October 27, 2025 • 32 mins
In this episode, we explore Chapter 4 of Unfolded: Lessons in Transformation from an Origami Crane. Dr. Linda and Brian Schubring unpack what it means for teams and organizations to “fly” — to embrace risk, trust, and transformation as they step into new levels of growth.
Topics Covered:
- Recognizing when your team is in the fly stage
- Why trust is the foundation of all growth
- How leaders create safety and courage for flight
- Balancing support and risk in team development
- Celebrating progress (and crashes) together
- The leader’s role as the “Eagle” — seeing and affirming others
Resources:
- Unfolded: Lessons in Transformation from an Origami Crane (Book)
- [Previous Episode: Fly 1: Why Every Transformation Needs a Little Courage to Take Flight
- Leadership Vision Consulting Website
🎉 Unfolded is a National Bestseller!
#1 in Business & #5 Overall on USA Today
#17 on Publisher’s Weekly Nonfiction
📘 Grab your copy + get the FREE Reflection Guide!
-
Read the full blog post here!
CONTACT US
- email: connect@leadershipvisionconsulting.com
- Leadership Vision Online
ABOUT
The Leadership Vision Podcast is a weekly show sharing our expertise in discovering, practicing, and implementing a Strengths-based approach to people, teams, and culture. Contact us to talk to us about helping your team understand the power of Strengths.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_02 (00:00):
Trust the process and grow your palate for
transformation.
It's not to be feared, eventhough it's scary.
It's not to be feared, eventhough it's scary.
And the transformation will onlymake the world a better place if
we find ways to transform theworld into more kind places,
(00:22):
more growing places, moreevolved places that give dignity
and courage to each person.
SPEAKER_01 (00:32):
You are listening to the Leadership Vision Podcast,
our show helping you buildpositive team culture.
Our consulting firm has beendoing this work for the past 25
years so that leaders arementally engaged and emotionally
healthy.
To learn more about our work,you can click the link in the
show notes or visit us on theweb at Leadership Vision
Consulting.com.
Hello everyone, my name isNathan Freeberg, and today in
(00:55):
the podcast, we are continuingon our journey through Unfolded
Lessons in Transformation froman Orgami Crane, the
award-winning book by Dr.
Linda and Brian Schubring.
We're going to be talking aboutchapter four, the chapter where
OC finally learns to fly.
But we're going to be talkingabout it from the perspective of
teams and organizations.
(01:15):
Because for many of them, flyingis about stepping into new
challenges where the risks arehigher and the opportunities are
greater.
So in this conversation, we'regoing to be talking about how to
recognize when your team ororganization is in the fly
stage, where the playground isbigger, the stakes are higher,
and trust is essential, whybelief and support from
teammates is crucial and howleaders can nurture a culture
(01:39):
where people help one anotherrefold their wings, and how to
handle resistance or doubt, andhow leaders can take on the role
of the eagle, which we'll talk alot more about, offering
perspective, encouragement, andguidance through that
transformation.
Now, if your team is facing bigchallenges or preparing for a
new horizon, this episode willgive you the language and
(02:00):
insight and tools for how totake that flight together.
Enjoy.
Brian and Linda, welcome back tothe Leadership Vision Podcast.
How are you doing today?
Well, since the last time wemet.
I'm gonna pretend like wehaven't just been spent the last
45 minutes together.
SPEAKER_02 (02:18):
Exactly.
SPEAKER_01 (02:19):
Just kidding.
We're still doing great.
You guys are helping a lot ofteams fly these days.
I think yesterday you're workingwith some clients.
Yes.
What days today?
Today's two.
Yeah, yeah, that was yesterday.
And then is it tomorrow?
You're f you're literally flyingover an ocean to go help some
other teams in Europe.
Yep.
Yep.
We just recorded uh the chapterabout fly where we talked about
(02:41):
flying from the individual, whatthat means.
Uh I'm gonna assume everybodyhas already listened to that.
So just really quick frame this,put some put some parameters
around flying from theperspective of the team or
organization.
SPEAKER_00 (02:56):
Yeah, let's let's frame this up for a second.
What does fly even mean?
Um, in in a business context, ina team context, um, some of the
ideas that emerge when you thinkabout what does fly mean, it in
one context, it would be letthem lead, like let your people
lead, let people influence, letpeople contribute, let them be
creative, let them beinnovative, um, let them
(03:18):
practice.
And this whole idea of givingpeople the chance to fly means
that you're trusting in aperson's experience and their
expertise.
You're trusting them toinfluence other people, you're
trusting them for the nextthree, four, five, six steps
forward or for the next sixmonths when you're pursuing some
kind of objective.
And by flight, it means that youare allowing people to have
(03:42):
their hands on the controls.
They're able to push the buttonsand make the decisions, they're
able to ask for help and they'reable to guide without someone
saying, Oh, I didn't mean fourdegrees to the right, I meant
three.
And so that this idea of fly iswe have enabled and empowered
people to take that next step.
We have actually given peoplepermission to lead.
(04:03):
We've taken away some of theobstacles and barriers, and
we're allowing people to worktogether, trust in themselves,
and influence a person, a team,or an organization toward the
next milestone or horizon.
I like that.
And that's gonna look differentin every context on every team
(04:24):
for the dynamics that we'reabout to talk about.
So seep back up, trade tables upthere in the position.
SPEAKER_01 (04:32):
Buckle up.
How Linda, how do so thischapter opens with the big
playground?
How do teams or organizationsknow when they've reached the
big playground?
I think we're sort of uh usingthat to sort of indicate when
we've reached this fly stageversus like we're still in the
tri-stage or maybe the playstage or we're still trying to
(04:52):
figure out our dream.
How do leaders kind of know whenthey're when they're there?
SPEAKER_02 (04:58):
Sometimes you don't.
SPEAKER_01 (05:02):
Fair enough.
SPEAKER_02 (05:02):
And in in part because I think there's so many
times where we've we're in thetry stage and we're just
practicing practicing, and allof a sudden the lights flipped
on and you the spotlights onyou, and you realize, oh, I'm in
a different place where what wethought was flying was actually
(05:24):
just practice.
SPEAKER_03 (05:25):
Oh, interesting.
SPEAKER_02 (05:26):
And when I think about the big playground, I love
your question, Nathan.
Because how do you know?
Because things look a little bitmore challenging, things feel a
little bit more unknown, there'smore uncertainty, and the
oftentimes the only thing thatis certain is what you know of
(05:48):
your skills and expertise, andwhat you know and what kind of
trust has been built among yourcolleagues or teammates or
partners on this journey.
And when you look around andyou're in a brand new playground
and you have bigger things torespond to, all of a sudden it
(06:08):
is just the it's it's theshudder moment.
It's the oh, like, okay.
This is the big stakes.
