most important people in the organization are
the front liners, and the people at the top, the
previous top of the organization exist to serve and support
them because they are closest. They are closest to the customer.
(27:30):
So you have to serve the port people who create
the actual value for the organization. The one thing I
hate to say is that people in the c suite
don't generate any revenue. It's the people in the front
line who generate the revenue. The people who are making
the sales, many people are making the calls, the people
who are delivering customer service. That's who's generating the revenue
and keeping the lights on in your corporation. So when
(27:52):
we exist to serve and support them, we reorient this hierarchy,
We get ego out of the picture, and then we
can really see what the purpose of leadership is.
Speaker 2 (28:01):
So so would you say that it is only when
people in the c suite see deal with Oh man,
I got I got an ego? Here do they are they?
Are they awaken? Are they open to checking out their
ego and seeing how it is impacting the business. What's
your take on that?
Speaker 5 (28:20):
Yeah, I've been doing a workshop now with what leadership
teams around ego self assessment and helping to see how
their ego is showing up on a data day way
and surprising and surprising ways. The ego shows up in
surprising ways, for example, being defensive to feedback, that's ego. Yeah,
(28:41):
ask somebody for feedback. If I were to ask you
concerts for feedback and you give me feedback and say,
ohmor I don't.
Speaker 6 (28:47):
Like your chain.
Speaker 5 (28:48):
If I become defensive and try to defend myself about
my chain, then I that's my ego. I'm not receiving
the information or the intention you're trying to give me.
My job is to hear you out and listen and say,
you know what that's valid trying to say. You're trying
to help me out, and I can take what I
want from what you're saying. But if I'm defensive and
I immediately fight you on feedback, that's the ego speaking.
That's not you know, that's not the higher self.
Speaker 2 (29:11):
So one of your books is four Keys in Leading Chain.
Did you talk about that already? Kind of okay, tell
people just what would that look like? No, if they're
a president of a local chamber or organization, what would
that look like and what are those four keys?
Speaker 6 (29:31):
Right?
Speaker 5 (29:31):
So we talked about, you know, this environment of ambiguity,
this environment of complexity that we're dealing with, uncertainty, the
instability is happening around all of us, and it is
a it is a It is really interesting to me
conscious that this is not something that people have to
go through like lead learning how to manage change as
you go up higher and an organization, we don't learn this.
Speaker 6 (29:52):
You go, you go through the rotation. You learn it
by doing.
Speaker 5 (29:54):
But there's nobody like actually teaching, like ahead of time
how to get ahead of this this environment change. That's
why I wrote the book because I found in my
studies and my research and working with my clients around
the world and my own personal experience that there are
four things that we need to diagnose for us to
be effective change leaders.
Speaker 6 (30:13):
And one of them the first one is context.
Speaker 5 (30:15):
So volatility, uncertainty, complexity, and ambiguity are not the same thing,
first of all, So volatility is one thing. So what
is the environment that we're in, what's the context for
this change? What is it introducing into our world? So
right now, for example, let's talk about the recent presidential election,
Well not so recent, it feels like, you know, ten
years ago, but let's talk about that. So that introduced
(30:39):
extreme volatility and ambiguity into our environment. So if you're
working in a company now you have to deal with
that's a change that introduced volatility, tariffs, prices, just don't
know what's going to happen, ambiguity can you cannot predict
what's going to happen next.
Speaker 6 (30:55):
So if I'm in that environment, there are specific strategies that.
Speaker 5 (30:58):
I need to utilize. And of volatile or ambiguous environment,
you don't. You want to use the right tool for
the right environment. But understanding your context, uh is very
is very key. The next area is you need to
understand the level of optimism in your organization because you
have as a leader. As a leader, we can't be
(31:20):
skeptical or pessimists that we're leading change. We have to
be optimistic and we have to create what hope. We
have to create hope and so we have to be
more optimistic, and we have to identify the optimists in
our environment and leverage that optimism to help us power
through the change. Right, that's the second element of leading change.
Then there's construction, So there are there are uh known platforms, programs,
(31:45):
methodologies you can learn that allow you to actually construct
a change effectively. There's uh there's John Carter's eight Steps
of Leading Change. There's there's a lot of different agile change.
