January 21, 2025 • 35 mins
Do you know what your personal brand is at work, and how other's view that brand?
If you don't, you really need to, as it conveys to everyone around you, especially your boss(es), how others perceive, know, trust, and like you, and what that means to advancement.
In this episode, Bernadette is joined by Mitchell Levy, a thought leader and expert on credibility and clarity with Credibility Nation, to delve into critical strategies for achieving clarity in the professional world, the importance of credibility, and actionable steps to enhance leadership integrity. Mitchell also shares invaluable insights from his community "Clarity Superheroes" and introduces concepts like the Customer Point of Possibilities (CPOP).
Key Challenges Discussed:
- Lack of Clarity in Purpose and Mission
- Employee Disengagement
- Credibility and Authenticity
Key Talking Points:
- Clarity Superheroes Community: Offers complimentary courses at aha.pub/superheroes
- Customer Point of Possibilities (CPOP): A technique to simplify corporate mission, vision, and values for better employee engagement.
- Importance of Integrity: Integrity as a crucial value for credibility, repeated in the 10 values of credibility.
- Trust, Know, Like Model: An updated approach for the digital age, emphasizing the importance of trust based on online presence before familiarity and liking.
Connect with Mitchell Levy
- Website: mitchelllevy.com
- Clarity Superheroes Community: aha.pub/superheroes
- LinkedIn: Follow Mitchell Levy for more insights and updates
Thank you for tuning in to the Shedding the Corporate Bitch Podcast with Bernadette and special guest Mitchell Levy. For more episodes and valuable content, don't forget to subscribe and leave a review at
https://podcasts.apple.com/us/podcast/shedding-the-corporate-bitch/id1651682974
and on Youtube - https://www.youtube.com/@ShedtheCorpBitchTV
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Do you have big aspirations for your career but
you're stuck trying to figureout how to stand out,
differentiate yourself, buildthose trusting relationships and
even proving your credibilityand readiness for the next
opportunity?
It takes more than just pumpingout a lot of work and working
long hours trying to impress thehigher-ups.
(00:22):
Our guest, mitchell Levy ofCredibility Nation, will help us
all get focused on ourlong-term growth,
self-reflection and takingactionable steps that empower
success in today's dynamicbusiness landscape.
He'll share the importance ofbuilding genuine connections
through networking andtransparent communication, which
(00:43):
also fosters credibility.
He'll talk about prioritization, trust, authenticity and
ethical practices for business,and then knowing and living your
CPOP, as he calls it customerpoint of possibilities.
Lastly, how to establishcredibility with social proof,
authority and a powerhousereputation.
(01:06):
We are amping up yourcredibility that will transform
you into a powerhouse leader.
Let's dive in.
Speaker 2 (01:14):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(01:35):
becoming a sought-afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
Information that she nowinspires in others with her tips
, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Speaker 1 (02:16):
Let's do this.
Mitchell, how are you Welcome?
I'm doing great.
Thank you so much for having methe reputation that we're
building and any type ofbusiness ethic that we feel
strongly about in the workplace.
But before we do that, couldyou share with us, speaking
about credibility, could youshare with our listeners and
(02:36):
viewers a little bit aboutMitchell, the person, the man,
the wonder.
Speaker 3 (02:43):
Sure, I've been in silicon valley for 37 years.
Um, I have been happily marriedfor 35 of those.
I've got a son who is 26.
Uh, I, uh, let's see for fun.
What I call meditation is Iplay pokemon, go and walk around
for an hour and really enjoydoing that.
(03:05):
Sometimes I am just in thePokemon Go world and other times
I'm talking to clients andpartners and they're in my ear.
Speaker 1 (03:16):
Yeah Well, speaking of credibility and your business
is Credibility Nation when didthis focus come from, for you
and for your business?
All around credibility.
Speaker 3 (03:31):
So if we're going to go back to my super youth, I
think I started focusing onintegrity when I was, when I was
eight, and then we'll fastforward to you know, to today.
My parents divorced.
At that time my dad was thishelicopter dad who drive in for
(03:52):
the weekend every other weekendand take us to the movies.
And my question was is what isthe purpose of a father and what
should they be doing?
And mom did a great job raisingthree kids and although we were
in the poverty or below povertyfor three kids on a teacher's
salary, we never knew it.
It was amazing.
(04:15):
There were many times in my lifewhere I started questioning
integrity.
But what really happened?
I've often morphed intosomething new.
So when I left corporate in 97,I morphed into a entrepreneur,
e-commerce consultant during thedot-com days, very easy to make
money.
And then all of a sudden thedot-bomb happened.
(04:37):
So I started in 97 in myconsulting business.
In my consulting business in2001,.
When the dot bomb came, all ofa sudden, my business dropped so
I had to do something else.
I happened to be on the boardof a public firm and I started
doing a bunch of other things.
Somewhere around 2005, Istarted thinking to myself ah,
(05:02):
I've always wanted to be a bookpublisher.
I know that democratization ofbook publishing is going to
happen, but let's go and do that.
So I created four bookpublishing companies.
We've published 750 books.
Speaker 1 (05:15):
Nice.
Speaker 3 (05:16):
And it was.
I knew the democratization ofbook publishing was going to
happen and I thought to myselfit was around 2019.
I go, well, I got to findsomething new.
You know, it was a great sixfigure business for all of those
years and I'm like I got tofind something new.
So I said what does it thatI've helped so many authors get
(05:41):
themselves out there and becomethought leaders?
What is it that they reallywant?
And I thought, oh, they wantcredibility.
Okay, got it.
So then I looked in thedictionary for the definition of
credibility.
That's not right, or itmight've been right at a certain
point in time, but let me goand test it.
(06:02):
The next day I woke up and Ithought Napoleon Hill
interviewed 500 millionaires andcreated Think and Grow.
Rich Mitchell Levy is going tointerview 500 thought leaders on
credibility and writing thebook Credibility Nation and
doing a TEDx in 2021.
It was called we Are Losing OurHumanity and I'm tired of
(06:24):
watching it happen.
And it was at that stage that Irealized what credibility
really was.
And then what comes before?
Credibility, which is kind ofcool as well.
Speaker 1 (06:38):
Okay, well, all right , you got us intrigued and you
hooked us in, because I wasgoing to go right to what is
credibility then?
But if there's something beforethat, what happens before that?
Speaker 3 (06:54):
So let me first answer your first question and
we'll talk about what comesbefore.
You use the phrase in thepre-interview and then also in
my intro, and you said know,like and trust.
But what happened is, I foundin practice that's not the right
order.
That was the order when thephrase was created, prior to the
(07:15):
internet.
Because you know, you go into atown and the town has two
blacksmiths and you go tosomebody who you trust maybe the
bar saloon.
