July 14, 2025 • 32 mins
In part two of our series on “Dreaming,” Dr. Linda and Brian Schubring continue their exploration of how dreams unfold—not just within individuals, but within teams and entire organizations. We delve into the powerful role leaders play in creating space for collective imagination and how dreaming—distinct from vision—can transform individuals and systems.
You’ll hear real stories from our consulting work, insights from Unfolded, and practical questions to help you bring these ideas into your team. Whether you're a leader, manager, or team member, this conversation offers tangible takeaways to inspire deeper engagement and shared transformation.
What You’ll Learn
- The difference between a vision and a dream in leadership
- Why leaders must create space for dreaming—and how to do it
- How individual dreams and team dreams coexist and amplify each other
- Signs of dreamers in the workplace and how to nurture them
- Real examples of dreams unfolding in the organizations we work with
- Questions you can ask yourself and your team to spark dreaming today
💬 Key Quotes
“Isn’t a dream a way that we imagine a new possibility for ourselves?”
– Brian Schubring
“Dreams happen when people gather.”
– Dr. Linda Schubring
“What if we created places where individuals feel they’re not just fulfilling the dream of someone else—but their own dream, too?”
– Brian Schubring
🔗 Related Links
- 📘 Unfolded: Lessons in Transformation from an Origami Crane
- 🎙️ Episode 1 in the Dreaming Series: “Unfolding Dreams: Why Naming Your Dream is the First Step Toward Transformation”
- 📄 Leadership Vision Home
- 💌 Email us: connect@leadershipvisionconsulting.com
🎉 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.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
When we apply this idea of dream to a professional
context, we have found that thesuccess of even the idea of a
team dreaming lies on the leader.
It is the leader'sresponsibility to create a
context where dreams are evenpermissible.
And when a leader dreams, andwhen a leader has these big
(00:21):
ideas that captures people'simagination and captures their
attention, other people areinvited to do the same thing.
And isn't a dream, a way thatwe imagine a new possibility for
ourselves?
If a leader is someone who isin a place where they are
dreaming, they are creating anopportunity for people to align
(00:41):
on that dream and really askthemselves how can I make that
dream a?
Really ask themselves, how canI make that dream a reality?
But there's a catch.
It isn't just the leader'sdream.
We're talking about the kind ofdream that involves every
member of the team, theircapacity to dream, to make this
larger dream a reality.
And that's a much more complexidea of dreaming than I think
(01:05):
most people are imagining.
Speaker 2 (01:08):
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 us, you canclick the link in the show
notes or visit us on the web atleadershipvisionconsultingcom.
Hello everyone, I'm NathanFriberg and today on the show we
(01:29):
are exploring what happens whena team dreams together.
In this episode, dr Linda andBrian Shubring unpack how
leaders can create theconditions for imagination,
transformation and alignment,not just for a company's vision,
but for each team member'sindividual potential.
Now this is part two of ourseries on dreaming, based on
(01:49):
their new book Unfolded Lessonsin Transformation from an
Origami Crane, which you canpick up wherever good books are
sold.
Now I'll include a link to partone of that conversation in the
show notes, which that episodeis all about how individuals
dream In those accompanying shownotes, which that episode is
all about how individuals dream.
In those accompanying shownotes, I'll also include some
(02:11):
links to the research mentionedhere and also a challenge
question for all of us toconsider.
All right, so let's just jumpright into this with Brian kind
of unpacking and explaining sortof the big picture or the big
vision or the big dream of whatthis conversation is about.
Speaker 1 (02:29):
I believe that most leaders believe they're dreaming
on behalf of the team whenthey're imagining ways that
they're going to achieve somekind of objective or respond to
some social pressure Like, well,here's what we can do to
accomplish that.
And they think, well, that's mydream, and it's often cloaked
in the word vision.
That's not at all what I'mtalking about.
What I'm talking about is theleader that shows up and
(02:50):
imagines what this team could do, almost regardless of context,
like what is their capacity andwhat does the leader know about
individual team members.
That then empowers the teammember to dream for themselves.
Imagine a team where people sayhere's what I'm doing to help
(03:12):
fulfill the team's dream.
And imagine a team wheresomeone says here's my dream of
who I can be as a professionalhow can you all help me?
Or here's how you all can helpme achieve my dream.
I think there's three to nineto 27 different dimensions of
application on how a team can bea place where dreams can become
(03:32):
a reality, if we give dreams achance to breathe.
Speaker 3 (03:37):
Leaders are paid to have a vision and move forward,
move forward.
And I think it's the uniqueleaders perhaps the community
oriented leaders that get into aspace and almost stir up the
waters of dreams and inspirepeople to dream a dream beyond
(03:58):
them and be part of a dream.
So, for me, I'm much better atthe dreaming than I am the
vision.
I know that about myself, butthere were things that I learned
when I had a team and we wereworking at a university.
My dream for the group that Igathered was that we would
create a space for students togrow and learn and fail and try
(04:21):
again and expand to be who theywere, and that came out in a
lived way by each one of theteam members that I worked with,
where we began to dream andinvite our students into the
dreaming process and together wecreated a place where we
figured out how to lead togetherand how.
(04:44):
You know, my hope was my hopeand my dream was that we would
become a place where, when theyfind, when people found out
where this person went to school, they'd be like oh, because
they invest in leaders there.
Oh, they know how to listen topeople.
Oh, they're training up peoplethat are world changers, and
that was a driving dream for mewe're talking about three types
(05:07):
of dreaming there.
Speaker 2 (05:08):
There's dreaming as a leader, dreaming as a team
member and dreaming together asa team.
Speaker 1 (05:13):
The key to this conversation about dreaming is
are there dreamers even around?
The leaders who make the bestleaders, I believe, are the ones
who are really familiar withdreaming themselves.
I've met many people that arereally clear on one or two
different directions, that theybelieve the team is heading and
they're executing on thedirections, but they're not
necessarily dreaming.
(05:34):
Leaders who are dreamers arethe ones that are willing to
cash everything in for a dream.
They're also willing to giveone up pretty quickly.
People who are great dreamers.
They don't necessarily need tohave the dream themselves, but
they're willing to take the risk, to dream and to imagine the
possibilities and they can giveup quickly or they can hit the
gas and go even quicker becausethey are really familiar with
(05:55):
dreams.
That's important, because thena leader who's a dreamer is also
willing to help others dream.