There's a lot of different methodologies and pers you can
lean into so you don't have to reinvent the work
wheel when it comes to constructing your change initiative and
how you're going to approach this change. And lastly, it's culture.
(32:09):
It has to be inside of your culture. You have
to build a resilient culture. You build a resilient culture
by those four elements I told you earlier, which is
being a trusted leader, being compassionate, building help, and providing stability.
And so you create a culture where we can go
through these we can not only throat survive change and transformation,
(32:30):
but we can thrive and capitalize on change and transformation.
Speaker 2 (32:35):
So you said something about optimism, can you how do
you how do you really measure optimism?
Speaker 5 (32:42):
Within a company, Well you can you can set I
asked it. I asked the direct question. When I'm with
my teams and with my lead, I do assessments around
around optimism, around how around outlook and around how you
see the environment, and so it's very easy to detect
where people are when the most controversial section of any
of my workshop is that question about optimists, skeptic or pessimists,
(33:05):
because people want to feel justified in their skepticism and pessivism,
especially in this world where what is truth right?
Speaker 6 (33:13):
What is the truth?
Speaker 4 (33:14):
Like?
Speaker 6 (33:14):
How to is there a truth?
Speaker 5 (33:15):
And so you know, I get, I get the skeptics
and the pessimists. The point I make is, hey, listen, everyone,
you can be as skeptical as pessimistic as you.
Speaker 6 (33:22):
Like, but you're not going to survive change with that mindset.
Speaker 2 (33:26):
I love that. So would you say, Omar that I'm
a baby boomer, that baby boomers perceived leadership a lot different.
That's you're saying than millennius. Is that?
Speaker 6 (33:37):
Oh yeah, for sure, for sure?
Speaker 5 (33:39):
And that's one of the things that's one of the
dynamics I was saying earlier, when I was saying that
the top of the house hasn't changed by the bottom
of the people coming in are very very different.
Speaker 6 (33:46):
So that's really it's generational.
Speaker 5 (33:48):
We're talking about boomers and zoomers in the same workplace, right,
and and you know, even gen exit, which I'm a
part our, our orientation towards work was very different, right.
The reason why we went to work, the reason why
we chose a career, what we were looking for from
our career, what we were trying to achieve out of
(34:09):
a career, very very different than what the generative people
coming in today. You know, nobody cared about purpose. Purpose
statements and vision statements didn't even exist in nineteen eighty.
No one was talking about purpose in the eighties or nineties.
That's a novel concept. But now the younger generations they
expect purpose, they expect vision. They expect you to provide
(34:32):
hope and a destination and build something bigger than us.
And so if you can't provide that as a leader,
if you didn't learn those skills and tools along the
journey because you come from a different generation, you're going
to find that disconnect. You might be a really great
operator of a business, but you might not be a
visionary leader that we need today, and so that's where
(34:53):
you have to shore up your shore up the term
applin out what your own true north is?
Speaker 6 (34:57):
Why are you doing this? What's your wife? For readership?
And then you can pour that into other people.
Speaker 2 (35:03):
What what do people say when they hear you? When
they hear I mean, because I'm just listening and I'm
not even in the C suite, It's powerful, It's it's empowerment,
is like, wow, this is what companies need. Is that
what your experience has been?
Speaker 5 (35:22):
Well, I mean, you know, God, all glory to God.
You know constance. My business is one hundred percent word
of mouth, referral. I do no business development, and so
people hear me and they pass on the word. And
so I've been very blessed to build a business off
of referral. And people want me in these rooms, they
want me to have these conversations. I'm very frank, I'm
very direct. As you can see. I don't I call
state a spade. I'm not gonna let you hide behind
(35:44):
you know, uh, these norms that are not serving you.
I'm gonna make you uncomfortable. You're gonna have to shift
when you hear me, You're gonna have to shift. When
you deal with me, there is no standing up, there
is no standing in place when you're when you're dealing
with me.
Speaker 6 (35:56):
And that's that's my gift, and that's that's what I bring.
Speaker 2 (35:59):
That's why I said to behave myself today, you know,
on this car, so we know there's an elephant in
the room. You know everything that's happening with d I
and and I know you have talk some powerful info
with Jedi, talked to listeners about what should people do?
What should we be thinking or feeling? What about people
(36:23):
who had major contracts and they no longer have that?
How are how is leadership dealing you know with all
of those shifts and changes, which is major.