Hey, of the two blacksmiths,which one should I use for my
horse?
That's the no, right, that'sthe no and the like and the
trust.
And nowadays we have access toall information we need and we
(07:39):
say, hey, what's the localblacksmith?
You're going to get tons ofthings coming up to you and
let's say you get 10 choices.
The first thing you're going todo is do I trust that this
person can do the job.
So the phrase is trust, knowand like.
So credibility is the qualityin which you're trusted, known
and liked, and then I'veidentified 10 values associated
(08:00):
with that.
I've identified 10 valuesassociated with that.
Now, what comes beforecredibility is what are you
trusted, known and liked for?
Speaker 1 (08:10):
Well before you move off of that, though, one minute
Before you move off of that,because I'm having a hard time
wrapping my head around that.
Because how, unless there's adegree, of no.
Speaker 3 (08:31):
How does one even gain trust in someone if they
don't, in some degree, know them?
So it's it's um, let meredefine no for you.
It's not that they that I knowof you, it's that I know you.
So let's use the example of ofyou're searching for a service,
or I'm interested in looking atyour service.
Right, I'm looking at you,someone's someone I might type
(08:53):
into Google and all of a sudden,this podcast pops up, or your
Web site pops up.
Now, if, if I'm actuallylooking at you and I've done a
Google search or I've searchedon any one of the AIs, I might
have said, hey, give me the top10.
And so I'm going to give thetop 10 the first three to five
(09:17):
seconds to actually establishhey, is this somebody I can
trust?
Is this a trustworthy site oris it crap?
If it's crap, I'm going to moveon.
If it's trustworthy, I'm thengoing to say let me get to know
them a little bit better.
So I'm going to probably spend50 to 60 seconds taking a look
at the site.
And when I look at the site forinstance, somebody asked I got a
(09:39):
podcast, somebody asked to beon my podcast this morning I
looked at their site and I'mlike, well, interesting, okay, I
will have a preview.
And then I went to the bottomof the site and I watched their
video and normally, you know Ionly watch a video for 30
seconds, but it was sointriguing I spent the entire
(10:02):
two and a half minutes watchingthe video of all the
testimonials all strung togetherwell, and and she did such an
amazing job.
It was an easy yes.
I mean I said yes before Iinterviewed her because I got to
know her through her customers,right, and then, guess what?
I got to like her through hercustomers because she did.
(10:24):
We know when the clips that shewas having when one of her
customers would say somethingshe'd smile at unique points in
time I got to like that and so Ireally got to it.
So, no, it's not that I know of, but I actually know you,
what's important to you, what'svaluable to you.
Speaker 1 (10:41):
Right, ok.
Ok, I can, I can get my headaround that I can get my head
around that, all right.
So we're clear on that.
And then you were going toshare.
What comes next, you said, iscredibility.
Speaker 3 (11:02):
And so in your's, the question becomes are you
credible in or about what?
And so you actually said it inthe question.
It's clarity, now, over athousand times, is I have a
(11:29):
formula to be able to talk toany company or any human and
allow them to articulate in lessthan 10 words where they are
executing on their purpose.
Because here's the cool part Ifyou are every day playing in
your playground the playgroundright You're having fun and
you're playing your playground.
And when you're answeringquestions and you're
(11:50):
communicating and you're writingposts and you're solving
clients' problems and you'replaying from your playground,
you have a consistent way inwhich you're showing up.
You have a consistent way inwhich you're showing up.
That level of consistency iswhat brings in the alignment of
your internal and externalintegrity.
(12:11):
It's what allows you to show up.
We use the word ethics here,ethically in the same way,
regardless of the situation,because you have a, you have a,
you have a playground, you havea compass in which you can help
yourself make decisions.
Clarity is the thing that willallow you to have a compass for
(12:31):
your decisions and your behavior.
And if you then take thatcompass and you do a good job
marketing and you show that thatcompass on your website, on
your social how you, how youengage with people, you've also
created a magnet for people tobe attracted to you.
So clarity dreams first.
Speaker 1 (12:49):
Right, oh, very nice.
And is clarity the end-allbe-all when it comes to
credibility, when it comes tosomeone building the reputation
that would attract others?
Speaker 3 (13:05):
It's a very good question.
It's not the end-all be-all.
It is the way in which you cannarrow down and focus on what's
important to your audience.
It's a way you can narrow downand focus on what's important to
your audience.
It's it's a way you couldnarrow down, focus on what's
important to you Right, and whathappens is you this is.
(13:26):
We've learned so many marketingcookie cutter approaches that
are just crap, right, and so thewe've been told that the bigger
the audience we go after, thebigger the fish net, the more
fish we'll catch Right.
The opposite is true, the morenarrow you could focus.
(13:48):
For instance, let me share mine,and now I'm in the middle of
transforming Nice.
What I do is I call what Icreate that clarity statement.
I call it your CPOP, yourcustomer point of possibilities,
nice, and we'll step back.
And why is this important?
If you are a credible human,you are one of the 10 values of
(14:11):
credibility is your servantleader.
You are of service to anaudience.
So the CPOP is who are youserving?
And one, two or three words,and you heard people go.
Well, I serve this audience andthis audience and this audience
, and by the time they've donethat, you have no idea who they
are.
So think about my trick formost people is where does 80% of
(14:36):
your revenue come from?
And that's the audience youserve.
So, in the corporate space iswho do you serve?
Right?
And then what happens is youmake decisions.
Where do I do my social media?
Where do I do my outreach?
What publication should we bein?
What conferences should wespeak at?
(14:58):
That's when you start speaking,if you know the audience you
play in and, by the way, itcould be, depending on the
company, there are differentways to describe it, but for
each division or each departmentor each functional area,
there's a very focused audiencethat then rolls up into a much
larger corporate CPOP.
(15:19):
And then what happens is thedecisions you make as well.
Like you said, if I talk here,is it going to influence
somebody, because the bestmarketing is marketing somebody
who's going to refer you Word ofmouth, because today, you know,
we don't know about the breaks,we don't know about all this
stuff online.
So if I said to you, hey, Ihave a service I need to do, and
(15:42):
you told me well, you and Ihave built a relationship
together, I'm going to trustthat recommendation.
They're going to get past thetrust.
Immediately I'm going to get toknow and like them and whoever
you recommend, there's a muchbetter chance I'll use them
because you recommend them forme.
Speaker 1 (15:59):
So you were going on to say that, if they were a kind
of a revenue generatingindividual?
Speaker 3 (16:06):
So in terms of narrowing down the audience.
What you want to think about iswhere does 80% of your revenue
come from today?
So who do you serve?
Where does 80% of your revenuecome from today?
So who do you serve?