They have a level of patienceand they know what to do to help
nurture people to dream as well.
And that's kind of what I'masking us to think about first
is who and where are the leadersthat are familiar with dreaming
(06:17):
that then give them thecapacity and the ability to
dream on behalf of a team and todream on behalf of team members
?
Speaker 3 (06:26):
And I think you find those leaders by detecting them
in the environments that we'rein.
In their language you'll hearthings like, I wonder have you
ever thought of I'm curiousabout, and the ones that are
willing to quickly let go ofcertain dreams and grab hold of
the next by dreaming some more?
(06:48):
I think the dreamers aredetected.
I think the dreamers that thencan partner with the right
people to make their dreams areality and to make the
collective dream a reality,those are the game changers.
Speaker 1 (07:01):
And in this context we're specifically talking about
dreams that unfold yourgreatest possibility and
potential.
So a leader who dreams issomeone that is willing to be
tested to see what theirpotential and possibility
actually is as well.
Dreamers that dream on behalfof a team are looking at the
team and thinking what's thepossibility of this team and
(07:22):
what is the potential of thiscollective team?
Another dimension is a leaderwho looks at individuals and
asks the same question what'sthe possibility of this person
and what is the potential ofthis person and then thinks
about how can we really interacttogether so that we can align
toward a specific dream that'son the horizon.
What I think is really uniqueand catalytic about this
(07:42):
conversation is it isn't justone's ability to dream, no
matter who you are individual,team member or leader.
We also have to recognize thecontext that we're in and if the
context is a place where thisdream can be incubated and all
the way to fulfilled.
Or are the people that arearound me?
Are they the ones that aregoing to help make this dream a
reality?
Those are really criticalquestions to ask, because all
(08:04):
those components are necessarythe dreaming, the context and
the people.
Speaker 3 (08:08):
Make it live.
Speaker 1 (08:10):
There's a leader that comes to mind right now and
this leader is a pure dreamer.
There's this dreams that itseems like whenever you're
talking to him he's interpretinga dream in mid-sentence and
he's not only dreaming on behalfof the future of the
organization, but he's reallylooking at his executive team
and asking is this team the teamthat's going to fulfill this
(08:31):
reality?
It is a meta dream that he'sconsidering.
It's a dream that is beingasked of the team and he's doing
the work to ask is eachindividual going to be able to
participate in the fulfillmentof a dream?
I know another leader and she'sin a place and she's really
working with the place and thecapacity of the place to hold
(08:54):
the dream.
Are the leaders in this placewilling to carry the dream
forward?
It's a very different approachbecause it doesn't really have
this meta arc to the dream, butit is a dream that is birthed
within the context of theorganization and that's just as
important as a much larger dreamthat supersedes context.
Speaker 3 (09:12):
So, how did you learn to lead in the?
Or how did you learn to dreamin the context of your
leadership?
Speaker 1 (09:21):
I think the context of my dreaming it starts in
vision, and I think vision's alittle bit different, because
vision is imagining a brighterfuture, imagining a different
future, imagining a landscapethat has yet to be explored.
I'm really compelled by thatvision and then trying to ask
myself who are the people aroundme and how are we going to help
(09:42):
make that vision a reality?
I really want to utilize theresources that are near before I
look at the resources that arefar, if that makes sense,
because I begin to dream intothe people that are around me
and what's their potential tohelp me this vision.
Does that make sense?
Speaker 2 (10:01):
So I think a question I have that others might have
is what is the differencebetween a dream and a vision?
It seems like maybe those areinterchangeable, but I don't
think that's true.
Speaker 3 (10:09):
Yeah, I would say a dream is more aspirational, it
is more of an ideal future or adesire for the future.
And I think vision and whyoftentimes there are vision
statements and not dreamstatements is that visions are
more clear, detailed and theymove an organization, a group
(10:33):
toward a preferred future.
Speaker 2 (10:36):
Okay.
Speaker 3 (10:37):
So vision is more clear and dream is the process
of it Go ahead.
Speaker 2 (10:43):
A dream is the process of it.
Okay, I was going to say adream is just like of it.
Go ahead, this big, excitingdream, and then get it into
(11:03):
practical steps.
Is that where the team comes in?
Obviously, I think it does.
Speaker 1 (11:10):
Hang on.
I don't know how to say this,because the leader needs to be
the person that is primarilycarrying the vision and the
dream for the team.
The vision is a clear andarticulate, actionable plan on
(11:30):
how we're going to get from hereto there.
A dream is the inspiration andthe imagination that involves
the possibility and thepotential of the team.
So the dream in our context isthen, with a clear and
compelling vision.
How is it that you're dreaminginto the people on your team to
(11:51):
help make that vision a reality?
Because, in the context of thebook, a dream unlocks our
greatest possibility andpotential as individuals, and
when a team comes together,you're a collection of
individuals, and my question toleaders is how can we create
places where individuals feelthat they're not just fulfilling
the dream and vision of someoneelse, but the dream of their
(12:15):
own identity is also beingfulfilled in the process of
pursuing something else?
I want team members to feel thattheir best version of who they
could possibly be is happeningwithin a team context, in a
company, somewhere that theywouldn't trade that opportunity
for anything, because they knowif I leave this team, part of me
is going to die or I'm going tolet go of part of me and try to
(12:37):
find that somewhere else, orsomething so compelling about
knowing that someone's helpingme become a better version of
myself.
I'm helping them become abetter version of myself on this
journey towards fulfilling avision that is well, whatever it
is, I don't know if I reallycare about that, but a leader
that can dream of a place wherethis type of reality is
happening, I think, is creatinga place where people's beauty
(13:01):
and brilliance is coming alive.
They're tapping into theirgreatest potential.
They may feel uncomfortablemost of the time, but they're
loving it because they'refeeling a part of themselves
that has yet to be completed,becoming complete.
Speaker 2 (13:17):
So does the leader, then, have the job of getting
this big dream for everyone andplaying a significant role in
each person's individual dreamas well.
Speaker 1 (13:28):
I think it's a collection of the team members
that the team members are sayinghere's the dream we have for
the team.
Now, a leader can certainly bethe one that is instigating that
conversation, but I would lovefor a team to imagine for
themselves what can we become inthis process of dreaming on
behalf of the team and how can Ibecome part of making that
(13:50):
dream a reality.