Speaker 5 (36:35):
First of all, I have I have significant and tremendous
empathy for all of us working in the space.
Speaker 6 (36:40):
I mean tremendous. This has been a it's like whiplash.
Speaker 5 (36:43):
We shall be we shall be walking around with neck
braces are right now because it's it's a it's we
should we should have seen it coming because the sign,
the writing was on the wall. But so many people,
you know, once again, you know, don't necessarily plan for
I practice what I call productive paranoid.
Speaker 6 (37:00):
So I always figured.
Speaker 5 (37:03):
I always think about the thing that could take my
livelihood away, and I plan for that failure and plan
to mitigate that. And so for me, I always have
strategies to pivot. This month, I'm on Speakers magazine cover
talking about the power of the pivot. And really what
we're talking about is I pivoted out of the traditional
(37:26):
kind of DEI space in twenty twenty three. So I
got ahead of this a year and a half before
we really started feeling these effects because I saw the
writing on the wall as it related to the backlash
that was coming from the way that we were approaching DEI.
And here's the issue is the way that we were
(37:47):
approaching DEI was from an antagonistic frame point and from
a fighting frame point. And you know, what's your mom
tell you catch more flies?
Speaker 6 (37:59):
But what honey, honey?
Speaker 5 (38:01):
Then with vinegar right, And so in my book, The
GEDL Leader's Playbook, I talk about a concept of karate
versus judo, and so karate is a martial artist all
about hand.
Speaker 6 (38:11):
To hand combat.
Speaker 5 (38:11):
We've been doing hand to hand combat and in these
corporate and governmental and educational space we're fighting for every
inch right.
Speaker 6 (38:18):
But when you fight hand to hand.
Speaker 5 (38:20):
What happens, You hit and they hit you back, right,
That's the nature of hand to hand combat.
Speaker 6 (38:24):
That's karate.
Speaker 5 (38:26):
Judo is about taking your opponents inertia and using it
against them. And so they're coming at you and you
use it against them, right. And so judo is a
far more effective strategy for Jedi work than karate is
because with judo you find out where the momentum is
in the organization and you and you link justice, equity, diversity,
(38:47):
inclusion work to that momentum. You catch a ride on
the train of momentum in the organization. It's already and moving,
it's already flowed.
Speaker 6 (38:57):
You're going with where the energy is. You're going where
the inertia is.
Speaker 5 (39:00):
And for those practitioners who are able to see that,
I was talking to one of my dear friends, Julie
Williams yesterday about this. Her business is thriving, and so
a lot a lot of people's businesses are thriving who
kind of didn't put their eggs in the basket of
you know, anti you know, bias training or the erg
(39:23):
basket or the you know, those kinds of baskets which
would listen, nothing wrong with that work. But you know,
we're talking about how do we we we have to
make sure that we we implement programs and strategies that
stick and we and we have tangible outcomes that lead
to business performance. And so that's where we have to,
you know, make sure we were doing that work and
(39:43):
still doing that work.
Speaker 2 (39:45):
What do you feel like you were able to with
your forward think and see what was happening?
Speaker 5 (39:52):
Because I've led global transformation for companies that are still
gonna have seventy five thousand employees, and I know how
it works from the inside. So that's why I call
the book the Insider's Guide, the Insider's Guide. So you know,
because a lot of people who came into the corporate
space during George Floyd and I'm on Arbury and everybody
what they were outsiders to corporate They came from academia,
(40:14):
they came from consultancies, they came from different spaces. They
didn't they didn't come from inside that environment, and they
encountered tremendous resistance because you have to know the way
before you show the way right. You have to know
the ropes to skip and roast to know. I learned
that when I was in college at FAM, you know
the ropes to skip and the ropes to know, and
(40:35):
so I know the ropes to skip and ropes to know,
which gives me a leg up because I come from
the inside and that that's really my core advantage is
is how to actually navigate these spaces. How to actually
gain senior leadership support for your initiatives, how to use
Jedi my tricks to make it them think it's their idea,
(40:57):
and really get gain momentum and build momentum organizationally behind transformation,
how to lead change.
Speaker 6 (41:04):
So everything that I do has been leading to this.
Speaker 2 (41:08):
So you could really help all of these folks who
have lost their contracts, who are no longer serving in
capacities that they have possibly for decades. Yes, there's a
space there.