And the next element is what isfrom their perspective not your
perspective what is the majorpain point they want to overcome
(16:27):
, or what is the biggestpleasure point they want to
reach?
80% of the time, the CPOP is apain point driven CPOP.
But if the audience you'reserving and you'll hear mine,
mine is Inc 5,000 CEOs.
If the audience you're servinghas an ego, you typically want
to give a pleasure point.
(16:47):
So my CPOP is a little on thelonger side.
It's Inc 5,000 CEOs leading thefuture with executive gravitas.
We could talk a lot aboutexecutive gravitas and I'll come
back to that, but what I wantto talk about is one of my
friends I shared it with saidsomething interesting and it
(17:09):
kind of made me laugh.
I didn't laugh at him, but hesaid.
So, Joe, why are you limitingyour audience to 5,000 people?
That's such a great question.
I love you, First of all, if asmall fraction of the 5,000 said
yes today, but I don't have theinfrastructure in place, Right.
(17:32):
So if 50 or 100 said yes today,that's not, that'll work
tomorrow, Right?
Second thing is if you couldbecome known for being the
whisperer to an audience thathas respect.
Now, what happens is, well, youcould.
(17:53):
The cool part if you, if you'venarrowed who you are so narrow,
if somebody's, for instance,not not an Inc 5000 CEO, and
they hear that and they trustthat and as they get to know and
like me, they're like yeah,Mitchell, I might want to hire
you, but I'm not an Inc 5000 CEOyet.
Would you work with me?
Like that's OK, that's great.
(18:15):
Why don't I get a choice?
Speaker 1 (18:16):
It's okay, that's great.
Why don't I get a choice?
Yes, you're not saying no tothose outside that scope, you're
just making sure that you'revery narrow, specific and clear.
Talk about clarity to thenattract other opportunities.
Speaker 3 (18:34):
Absolutely, absolutely so.
Like one of the things I did onthe corporate space, I wrote an
article in in ceo magazine onhow do you, how do you tops down
draw, based on the simplicityof a c-pop, how do you roll it
down inside of a company?
And it turns out, it makes itmakes things a whole lot simpler
(18:55):
.
I mean, we've been taught allthese complicated mission,
vision, values.
For most companies, 10,000employees and up you know at
least 90% have no idea whattheir mission and vision and
values are, and employeeengagement is yucky.
If you were able to simplifythings and have them understand
(19:17):
what the corporate playground isand have each of the areas
understand how they're playingin that playground, now you can
actually give autonomy to youremployee base and say, hey,
listen, this is your playground.
Well, you know how to play inthe playground, you know, and
there's some simple rules ofplaying in the playground, right
?
Speaker 1 (19:37):
Right and it takes out a lot of the stress and the
feeling of unknowing and thequestions.
I mean, you know, I speak totons of, you know employees who
say I have no idea what we standfor.
Speaker 3 (19:52):
Sorry, I shouldn't laugh.
That's not really funny.
But yes, that's true, that'swhat happens today.
Speaker 1 (19:57):
I shouldn't laugh.
That's not really funny.
But yes, that's true.
That's what happens todayno-transcript.
Speaker 3 (20:22):
I've ended up with playground because those are
nice analogies and a little, butit is kind of a container, but
it's kind of.
You know, there's nothing saneif you're playing in the
container.
You can't consciously make adecision to walk outside the
container, right it just I likeplayground, I like playground, I
like playground.
Speaker 1 (20:39):
It makes me feel like a kid again.
Speaker 3 (20:43):
Well, by the way, I'll leave this thought.
Wouldn't it be great if workreally was play yeah?
Speaker 1 (20:52):
I love what I do, so I do consider it kind of playful
95% of the time, but yes, it'svery, very, very true.
And you mentioned employeeengagement and I think I'm
imagining just how that number,that metric, would tick up
(21:12):
tremendously, if Tremendously,if their CPOP was trickled down
and leaned on on a regular basis.
It would increase employeeengagement, employee
effectiveness, and every managerout there would want that.
So, yeah, absolutely love that.
(21:33):
I absolutely love that.
I absolutely love that.
Now, tying this back to notonly credibility but integrity
where do you find the biggestbreaks maybe we'll call them, or
challenges that leaders arehaving when it comes to not only
(21:54):
knowing and being clear aboutwhat they stand for, but living
it?
Speaker 3 (22:02):
Yeah, wow, deep breath.
Fundamentally, one of thebiggest problems, or one of the
biggest marketing cookie cutterthings.
You've heard the expressionfake it till you make it
absolutely stupid.
We are under the impressionthat our leaders need to act and
be a certain way, and they it'smore of the old school command
(22:24):
and control format.
It's the say do as I say, notas I do, and what's important is
to walk the walk of the talk.
You're talking, and so in the10 values of credibility,
there's one value that'srepeated twice.
It's the only one that'srepeated twice and actually,
(22:48):
honestly, at first I didn't knowwhy the value of integrity is
that value that's repeated twice.
So let's now put it undercategories.
If credibility is the qualityin which you're trusted, known
and liked, under trust is theexternal integrity that the
leader exudes.
Okay, under being known, as youget to know the leader better,
(23:14):
whether you're an outsidecustomer, vendor, employee, as
you get to know the leaderbetter, it's their internal
integrity.
Now here's what's interesting.
Emotions are one of those thingsthat we feel with other humans.
Right, and there are manyemotions that the emotion of
(23:36):
love is powerful.
Authenticity, which is also avalue of credibility.
Authenticity is the mostpowerful emotion that affects
other people, and so if a leaderis espousing their external
integrity and there's amisalignment with their external
internal integrity, so they'renot being authentic.
(23:56):
We feel that.
Whether you're not beingauthentic, we feel that Whether
you're intuitive or not, youfeel that and that disconnect is
like you know there's somethingwrong but you don't know what
it is.
That's a problem and that'swhere it stems back.
That's where we can go intomore scientific research on
feeling emotions and all that,but that's really where the
(24:17):
problem comes from.
Speaker 1 (24:18):
What can someone do to tap into who they
authentically are?
So that's what they express,and who they express as opposed
to and I know this really well.
I know this whole fake it tillyou make it really well, but not
even the make it part, just thefake it part.
(24:39):
But what can someone do to tapinto that authentic part of them
, which is all of them?
So they're expressing that.
Speaker 3 (24:50):
So we'll give one other thought and then we'll tie
it all together.
In my research I interviewed500 thought leaders on
credibility.
What I found was 90% of peopleI talked to did not know their
purpose and 98% did not haveclarity 98%.
(25:14):
So imagine you are born, youlive, you die and you never know
your purpose.
And I'm going to say I got it.
It's like as a book publisherpeople want to write the great
American novel.