When was the last time teammembers pondered what could we
possibly be as a team?
They really had a chance toimagine man.
What if we were all dial a team?
They really had a chance toimagine man.
What if we were all dialed in?
What if we all liked each other?
What if we were all fulfillingour potential?
Every day we collaborated well,what would that look like?
(14:11):
Without any barriers, withoutunnecessary conflict.
What could that dream really beon a team?
Speaker 3 (14:25):
And what I know is you don't come at it from that
direct of a stance, meaning hey,everybody, let's share our
dreams.
Okay, is this what you're goingto be?
Is this what you want to do?
I think dreams are uncoveredwhen you start to get to know
the team members that you'reworking with, when you start to
get to know what they like andwhat they're passionate about
and what their voice sounds like.
And dreams happen when peoplegather, because in the gathering
(14:49):
, I think we find that peoplestart to start to practice
dreaming together, meaning, oh,you like to do that, then I
could do this.
And in our work with middlemanagers in particular, so they
don't have the same kind ofpressures as executive teams.
They have a little bit moreauthority than their followers,
(15:13):
than their direct reports, andthey find themselves in a place
where they're looking around.
And how do they help a teamdream, how do they affirm those
that are dreaming and have big,audacious goals, and how do they
(15:36):
get the followers on board aswell?
Speaker 2 (15:39):
We wanted to get off the metaphor and go into
something specific.
How do we want to do that?
I feel like we're talking veryvaguely about you've got to have
a dream helping to dream.
How do we help teams dream?
How do we help leaders dream?
How do we help team membersdream?
What does that look likepractically speaking?
Speaker 1 (16:02):
Well, I was talking to Linda before we did this, and
what I'm going to say is aboutwhat happens when we work with a
team, because my observation is, when we are working with a
team, we get a chance to workwith a team all together in 90
minute sessions, so all the teammembers are there and they're
(16:23):
all playing.
We get to observe teams at playin the wild.
Then we get a chance to haveone-to-one conversations with
each team member.
They'll rarely, if ever, usethe word dream, but guess what
they do?
They dream, they imagine whatit'd be like if that team did
something better or if theyworked around this one challenge
(16:44):
or if someone didn't have thatattitude all the time, and they
talk about this dream state ofwhat it'd be like if this team
just did this or if we simplyhad this figured out, or if we
had enough of that.
That to me, and I told Linda.
They're dreaming.
They dream in everyconversation we have.
We have countless numbers ofconversations with team members
and I believe that they're alldreaming of what it might be
(17:07):
like if something wasn't in theway of their team filling their
potential or fulfilling of ateam fulfilling their potential.
I believe that team members arecaptivated by the pent-up
potential that their teamactually has and their desire to
(17:28):
actually see the team workbetter together.
I think, if we were to summarizeour conversations, I think that
there's something innatelyhappening with team members
where they're asking themselvesman, if we just and that's a
dream and they're askingthemselves I don't think a lot
of people ask themselves if theycan be the ones that actually
crack this open.
(17:48):
They kind of want someone elseto do the work for them but
that's one of the keys for asuccessful team and that is one
person who's taking the risk toimagine what it would be like if
they could help someone elseget unstuck or help someone else
get unlocked, because that isreleasing others towards the
(18:11):
fulfillment of in our case, inthis conversation, of fulfilling
a dream, because I have a dreamthat we show up somewhere and
teams say oh, by the way, wehave a dream for our team.
That's the kind of context Iwould love to have people that
aligned and saying we have adream for our team and here's
(18:33):
how I'm helping make that happen.
Speaker 3 (18:35):
Here's an example we are working with a team right
now middle management, seniorleaders and there's quite a few
women in the group of about 14,15 people.
These women could not be moredifferent, which is wonderful,
which is absolutely wonderful.
And, as Brian mentioned, we'vedivided up the group, so I meet
(18:58):
with half of the people.
Brian meets with the other halfum, people being team members
and leaders, and what I wasdetecting was between the men
and the women is uh, regardlessof gender, there was an
excitement for sorry, that's uhkeep going, going.
Speaker 2 (19:20):
Is it too loud?
They're it's loud, it's okay,they'll be done.
Speaker 1 (19:25):
Blowing the terrace in just a second, all right
we'll keep going.
Speaker 3 (19:29):
Let's see what is unique about this team is,
regardless of gender people,people recognize the power in
the woman's voice.
And these women who are sodifferent, we're kind of trying
to figure out like, well, how dowe be strong women together and
(19:51):
how does this work and how dowe help each other?
And what I started to uncoverand detect was this dream that
they had to be strong.
And what we know from historyis when women a part of an
organization are invested in, itallows the whole collective to
(20:12):
be stronger.
When a woman's voice issuppressed, then the entire
structure or voices will besuppressed.
One of the things that I waslearning was this group has a
dream for everyone to flourish,for everyone to find their
(20:32):
greatest potential.
And when I would mirror backand I would say, what I hear is
you want to be a part of thisand you could help her by doing
this and you could help him bydoing that, there is such an
excitement stirred that afterthe fact, some of these leaders
were talking to the executiveteam and telling them about.
You know meeting with us.
(20:54):
But it wasn't us.
We were just mirroring backdreams that they have to be this
strong, cohesive, aligned,empowered, champions of each
other on a team doing big andscary things together and being
successful.
Speaker 1 (21:11):
Because that client that Linda is talking about is a
great example of how dreams arehappening all around us.
Individuals just have a naturaltendency to dream and as I was
thinking about this last sectionof the podcast this morning, I
was thinking okay, ourprofessional places that we
engage are full of dreams.
(21:33):
The way people get into thejobs that they're in is because
they dreamed of having that job.
You have people that show up atthe beginning of their career
and they're dreaming of wherethey might go in the
organization, or they'redreaming of another organization
because they don't see theirdreams being fulfilled where
they're at.
Don't see their dreams beingfulfilled where they're at.
You have people that arepartnering up, no matter what
(21:54):
their age or experience.
They're creating partnershipsbecause they dream that they can
be better at their work or bemore happier if they're
partnered with someone or notpartnered with another.
You have people who are dreamingof retirement and they're
trying to figure out how am Igoing to make it through the
next six years, because theirdream is getting out of there
(22:18):
Now.
That may not be the greatestexample, but there's a dream
there.
There are people that aredreaming of just being accepted
for who they are as individualsin the workplace, full stop.