This is the uh this is notKansas anymore.
We are not just messing around.
We we are off to see the wizard.
Oh that wizard.
SPEAKER_01 (06:28):
Yeah.
That Kansas.
That Kansas.
So this idea of a supportivecommunity.
Yes.
Like we've talked about that adnauseum with our courses, with
like we've done whole things ontrust, right?
So I guess what I'm reallyasking is like what more do we
have to say about this?
Why are we bringing this uphere?
Uh it's obviously important.
It's like a huge part of this.
(06:49):
So, how do we want to framethis, a part of this
conversation?
As we talk about chapter fourhere, in light of flying, in
light in the context of teams.
Does that make sense?
I don't know.
SPEAKER_00 (06:58):
Yeah, I approach this question differently
because I think that the time tofly, that it's always the time
to fly.
Oh, I think every team, everycontext, every culture, there's
a place and a time to fly rightnow.
Interesting.
Yeah, that to me, and I thinkthat the supportive community is
often it's it that there's zeroflight instructors in that
(07:23):
community.
They're all building monoplanes.
And it's just and there thereare some so there's that
challenge for me, is I sometimesthe greatest frustration that I
have with our work is people'sinability to shift their focus
three degrees to the right tosee the runway.
(07:45):
Like it's always time to fly.
Like there's always a moment tofly.
And I think that sometimes weget stuck in a comfort zone from
our supporter community where weunderstand who we are, we
understand our role on the team,we understand our team members,
and that provides us a level ofcomfort too, like Linda said, to
continue to practice and trywithout the risk that
(08:05):
necessitates or the risk thatcomes before flight.
And that risk is a challengezone, it provides discomfort,
there's some reshaping thathappens.
I believe that oftentimesleaders are reluctant to ask
people to fly because it's goingto involve an element of risk
and unknown that they haven'tseen before.
And that's the whole point.
SPEAKER_02 (08:30):
I really love your sentiments, but I I I don't
think it's always time to fly.
And the reason I don't thinkit's always time to fly is when
you initially step into the bbig playground, you can always
be dreaming of flight, but youhave to be putting things back
together.
I think flight is so momentary.
(08:53):
And and I wonder with thesupportive community, if it's
really about figuring out yourroles and your responsibilities
in a bigger, more high-stakesenvironment.
And and for me, I think thefirst question that I ask is,
how do I be the supportivecommunity I want to see in the
(09:14):
world?
How do I be the supportivecommunity I want to see in the
world?
What role can I play?
And sometimes we we over-rotatewhen it feels really big.
And we get like even like I'llget really anxious, like we're
about to fly.
Do we have everything?
Do you have the things that youneed?
And sometimes just trusting theprocess or leaning on other
(09:38):
people that have big dreams,that really believe that it is
always time to fly, it makesactually a good partnership.
Yeah.
I might want to offer anotheropinion.
Okay, I like this.
SPEAKER_00 (09:48):
I think that in that supportive community, there are
people that are actually focusedon and seeing all the flight
that's happening in anorganization and are thinking to
themselves, I'm a pilot, why amI not flying?
And so part of my perspective iswhen teams become focused on
their immediate task, that's allfine and good.
And sometimes, like OC, we wemiss the moment to look up and
(10:13):
watch the flying that'shappening around us.
Because I think that some of thegreatest learning comes from
watching people in flight withinthe organization that we're in
who are setting the example andsetting the model.
And I want to ask people can yousee yourself in flight?
Comma, like them, comma, in thisorganization, can you see it?
(10:36):
Because sometimes I show up andI think this supportive
community is here for me, for meto fly.
And if I miss the opportunitythat the community has for me,
I'm missing my moment forflight.
Yeah.
Do you want to disagree?
SPEAKER_02 (10:50):
No, I agree with that.
It's just a differentperspective.
SPEAKER_00 (10:52):
Right.
SPEAKER_02 (10:53):
It's a different perspective because I think
we're saying the same thing, andthat is trust is essential.
Trusting ourselves, trustingeach other, um, investing in the
trust-building activities thatare necessary to demonstrate to
someone that I got your back andI'm with you.
And we don't know exactly whatwe're doing, but I have a plan,
(11:15):
or I have some encouragement, orI even have some critical friend
feedback.
SPEAKER_00 (11:20):
And that's the threat of familiar trust,
because familiar trust cancreate a comfort for us.
We know we're trusting, butwe're not actually trusting our
talent to elevate us to the nextlevel.
And that's a different kind oftrust.
That's the trust that threatens.
That there's a trust thatthreatens normality, there's a
trust that threatens familiar,and that's the trusting in
(11:40):
ourselves in this moment that Ihave what it takes to fly.
SPEAKER_01 (11:43):
Hmm.
So good.
How as a leader, how do you Iknow I'm speaking right to you.
SPEAKER_00 (11:49):
I understand.
You can cut that part out.
SPEAKER_01 (11:51):
Nope.
As a leader, okay.
Next question.
As a leader, there's questions.
Um how do leaders cultivate thatidea of resilience, of ignoring
the doubters and naysayers?
You know, I think sometimesteams can get so trusting of one
(12:13):
another that they can get reallygood at ignoring the outside
voices, but maybe to theirdetriment.
Or the opposite, where they getso aware of the outside voices
that they they can't overcomeit.
So, how do how do you help leadthe leaders you work with, how
do you help them cultivate thisresilience on their team so that
their team can succeed and fly?
(12:35):
Oh, Nathan.
Brian's waving his hand.
SPEAKER_00 (12:38):
Um, Nathan, um, I think the first step for leaders
is to recognize the type offlight environment that they're
in, because alas, let'srecognize that there are some
environments and the best theycan do is make paper planes.
There are other environments,may I argue, that are like
Orville and Wilbur Wright, whereyou're on a grassy hillside with
(12:59):
some wicker and cloth, somethingthat you hope is going to fly.
There are other leaders that areleading um teams that are they
are a regional airport.
There are others that are majorairports, there are others that
are Frankfurt airports, thereare others that are sending
missions to Mars.
Recognize the environment thatyou're in and the potential of
(13:21):
flight within your environment,then ask who's here to become or
who is here to help enable andempower that type of flight.
Because sometimes we work withleaders and they misinterpret
their current regional airportfor a NASA site.
Ah and context shapeseverything.
(13:46):
Yeah.
If we're on a grassy hillside,let's work with that because
guess what?
Flight can happen there.
If we're at a major airport andflight looks a little bit
different, that's where we are.
And each one of those contextswill shape the expectations.
Neither one is right or wrong.
They are all who we are andwhere we are, and so we respect
the potential for flight basedon the context that we're in.
(14:10):
Because remember, remember, ifthere's someone who shows up who
has greater potential than thegrassy hillside, like the book,
there's a gate.