What I've often said to theauthors I work with is hey,
let's make that book number two,let's write book number one
(25:35):
first, the one that's importantto you, and they're like okay,
and then they go hey, I got booknumber one.
I don't know if I ever need towrite the great American novel.
So so let's, let's give youanother hint.
Write the great American novel,so let's give you another hint.
Instead of finding that purposein life and if you do, that's
great, you already know what.
That's great let's find whereyou are going to execute on your
(25:56):
purpose today.
And, by the way, if you couldarticulate that in less than 10
words, that's now your CPOP.
And if you could play in theplayground of your CPOP now you,
you know what's right and wrong.
You could go out and ask otherpeople hey, this is what I do,
what do you think?
Um, how should somebody likethis act?
(26:16):
Should is there a disconnectbetween what I did here and
these words?
And then truly listen and andand allow people to share with
you how you're doing in relationto one of my favorite coaching
methodologies is MarshallGoldsmith's Stakeholder-Centered
Coaching.
I'm a certifiedstakeholder-centered coach and
(26:40):
we can guarantee that we couldchange the perception of
behavior that we're making thatsomebody is making in the minds
of their stakeholders in a12-month period.
So give us a year.
If someone's a micromanager, wecould make it so that your
people don't see you as amicromanager.
Therefore, you won't be amicromanager, right?
(27:01):
And so if you play effectivelyin your playground so if you
play effectively in yourplayground, then you've got a
compass that will allow you tomake decisions and demonstrate
behavior that's in line withyour playground, which, if you
are executing on your purpose inyour playground, it all ties
together.
It's very, very simple.
(27:23):
It's just absolutely not easy.
Speaker 1 (27:25):
Powerful and it brings you back to authenticity.
It allows you to really revealyour authentic self.
I have to say, I had gonethrough that in the 2010 time
period and I was going throughmy own transformation, the
shedding, and all of a sudden Irealized I was totally
disconnected, like the businessI was putting out there, the
(27:47):
brand, the services, thecustomer I was going after.
It just never felt right andthe moment I found, ball of Fire
, everything I do today,everything became so much easier
and clearer and so much morepowerful.
So I totally get what you'resaying.
I absolutely love what you'resaying.
(28:08):
I absolutely love what you'redoing with the CPOP.
Now, that said, you also have afabulous community called the
Clarity Superheroes Communityand you are a very generous
individual in that you reallyprovide people with some
education and training and youhave a the community which also
(28:30):
provides complimentary courses.
Can you share how someone cantake advantage of those courses?
But more so also, just overall,the CPOP that they can really
lean on, absolutely that theycan really lean on, absolutely.
Speaker 3 (28:46):
So if you went to, I use a URL, so it's ahapub, it's
a short, it's like a bitly soahapub slash superheroes It'll
bring you to a communityrelatively new.
My goal there is to take someof the best practices that I see
(29:07):
that have to do with clarityand credibility and being able
to be on purpose and put them inthe courses which are less than
an hour.
So one of the complimentarycourses there is I call it the
input-output diagram.
I learned it in college.
I've used it my entire life tohave clarity on every decision.
I learned it in college.
I've used it my entire life tohave clarity on every decision.
(29:29):
So 17 minutes there for you.
There are just completed twoothers.
There's one which borrows fromMarshall Goldsmith.
It's credibility needs to beearned twice.
This is crazy.
We often think we heard theexpression my good work should
speak for itself, and once again, that's BS.
You need to have good work andprove that you're good at what
(29:54):
you're doing Right, and then youneed to tell the audience that
needs to hear it that you aregood at what you do, and so I
think that's a 10 minute coursethat I put out there.
So feel free to go there.
It's Ahata pub, slashsuperheroes, and then for me
personally, and on there I dohave some paid courses.
So if you want to get your CPOP, we do a monthly session and
(30:18):
it's a 90 minute group session.
I guarantee everyone gets theirCPOP.
And what I'll say is feel freeto just go to my website it's
just MitchellLevycom and atMitchellLevycom you can get
access to my calendar.
You can see the things thatwe're doing and, as I mentioned
(30:39):
a little bit earlier, I'm in themiddle of completely remorphing
how I show up.
So here's an expression I needyou to think about Sell people
what?
Or sell companies what theywant, deliver them what they
need.
So, ultimately, when I workwith clients, they're getting
clarity and credibility themoment what I'm selling
(31:03):
executive gravitas.
Speaker 1 (31:06):
Yeah, no, I love that .
Now, that's a capper, that's acapper, just put the cap on that
.
No, I absolutely love that andI do want to express to everyone
go to MitchellLevycom, lookover his website, take advantage
of the complimentary courses hementioned at ahapub forward
slash superheroes, and alsofollow him on LinkedIn.
(31:29):
You can just go to MitchellLevy on LinkedIn and be sure to
follow him as well.
I absolutely love this wholeidea of the CPOT.
It does provide the clarity andit does provide just the energy
I've gotten from just havingthis conversation about it, so I
appreciate it very much.
Speaker 3 (31:50):
Oh, my pleasure.
Thanks for having me, and thiswas a really playful
conversation which I trulyenjoyed.
So thanks for giving me thespace and moving us in the right
direction.
Speaker 1 (32:02):
You're very welcome.
I appreciate it.
Thank you so much, mitchell.
I knew this was going to begood, but what a powerhouse
Mitchell Levy of CredibilityNation is.
He covered some reallyimpactful, valuable and
transformative tips and insightsand examples of how you can
really be standing out makingthat difference and being the
(32:26):
powerhouse leader you want to be.
So here's a few of the talkingpoints that I walked away with
the importance of credibilityand clarity what exactly is
credibility and how does clarityreally drive enthusiasm and
energy and confidence, not onlyfor yourself but for your team.
Energy and confidence not onlyfor yourself, but for your team.
(32:49):
He then walked through how theold adage of know, like and
trust he's flipped it around tobe really around trust, know and
then like, and he ties that andlinks that with his proprietary
CPOP the customer's point ofpossibilities and how to
leverage that to provide thatclarity and that energy and that
(33:10):
excitement and that cleardirection as to where you're
going and where your team needsto go.
And lastly and I love this hetalked about a playground making
work fun and once you have thatclarity, once you have that
well-defined and communicatedCPOP, that you could really be
(33:32):
playing in a playground becauseof the clarity on the direction
and even the support and thecommitment or buy-in from all
the team members, mitchell wasreally able to provide us very
actionable next steps and tips,including going to
(33:54):
MitchellLevycom looking over thecomplimentary courses he has,
as well as exactly what he doesfor his customers when it comes
to helping them individually andas teams to really get the
confidence, the clarity and thecredibility that is needed in
order to really drive change andimprove employee satisfaction
(34:19):
as well as grow the business.