It has nothing to do with theirjob, they just want to be seen
for who they are, how theyexpress themselves, their lived
experience and what they seelife as true.
That's their dream, and we meetplenty of people who are stuck
in that context because theydon't believe that their full
self is accepted and that dreamisn't a reality.
(22:41):
Then there are people who havejust these crazy dreams of what
could happen if, and that causesthem to navigate through an
organization in whatever waypossible to fulfill their dreams
.
I think that there's such apowerful way that people dream.
If we, just as team members,recognize that's the person that
we're working alongside hastheir own complete, independent
(23:03):
dream set that we may never knowof, and, as leaders, how can we
even begin to haveconversations that don't feel
threatening about what aperson's dream is?
Speaker 3 (23:12):
Some people's dreams are other people's nightmares.
Speaker 1 (23:15):
Yeah, that's really good.
Speaker 2 (23:17):
That is so true.
That's very true.
Speaker 3 (23:19):
Because there are things where and we've had
plenty of colleagues that theyget excited about organizing
things and putting them in theright places.
And that would be a nightmare.
But together we can find stuff.
Speaker 2 (23:37):
That's funny.
So, Brian and Linda, in thelast podcast we did on dreams,
it was really about theindividual dream.
It was about my personal dream,dream big think of this.
And today we're talking aboutdreaming as a leader, dreaming
as a team member, dreaming, youknow, part of a team.
So where does the individualfit in this?
Speaker 1 (23:59):
My invitation to the individual would be to ask you
to think how can my work, my job, the place that I work and my
team help me fulfill my greatestpossibility and my greatest
potential?
Now, the greatest may be anoverreach, but the idea, I think
, is true how can thisopportunity that I'm currently
(24:20):
in bring out the best of who Iam?
And that may cause people toask themselves if they're even
in the right place, or whoaround them can help or who
around them can help, and to usethat dreaming as an inspiration
to help you look for the rightopportunities.
What's really a struggle iswhen we see people who have
(24:46):
failed to believe in themselvesbecause their work context isn't
fulfilling, and I believe thatwhen that happens, people kind
of give up on dreaming that itcan be any better and they start
complaining about the lights orwhether we should have hardwood
floors or carpet in theiroffice.
(25:06):
It just kind of crumbles fromthere, because when we come
across environments that aretrying to help individuals
become better human beings,that's a place where people
imagine about the possibility ofwhat they could become and
that's the context where dreamsare birthed.
Speaker 3 (25:27):
And I wonder if some of that advice happens in the
space between all the other workand all the other goals and
responsibilities that as we aregetting to work with each other.
Oftentimes there are peoplethat are drawn to organizations
because of their vision, becauseof their mission, because of
(25:48):
what they get to do together.
Maybe they read the jobdescription and they're like
this is so me, I want to bethere.
They're still in the honeymoonphase, but people keep saying
this is my dream job.
I can't believe I get to dothis.
I can't believe people arepaying me for this.
And I hear when Brian says don'tstop dreaming.
I think there's so many peoplethat have stopped.
(26:10):
I think life has a way, and ourlife experience has a way of
crushing some of our dreams.
And I would say go back to thepeople that helped, helped
release who you are, where youfelt stronger than you, um that
(26:37):
you than you knew, when you feelsmarter than you realized, when
you realized you were, you weredefinitely more capable.
And I think it's not just go ina room and have a dream, but get
to work interacting with people.
And because I think sometimesthe dream comes when an idea is
(26:57):
sparked and people say, hey, Ican help with that, hey, that'd
be fun, I'll raise my hand Iknow it's outside, I know it's
the other duties as assigned andI'm willing to do that and they
start to find that they'rereally good at it or they want
to move more in that direction.
So I don't think dream justhappens, you know like, and now
(27:17):
we're putting dreaming on theagenda, so we're gonna all close
our eyes and you know, justthink about hopes and dreams for
five minutes.
Yes, there's idea, yes, there'sideation, but I think there's a
.
It's a pause in the midst ofall the busyness and chaos and
hectic nature.
Speaker 2 (27:38):
It's the pause and the breath of okay, what could I
do here, what could we do herethat invites the dreams that we
idea, I think, is reallypowerful, because when I was
preparing for this, I found someresearch that talked about,
which I'll share in the shownotes, but it talked about how,
when leaders invite teams toco-create the vision or the
(27:59):
dream, engagement really goes upsignificantly, and it's that
rallying around that dream thatyou know increases performance
and well-being, satisfactionscores, all of that.
So if, to close things out here, I'm wondering if, like, where
would someone begin?
So you're a leader, you'relistening to this, what is maybe
(28:23):
a question that can be asked or, I don't know, an activity Like
what's a first small steptowards a dream that invites
this idea of transformation forthe team and perhaps for the
individual as well?
Speaker 1 (28:37):
Well, the first question I would ask somebody is
what professional dream do youhave?
Yeah, ooh, profound.
Just start really, really big,because one of the practices
that we engage in with teams andwith individuals is we start
with questions that reflect aninverted pyramid, like just
(28:57):
what's the biggest question youcould possibly ask just to get
them to think about the idea,and that's a professional dream
and then kind of boil thequestions down to you know, is
this place a place where thatdream might become a reality?
Another layer down is is thisteam helping you, you know, in
the pursuit or the fulfillment,or even getting a couple of
steps closer to the fulfillmentof your professional dream?
(29:18):
And then what are you doing?
Like that's the fourth step iswhat are you doing as a person
to help make that dream areality, instead of relying on
other people to make it areality for you?
Speaker 3 (29:28):
And I would say the opposite.
I would say think about thedreams from your past, and what
kind of clues can you gatherfrom from what you learned about
those dreams?
Maybe they were too big, maybethey were too small, Maybe they
were with the wrong people,maybe you were before your time,
maybe you were right on time,maybe you're longing for those
(29:50):
days again and maybe it's timeto stir up a dream and start to
dream about a new context.
And so I think there's a senseof looking back, to look forward
and and I would start with apulse check and how you're doing
dreaming right now, and justgive yourself a rating, give
yourself a sense of like whenwas the last time you dreamed?
(30:11):
Are you, do you have any dreamsin your queue?
Are you waiting for some ofthose dreams to land there?