There's always a way out.
SPEAKER_01 (14:25):
Make it more practical.
SPEAKER_00 (14:28):
Yesterday, Nathan, just a quick story.
Yeah, I saw alongside themarathon some guy that was
dressed in a flight suit.
Like he had on the actual helmetwith the mask and the hoses.
I'm like, what is this guy in aflight suit?
What is this?
Like he was ready to fly.
Wrong context, but he was readyto go.
(14:49):
He might have had a parachuteon.
I've no, I've never seen thatbefore.
SPEAKER_01 (14:52):
That's hilarious.
Well, you know, you just gottaembrace whatever the world gives
you.
Go go back and make it verypractical because I'm I'm I'm
thinking about the person who'slistening to us being like, Man,
I just got my team is justconstantly telling me of the
hurdles, and it doesn't seemlike we can get over them.
How do I I can only give them somany, we got this speeches
(15:16):
before it just feels silly.
SPEAKER_02 (15:20):
I think that's the invitation that we give to
leaders to practice trustingtheir people, teaching their
people what it means and what itfeels like to be trusted.
Some people are so afraid,especially in perfectionistic
kind of environments, to make amistake.
And and then to an earliersentiment you you gave Nathan
(15:44):
was like you you just kind ofignore them.
And I think if we if we practiceignoring too much, then we we
miss some of the uhself-acceptance, we miss some of
the you know radical uhself-awareness that is necessary
to do the big things likeflying.
(16:06):
And I think it's not necessaryuh ignoring, but it's not giving
too much value to the voicesthat are at the end of the day
distracting.
And Brian will often say this isit noise or is it necessary?
Yeah.
Is that noise or necessary?
And in this moment, no, we'reabout to take off.
(16:27):
Yep, I know we haven't built therunway yet.
Just trust me, get in this planeand it'll be done by the time we
need to take off or come backand land.
SPEAKER_00 (16:38):
So for leaders to make this super practical, I
think the first question to askis what does flight look like
here in this context?
So, what does flight look like?
Um, just naming that,demonstrating that, and and ask,
and then the second questionleaders can ask is who's flying
here right now?
Because you we want that thatmodel.
We want people to be able tovisualize what flight actually
(16:59):
looks like.
The second step, then look atyour people and then begin to
understand some of the of thedifferent ways that people show
up and how do people show updemonstrate their readiness and
willingness for flight?
And there are some people thatare gonna be ready for flight.
There are other people who aregonna be in that place where
they can help, and in thathelping, they're gonna
(17:20):
understand what it takes.
And maybe there are those otherpeople on the team that are in
that place where they have anobservational role because we're
not quite sure of theirreadiness or their capacity to
fly.
So a leader's ability to assessand to know and to connect with
people to understand who's readyis really important because,
third, leaders need to be ableto empower and release people to
(17:46):
fly, like we said earlier, tolead and to influence, to be
able to demonstrate to otherpeople what it takes and to
learn it in the process.
Because when people fly, thereare others that are watching and
getting ready to do that.
And there are others that maysay to themselves, I don't know
if I'm really ready for thisflying at all.
And that's part of why we wantto encourage leaders and teams
(18:09):
to actually practice flyingbecause I think it really helps
bring the team together.
And it, you know, it does thisis not meant to sound cliche, it
actually helps to embody thebeliefs and values of an
organization.
And when you are working towardssomething together, being in
flight together is actually away that we can streamline
(18:31):
aerodynamically an entire teamto get somewhere more
efficiently than we would if wenever had the chance to fly in
the first place.
SPEAKER_01 (18:38):
We have an old blog post or podcast about alignment.
Well, yeah, but geese and flyingand that whole thing.
You know, something just sort ofa side note that I appreciate
about this metaphor is that youcould just read it and be like
ho hum, like that's a greatidea, or that's an interesting
(18:58):
concept.
But then even like that, when Ipressed you on drilling down on
this one idea.
One, two, three, four, five, yougive me six like steps that are
like things that I know that youdo with clients and help them.
SPEAKER_00 (19:11):
Because we've seen it.
SPEAKER_01 (19:12):
Yeah.
SPEAKER_00 (19:12):
Yeah.
I think for to use this flightanalogy or this this flight
metaphor, I think that there aresome organizations where their
flight looks like a cockpit,where there are two or three
people with specific roles.
Um, there are certainenvironments where flight looks
like that flock of geese, whereit's continually moving, there
(19:34):
and people are taking turns, andthere's all this kind of like
subtle motion that's happening.
And there are otherorganizations that we work with
where, and I'm not exaggerating,when they take flight, it's like
the blue angels.
Like there's this tightformation, everybody has these
super practiced roles, they knowexactly what they're gonna do.
And if you veer right or left byjust a small amount, disaster
(19:57):
awaits because there's so muchat stake.
Yeah.
Um, and so you just don't flyrandomly.
And so there are just manydifferent visions of what flight
looks like.
SPEAKER_01 (20:06):
So I want to I want to talk about we're almost done
here, but kind of celebratingthe process together.
So OC's flying, she crashes, shecrashes, people are like messing
her up, she kind of gets overthat.
Uh, and then she's flying in YC,the young crane, is like, I love
you, you're doing it, keepgoing.
(20:27):
And OC's like, yeah.
How what is that?
Like, you probably can't do thatin a in a corporate office.
But what does that look like?
I mean, hey, we're gettingdonuts on Friday.
Like, what are the practical,like, how do I encourage my teen
without being cheesy, withoutbeing weird Michael Scott?
Like, what are some of the waysto celebrate the process, the
(20:49):
progress, even when it's youknow, full of falls?
SPEAKER_02 (20:55):
Sometimes it's just naming it.
Uh naming that, wow, we justflew.
SPEAKER_03 (21:01):
Yeah.
SPEAKER_02 (21:02):
And then the some, you know, some teams do a
postmortem and they sure vieweverything that went well and
that didn't go well, and thingsthat surprise them, and things
that they will lean into thenext time they take flight.
And so usually it is a moment, acelebration could be
acknowledgement of theaccomplishment and and reminding
(21:25):
teammates this is what welearned.
Man, we we're ready for our nextflight.
And Brian says we're alwaysready.
So, um, and so how how do we howdo we keep doing that?
There are some teams though thatare just okay, next flight.
Okay, next flight.
And it almost takes the wind outof a team's sails of, but I just
(21:45):
I wanted to be acknowledged, Iwant to be seen for having the
plan.
Yeah, I want to be seen forhaving my own realization of the
role that I want to play in thenext flight, right?
So the importance of naming itis big.
SPEAKER_00 (21:59):
I have two examples for this one.
Think we got uh some clientsthat we're working with.