So I was thrilled to have hadthis conversation opportunity to
discuss this with him, and Ihope you have too.
If you, a team member or yourteam has some questions or
challenges over and above whatwe talked about today in regards
to credibility and clarity,then be sure to reach out and
(34:41):
let's have a conversation.
You can go to coachmeburnettcomforward slash discovery call
and let's get you on the rightpath to becoming that powerhouse
leader and, of course, followthis show at
balloffirecoachingcom.
Forward slash podcast, so youdon't miss a single episode.
I am thrilled you were herewith us this week and I'll look
(35:02):
forward to seeing you again foranother episode of Shedding the
Corporate Bitch.
Bye.
Speaker 2 (35:09):
Thank you for tuning into today's episode of Shedding
the Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
Shedding the Bitch YouTubechannel.
Want to dive deeper withBernadette on becoming a
(35:30):
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
Do you have big aspirations for your career but
you're stuck trying to figureout how to stand out,
differentiate yourself, buildthose trusting relationships and
even proving your credibilityand readiness for the next
opportunity?
It takes more than just pumpingout a lot of work and working
long hours trying to impress thehigher-ups.
(00:22):
Our guest, mitchell Levy ofCredibility Nation, will help us
all get focused on ourlong-term growth,
self-reflection and takingactionable steps that empower
success in today's dynamicbusiness landscape.
He'll share the importance ofbuilding genuine connections
through networking andtransparent communication, which
(00:43):
also fosters credibility.
He'll talk about prioritization, trust, authenticity and
ethical practices for business,and then knowing and living your
CPOP, as he calls it customerpoint of possibilities.
Lastly, how to establishcredibility with social proof,
authority and a powerhousereputation.
(01:06):
We are amping up yourcredibility that will transform
you into a powerhouse leader.
Let's dive in.
Speaker 2 (01:14):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(01:35):
becoming a sought-afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
Information that she nowinspires in others with her tips
, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Speaker 1 (02:16):
Let's do this.
Mitchell, how are you Welcome?
I'm doing great.
Thank you so much for having methe reputation that we're
building and any type ofbusiness ethic that we feel
strongly about in the workplace.
But before we do that, couldyou share with us, speaking
about credibility, could youshare with our listeners and
(02:36):
viewers a little bit aboutMitchell, the person, the man,
the wonder.
Speaker 3 (02:43):
Sure, I've been in silicon valley for 37 years.
Um, I have been happily marriedfor 35 of those.
I've got a son who is 26.
Uh, I, uh, let's see for fun.
What I call meditation is Iplay pokemon, go and walk around
for an hour and really enjoydoing that.
(03:05):
Sometimes I am just in thePokemon Go world and other times
I'm talking to clients andpartners and they're in my ear.
Speaker 1 (03:16):
Yeah Well, speaking of credibility and your business
is Credibility Nation when didthis focus come from, for you
and for your business?
All around credibility.
Speaker 3 (03:31):
So if we're going to go back to my super youth, I
think I started focusing onintegrity when I was, when I was
eight, and then we'll fastforward to you know, to today.
My parents divorced.
At that time my dad was thishelicopter dad who drive in for
(03:52):
the weekend every other weekendand take us to the movies.
And my question was is what isthe purpose of a father and what
should they be doing?
And mom did a great job raisingthree kids and although we were
in the poverty or below povertyfor three kids on a teacher's
salary, we never knew it.
It was amazing.
(04:15):
There were many times in my lifewhere I started questioning
integrity.
But what really happened?
I've often morphed intosomething new.
So when I left corporate in 97,I morphed into a entrepreneur,
e-commerce consultant during thedot-com days, very easy to make
money.
And then all of a sudden thedot-bomb happened.
(04:37):
So I started in 97 in myconsulting business.
In my consulting business in2001,.
When the dot bomb came, all ofa sudden, my business dropped so
I had to do something else.
I happened to be on the boardof a public firm and I started
doing a bunch of other things.
Somewhere around 2005, Istarted thinking to myself ah,
(05:02):
I've always wanted to be a bookpublisher.
I know that democratization ofbook publishing is going to
happen, but let's go and do that.
So I created four bookpublishing companies.
We've published 750 books.
Speaker 1 (05:15):
Nice.
Speaker 3 (05:16):
And it was.
I knew the democratization ofbook publishing was going to
happen and I thought to myselfit was around 2019.
I go, well, I got to findsomething new.
You know, it was a great sixfigure business for all of those
years and I'm like I got tofind something new.
So I said what does it thatI've helped so many authors get
(05:41):
themselves out there and becomethought leaders?
What is it that they reallywant?
And I thought, oh, they wantcredibility.
Okay, got it.
So then I looked in thedictionary for the definition of
credibility.
That's not right, or itmight've been right at a certain
point in time, but let me goand test it.
(06:02):
The next day I woke up and Ithought Napoleon Hill
interviewed 500 millionaires andcreated Think and Grow.
Rich Mitchell Levy is going tointerview 500 thought leaders on
credibility and writing thebook Credibility Nation and
doing a TEDx in 2021.
It was called we Are Losing OurHumanity and I'm tired of
(06:24):
watching it happen.
And it was at that stage that Irealized what credibility
really was.
And then what comes before?
Credibility, which is kind ofcool as well.
Speaker 1 (06:38):
Okay, well, all right , you got us intrigued and you
hooked us in, because I wasgoing to go right to what is
credibility then?
But if there's something beforethat, what happens before that?
Speaker 3 (06:54):
So let me first answer your first question and
we'll talk about what comesbefore.
You use the phrase in thepre-interview and then also in
my intro, and you said know,like and trust.
But what happened is, I foundin practice that's not the right
order.
That was the order when thephrase was created, prior to the
(07:15):
internet.
Because you know, you go into atown and the town has two
blacksmiths and you go tosomebody who you trust maybe the
bar saloon.
Hey, of the two blacksmiths,which one should I use for my
horse?
That's the no, right, that'sthe no and the like and the
trust.
And nowadays we have access toall information we need and we
(07:39):
say, hey, what's the localblacksmith?
You're going to get tons ofthings coming up to you and
let's say you get 10 choices.
The first thing you're going todo is do I trust that this
person can do the job.
So the phrase is trust, knowand like.
So credibility is the qualityin which you're trusted, known
and liked, and then I'veidentified 10 values associated
(08:00):
with that.
I've identified 10 valuesassociated with that.
Now, what comes beforecredibility is what are you
trusted, known and liked for?
Speaker 1 (08:10):
Well before you move off of that, though, one minute
Before you move off of that,because I'm having a hard time
wrapping my head around that.
Because how, unless there's adegree, of no.