And and I think that takesintrospection, and I think we're
in a we're in a time in historywhere it's just easier to numb,
it's easier to scroll, it'seasier to do anything but look
(30:34):
inside, and I think theintrospection of looking where
you are now, where you've beenand where you can go, will
unlock not just your dreams butyour greatest potential.
Wow.
Speaker 2 (30:46):
Well, brian, linda, thank you so much.
I'm excited to go back and editthis and re-listen to it and
think about more of this formyself and for our team and
listeners.
If you have questions aboutthis or any of our other
resources and materials, wewould love it if you could reach
out.
Send us an email at connect atleadershipvisionconsultingcom.
We would love to wrestle withsome of these ideas with you.
(31:09):
I'm Nathan Friberg.
I'm Linda Schubring.
Speaker 1 (31:12):
And I'm Brian Schubring.
Speaker 2 (31:13):
And on behalf of our entire team, thanks for
listening.
When we apply this idea of dream to a professional
context, we have found that thesuccess of even the idea of a
team dreaming lies on the leader.
It is the leader'sresponsibility to create a
context where dreams are evenpermissible.
And when a leader dreams, andwhen a leader has these big
(00:21):
ideas that captures people'simagination and captures their
attention, other people areinvited to do the same thing.
And isn't a dream, a way thatwe imagine a new possibility for
ourselves?
If a leader is someone who isin a place where they are
dreaming, they are creating anopportunity for people to align
(00:41):
on that dream and really askthemselves how can I make that
dream a?
Really ask themselves, how canI make that dream a reality?
But there's a catch.
It isn't just the leader'sdream.
We're talking about the kind ofdream that involves every
member of the team, theircapacity to dream, to make this
larger dream a reality.
And that's a much more complexidea of dreaming than I think
(01:05):
most people are imagining.
Speaker 2 (01:08):
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 us, you canclick the link in the show
notes or visit us on the web atleadershipvisionconsultingcom.
Hello everyone, I'm NathanFriberg and today on the show we
(01:29):
are exploring what happens whena team dreams together.
In this episode, dr Linda andBrian Shubring unpack how
leaders can create theconditions for imagination,
transformation and alignment,not just for a company's vision,
but for each team member'sindividual potential.
Now this is part two of ourseries on dreaming, based on
(01:49):
their new book Unfolded Lessonsin Transformation from an
Origami Crane, which you canpick up wherever good books are
sold.
Now I'll include a link to partone of that conversation in the
show notes, which that episodeis all about how individuals
dream In those accompanying shownotes, which that episode is
all about how individuals dream.
In those accompanying shownotes, I'll also include some
(02:11):
links to the research mentionedhere and also a challenge
question for all of us toconsider.
All right, so let's just jumpright into this with Brian kind
of unpacking and explaining sortof the big picture or the big
vision or the big dream of whatthis conversation is about.
Speaker 1 (02:29):
I believe that most leaders believe they're dreaming
on behalf of the team whenthey're imagining ways that
they're going to achieve somekind of objective or respond to
some social pressure Like, well,here's what we can do to
accomplish that.
And they think, well, that's mydream, and it's often cloaked
in the word vision.
That's not at all what I'mtalking about.
What I'm talking about is theleader that shows up and
(02:50):
imagines what this team could do, almost regardless of context,
like what is their capacity andwhat does the leader know about
individual team members.
That then empowers the teammember to dream for themselves.
Imagine a team where people sayhere's what I'm doing to help
(03:12):
fulfill the team's dream.
And imagine a team wheresomeone says here's my dream of
who I can be as a professionalhow can you all help me?
Or here's how you all can helpme achieve my dream.
I think there's three to nineto 27 different dimensions of
application on how a team can bea place where dreams can become
(03:32):
a reality, if we give dreams achance to breathe.
Speaker 3 (03:37):
Leaders are paid to have a vision and move forward,
move forward.
And I think it's the uniqueleaders perhaps the community
oriented leaders that get into aspace and almost stir up the
waters of dreams and inspirepeople to dream a dream beyond
(03:58):
them and be part of a dream.
So, for me, I'm much better atthe dreaming than I am the
vision.
I know that about myself, butthere were things that I learned
when I had a team and we wereworking at a university.
My dream for the group that Igathered was that we would
create a space for students togrow and learn and fail and try
(04:21):
again and expand to be who theywere, and that came out in a
lived way by each one of theteam members that I worked with,
where we began to dream andinvite our students into the
dreaming process and together wecreated a place where we
figured out how to lead togetherand how.
(04:44):
You know, my hope was my hopeand my dream was that we would
become a place where, when theyfind, when people found out
where this person went to school, they'd be like oh, because
they invest in leaders there.
Oh, they know how to listen topeople.
Oh, they're training up peoplethat are world changers, and
that was a driving dream for mewe're talking about three types
(05:07):
of dreaming there.
Speaker 2 (05:08):
There's dreaming as a leader, dreaming as a team
member and dreaming together asa team.
Speaker 1 (05:13):
The key to this conversation about dreaming is
are there dreamers even around?
The leaders who make the bestleaders, I believe, are the ones
who are really familiar withdreaming themselves.
I've met many people that arereally clear on one or two
different directions, that theybelieve the team is heading and
they're executing on thedirections, but they're not
necessarily dreaming.
(05:34):
Leaders who are dreamers arethe ones that are willing to
cash everything in for a dream.
They're also willing to giveone up pretty quickly.
People who are great dreamers.
They don't necessarily need tohave the dream themselves, but
they're willing to take the risk, to dream and to imagine the
possibilities and they can giveup quickly or they can hit the
gas and go even quicker becausethey are really familiar with
(05:55):
dreams.
That's important, because thena leader who's a dreamer is also
willing to help others dream.
They have a level of patienceand they know what to do to help
nurture people to dream as well.
And that's kind of what I'masking us to think about first
is who and where are the leadersthat are familiar with dreaming
(06:17):
that then give them thecapacity and the ability to
dream on behalf of a team and todream on behalf of team members
?
Speaker 3 (06:26):
And I think you find those leaders by detecting them
in the environments that we'rein.
In their language you'll hearthings like, I wonder have you
ever thought of I'm curiousabout, and the ones that are
willing to quickly let go ofcertain dreams and grab hold of
the next by dreaming some more?
(06:48):
I think the dreamers aredetected.
I think the dreamers that thencan partner with the right
people to make their dreams areality and to make the
collective dream a reality,those are the game changers.