Speaker 6 (41:24):
You want to pivot. Talk to me. I can help
you with the pivot.
Speaker 2 (41:27):
Okay, talk a little bit more about pivoting. I think
in our lives and how do we know it's time
to pivot.
Speaker 5 (41:35):
I'll give you an example of a very import pivot
that I made Constance, which was, you know, so twenty twenty,
I was working as a general manager vpdntal manager for
a farmer company in Brazil. I've been down there for
two years, and you know, this is pre pandemic. My
mother was was you know, I lived near Charlotte, North Carolina.
My mother was was suffering from stage four cancer and
(41:56):
all her last legs. And you know, I made a
decision that if an opportunity that I was looking for
in the organization was not offered to me, that I
was going to leave the organization and I was going
to start my own thing. And I stood firm on
that ground when when it didn't go the way that
I wanted to, when it didn't go to the way
that it that you know, it could have gone, and
(42:18):
I pivoted out of corporate after twenty something year career
and into what I'm doing today because I knew that
I was ready. It was time and I needed to
give back all the years of experience that I had
acquired and accumulated living all over the world and doing
this work. And it's really about listening to and trusting
(42:39):
that inner voice. You know, I looked at the previous
previous podcasts Grouse I listened to. Talked a lot about journaling,
talked a lot about intention, talked a lot about manifesting,
talked a lot about listening to this that that quiet voice.
Speaker 6 (42:51):
You know, your previous guest you talked about Kerry Nelson.
Speaker 5 (42:55):
She said, she said, the next man that I meet,
that's that's gonna be God's man for me, you know,
And listening to that voice and trusting that instinct and
going with that. And so I think pivoting sometimes we
want to be rational, but pivoting.
Speaker 6 (43:10):
Is head hard and guts.
Speaker 2 (43:12):
Oh love that.
Speaker 5 (43:13):
It has to align your head, what's in your head,
what's in your heart, or what's in your gut. When
those fivorite things aligned, you know that it's time to pivot.
Speaker 2 (43:21):
So what about somebody who's listening or watching this and
they know that it's time to pivot, you know. But
the fear, the uncertainty impact that. How do people move
through that? And did you have any fear? You probably
didn't know in you. You just probably said I'm up
out of here now. I made the decision. I was intentional,
(43:41):
I'm going. So how would you walk people through fear,
uncertainty and just the unknown.
Speaker 6 (43:49):
Well, fear is a terrible basis for decision making.
Speaker 2 (43:52):
Oh that's good.
Speaker 6 (43:53):
Because fear is not real.
Speaker 3 (43:56):
Mhm.
Speaker 5 (43:58):
You know so I like this line quote, Uh, fear
is not real. Fear, danger is real. Fear is a choice.
Speaker 2 (44:07):
Whoa, that's mike drop Wow.
Speaker 5 (44:12):
So you're not in danger. Danger is life or death,
right danger? So don't don't conflate fear with danger. So,
and you can take the fear out of it by
planning and strategizing and praying and planning. So build a plan.
(44:33):
If you're if you're if you're scared, build a plan.
Ask yourself the hardest questions. What if? What if that okay?
How am I gonna generate this to my revenue?
Speaker 6 (44:42):
What if? What if you know this client, you know
my number one client goes away? What if?
Speaker 5 (44:47):
Ask yourself the questions, these hard questions, and then come
up with answer for those hard questions in advance, in advance,
so you you take the fear out of it.
Speaker 6 (44:56):
Plan. When you have a plan, you have a lot
less fear. Mm hmm.
Speaker 5 (45:00):
So build a plan, build a solid plan, and then
execute and work the plan. And as you're going to
the plan, be agile and and pivot with the within
the elements of the plan. You know, as you learn,
as you gain information, adapt with that information, and keep
going forward every day every day is a day. You know,
(45:21):
you get twenty four more hours to do it, and
just don't let yourself get caught up in that fear
or that anxiety, or that that kind of thinking. For
some people, fear an anxiety propel them into these spaces.
But the cost of that is what ulcers, stomach cancer,
or health.
Speaker 6 (45:42):
It's not worth it.
Speaker 5 (45:43):
Build a plan, get help, get support, build a network,
and then go for it.
