October 8, 2025 • 32 mins
Is love in the workplace a strategy? In this episode, Kevin is joined by leadership expert and business strategist Kelly Winegarden Hall to discuss what “love at work” really means. Kelly challenges traditional workplace norms and makes a compelling case for reintroducing love as a leadership value. She explains why seeing employees as adults and treating them with compassion and trust leads to greater engagement, innovation, and performance. She also provides examples of how to bring purpose, honesty, and human connection into workplaces.
Listen For
00:00 Welcome to the Remarkable Leadership Podcast
02:20 Guest introduction Kelly Winegarden Hall
03:03 Kelly’s journey and background
06:06 Cancer diagnosis and becoming a storyteller
08:01 Why love in the workplace
09:43 Pushback against love at work
11:07 The business case for love
12:01 Hiring differently with love
13:43 Examples of bringing love to work
16:02 The importance of putting phones down
17:58 Kelly’s blog project 100 examples of love at work
18:59 Love leadership and culture
20:31 We’re all adults at work
23:02 The pinnacle of power concept
25:18 Advice Start by pausing
27:10 Kelly’s fun entertaining and fundraising
28:07 What Kelly is reading
29:10 How to connect with Kelly
30:12 Kevin’s closing challenge Bringing love to your work
31:29 Closing remarks
Kelly's Story: Kelly Winegarden Hall is the author of Love Works: Transforming the Workplace with Purpose and Authenticity. She is a leadership expert and business strategist who helps individuals and organizations move from surviving to thriving. As the founder of Live L.A.R.G.E., she has 30 years of experience leading diverse teams and transforming struggling businesses into high-performing, self-directing organizations.
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Flexible Leadership is every leader’s guide to greater success in a world of increasing complexity and chaos.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:08):
Lots of words get a turn in the spotlight
when talking about leadershipand organizational success.
I could make a long list.
The first two that came to my mind
as I was preparing this morningwere transparency and vulnerability.
These are words that ten years ago,no one would have connected
to leadership success,but today are common in our vernacular.
(00:30):
My guest today says the wordwe should focus on and strive for is love.
In fact, she says, it's the wordthat will transform our workplaces
in the most powerfully positive way.
Welcome to another episodeof the Remarkable Leadership Podcast,
where we are helping leaderslike you grow personally
(00:50):
and professionally to leadmore effectively, make a bigger, positive
difference for their teams, organizationsand the world.
And that's why I'm so glad you were here.
If you're listening to this podcast,you could have joined us
for this live.
Well, you really can't becauseyou can't go in the way back machine.
But what you could do is join usin the future for live episodes.
(01:13):
But you need to knowwhen they were happening.
And so if you were to join our Facebookor LinkedIn groups,
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as well as knowingwhen I'm going to be live streaming.
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Just join our Facebook or LinkedIn groups.
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(01:34):
or remarkable podcast.com/linkedin
to get all of the inside scoopso you can join us live in the future.
Today's episode is brought to youby my latest book, Flexible Leadership.
Navigate Uncertaintyand Lead with Confidence.
It's timeto realize that styles can get in our way
and that following our strengthsmight not always be the best approach.
(01:57):
In a world more complex and uncertainthan ever, leaders need a new perspective
and a new set of tools
to create great resultsfor their organizations and team members.
That'swhat Flexible leadership provides you.
Learn more and order your coffee todayat Remarkable Podcast Complex Social.
And with that, I'mgoing to bring in our guest.
(02:17):
And so my guest today is Kelly WeingartenHall.
She is a leadership expert and businessstrategist who helps individuals
and organizationsmove from surviving to thriving.
As founder of the Live Large la
E, she brings 30 years of experienceleading diverse teams and transforming
(02:39):
struggling businesses into highperforming, self-directed organizations.
Her new book, Which Is Why She's Here,is titled Love Works
Transforming the Workplacewith Purpose and Authenticity.
And so, Kelly,
now you can add that you were a gueston the Remarkable Leadership Podcast, too.
Your bio?
(03:00):
Probably not.
But, Welcome. I'm glad that you're here.
I'm very grateful to be here.
So thanks for the opportunity.
So, in the book,you unpack a little bit of your journey,
but I always like to sort of.
I usually start therein these conversations
because I want the audienceto know a little bit about who you are.
So give us the cliffnotes of your journey.
(03:23):
I'm guessing,
when you
were 8 or 10, you didn'tnecessarily expect
that you would have done what all thatyou've done, including writing a book.
So tell us just a little bitabout the journey that gets you to
this point today.
Sure.
I grew up in the middle of America,the heart of the heartland in Iowa,
(03:45):
and a very vibrantfarming community called deep River.
And, we were encouraged from a very youngage to try a little bit of everything.
I mean, when you livein a small community, people really do
help each other and play together and,and, support each other in a very big way.
That's had a lasting effect on me,because I think I've always brought
(04:05):
that sense of communityand that high expectation of people
to love your neighbor
and care about the personnext door in everything I've ever done.
Those strong roots led me to,
university and graduate school educationand marketing
and finance, and that startedtaking me around the world.