One client that we're workingwith, this flight metaphor
aligns pretty tightly becausewhat she's trying to do is as
the CEO, she's trying to createa mentality that we're all on an
aircraft carrier, and we allhave a mission that that we're
on.
And the idea behind thismetaphor is that each member of
(22:21):
the leadership team is a pilot.
Like they have their ownmission, they have their own
calling, but they have thetraining that puts them on the
deck of an aircraft carrier andall the complications that that
go with that, and that kind ofexpectation of this is what
flight looks like, this is myexpectation around flight, it
just creates a very strongmetaphor.
(22:42):
I have another example of Nathanback to the celebrating.
When you had the expectation,like the first example, you
celebrate along the process.
And so we were with a clientyesterday, and I'm standing in
the back just talking to theCOO.
And the COO and I are talkingabout one of their leaders that
they're giving a chance to takeflight.
And I said, Well, how's it goingwith her?
(23:03):
And and he was talking aboutwhat's happened over the last
six months when they've giventhis leader the opportunity to
practice.
And he was saying, basically,this is what it looked like when
she practiced flying.
This is what it looked like whenshe did this.
And he had recognized the stepsthat she had taken, the risks
that she had made to actually beleading in context and leading
(23:24):
with people in ways that theydidn't have before.
So that noticing and naming,like Linda mentioned, in the
context of peers, is saying tothis up-and-coming leader, hey,
these attempts at flight, it'sactually working.
You know, you are successful,and they're continuing to give
her chances to fly even more.
SPEAKER_02 (23:41):
So when you lean into that growth narrative and
begin to really celebrate thecomponents of where you've seen
growth, where you've seenchange, where you've seen people
truly transform for the better,that inspires like we can take
the next hill, or let's let'slet's push ourselves even more
(24:02):
to watch our daughter run a halfmarathon.
Yeah, that's cool.
And then for her to say, I thinkI can do a whole marathon.
Um and sometimes we just needbits of practice that that feel
like a flight that might be theprecursor to the next flight.
Yeah, that's good.
SPEAKER_01 (24:19):
I like what you said there, and I just have baseball
on the mind because my cubs arein the playoffs.
You like the Cubs?
I do.
Did you know that?
Um They're in the playoffs?
SPEAKER_03 (24:29):
Yeah.
SPEAKER_01 (24:29):
Zip it.
The uh so watching them do thewhole champagne thing when they
clinched a wildcard spot, whenthey uh won the first round of
their that wildcard round.
You know, some people are kindof like, you know, the World
Series winning that is the onlything that matters.
So why are they going crazy withall the champagne?
(24:50):
And I heard some commentatorslike, you know, a couple of Cubs
players are like, you know,tenure veterans, like, this is
the first time they've ever donethis.
Some of these guys, this is theonly time they will be in a, you
know, win a postseason,whatever.
And to what you were justsaying, Linda, like you have to
celebrate every milestone to notonly recognize what you've done,
(25:11):
but then encourage you to belike, but there's more.
Like, how do we get to yet thenext one?
And I think maybe too often inthe corporate business world, we
don't.
I mean, we're not gonna tarp upthe office and spray campaign
every time we hit one littlegoal, but what is what does that
look like?
The last thing I want to talkabout here is Eagles.
Yes.
Uh the Eagle, as we know, helpsOC kind of make sense of her new
(25:35):
perspective.
She gets up there and she'slike, What in the world is
happening?
And the Eagle's like, Oh, what'sup?
I haven't seen you around herebefore.
How do leaders embody that uhthat role for their teams?
Because often that leader maybehasn't been up there either.
And so they're kind ofexperiencing that at the same
time.
SPEAKER_02 (25:55):
But the leader has maybe been somewhere.
So I would say in the heart ofevery leader is a moment of an
eagle.
Maybe not all the time, but Ithink when we embody the eagle,
we have a way of seeing people,naming and noticing that, hey,
(26:16):
now we're flying.
Hey, I haven't seen you.
And the the power of a leaderthat begins to serve others and
pull out the dreams and theinspiration of other people.
I think that is that's theessential uh belief that we we
say when we say leaders gofirst.
(26:38):
Leaders go first.
That means you've probably fflown somewhere before and maybe
wasn't at this high stakes, butyou have some lessons to learn,
and you can translate that toyour your environment or your
context to help someone else whojust needs the continued
encouragement to fly.
SPEAKER_00 (26:58):
The role of the eagle is to recognize when
others are in flight, toreassure them that they are
meant to be there, and to remindthem of the work in progress or
the work and process thatbrought them there, and to not
forget to share that experiencewith others.
(27:19):
I love to ask leaders who theyare the eagle for.
Name that person.
Think of the individual uh thatis in this place where they're
attempting to fly.
And I love to challenge leadersto then go and encourage that
that person to remind them ofwhat's actually happening.
(27:40):
Um, because when you ask peoplethat question, like, who are you
the eagle for?
They kind of look to the side,they kind of wonder, and then
they then their eyes light up,like they know it.
And that's what I want to see,because I think that people miss
the moments of flight too often,and the eagle is here to remind
(28:01):
us to take notice and torecognize.
Yeah.
That's good.
unknown (28:07):
I know.
I know.
SPEAKER_01 (28:10):
I have a Cubs.
Go, Cubs, go.
I have a conclusion that I wantto read.
Go for it.
And then a quick takeaway.
I think I'll read thisconclusion, get your thoughts,
and then I have like a verypractical takeaway.
For teams and organizations, thefly stage is where vision meets
reality.
It's where the stakes arehigher, the risks are greater,
(28:31):
but the rewards are richer.
To truly fly, teams must believein their collective strength,
trust the process oftransformation, and support one
another through both the fallsand the breakthroughs.
As leaders, one of our greatestcallings is to be like the
Eagle, helping our teams makesense of new perspectives,
encouraging them to trust theirgrowth, and reminding them that
(28:53):
even in transformation, they arestill the same at their core.
Thoughts, comments, really good.
SPEAKER_02 (29:02):
My initial thought trust the process and grow your
palate for transformation.
It's not to be feared, it's notto be even though it's scary.
It's not to be feared, eventhough it's scary.
And the transformation will onlymake the world a better place if
(29:27):
we find ways to transform theworld into more kind places,
more growing places, moreevolved places that give dignity
and courage to each person.
SPEAKER_01 (29:46):
Alright, so here's a reflection for leaders and for
teams.
What does flying look like forus right now?
And you can also ask the samequestion what does flying look
like for me right now on thisteam?
And how can we create the trustand creation?
Courage needed to fly together.
SPEAKER_02 (30:03):
I would love to know the answers.
SPEAKER_01 (30:05):
I would love to know the answers.
Send us your answers to that.
You can uh drop us a line,connect at Leadership Vision
Consulting.com, or leave acomment in the accompanying blog
post or social media.