Speaker 1 (07:01):
And in this context we're specifically talking about
dreams that unfold yourgreatest possibility and
potential.
So a leader who dreams issomeone that is willing to be
tested to see what theirpotential and possibility
actually is as well.
Dreamers that dream on behalfof a team are looking at the
team and thinking what's thepossibility of this team and
(07:22):
what is the potential of thiscollective team?
Another dimension is a leaderwho looks at individuals and
asks the same question what'sthe possibility of this person
and what is the potential ofthis person and then thinks
about how can we really interacttogether so that we can align
toward a specific dream that'son the horizon.
What I think is really uniqueand catalytic about this
(07:42):
conversation is it isn't justone's ability to dream, no
matter who you are individual,team member or leader.
We also have to recognize thecontext that we're in and if the
context is a place where thisdream can be incubated and all
the way to fulfilled.
Or are the people that arearound me?
Are they the ones that aregoing to help make this dream a
reality?
Those are really criticalquestions to ask, because all
(08:04):
those components are necessarythe dreaming, the context and
the people.
Speaker 3 (08:08):
Make it live.
Speaker 1 (08:10):
There's a leader that comes to mind right now and
this leader is a pure dreamer.
There's this dreams that itseems like whenever you're
talking to him he's interpretinga dream in mid-sentence and
he's not only dreaming on behalfof the future of the
organization, but he's reallylooking at his executive team
and asking is this team the teamthat's going to fulfill this
(08:31):
reality?
It is a meta dream that he'sconsidering.
It's a dream that is beingasked of the team and he's doing
the work to ask is eachindividual going to be able to
participate in the fulfillmentof a dream?
I know another leader and she'sin a place and she's really
working with the place and thecapacity of the place to hold
(08:54):
the dream.
Are the leaders in this placewilling to carry the dream
forward?
It's a very different approachbecause it doesn't really have
this meta arc to the dream, butit is a dream that is birthed
within the context of theorganization and that's just as
important as a much larger dreamthat supersedes context.
Speaker 3 (09:12):
So, how did you learn to lead in the?
Or how did you learn to dreamin the context of your
leadership?
Speaker 1 (09:21):
I think the context of my dreaming it starts in
vision, and I think vision's alittle bit different, because
vision is imagining a brighterfuture, imagining a different
future, imagining a landscapethat has yet to be explored.
I'm really compelled by thatvision and then trying to ask
myself who are the people aroundme and how are we going to help
(09:42):
make that vision a reality?
I really want to utilize theresources that are near before I
look at the resources that arefar, if that makes sense,
because I begin to dream intothe people that are around me
and what's their potential tohelp me this vision.
Does that make sense?
Speaker 2 (10:01):
So I think a question I have that others might have
is what is the differencebetween a dream and a vision?
It seems like maybe those areinterchangeable, but I don't
think that's true.
Speaker 3 (10:09):
Yeah, I would say a dream is more aspirational, it
is more of an ideal future or adesire for the future.
And I think vision and whyoftentimes there are vision
statements and not dreamstatements is that visions are
more clear, detailed and theymove an organization, a group
(10:33):
toward a preferred future.
Speaker 2 (10:36):
Okay.
Speaker 3 (10:37):
So vision is more clear and dream is the process
of it Go ahead.
Speaker 2 (10:43):
A dream is the process of it.
Okay, I was going to say adream is just like of it.
Go ahead, this big, excitingdream, and then get it into
(11:03):
practical steps.
Is that where the team comes in?
Obviously, I think it does.
Speaker 1 (11:10):
Hang on.
I don't know how to say this,because the leader needs to be
the person that is primarilycarrying the vision and the
dream for the team.
The vision is a clear andarticulate, actionable plan on
(11:30):
how we're going to get from hereto there.
A dream is the inspiration andthe imagination that involves
the possibility and thepotential of the team.
So the dream in our context isthen, with a clear and
compelling vision.
How is it that you're dreaminginto the people on your team to
(11:51):
help make that vision a reality?
Because, in the context of thebook, a dream unlocks our
greatest possibility andpotential as individuals, and
when a team comes together,you're a collection of
individuals, and my question toleaders is how can we create
places where individuals feelthat they're not just fulfilling
the dream and vision of someoneelse, but the dream of their
(12:15):
own identity is also beingfulfilled in the process of
pursuing something else?
I want team members to feel thattheir best version of who they
could possibly be is happeningwithin a team context, in a
company, somewhere that theywouldn't trade that opportunity
for anything, because they knowif I leave this team, part of me
is going to die or I'm going tolet go of part of me and try to
(12:37):
find that somewhere else, orsomething so compelling about
knowing that someone's helpingme become a better version of
myself.
I'm helping them become abetter version of myself on this
journey towards fulfilling avision that is well, whatever it
is, I don't know if I reallycare about that, but a leader
that can dream of a place wherethis type of reality is
happening, I think, is creatinga place where people's beauty
(13:01):
and brilliance is coming alive.
They're tapping into theirgreatest potential.
They may feel uncomfortablemost of the time, but they're
loving it because they'refeeling a part of themselves
that has yet to be completed,becoming complete.
Speaker 2 (13:17):
So does the leader, then, have the job of getting
this big dream for everyone andplaying a significant role in
each person's individual dreamas well.
Speaker 1 (13:28):
I think it's a collection of the team members
that the team members are sayinghere's the dream we have for
the team.
Now, a leader can certainly bethe one that is instigating that
conversation, but I would lovefor a team to imagine for
themselves what can we become inthis process of dreaming on
behalf of the team and how can Ibecome part of making that
(13:50):
dream a reality.
When was the last time teammembers pondered what could we
possibly be as a team?
They really had a chance toimagine man.
What if we were all dial a team?
They really had a chance toimagine man.
What if we were all dialed in?
What if we all liked each other?
What if we were all fulfillingour potential?
Every day we collaborated well,what would that look like?
(14:11):
Without any barriers, withoutunnecessary conflict.
What could that dream really beon a team?
Speaker 3 (14:25):
And what I know is you don't come at it from that
direct of a stance, meaning hey,everybody, let's share our
dreams.
Okay, is this what you're goingto be?
Is this what you want to do?
I think dreams are uncoveredwhen you start to get to know
the team members that you'reworking with, when you start to
get to know what they like andwhat they're passionate about
and what their voice sounds like.