And so I moved from Iowa to California,worked for a mining company,
(04:27):
and then on to 18 years at Avery Dennison,which was a really great place to,
took training seriouslyand really saw people
and had their own Dei initiativesto get more women into leadership roles.
Eventually, I was very curiousabout private equity and having ownership,
and so I went into a smaller company to,
(04:49):
lead their commercial organization.
That was a wonderful experience thatled me to wanting to be an entrepreneur.
My my entrepreneurial dreamswere quashed a bit
when I got a great opportunityto go live in the Netherlands
and lead a teamin the circular economy space,
and that was a transformative thingfor me, not only the great opportunity
(05:09):
to live in another part of the worldand experience other cultures,
but we implemented a self-directedstructure as a team,
and it had a profound impact on my faithin redistributing power
and activating the giftsand the talent of every single person
around us, and really treating everyonelike an adult at work.
So it became time to become a storyteller,
(05:32):
to sort of spread
the word that there are other waysto do things that are way more powerful
than what we've been livingwithin for a long, long time.
So inside
baseball, Kelly I grew up on a farm
in Michigan and also worked in Californiaafter college.
How about that?
So, I'm another mother.
(05:52):
You said you became,
you became one to become a storyteller,which to me,
having read the book,that's clearly what this book is, in part.
So what led you specifically then,to write the book
specifically?
I had a metastatic breast cancer diagnosisabout four years ago.
And when you get that terrible news
(06:14):
from doctor,you sort of want to know the diagnosis
and the prognosis,whether that's months or years or decades.
And, and so, you know,you think you leave home from that
very scary news thinking that you're
holidays and memories are going to be
really tight for the rest of the timeyou've got left here.
(06:34):
But I found my way,
to storiesthat were recommended by my community
about many, many peoplewho've overcome a stage for diagnosis
and the power of storiesto give somebody hope,
to give somebody a path to a betteroutcome, to give somebody other tools
that other people have already learnedthrough is remarkable.
(06:55):
And so I thought after I resolvedmy own cancer diagnosis, that I would
write a book about eliminating diseaseby eliminating the disease,
but I was headed to a writer's bootcampand had a fortunate, fateful lunch
with a friend who had a big conversationwith me about pop culture, corporate
culture, and the power of cultureand how important culture is.
(07:19):
And I
went into that boot camp and realized,oh, I've been given my life for a reason.
I've been given my crazy careerand all my leadership opportunities
because they could be helpfuland useful to other people,
and really getting ridof the dis ease at work, because I'm tired
of the fear and anxiety and abuse of powerinside of our companies.
When the potential exists for peopleto be having a much better impact
(07:42):
in a much better time.
Well, that's what this book does.
And, I can tell all of you, of course,obviously, the reason that, we're having
this conversationis because Kelly wrote the book,
and we're going to talk about thata little bit more.
But I want to get tothe heart of the matter.
I hinted at it or teased it in the open,if you will.
And it's the first wordin the title of the book.
(08:05):
The word is love.
So why love?
I mean, why the word love?
And then I'm going to ask a follow up,but I'll just start there.
Yeah, love is one of the most loaded wordsin the whole wide world.
And that's from person to personand culture to culture.
Love means a lot of things,but for me, love is very simple.
(08:27):
It is our essential life force.
It is the magic, is the miracles that arepowering our breath and our heartbeat.
And they're activated.
Love is activated in relationships.
And if you pause, you know the differencebetween the way a relationship
feels when there's flow and connectionand trust and compassion and curiosity.
(08:47):
The love is really strong in placeswhere we let it go and let it flow.
And you also feel when it's finished offor restricted or replaced by judgment
or or things that just don't feel good,that's not love.
So more and more that we can embracelove as it's really abundant, flowing,
never
(09:08):
ending thing that is powering all of us.
It's easy to tap into it.
It's easy to share it.
It's easy to enable it.It's easy to allow it.
And everything gets a little easierwhen you have loving relationships.
I think all of us would agree with that.
And yet there's a lot of peoplewho are listening.
You're still saying, yeah, Kelly,but at work, like,
(09:29):
so let's talk about it a little bitmore from the work perspective.
But actually, let's do it this way.
You've been sharing this messageand you've been out talking
about the book with with organizations,with leaders for, for some time now.
My question is this,
what's the pushback that you get?
Maybe not it and maybe not eventuallywhen you're done having a conversation.
(09:51):
But what's the initial pushbackthat you get about
that wordin the context of work or the workplace?
I think there'sa resistance to talking about love.
I've been toldnot use the word many times.
And so that made me wantis even more right, because it is,
it's seen as soft.
(10:12):
It makes you vulnerable.
It requires openness,it requires vulnerability.
And that's not comfortable until it is.
But that transition also is the shiftbetween
using power to control and directand drive and manage,
which is very egocentric to realizingI only know what I know.
(10:33):
And the fasterwe can put together what you all know,
the infinite possibilities we can createtogether, start coming to the table.
And it's no mistake that everyone likestheir own ideas the most.
And when you create the spacesin the safety and hold
the space as a leaderfor every adult to bring their full selves
and their talent and their curiositiesand their interests to the table,
(10:56):
the possibilities to drive betterservice, more effective innovation,
better staff retention, better results.