Thank you for listening to theLeadership Vision Podcast, our
show helping you build positiveteam culture.
If you found value from thisepisode or any of our other
resources, we would love it ifyou could subscribe to our
(30:29):
podcast wherever you get yourpodcast, follow us in all the
socials, join our free emailnewsletter, or just send this to
someone who you think couldbenefit, someone who's leading a
team and could benefit from anyof this information about how to
help their team fly.
You can click the link in theshow notes to get more
information about this episodeand other resources, or visit us
(30:50):
on the web at Leadership VisionConsulting.com.
My name is Nathan Freeberg.
I'm Linda Schubring.
And I'm Brian Schubring.
And on behalf of our entireteam, thanks for listening.
Trust the process and grow your palate for
transformation.
It's not to be feared, eventhough it's scary.
It's not to be feared, eventhough it's scary.
And the transformation will onlymake the world a better place if
we find ways to transform theworld into more kind places,
(00:22):
more growing places, moreevolved places that give dignity
and courage to each person.
SPEAKER_01 (00:32):
You are listening to the Leadership Vision Podcast,
our show helping you buildpositive team culture.
Our consulting firm has beendoing this work for the past 25
years so that leaders arementally engaged and emotionally
healthy.
To learn more about our work,you can click the link in the
show notes or visit us on theweb at Leadership Vision
Consulting.com.
Hello everyone, my name isNathan Freeberg, and today in
(00:55):
the podcast, we are continuingon our journey through Unfolded
Lessons in Transformation froman Orgami Crane, the
award-winning book by Dr.
Linda and Brian Schubring.
We're going to be talking aboutchapter four, the chapter where
OC finally learns to fly.
But we're going to be talkingabout it from the perspective of
teams and organizations.
(01:15):
Because for many of them, flyingis about stepping into new
challenges where the risks arehigher and the opportunities are
greater.
So in this conversation, we'regoing to be talking about how to
recognize when your team ororganization is in the fly
stage, where the playground isbigger, the stakes are higher,
and trust is essential, whybelief and support from
teammates is crucial and howleaders can nurture a culture
(01:39):
where people help one anotherrefold their wings, and how to
handle resistance or doubt, andhow leaders can take on the role
of the eagle, which we'll talk alot more about, offering
perspective, encouragement, andguidance through that
transformation.
Now, if your team is facing bigchallenges or preparing for a
new horizon, this episode willgive you the language and
(02:00):
insight and tools for how totake that flight together.
Enjoy.
Brian and Linda, welcome back tothe Leadership Vision Podcast.
How are you doing today?
Well, since the last time wemet.
I'm gonna pretend like wehaven't just been spent the last
45 minutes together.
SPEAKER_02 (02:18):
Exactly.
SPEAKER_01 (02:19):
Just kidding.
We're still doing great.
You guys are helping a lot ofteams fly these days.
I think yesterday you're workingwith some clients.
Yes.
What days today?
Today's two.
Yeah, yeah, that was yesterday.
And then is it tomorrow?
You're f you're literally flyingover an ocean to go help some
other teams in Europe.
Yep.
Yep.
We just recorded uh the chapterabout fly where we talked about
(02:41):
flying from the individual, whatthat means.
Uh I'm gonna assume everybodyhas already listened to that.
So just really quick frame this,put some put some parameters
around flying from theperspective of the team or
organization.
SPEAKER_00 (02:56):
Yeah, let's let's frame this up for a second.
What does fly even mean?
Um, in in a business context, ina team context, um, some of the
ideas that emerge when you thinkabout what does fly mean, it in
one context, it would be letthem lead, like let your people
lead, let people influence, letpeople contribute, let them be
creative, let them beinnovative, um, let them
(03:18):
practice.
And this whole idea of givingpeople the chance to fly means
that you're trusting in aperson's experience and their
expertise.
You're trusting them toinfluence other people, you're
trusting them for the nextthree, four, five, six steps
forward or for the next sixmonths when you're pursuing some
kind of objective.
And by flight, it means that youare allowing people to have
(03:42):
their hands on the controls.
They're able to push the buttonsand make the decisions, they're
able to ask for help and they'reable to guide without someone
saying, Oh, I didn't mean fourdegrees to the right, I meant
three.
And so that this idea of fly iswe have enabled and empowered
people to take that next step.
We have actually given peoplepermission to lead.
(04:03):
We've taken away some of theobstacles and barriers, and
we're allowing people to worktogether, trust in themselves,
and influence a person, a team,or an organization toward the
next milestone or horizon.
I like that.
And that's gonna look differentin every context on every team
(04:24):
for the dynamics that we'reabout to talk about.
So seep back up, trade tables upthere in the position.
SPEAKER_01 (04:32):
Buckle up.
How Linda, how do so thischapter opens with the big
playground?
How do teams or organizationsknow when they've reached the
big playground?
I think we're sort of uh usingthat to sort of indicate when
we've reached this fly stageversus like we're still in the
tri-stage or maybe the playstage or we're still trying to
(04:52):
figure out our dream.
How do leaders kind of know whenthey're when they're there?
SPEAKER_02 (04:58):
Sometimes you don't.
SPEAKER_01 (05:02):
Fair enough.
SPEAKER_02 (05:02):
And in in part because I think there's so many
times where we've we're in thetry stage and we're just
practicing practicing, and allof a sudden the lights flipped
on and you the spotlights onyou, and you realize, oh, I'm in
a different place where what wethought was flying was actually
(05:24):
just practice.
SPEAKER_03 (05:25):
Oh, interesting.
SPEAKER_02 (05:26):
And when I think about the big playground, I love
your question, Nathan.
Because how do you know?
Because things look a little bitmore challenging, things feel a
little bit more unknown, there'smore uncertainty, and the
oftentimes the only thing thatis certain is what you know of
(05:48):
your skills and expertise, andwhat you know and what kind of
trust has been built among yourcolleagues or teammates or
partners on this journey.
And when you look around andyou're in a brand new playground
and you have bigger things torespond to, all of a sudden it
(06:08):
is just the it's it's theshudder moment.
It's the oh, like, okay.
This is the big stakes.
This is the uh this is notKansas anymore.
We are not just messing around.
We we are off to see the wizard.
Oh that wizard.
SPEAKER_01 (06:28):
Yeah.
That Kansas.
That Kansas.
So this idea of a supportivecommunity.
Yes.
Like we've talked about that adnauseum with our courses, with
like we've done whole things ontrust, right?
So I guess what I'm reallyasking is like what more do we
have to say about this?
Why are we bringing this uphere?
Uh it's obviously important.
It's like a huge part of this.
(06:49):
So, how do we want to framethis, a part of this
conversation?
As we talk about chapter fourhere, in light of flying, in
light in the context of teams.
Does that make sense?
I don't know.