Speaker 3 (08:31):
How does one even gain trust in someone if they
don't, in some degree, know them?
So it's it's um, let meredefine no for you.
It's not that they that I knowof you, it's that I know you.
So let's use the example of ofyou're searching for a service,
or I'm interested in looking atyour service.
Right, I'm looking at you,someone's someone I might type
(08:53):
into Google and all of a sudden,this podcast pops up, or your
Web site pops up.
Now, if, if I'm actuallylooking at you and I've done a
Google search or I've searchedon any one of the AIs, I might
have said, hey, give me the top10.
And so I'm going to give thetop 10 the first three to five
(09:17):
seconds to actually establishhey, is this somebody I can
trust?
Is this a trustworthy site oris it crap?
If it's crap, I'm going to moveon.
If it's trustworthy, I'm thengoing to say let me get to know
them a little bit better.
So I'm going to probably spend50 to 60 seconds taking a look
at the site.
And when I look at the site forinstance, somebody asked I got a
(09:39):
podcast, somebody asked to beon my podcast this morning I
looked at their site and I'mlike, well, interesting, okay, I
will have a preview.
And then I went to the bottomof the site and I watched their
video and normally, you know Ionly watch a video for 30
seconds, but it was sointriguing I spent the entire
(10:02):
two and a half minutes watchingthe video of all the
testimonials all strung togetherwell, and and she did such an
amazing job.
It was an easy yes.
I mean I said yes before Iinterviewed her because I got to
know her through her customers,right, and then, guess what?
I got to like her through hercustomers because she did.
(10:24):
We know when the clips that shewas having when one of her
customers would say somethingshe'd smile at unique points in
time I got to like that and so Ireally got to it.
So, no, it's not that I know of, but I actually know you,
what's important to you, what'svaluable to you.
Speaker 1 (10:41):
Right, ok.
Ok, I can, I can get my headaround that I can get my head
around that, all right.
So we're clear on that.
And then you were going toshare.
What comes next, you said, iscredibility.
Speaker 3 (11:02):
And so in your's, the question becomes are you
credible in or about what?
And so you actually said it inthe question.
It's clarity, now, over athousand times, is I have a
(11:29):
formula to be able to talk toany company or any human and
allow them to articulate in lessthan 10 words where they are
executing on their purpose.
Because here's the cool part Ifyou are every day playing in
your playground the playgroundright You're having fun and
you're playing your playground.
And when you're answeringquestions and you're
(11:50):
communicating and you're writingposts and you're solving
clients' problems and you'replaying from your playground,
you have a consistent way inwhich you're showing up.
You have a consistent way inwhich you're showing up.
That level of consistency iswhat brings in the alignment of
your internal and externalintegrity.
(12:11):
It's what allows you to show up.
We use the word ethics here,ethically in the same way,
regardless of the situation,because you have a, you have a,
you have a playground, you havea compass in which you can help
yourself make decisions.
Clarity is the thing that willallow you to have a compass for
(12:31):
your decisions and your behavior.
And if you then take thatcompass and you do a good job
marketing and you show that thatcompass on your website, on
your social how you, how youengage with people, you've also
created a magnet for people tobe attracted to you.
So clarity dreams first.
Speaker 1 (12:49):
Right, oh, very nice.
And is clarity the end-allbe-all when it comes to
credibility, when it comes tosomeone building the reputation
that would attract others?
Speaker 3 (13:05):
It's a very good question.
It's not the end-all be-all.
It is the way in which you cannarrow down and focus on what's
important to your audience.
It's a way you can narrow downand focus on what's important to
your audience.
It's it's a way you couldnarrow down, focus on what's
important to you Right, and whathappens is you this is.
(13:26):
We've learned so many marketingcookie cutter approaches that
are just crap, right, and so thewe've been told that the bigger
the audience we go after, thebigger the fish net, the more
fish we'll catch Right.
The opposite is true, the morenarrow you could focus.
(13:48):
For instance, let me share mine,and now I'm in the middle of
transforming Nice.
What I do is I call what Icreate that clarity statement.
I call it your CPOP, yourcustomer point of possibilities,
nice, and we'll step back.
And why is this important?
If you are a credible human,you are one of the 10 values of
(14:11):
credibility is your servantleader.
You are of service to anaudience.
So the CPOP is who are youserving?
And one, two or three words,and you heard people go.
Well, I serve this audience andthis audience and this audience
, and by the time they've donethat, you have no idea who they
are.
So think about my trick formost people is where does 80% of
(14:36):
your revenue come from?
And that's the audience youserve.
So, in the corporate space iswho do you serve?
Right?
And then what happens is youmake decisions.
Where do I do my social media?
Where do I do my outreach?
What publication should we bein?
What conferences should wespeak at?
(14:58):
That's when you start speaking,if you know the audience you
play in and, by the way, itcould be, depending on the
company, there are differentways to describe it, but for
each division or each departmentor each functional area,
there's a very focused audiencethat then rolls up into a much
larger corporate CPOP.
(15:19):
And then what happens is thedecisions you make as well.
Like you said, if I talk here,is it going to influence
somebody, because the bestmarketing is marketing somebody
who's going to refer you Word ofmouth, because today, you know,
we don't know about the breaks,we don't know about all this
stuff online.
So if I said to you, hey, Ihave a service I need to do, and
(15:42):
you told me well, you and Ihave built a relationship
together, I'm going to trustthat recommendation.
They're going to get past thetrust.
Immediately I'm going to get toknow and like them and whoever
you recommend, there's a muchbetter chance I'll use them
because you recommend them forme.
Speaker 1 (15:59):
So you were going on to say that, if they were a kind
of a revenue generatingindividual?
Speaker 3 (16:06):
So in terms of narrowing down the audience.
What you want to think about iswhere does 80% of your revenue
come from today?
So who do you serve?
Where does 80% of your revenuecome from today?
So who do you serve?
And the next element is what isfrom their perspective not your
perspective what is the majorpain point they want to overcome
(16:27):
, or what is the biggestpleasure point they want to
reach?
80% of the time, the CPOP is apain point driven CPOP.
But if the audience you'reserving and you'll hear mine,
mine is Inc 5,000 CEOs.
If the audience you're servinghas an ego, you typically want
to give a pleasure point.
(16:47):
So my CPOP is a little on thelonger side.
It's Inc 5,000 CEOs leading thefuture with executive gravitas.
We could talk a lot aboutexecutive gravitas and I'll come
back to that, but what I wantto talk about is one of my
friends I shared it with saidsomething interesting and it
(17:09):
kind of made me laugh.
I didn't laugh at him, but hesaid.
So, Joe, why are you limitingyour audience to 5,000 people?
That's such a great question.
I love you, First of all, if asmall fraction of the 5,000 said
yes today, but I don't have theinfrastructure in place, Right.