And dreams happen when peoplegather, because in the gathering
(14:49):
, I think we find that peoplestart to start to practice
dreaming together, meaning, oh,you like to do that, then I
could do this.
And in our work with middlemanagers in particular, so they
don't have the same kind ofpressures as executive teams.
They have a little bit moreauthority than their followers,
(15:13):
than their direct reports, andthey find themselves in a place
where they're looking around.
And how do they help a teamdream, how do they affirm those
that are dreaming and have big,audacious goals, and how do they
(15:36):
get the followers on board aswell?
Speaker 2 (15:39):
We wanted to get off the metaphor and go into
something specific.
How do we want to do that?
I feel like we're talking veryvaguely about you've got to have
a dream helping to dream.
How do we help teams dream?
How do we help leaders dream?
How do we help team membersdream?
What does that look likepractically speaking?
Speaker 1 (16:02):
Well, I was talking to Linda before we did this, and
what I'm going to say is aboutwhat happens when we work with a
team, because my observation is, when we are working with a
team, we get a chance to workwith a team all together in 90
minute sessions, so all the teammembers are there and they're
(16:23):
all playing.
We get to observe teams at playin the wild.
Then we get a chance to haveone-to-one conversations with
each team member.
They'll rarely, if ever, usethe word dream, but guess what
they do?
They dream, they imagine whatit'd be like if that team did
something better or if theyworked around this one challenge
(16:44):
or if someone didn't have thatattitude all the time, and they
talk about this dream state ofwhat it'd be like if this team
just did this or if we simplyhad this figured out, or if we
had enough of that.
That to me, and I told Linda.
They're dreaming.
They dream in everyconversation we have.
We have countless numbers ofconversations with team members
and I believe that they're alldreaming of what it might be
(17:07):
like if something wasn't in theway of their team filling their
potential or fulfilling of ateam fulfilling their potential.
I believe that team members arecaptivated by the pent-up
potential that their teamactually has and their desire to
(17:28):
actually see the team workbetter together.
I think, if we were to summarizeour conversations, I think that
there's something innatelyhappening with team members
where they're asking themselvesman, if we just and that's a
dream and they're askingthemselves I don't think a lot
of people ask themselves if theycan be the ones that actually
crack this open.
(17:48):
They kind of want someone elseto do the work for them but
that's one of the keys for asuccessful team and that is one
person who's taking the risk toimagine what it would be like if
they could help someone elseget unstuck or help someone else
get unlocked, because that isreleasing others towards the
(18:11):
fulfillment of in our case, inthis conversation, of fulfilling
a dream, because I have a dreamthat we show up somewhere and
teams say oh, by the way, wehave a dream for our team.
That's the kind of context Iwould love to have people that
aligned and saying we have adream for our team and here's
(18:33):
how I'm helping make that happen.
Speaker 3 (18:35):
Here's an example we are working with a team right
now middle management, seniorleaders and there's quite a few
women in the group of about 14,15 people.
These women could not be moredifferent, which is wonderful,
which is absolutely wonderful.
And, as Brian mentioned, we'vedivided up the group, so I meet
(18:58):
with half of the people.
Brian meets with the other halfum, people being team members
and leaders, and what I wasdetecting was between the men
and the women is uh, regardlessof gender, there was an
excitement for sorry, that's uhkeep going, going.
Speaker 2 (19:20):
Is it too loud?
They're it's loud, it's okay,they'll be done.
Speaker 1 (19:25):
Blowing the terrace in just a second, all right
we'll keep going.
Speaker 3 (19:29):
Let's see what is unique about this team is,
regardless of gender people,people recognize the power in
the woman's voice.
And these women who are sodifferent, we're kind of trying
to figure out like, well, how dowe be strong women together and
(19:51):
how does this work and how dowe help each other?
And what I started to uncoverand detect was this dream that
they had to be strong.
And what we know from historyis when women a part of an
organization are invested in, itallows the whole collective to
(20:12):
be stronger.
When a woman's voice issuppressed, then the entire
structure or voices will besuppressed.
One of the things that I waslearning was this group has a
dream for everyone to flourish,for everyone to find their
(20:32):
greatest potential.
And when I would mirror backand I would say, what I hear is
you want to be a part of thisand you could help her by doing
this and you could help him bydoing that, there is such an
excitement stirred that afterthe fact, some of these leaders
were talking to the executiveteam and telling them about.
You know meeting with us.
(20:54):
But it wasn't us.
We were just mirroring backdreams that they have to be this
strong, cohesive, aligned,empowered, champions of each
other on a team doing big andscary things together and being
successful.
Speaker 1 (21:11):
Because that client that Linda is talking about is a
great example of how dreams arehappening all around us.
Individuals just have a naturaltendency to dream and as I was
thinking about this last sectionof the podcast this morning, I
was thinking okay, ourprofessional places that we
engage are full of dreams.
(21:33):
The way people get into thejobs that they're in is because
they dreamed of having that job.
You have people that show up atthe beginning of their career
and they're dreaming of wherethey might go in the
organization, or they'redreaming of another organization
because they don't see theirdreams being fulfilled where
they're at.
Don't see their dreams beingfulfilled where they're at.
You have people that arepartnering up, no matter what
(21:54):
their age or experience.
They're creating partnershipsbecause they dream that they can
be better at their work or bemore happier if they're
partnered with someone or notpartnered with another.
You have people who are dreamingof retirement and they're
trying to figure out how am Igoing to make it through the
next six years, because theirdream is getting out of there
(22:18):
Now.
That may not be the greatestexample, but there's a dream
there.
There are people that aredreaming of just being accepted
for who they are as individualsin the workplace, full stop.
It has nothing to do with theirjob, they just want to be seen
for who they are, how theyexpress themselves, their lived
experience and what they seelife as true.
That's their dream, and we meetplenty of people who are stuck
in that context because theydon't believe that their full
self is accepted and that dreamisn't a reality.
(22:41):
Then there are people who havejust these crazy dreams of what
could happen if, and that causesthem to navigate through an
organization in whatever waypossible to fulfill their dreams
.
I think that there's such apowerful way that people dream.
If we, just as team members,recognize that's the person that
we're working alongside hastheir own complete, independent
(23:03):
dream set that we may never knowof, and, as leaders, how can we
even begin to haveconversations that don't feel
threatening about what aperson's dream is?
Speaker 3 (23:12):
Some people's dreams are other people's nightmares.