SPEAKER_00 (06:58):
Yeah, I approach this question differently
because I think that the time tofly, that it's always the time
to fly.
Oh, I think every team, everycontext, every culture, there's
a place and a time to fly rightnow.
Interesting.
Yeah, that to me, and I thinkthat the supportive community is
often it's it that there's zeroflight instructors in that
(07:23):
community.
They're all building monoplanes.
And it's just and there thereare some so there's that
challenge for me, is I sometimesthe greatest frustration that I
have with our work is people'sinability to shift their focus
three degrees to the right tosee the runway.
(07:45):
Like it's always time to fly.
Like there's always a moment tofly.
And I think that sometimes weget stuck in a comfort zone from
our supporter community where weunderstand who we are, we
understand our role on the team,we understand our team members,
and that provides us a level ofcomfort too, like Linda said, to
continue to practice and trywithout the risk that
(08:05):
necessitates or the risk thatcomes before flight.
And that risk is a challengezone, it provides discomfort,
there's some reshaping thathappens.
I believe that oftentimesleaders are reluctant to ask
people to fly because it's goingto involve an element of risk
and unknown that they haven'tseen before.
And that's the whole point.
SPEAKER_02 (08:30):
I really love your sentiments, but I I I don't
think it's always time to fly.
And the reason I don't thinkit's always time to fly is when
you initially step into the bbig playground, you can always
be dreaming of flight, but youhave to be putting things back
together.
I think flight is so momentary.
(08:53):
And and I wonder with thesupportive community, if it's
really about figuring out yourroles and your responsibilities
in a bigger, more high-stakesenvironment.
And and for me, I think thefirst question that I ask is,
how do I be the supportivecommunity I want to see in the
(09:14):
world?
How do I be the supportivecommunity I want to see in the
world?
What role can I play?
And sometimes we we over-rotatewhen it feels really big.
And we get like even like I'llget really anxious, like we're
about to fly.
Do we have everything?
Do you have the things that youneed?
And sometimes just trusting theprocess or leaning on other
(09:38):
people that have big dreams,that really believe that it is
always time to fly, it makesactually a good partnership.
Yeah.
I might want to offer anotheropinion.
Okay, I like this.
SPEAKER_00 (09:48):
I think that in that supportive community, there are
people that are actually focusedon and seeing all the flight
that's happening in anorganization and are thinking to
themselves, I'm a pilot, why amI not flying?
And so part of my perspective iswhen teams become focused on
their immediate task, that's allfine and good.
And sometimes, like OC, we wemiss the moment to look up and
(10:13):
watch the flying that'shappening around us.
Because I think that some of thegreatest learning comes from
watching people in flight withinthe organization that we're in
who are setting the example andsetting the model.
And I want to ask people can yousee yourself in flight?
Comma, like them, comma, in thisorganization, can you see it?
(10:36):
Because sometimes I show up andI think this supportive
community is here for me, for meto fly.
And if I miss the opportunitythat the community has for me,
I'm missing my moment forflight.
Yeah.
Do you want to disagree?
SPEAKER_02 (10:50):
No, I agree with that.
It's just a differentperspective.
SPEAKER_00 (10:52):
Right.
SPEAKER_02 (10:53):
It's a different perspective because I think
we're saying the same thing, andthat is trust is essential.
Trusting ourselves, trustingeach other, um, investing in the
trust-building activities thatare necessary to demonstrate to
someone that I got your back andI'm with you.
And we don't know exactly whatwe're doing, but I have a plan,
(11:15):
or I have some encouragement, orI even have some critical friend
feedback.
SPEAKER_00 (11:20):
And that's the threat of familiar trust,
because familiar trust cancreate a comfort for us.
We know we're trusting, butwe're not actually trusting our
talent to elevate us to the nextlevel.
And that's a different kind oftrust.
That's the trust that threatens.
That there's a trust thatthreatens normality, there's a
trust that threatens familiar,and that's the trusting in
(11:40):
ourselves in this moment that Ihave what it takes to fly.
SPEAKER_01 (11:43):
Hmm.
So good.
How as a leader, how do you Iknow I'm speaking right to you.
SPEAKER_00 (11:49):
I understand.
You can cut that part out.
SPEAKER_01 (11:51):
Nope.
As a leader, okay.
Next question.
As a leader, there's questions.
Um how do leaders cultivate thatidea of resilience, of ignoring
the doubters and naysayers?
You know, I think sometimesteams can get so trusting of one
(12:13):
another that they can get reallygood at ignoring the outside
voices, but maybe to theirdetriment.
Or the opposite, where they getso aware of the outside voices
that they they can't overcomeit.
So, how do how do you help leadthe leaders you work with, how
do you help them cultivate thisresilience on their team so that
their team can succeed and fly?
(12:35):
Oh, Nathan.
Brian's waving his hand.
SPEAKER_00 (12:38):
Um, Nathan, um, I think the first step for leaders
is to recognize the type offlight environment that they're
in, because alas, let'srecognize that there are some
environments and the best theycan do is make paper planes.
There are other environments,may I argue, that are like
Orville and Wilbur Wright, whereyou're on a grassy hillside with
(12:59):
some wicker and cloth, somethingthat you hope is going to fly.
There are other leaders that areleading um teams that are they
are a regional airport.
There are others that are majorairports, there are others that
are Frankfurt airports, thereare others that are sending
missions to Mars.
Recognize the environment thatyou're in and the potential of
(13:21):
flight within your environment,then ask who's here to become or
who is here to help enable andempower that type of flight.
Because sometimes we work withleaders and they misinterpret
their current regional airportfor a NASA site.
Ah and context shapeseverything.
(13:46):
Yeah.
If we're on a grassy hillside,let's work with that because
guess what?
Flight can happen there.
If we're at a major airport andflight looks a little bit
different, that's where we are.
And each one of those contextswill shape the expectations.
Neither one is right or wrong.
They are all who we are andwhere we are, and so we respect
the potential for flight basedon the context that we're in.
(14:10):
Because remember, remember, ifthere's someone who shows up who
has greater potential than thegrassy hillside, like the book,
there's a gate.
There's always a way out.
SPEAKER_01 (14:25):
Make it more practical.
SPEAKER_00 (14:28):
Yesterday, Nathan, just a quick story.
Yeah, I saw alongside themarathon some guy that was
dressed in a flight suit.
Like he had on the actual helmetwith the mask and the hoses.
I'm like, what is this guy in aflight suit?
What is this?
Like he was ready to fly.
Wrong context, but he was readyto go.
(14:49):
He might have had a parachuteon.
I've no, I've never seen thatbefore.
SPEAKER_01 (14:52):
That's hilarious.
Well, you know, you just gottaembrace whatever the world gives
you.