Speaker 2 (45:50):
I'll agree with that. And so what would you say
to people who are in a leadership position? How can
they begin to really tap into being an effective leader?
Somebody who's who practices servant leadership? Can they do that?
(46:12):
If they are part of this hierarchy? How can they
be What would be some simple things that they could
do to begin to practice more effective leadership?
Speaker 5 (46:23):
So I would say a couple of things. The first
thing is question your reason for leadership? Why it's it
about me or is it about we?
Speaker 6 (46:32):
So? Are you in a leadership capacity for yourself? Are
you looking at your role, your title, your benefits, your
how much does that occupy your mental space versus the
we of it all? Like? Who am I?
Speaker 5 (46:44):
Who are we developing? Who are our talents? What do
we need to do to succeed. How do we show
up in the world. When you go from me to we,
you begin to produce that self orientation which will allow
you to show up very differently on a day to
day basis. Right, So I think that's the first That's
the really first thing you need to do. The second
(47:05):
thing is you need to find something bigger than yourself
to be doing it. What is your why? What's your
north star? So in my coaching sessions, I will help
you find your north star. I will help you find
your why so that you can apply that to your work.
It hasn't bigger than money, the house, the car, the
material stuff.
Speaker 6 (47:24):
You were put here for a purpose.
Speaker 5 (47:25):
Bigger than accumulation of things. Yeah, and so once you
understand that and lean into that, then you become a
much more powerful and magnetic force within these organizations. People
will become attracted to you, and then you can do
the work that you need to do.
Speaker 2 (47:40):
So I'm sure people fear your vibe, they feel your passion,
and you know, I'm talking to business folk now. And
because you're doing what you love, probably people are attracted
to your gift, to your you know, just your generosity,
your passion. Is that true?
Speaker 6 (48:02):
I would like to think so, Constance, I hope.
Speaker 5 (48:04):
So you know I'm trying to trying to elevate or
trying to operate out of frequency of love. You said
this on the previous podcast. You know that love is
the highest frequency, and I love that I wrote that down,
and so I'm trying to vibrate with that frequency at
all time. You know, I pour so much into everybody
(48:25):
and everything that I do, I pour into and because
I pour into, I get I get right back. That's
what this is about. What I pour into, I get back,
and so I don't have to worry about you know,
I operate in the world with a very abundant mindset.
I don't operate with a scarcity mindset. And when you
have an abundant mindset, you know that the next thing
(48:45):
is coming, It's coming, It's guaranteed.
Speaker 2 (48:49):
So did I hear you say you didn't have a
marketing strategy? Uh? Did I hear that incorrectly?
Speaker 6 (48:59):
That I had a big plan? I said, I don't
do business development.
Speaker 5 (49:03):
I said, I do everything I do with referral based
So basically I don't do any selling.
Speaker 6 (49:08):
That's what I'm saying. Like some people out here selling.
Speaker 5 (49:10):
They're pushing their product, pushing the thing I don't sell,
I deliver, and then people want me to do that
for more people.
Speaker 6 (49:18):
And that's basically been a very big blessing in my life.
Speaker 2 (49:22):
So lastly, anything else you want to share about leadership
that the spirit has downloaded to you. You know you
have the solutions though, you the answer to some corporation prayer,
some sea suite. You know I'm telling the truth, right, yes, ma'am,
some C suite, some person in the C suite they
praying now with their door closed, and I feel for them,
(49:46):
many of them, many times. You know, the isolation of
it all.
Speaker 6 (49:49):
It's a lonely It is a lonely, lonely occupation. Leadership
is it?
Speaker 5 (49:54):
You know? First of all, you have the whole things,
get the whole some terrible things. You get to hold
the fact that people going to be let go and
you have to sleep at night know, and people are
losing their lives because business. There's a cruelty to business.
There is a cold calculation to business around the numbers
of it all, right, the dollars and sense of it all,
and that creates it can create a callousness and you
(50:15):
can't allow you cannot allow yourself to fall.
Speaker 6 (50:18):
Into that callousness. You can't.
Speaker 5 (50:20):
You have to maintain and your humanity at all costs.
That is, you know, that's going to keep you from
being replaced by the robots when they come, When AI comes,
the people who are the most human are going to
survive and thrive in that environment.
Speaker 6 (50:34):
But one thing I want to leave with the audiences.