Speaker 1 (23:15):
Yeah, that's really good.
Speaker 2 (23:17):
That is so true.
That's very true.
Speaker 3 (23:19):
Because there are things where and we've had
plenty of colleagues that theyget excited about organizing
things and putting them in theright places.
And that would be a nightmare.
But together we can find stuff.
Speaker 2 (23:37):
That's funny.
So, Brian and Linda, in thelast podcast we did on dreams,
it was really about theindividual dream.
It was about my personal dream,dream big think of this.
And today we're talking aboutdreaming as a leader, dreaming
as a team member, dreaming, youknow, part of a team.
So where does the individualfit in this?
Speaker 1 (23:59):
My invitation to the individual would be to ask you
to think how can my work, my job, the place that I work and my
team help me fulfill my greatestpossibility and my greatest
potential?
Now, the greatest may be anoverreach, but the idea, I think
, is true how can thisopportunity that I'm currently
(24:20):
in bring out the best of who Iam?
And that may cause people toask themselves if they're even
in the right place, or whoaround them can help or who
around them can help, and to usethat dreaming as an inspiration
to help you look for the rightopportunities.
What's really a struggle iswhen we see people who have
(24:46):
failed to believe in themselvesbecause their work context isn't
fulfilling, and I believe thatwhen that happens, people kind
of give up on dreaming that itcan be any better and they start
complaining about the lights orwhether we should have hardwood
floors or carpet in theiroffice.
(25:06):
It just kind of crumbles fromthere, because when we come
across environments that aretrying to help individuals
become better human beings,that's a place where people
imagine about the possibility ofwhat they could become and
that's the context where dreamsare birthed.
Speaker 3 (25:27):
And I wonder if some of that advice happens in the
space between all the other workand all the other goals and
responsibilities that as we aregetting to work with each other.
Oftentimes there are peoplethat are drawn to organizations
because of their vision, becauseof their mission, because of
(25:48):
what they get to do together.
Maybe they read the jobdescription and they're like
this is so me, I want to bethere.
They're still in the honeymoonphase, but people keep saying
this is my dream job.
I can't believe I get to dothis.
I can't believe people arepaying me for this.
And I hear when Brian says don'tstop dreaming.
I think there's so many peoplethat have stopped.
(26:10):
I think life has a way, and ourlife experience has a way of
crushing some of our dreams.
And I would say go back to thepeople that helped, helped
release who you are, where youfelt stronger than you, um that
(26:37):
you than you knew, when you feelsmarter than you realized, when
you realized you were, you weredefinitely more capable.
And I think it's not just go ina room and have a dream, but get
to work interacting with people.
And because I think sometimesthe dream comes when an idea is
(26:57):
sparked and people say, hey, Ican help with that, hey, that'd
be fun, I'll raise my hand Iknow it's outside, I know it's
the other duties as assigned andI'm willing to do that and they
start to find that they'rereally good at it or they want
to move more in that direction.
So I don't think dream justhappens, you know like, and now
(27:17):
we're putting dreaming on theagenda, so we're gonna all close
our eyes and you know, justthink about hopes and dreams for
five minutes.
Yes, there's idea, yes, there'sideation, but I think there's a
.
It's a pause in the midst ofall the busyness and chaos and
hectic nature.
Speaker 2 (27:38):
It's the pause and the breath of okay, what could I
do here, what could we do herethat invites the dreams that we
idea, I think, is reallypowerful, because when I was
preparing for this, I found someresearch that talked about,
which I'll share in the shownotes, but it talked about how,
when leaders invite teams toco-create the vision or the
(27:59):
dream, engagement really goes upsignificantly, and it's that
rallying around that dream thatyou know increases performance
and well-being, satisfactionscores, all of that.
So if, to close things out here, I'm wondering if, like, where
would someone begin?
So you're a leader, you'relistening to this, what is maybe
(28:23):
a question that can be asked or, I don't know, an activity Like
what's a first small steptowards a dream that invites
this idea of transformation forthe team and perhaps for the
individual as well?
Speaker 1 (28:37):
Well, the first question I would ask somebody is
what professional dream do youhave?
Yeah, ooh, profound.
Just start really, really big,because one of the practices
that we engage in with teams andwith individuals is we start
with questions that reflect aninverted pyramid, like just
(28:57):
what's the biggest question youcould possibly ask just to get
them to think about the idea,and that's a professional dream
and then kind of boil thequestions down to you know, is
this place a place where thatdream might become a reality?
Another layer down is is thisteam helping you, you know, in
the pursuit or the fulfillment,or even getting a couple of
steps closer to the fulfillmentof your professional dream?
(29:18):
And then what are you doing?
Like that's the fourth step iswhat are you doing as a person
to help make that dream areality, instead of relying on
other people to make it areality for you?
Speaker 3 (29:28):
And I would say the opposite.
I would say think about thedreams from your past, and what
kind of clues can you gatherfrom from what you learned about
those dreams?
Maybe they were too big, maybethey were too small, Maybe they
were with the wrong people,maybe you were before your time,
maybe you were right on time,maybe you're longing for those
(29:50):
days again and maybe it's timeto stir up a dream and start to
dream about a new context.
And so I think there's a senseof looking back, to look forward
and and I would start with apulse check and how you're doing
dreaming right now, and justgive yourself a rating, give
yourself a sense of like whenwas the last time you dreamed?
(30:11):
Are you, do you have any dreamsin your queue?
Are you waiting for some ofthose dreams to land there?
And and I think that takesintrospection, and I think we're
in a we're in a time in historywhere it's just easier to numb,
it's easier to scroll, it'seasier to do anything but look
(30:34):
inside, and I think theintrospection of looking where
you are now, where you've beenand where you can go, will
unlock not just your dreams butyour greatest potential.
Wow.
Speaker 2 (30:46):
Well, brian, linda, thank you so much.
I'm excited to go back and editthis and re-listen to it and
think about more of this formyself and for our team and
listeners.
If you have questions aboutthis or any of our other
resources and materials, wewould love it if you could reach
out.
Send us an email at connect atleadershipvisionconsultingcom.
We would love to wrestle withsome of these ideas with you.
(31:09):
I'm Nathan Friberg.
I'm Linda Schubring.
Speaker 1 (31:12):
And I'm Brian Schubring.
Speaker 2 (31:13):
And on behalf of our entire team, thanks for
listening.
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