(17:32):
So if 50 or 100 said yes today,that's not, that'll work
tomorrow, Right?
Second thing is if you couldbecome known for being the
whisperer to an audience thathas respect.
Now, what happens is, well, youcould.
(17:53):
The cool part if you, if you'venarrowed who you are so narrow,
if somebody's, for instance,not not an Inc 5000 CEO, and
they hear that and they trustthat and as they get to know and
like me, they're like yeah,Mitchell, I might want to hire
you, but I'm not an Inc 5000 CEOyet.
Would you work with me?
Like that's OK, that's great.
(18:15):
Why don't I get a choice?
Speaker 1 (18:16):
It's okay, that's great.
Why don't I get a choice?
Yes, you're not saying no tothose outside that scope, you're
just making sure that you'revery narrow, specific and clear.
Talk about clarity to thenattract other opportunities.
Speaker 3 (18:34):
Absolutely, absolutely so.
Like one of the things I did onthe corporate space, I wrote an
article in in ceo magazine onhow do you, how do you tops down
draw, based on the simplicityof a c-pop, how do you roll it
down inside of a company?
And it turns out, it makes itmakes things a whole lot simpler
(18:55):
.
I mean, we've been taught allthese complicated mission,
vision, values.
For most companies, 10,000employees and up you know at
least 90% have no idea whattheir mission and vision and
values are, and employeeengagement is yucky.
If you were able to simplifythings and have them understand
(19:17):
what the corporate playground isand have each of the areas
understand how they're playingin that playground, now you can
actually give autonomy to youremployee base and say, hey,
listen, this is your playground.
Well, you know how to play inthe playground, you know, and
there's some simple rules ofplaying in the playground, right
?
Speaker 1 (19:37):
Right and it takes out a lot of the stress and the
feeling of unknowing and thequestions.
I mean, you know, I speak totons of, you know employees who
say I have no idea what we standfor.
Speaker 3 (19:52):
Sorry, I shouldn't laugh.
That's not really funny.
But yes, that's true, that'swhat happens today.
Speaker 1 (19:57):
I shouldn't laugh.
That's not really funny.
But yes, that's true.
That's what happens todayno-transcript.
Speaker 3 (20:22):
I've ended up with playground because those are
nice analogies and a little, butit is kind of a container, but
it's kind of.
You know, there's nothing saneif you're playing in the
container.
You can't consciously make adecision to walk outside the
container, right it just I likeplayground, I like playground, I
like playground.
Speaker 1 (20:39):
It makes me feel like a kid again.
Speaker 3 (20:43):
Well, by the way, I'll leave this thought.
Wouldn't it be great if workreally was play yeah?
Speaker 1 (20:52):
I love what I do, so I do consider it kind of playful
95% of the time, but yes, it'svery, very, very true.
And you mentioned employeeengagement and I think I'm
imagining just how that number,that metric, would tick up
(21:12):
tremendously, if Tremendously,if their CPOP was trickled down
and leaned on on a regular basis.
It would increase employeeengagement, employee
effectiveness, and every managerout there would want that.
So, yeah, absolutely love that.
(21:33):
I absolutely love that.
I absolutely love that.
Now, tying this back to notonly credibility but integrity
where do you find the biggestbreaks maybe we'll call them, or
challenges that leaders arehaving when it comes to not only
(21:54):
knowing and being clear aboutwhat they stand for, but living
it?
Speaker 3 (22:02):
Yeah, wow, deep breath.
Fundamentally, one of thebiggest problems, or one of the
biggest marketing cookie cutterthings.
You've heard the expressionfake it till you make it
absolutely stupid.
We are under the impressionthat our leaders need to act and
be a certain way, and they it'smore of the old school command
(22:24):
and control format.
It's the say do as I say, notas I do, and what's important is
to walk the walk of the talk.
You're talking, and so in the10 values of credibility,
there's one value that'srepeated twice.
It's the only one that'srepeated twice and actually,
(22:48):
honestly, at first I didn't knowwhy the value of integrity is
that value that's repeated twice.
So let's now put it undercategories.
If credibility is the qualityin which you're trusted, known
and liked, under trust is theexternal integrity that the
leader exudes.
Okay, under being known, as youget to know the leader better,
(23:14):
whether you're an outsidecustomer, vendor, employee, as
you get to know the leaderbetter, it's their internal
integrity.
Now here's what's interesting.
Emotions are one of those thingsthat we feel with other humans.
Right, and there are manyemotions that the emotion of
(23:36):
love is powerful.
Authenticity, which is also avalue of credibility.
Authenticity is the mostpowerful emotion that affects
other people, and so if a leaderis espousing their external
integrity and there's amisalignment with their external
internal integrity, so they'renot being authentic.
(23:56):
We feel that.
Whether you're not beingauthentic, we feel that Whether
you're intuitive or not, youfeel that and that disconnect is
like you know there's somethingwrong but you don't know what
it is.
That's a problem and that'swhere it stems back.
That's where we can go intomore scientific research on
feeling emotions and all that,but that's really where the
(24:17):
problem comes from.
Speaker 1 (24:18):
What can someone do to tap into who they
authentically are?
So that's what they express,and who they express as opposed
to and I know this really well.
I know this whole fake it tillyou make it really well, but not
even the make it part, just thefake it part.
(24:39):
But what can someone do to tapinto that authentic part of them
, which is all of them?
So they're expressing that.
Speaker 3 (24:50):
So we'll give one other thought and then we'll tie
it all together.
In my research I interviewed500 thought leaders on
credibility.
What I found was 90% of peopleI talked to did not know their
purpose and 98% did not haveclarity 98%.
(25:14):
So imagine you are born, youlive, you die and you never know
your purpose.
And I'm going to say I got it.
It's like as a book publisherpeople want to write the great
American novel.
What I've often said to theauthors I work with is hey,
let's make that book number two,let's write book number one
(25:35):
first, the one that's importantto you, and they're like okay,
and then they go hey, I got booknumber one.
I don't know if I ever need towrite the great American novel.
So so let's, let's give youanother hint.
Write the great American novel,so let's give you another hint.
Instead of finding that purposein life and if you do, that's
great, you already know what.
That's great let's find whereyou are going to execute on your
(25:56):
purpose today.
And, by the way, if you couldarticulate that in less than 10
words, that's now your CPOP.
And if you could play in theplayground of your CPOP now you,
you know what's right and wrong.
You could go out and ask otherpeople hey, this is what I do,
what do you think?
Um, how should somebody likethis act?
(26:16):
Should is there a disconnectbetween what I did here and
these words?
And then truly listen and andand allow people to share with
you how you're doing in relationto one of my favorite coaching
methodologies is MarshallGoldsmith's Stakeholder-Centered
Coaching.