Speaker 5 (50:36):
I've just published a book called Hire the Right Whom
How to build high performing teams with work ethic, part
optimism and maturity. It's my own model. I've been building
this for ten years. And if you are working for
an organization with with ten to five hundred employees, you
know that every single person you bring into the organization counts.
(50:59):
The call of a bad hire is upwards of seventeen
thousand dollars. You have to get rid of people, and
that can be a really big cost if you're operating
in a small to medium sized business.
Speaker 6 (51:10):
We can't afford these things. So I built a tool
which is.
Speaker 5 (51:13):
A psychometric assessment plus a interview, a behavioral interview suite
that if you apply this you will reduce bad hires
by upwards of fifty percent and you will begin bringing
in what I call high character individuals into your organization.
You can assess your own character as well by taking
these psychometric assessment. So if you get the book Hire
(51:35):
the Right Hoom, which is available now on pre order
on Amazon dot com Omar L. Harris, you can begin
taking that character based journey today. Because what I want
to do is I want to reset the quality of
the ingredients in corporations, person by person.
Speaker 6 (51:54):
Via this methodology.
Speaker 5 (51:56):
Via this methodology, I want to bring character into the equation.
Too often we hire for skills and fire for behavior
and character. So let's funckwag character. Let's bring in high
character individuals. In that way, we are a long way
towards the desire to create high performing teams. We're almost
half the way there by just the ingredients, the natural
(52:17):
people we bring in to the organization so powerful.
Speaker 2 (52:21):
So, guys, I want you to go to his website.
Where did they get that book?
Speaker 5 (52:27):
So Omar Lharris dot com pre order You can get
there Amazon dot com Omar L.
Speaker 6 (52:34):
Harris.
Speaker 5 (52:34):
If you follow me, please follow me on LinkedIn. Everybody
listening Omar L.
Speaker 6 (52:39):
Harris.
Speaker 5 (52:39):
I want you in the community. I want to be
a part of your community. Let's chop it up, let's talk,
let's build. Let's let's build this community together. And yes,
please find me there.
Speaker 2 (52:48):
Are you on any other social media platforms.
Speaker 6 (52:51):
Instagram omar L dot.
Speaker 5 (52:53):
Harris and blue Sky Omar L Harris as well Facebook
Omar L Harris.
Speaker 2 (53:00):
Okay, I'm gonna follow you. So guys, go to his website.
Get that book. If you're in leadership anywhere in the world, Australia, Europe, Africa,
I'm talking to you. All of you guys who listen
to me. You see the caliber and the character of
this man. You see the spirit of who he is.
(53:20):
You see the excellence in which he operates. I want
you to get that book. I want you to follow
him online, and if you're in that C suite or
if you're in upper management, email him, contact him and
let him invite him to your organization. Have a conversation
with him. Y'all do a zoom call and he will
(53:41):
certainly be a solution for the organization that you are
a part of. And I jokingly said, the people in
the C suite are praying for you, but I'm quite
serious when I say that, Oh Mar, you are an
answer to some executives prayer. And you already know.
Speaker 6 (54:01):
That, and and and and.
Speaker 2 (54:04):
You carry the solutions and the insight and the you
have the wisdom of the spirit to really shift and
change things globally.
Speaker 5 (54:15):
And it's an honor, no honors, all my honors, all mine,
to to.
Speaker 2 (54:21):
Have interviewed you. So guys, go to his website, follow him.
Let's let's make this go global. Share this with one
person that you know that's in business. Uh, somebody that
you know that you work with professionally. Uh, your friend,
your co worker, your partner, your husband, your wife, your spouse.
(54:42):
Don't share it with your dog. But but but everybody else,
share it with them because we really want to get
this word out. This is the work of God. If
I'm gonna break it out the way down, this ain't
nothing but the spirit moving. This is God moving, uh,
just professionally and in business. So it's been an honor.
(55:04):
You're very powerful. So everybody, as I say, every with
you of the creator, editor, scriptwriter, the dot gom producer
of your own day, of your own life, of your
own thinking. So make a decision to create a wonderful day.
Speaker 1 (55:21):
Thank you for listening to think, believe, and manifest Constance
Arnold will be back next week with another great show
just for you. For more information, please visit Fulfilling Youourpurpose
dot com
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