Go go back and make it verypractical because I'm I'm I'm
thinking about the person who'slistening to us being like, Man,
I just got my team is justconstantly telling me of the
hurdles, and it doesn't seemlike we can get over them.
How do I I can only give them somany, we got this speeches
(15:16):
before it just feels silly.
SPEAKER_02 (15:20):
I think that's the invitation that we give to
leaders to practice trustingtheir people, teaching their
people what it means and what itfeels like to be trusted.
Some people are so afraid,especially in perfectionistic
kind of environments, to make amistake.
And and then to an earliersentiment you you gave Nathan
(15:44):
was like you you just kind ofignore them.
And I think if we if we practiceignoring too much, then we we
miss some of the uhself-acceptance, we miss some of
the you know radical uhself-awareness that is necessary
to do the big things likeflying.
(16:06):
And I think it's not necessaryuh ignoring, but it's not giving
too much value to the voicesthat are at the end of the day
distracting.
And Brian will often say this isit noise or is it necessary?
Yeah.
Is that noise or necessary?
And in this moment, no, we'reabout to take off.
(16:27):
Yep, I know we haven't built therunway yet.
Just trust me, get in this planeand it'll be done by the time we
need to take off or come backand land.
SPEAKER_00 (16:38):
So for leaders to make this super practical, I
think the first question to askis what does flight look like
here in this context?
So, what does flight look like?
Um, just naming that,demonstrating that, and and ask,
and then the second questionleaders can ask is who's flying
here right now?
Because you we want that thatmodel.
We want people to be able tovisualize what flight actually
(16:59):
looks like.
The second step, then look atyour people and then begin to
understand some of the of thedifferent ways that people show
up and how do people show updemonstrate their readiness and
willingness for flight?
And there are some people thatare gonna be ready for flight.
There are other people who aregonna be in that place where
they can help, and in thathelping, they're gonna
(17:20):
understand what it takes.
And maybe there are those otherpeople on the team that are in
that place where they have anobservational role because we're
not quite sure of theirreadiness or their capacity to
fly.
So a leader's ability to assessand to know and to connect with
people to understand who's readyis really important because,
third, leaders need to be ableto empower and release people to
(17:46):
fly, like we said earlier, tolead and to influence, to be
able to demonstrate to otherpeople what it takes and to
learn it in the process.
Because when people fly, thereare others that are watching and
getting ready to do that.
And there are others that maysay to themselves, I don't know
if I'm really ready for thisflying at all.
And that's part of why we wantto encourage leaders and teams
(18:09):
to actually practice flyingbecause I think it really helps
bring the team together.
And it, you know, it does thisis not meant to sound cliche, it
actually helps to embody thebeliefs and values of an
organization.
And when you are working towardssomething together, being in
flight together is actually away that we can streamline
(18:31):
aerodynamically an entire teamto get somewhere more
efficiently than we would if wenever had the chance to fly in
the first place.
SPEAKER_01 (18:38):
We have an old blog post or podcast about alignment.
Well, yeah, but geese and flyingand that whole thing.
You know, something just sort ofa side note that I appreciate
about this metaphor is that youcould just read it and be like
ho hum, like that's a greatidea, or that's an interesting
(18:58):
concept.
But then even like that, when Ipressed you on drilling down on
this one idea.
One, two, three, four, five, yougive me six like steps that are
like things that I know that youdo with clients and help them.
SPEAKER_00 (19:11):
Because we've seen it.
SPEAKER_01 (19:12):
Yeah.
SPEAKER_00 (19:12):
Yeah.
I think for to use this flightanalogy or this this flight
metaphor, I think that there aresome organizations where their
flight looks like a cockpit,where there are two or three
people with specific roles.
Um, there are certainenvironments where flight looks
like that flock of geese, whereit's continually moving, there
(19:34):
and people are taking turns, andthere's all this kind of like
subtle motion that's happening.
And there are otherorganizations that we work with
where, and I'm not exaggerating,when they take flight, it's like
the blue angels.
Like there's this tightformation, everybody has these
super practiced roles, they knowexactly what they're gonna do.
And if you veer right or left byjust a small amount, disaster
(19:57):
awaits because there's so muchat stake.
Yeah.
Um, and so you just don't flyrandomly.
And so there are just manydifferent visions of what flight
looks like.
SPEAKER_01 (20:06):
So I want to I want to talk about we're almost done
here, but kind of celebratingthe process together.
So OC's flying, she crashes, shecrashes, people are like messing
her up, she kind of gets overthat.
Uh, and then she's flying in YC,the young crane, is like, I love
you, you're doing it, keepgoing.
(20:27):
And OC's like, yeah.
How what is that?
Like, you probably can't do thatin a in a corporate office.
But what does that look like?
I mean, hey, we're gettingdonuts on Friday.
Like, what are the practical,like, how do I encourage my teen
without being cheesy, withoutbeing weird Michael Scott?
Like, what are some of the waysto celebrate the process, the
(20:49):
progress, even when it's youknow, full of falls?
SPEAKER_02 (20:55):
Sometimes it's just naming it.
Uh naming that, wow, we justflew.
SPEAKER_03 (21:01):
Yeah.
SPEAKER_02 (21:02):
And then the some, you know, some teams do a
postmortem and they sure vieweverything that went well and
that didn't go well, and thingsthat surprise them, and things
that they will lean into thenext time they take flight.
And so usually it is a moment, acelebration could be
acknowledgement of theaccomplishment and and reminding
(21:25):
teammates this is what welearned.
Man, we we're ready for our nextflight.
And Brian says we're alwaysready.
So, um, and so how how do we howdo we keep doing that?
There are some teams though thatare just okay, next flight.
Okay, next flight.
And it almost takes the wind outof a team's sails of, but I just
(21:45):
I wanted to be acknowledged, Iwant to be seen for having the
plan.
Yeah, I want to be seen forhaving my own realization of the
role that I want to play in thenext flight, right?
So the importance of naming itis big.
SPEAKER_00 (21:59):
I have two examples for this one.
Think we got uh some clientsthat we're working with.
One client that we're workingwith, this flight metaphor
aligns pretty tightly becausewhat she's trying to do is as
the CEO, she's trying to createa mentality that we're all on an
aircraft carrier, and we allhave a mission that that we're
on.
And the idea behind thismetaphor is that each member of
(22:21):
the leadership team is a pilot.
Like they have their ownmission, they have their own
calling, but they have thetraining that puts them on the
deck of an aircraft carrier andall the complications that that
go with that, and that kind ofexpectation of this is what
flight looks like, this is myexpectation around flight, it
just creates a very strongmetaphor.
(22:42):
I have another example of Nathanback to the celebrating.
When you had the expectation,like the first example, you
celebrate along the process.
And so we were with a clientyesterday, and I'm standing in
the back just talking to theCOO.