I'm a certifiedstakeholder-centered coach and
(26:40):
we can guarantee that we couldchange the perception of
behavior that we're making thatsomebody is making in the minds
of their stakeholders in a12-month period.
So give us a year.
If someone's a micromanager, wecould make it so that your
people don't see you as amicromanager.
Therefore, you won't be amicromanager, right?
(27:01):
And so if you play effectivelyin your playground so if you
play effectively in yourplayground, then you've got a
compass that will allow you tomake decisions and demonstrate
behavior that's in line withyour playground, which, if you
are executing on your purpose inyour playground, it all ties
together.
It's very, very simple.
(27:23):
It's just absolutely not easy.
Speaker 1 (27:25):
Powerful and it brings you back to authenticity.
It allows you to really revealyour authentic self.
I have to say, I had gonethrough that in the 2010 time
period and I was going throughmy own transformation, the
shedding, and all of a sudden Irealized I was totally
disconnected, like the businessI was putting out there, the
(27:47):
brand, the services, thecustomer I was going after.
It just never felt right andthe moment I found, ball of Fire
, everything I do today,everything became so much easier
and clearer and so much morepowerful.
So I totally get what you'resaying.
I absolutely love what you'resaying.
(28:08):
I absolutely love what you'redoing with the CPOP.
Now, that said, you also have afabulous community called the
Clarity Superheroes Communityand you are a very generous
individual in that you reallyprovide people with some
education and training and youhave a the community which also
(28:30):
provides complimentary courses.
Can you share how someone cantake advantage of those courses?
But more so also, just overall,the CPOP that they can really
lean on, absolutely that theycan really lean on, absolutely.
Speaker 3 (28:46):
So if you went to, I use a URL, so it's ahapub, it's
a short, it's like a bitly soahapub slash superheroes It'll
bring you to a communityrelatively new.
My goal there is to take someof the best practices that I see
(29:07):
that have to do with clarityand credibility and being able
to be on purpose and put them inthe courses which are less than
an hour.
So one of the complimentarycourses there is I call it the
input-output diagram.
I learned it in college.
I've used it my entire life tohave clarity on every decision.
I learned it in college.
I've used it my entire life tohave clarity on every decision.
(29:29):
So 17 minutes there for you.
There are just completed twoothers.
There's one which borrows fromMarshall Goldsmith.
It's credibility needs to beearned twice.
This is crazy.
We often think we heard theexpression my good work should
speak for itself, and once again, that's BS.
You need to have good work andprove that you're good at what
(29:54):
you're doing Right, and then youneed to tell the audience that
needs to hear it that you aregood at what you do, and so I
think that's a 10 minute coursethat I put out there.
So feel free to go there.
It's Ahata pub, slashsuperheroes, and then for me
personally, and on there I dohave some paid courses.
So if you want to get your CPOP, we do a monthly session and
(30:18):
it's a 90 minute group session.
I guarantee everyone gets theirCPOP.
And what I'll say is feel freeto just go to my website it's
just MitchellLevycom and atMitchellLevycom you can get
access to my calendar.
You can see the things thatwe're doing and, as I mentioned
(30:39):
a little bit earlier, I'm in themiddle of completely remorphing
how I show up.
So here's an expression I needyou to think about Sell people
what?
Or sell companies what theywant, deliver them what they
need.
So, ultimately, when I workwith clients, they're getting
clarity and credibility themoment what I'm selling
(31:03):
executive gravitas.
Speaker 1 (31:06):
Yeah, no, I love that .
Now, that's a capper, that's acapper, just put the cap on that
.
No, I absolutely love that andI do want to express to everyone
go to MitchellLevycom, lookover his website, take advantage
of the complimentary courses hementioned at ahapub forward
slash superheroes, and alsofollow him on LinkedIn.
(31:29):
You can just go to MitchellLevy on LinkedIn and be sure to
follow him as well.
I absolutely love this wholeidea of the CPOT.
It does provide the clarity andit does provide just the energy
I've gotten from just havingthis conversation about it, so I
appreciate it very much.
Speaker 3 (31:50):
Oh, my pleasure.
Thanks for having me, and thiswas a really playful
conversation which I trulyenjoyed.
So thanks for giving me thespace and moving us in the right
direction.
Speaker 1 (32:02):
You're very welcome.
I appreciate it.
Thank you so much, mitchell.
I knew this was going to begood, but what a powerhouse
Mitchell Levy of CredibilityNation is.
He covered some reallyimpactful, valuable and
transformative tips and insightsand examples of how you can
really be standing out makingthat difference and being the
(32:26):
powerhouse leader you want to be.
So here's a few of the talkingpoints that I walked away with
the importance of credibilityand clarity what exactly is
credibility and how does clarityreally drive enthusiasm and
energy and confidence, not onlyfor yourself but for your team.
Energy and confidence not onlyfor yourself, but for your team.
(32:49):
He then walked through how theold adage of know, like and
trust he's flipped it around tobe really around trust, know and
then like, and he ties that andlinks that with his proprietary
CPOP the customer's point ofpossibilities and how to
leverage that to provide thatclarity and that energy and that
(33:10):
excitement and that cleardirection as to where you're
going and where your team needsto go.
And lastly and I love this hetalked about a playground making
work fun and once you have thatclarity, once you have that
well-defined and communicatedCPOP, that you could really be
(33:32):
playing in a playground becauseof the clarity on the direction
and even the support and thecommitment or buy-in from all
the team members, mitchell wasreally able to provide us very
actionable next steps and tips,including going to
(33:54):
MitchellLevycom looking over thecomplimentary courses he has,
as well as exactly what he doesfor his customers when it comes
to helping them individually andas teams to really get the
confidence, the clarity and thecredibility that is needed in
order to really drive change andimprove employee satisfaction
(34:19):
as well as grow the business.
So I was thrilled to have hadthis conversation opportunity to
discuss this with him, and Ihope you have too.
If you, a team member or yourteam has some questions or
challenges over and above whatwe talked about today in regards
to credibility and clarity,then be sure to reach out and
(34:41):
let's have a conversation.
You can go to coachmeburnettcomforward slash discovery call
and let's get you on the rightpath to becoming that powerhouse
leader and, of course, followthis show at
balloffirecoachingcom.
Forward slash podcast, so youdon't miss a single episode.
I am thrilled you were herewith us this week and I'll look
(35:02):
forward to seeing you again foranother episode of Shedding the
Corporate Bitch.
Bye.
Speaker 2 (35:09):
Thank you for tuning into today's episode of Shedding
the Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
Shedding the Bitch YouTubechannel.
Want to dive deeper withBernadette on becoming a
(35:30):
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
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