And the COO and I are talkingabout one of their leaders that
they're giving a chance to takeflight.
And I said, Well, how's it goingwith her?
(23:03):
And and he was talking aboutwhat's happened over the last
six months when they've giventhis leader the opportunity to
practice.
And he was saying, basically,this is what it looked like when
she practiced flying.
This is what it looked like whenshe did this.
And he had recognized the stepsthat she had taken, the risks
that she had made to actually beleading in context and leading
(23:24):
with people in ways that theydidn't have before.
So that noticing and naming,like Linda mentioned, in the
context of peers, is saying tothis up-and-coming leader, hey,
these attempts at flight, it'sactually working.
You know, you are successful,and they're continuing to give
her chances to fly even more.
SPEAKER_02 (23:41):
So when you lean into that growth narrative and
begin to really celebrate thecomponents of where you've seen
growth, where you've seenchange, where you've seen people
truly transform for the better,that inspires like we can take
the next hill, or let's let'slet's push ourselves even more
(24:02):
to watch our daughter run a halfmarathon.
Yeah, that's cool.
And then for her to say, I thinkI can do a whole marathon.
Um and sometimes we just needbits of practice that that feel
like a flight that might be theprecursor to the next flight.
Yeah, that's good.
SPEAKER_01 (24:19):
I like what you said there, and I just have baseball
on the mind because my cubs arein the playoffs.
You like the Cubs?
I do.
Did you know that?
Um They're in the playoffs?
SPEAKER_03 (24:29):
Yeah.
SPEAKER_01 (24:29):
Zip it.
The uh so watching them do thewhole champagne thing when they
clinched a wildcard spot, whenthey uh won the first round of
their that wildcard round.
You know, some people are kindof like, you know, the World
Series winning that is the onlything that matters.
So why are they going crazy withall the champagne?
(24:50):
And I heard some commentatorslike, you know, a couple of Cubs
players are like, you know,tenure veterans, like, this is
the first time they've ever donethis.
Some of these guys, this is theonly time they will be in a, you
know, win a postseason,whatever.
And to what you were justsaying, Linda, like you have to
celebrate every milestone to notonly recognize what you've done,
(25:11):
but then encourage you to belike, but there's more.
Like, how do we get to yet thenext one?
And I think maybe too often inthe corporate business world, we
don't.
I mean, we're not gonna tarp upthe office and spray campaign
every time we hit one littlegoal, but what is what does that
look like?
The last thing I want to talkabout here is Eagles.
Yes.
Uh the Eagle, as we know, helpsOC kind of make sense of her new
(25:35):
perspective.
She gets up there and she'slike, What in the world is
happening?
And the Eagle's like, Oh, what'sup?
I haven't seen you around herebefore.
How do leaders embody that uhthat role for their teams?
Because often that leader maybehasn't been up there either.
And so they're kind ofexperiencing that at the same
time.
SPEAKER_02 (25:55):
But the leader has maybe been somewhere.
So I would say in the heart ofevery leader is a moment of an
eagle.
Maybe not all the time, but Ithink when we embody the eagle,
we have a way of seeing people,naming and noticing that, hey,
(26:16):
now we're flying.
Hey, I haven't seen you.
And the the power of a leaderthat begins to serve others and
pull out the dreams and theinspiration of other people.
I think that is that's theessential uh belief that we we
say when we say leaders gofirst.
(26:38):
Leaders go first.
That means you've probably fflown somewhere before and maybe
wasn't at this high stakes, butyou have some lessons to learn,
and you can translate that toyour your environment or your
context to help someone else whojust needs the continued
encouragement to fly.
SPEAKER_00 (26:58):
The role of the eagle is to recognize when
others are in flight, toreassure them that they are
meant to be there, and to remindthem of the work in progress or
the work and process thatbrought them there, and to not
forget to share that experiencewith others.
(27:19):
I love to ask leaders who theyare the eagle for.
Name that person.
Think of the individual uh thatis in this place where they're
attempting to fly.
And I love to challenge leadersto then go and encourage that
that person to remind them ofwhat's actually happening.
(27:40):
Um, because when you ask peoplethat question, like, who are you
the eagle for?
They kind of look to the side,they kind of wonder, and then
they then their eyes light up,like they know it.
And that's what I want to see,because I think that people miss
the moments of flight too often,and the eagle is here to remind
(28:01):
us to take notice and torecognize.
Yeah.
That's good.
unknown (28:07):
I know.
I know.
SPEAKER_01 (28:10):
I have a Cubs.
Go, Cubs, go.
I have a conclusion that I wantto read.
Go for it.
And then a quick takeaway.
I think I'll read thisconclusion, get your thoughts,
and then I have like a verypractical takeaway.
For teams and organizations, thefly stage is where vision meets
reality.
It's where the stakes arehigher, the risks are greater,
(28:31):
but the rewards are richer.
To truly fly, teams must believein their collective strength,
trust the process oftransformation, and support one
another through both the fallsand the breakthroughs.
As leaders, one of our greatestcallings is to be like the
Eagle, helping our teams makesense of new perspectives,
encouraging them to trust theirgrowth, and reminding them that
(28:53):
even in transformation, they arestill the same at their core.
Thoughts, comments, really good.
SPEAKER_02 (29:02):
My initial thought trust the process and grow your
palate for transformation.
It's not to be feared, it's notto be even though it's scary.
It's not to be feared, eventhough it's scary.
And the transformation will onlymake the world a better place if
(29:27):
we find ways to transform theworld into more kind places,
more growing places, moreevolved places that give dignity
and courage to each person.
SPEAKER_01 (29:46):
Alright, so here's a reflection for leaders and for
teams.
What does flying look like forus right now?
And you can also ask the samequestion what does flying look
like for me right now on thisteam?
And how can we create the trustand creation?
Courage needed to fly together.
SPEAKER_02 (30:03):
I would love to know the answers.
SPEAKER_01 (30:05):
I would love to know the answers.
Send us your answers to that.
You can uh drop us a line,connect at Leadership Vision
Consulting.com, or leave acomment in the accompanying blog
post or social media.
Thank you for listening to theLeadership Vision Podcast, our
show helping you build positiveteam culture.
If you found value from thisepisode or any of our other
resources, we would love it ifyou could subscribe to our
(30:29):
podcast wherever you get yourpodcast, follow us in all the
socials, join our free emailnewsletter, or just send this to
someone who you think couldbenefit, someone who's leading a
team and could benefit from anyof this information about how to
help their team fly.
You can click the link in theshow notes to get more
information about this episodeand other resources, or visit us
(30:50):
on the web at Leadership VisionConsulting.com.
My name is Nathan Freeberg.
I'm Linda Schubring.
And I'm Brian Schubring.
And on behalf of our entireteam, thanks for listening.
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