The business case for love is clear.
Well, that's actually where I wanted to gonext.
You just hinted at that the business casebecause,
you said, and I think everyone
listening would agreethat love is kind of the soft idea.
(11:18):
And yet you just finish that conversationwith hard business
realities, building a business case.
So you say that, love it is a disrupter.
So let's continue that thinkingabout the business case for this.
If you can help people get pastthe initial squishiness of that idea.
(11:40):
Yeah, I can give one good example.
And it has to do with changing the waythat we hire people.
So I in most of my career,when there was a job requisition
approved at an opening, a couple of peoplewould take responsibility,
an HR person, a manager, maybe their bossfor interviewing a slate of candidates,
picking someone and telling the team,surprise, like, here's your new colleague.
(12:02):
And that is only as so effective.
But at Neoga, we implemented a practiceof involving the people
in the team to hire their teammates.
They're adults.
They know way better than I do
about the specific nature of the projectsand the gaps in their team
and the talent that those requiredto get to where we want to be faster.
(12:24):
And so we went through a processof screening
75 to 100 candidates for every job,creating a slate of candidates.
It was half men and half women.
And then putting all of themthrough the exact same process.
That about anywhere from 10to 16 of our teammates participated in.
And eventually it was the responsibilityof the hiring team
(12:45):
to choose their teammate.
But that person comesinto the organization
knowing most of the peoplethey're ever going to work with,
and knowingif that's going to be a good fit for them.
But we also have remarkable visibilityfrom many different people's eyeballs
and lenses about what they're like,what they care about, will they fit?
Are they bright, and does your experiencematch what we need right now?
(13:06):
And we ended up having much bettercandidates who came into
an organization with half of theonboarding process complete.
Yeah, I love that.
It's an investment that you madeand you outline that whole story
in that process in the book.
And it was one of the things that Ihighlighted as I was reading the book.
And I'm glad that you brought that up.
And I want to go backearlier in the book and really,
(13:30):
earlier in the
thinking abouthow we put love into the workplace and,
and you told me a little bit about,a little bit more about this,
before we started our conversation.
There's a there's a part of one chapterwe say,
I've got 18 ways to bring love to work.
And I know you've got a projectyou're trying to do.
(13:51):
I'll let you talk about that in a second.
But we don't have time, Kelly, for you totalk about 18 ways to Bring Love to Work.
But I'd like you to give usa couple of examples, because here's why.
Because, number one, people are listeningand they're still sort of saying, well,
I kind of get what Kelly's thinking, butman, I'm still kind of stuck on that word
a little bit.
(14:11):
And I think when you get peopletangible examples,
they're going to say, yeah,that's really good.
I can do that.
That doesn't feel weird.
Like maybe I'm still
feeling at this moment about thatfour letter word that starts with L.
So give us a couple of these examplesand tell me about what
you're trying to accomplish. Beyond that.
Yeah, they're they're
actually small and large gesturesall throughout the day
(14:34):
to make sure people feel seen, heard,protected, provided for, cared for.
And it's little thingslike making eye contact in the stairwell
instead of just buzzingto your next meeting,
like take a minute to look and smileat the people around you.
Management by walking around.
You know, I've I've had the pleasureof a lot of great leaders in the companies
(14:55):
I worked in, wherethere are just those certain managers
who took the time to get to knowthe people on the factory floor
and just say thank youand ask questions to host roundtables.
When you have a policy changeor an idea to actually say,
be vulnerable enough to say,I have this idea, there's this thing
I think we need to door think we need to change.
(15:16):
How would that affect you?
Do you have a better idea?
Could you let me know what that's goingto feel like from your shoes
and from your desk,and gathering the dissent
and gathering the information before youmake a decision that affects other people.
These are that's a loving thing to do.
It's also loving to be honestand to help people that are in a job
(15:36):
that they're struggling with
is not a good fit for them to get to knowwhat's going on behind the scenes.
It just takes a little timeand a little effort, but you might think,
you know, but if you actually ask, youmight not know that their wife asked them
for a divorce yesterday,or that their kids
had struggling with a drug addictionand they're distracted for a reason.
That has nothing to do with work,but you get to hold that space for them
(15:59):
so that they'll comeback strong when it's time.
Anotherone of the 18 things you said in there.
And for those of you that are watchingyou seeing I'm holding up my phone,
you simply said, put your phone down.
Which is, yeah, we all can do better,not just at work,
but how often do you all goto a restaurant?
And I find myself
(16:21):
especially when I'm traveling for businessby eating by myself, which is the worst
part of one of the two worst thingsabout traveling for business.
And if you look aroundand see people at tables together
that are not actually interacting, it's.
I have a funny story about how.
Interesting and sad it's interestingand said, go ahead.
Oh, just last week I had the good fortuneof spending two hours
(16:43):
with somebody that I really admire,
and we went to a restaurantwhere phones were forbidden.
You could not have your phoneon the counter, on the table,
and if you got a phone call, you had toleave the restaurant to take it.
And the rules were really clear.They sent them to you ahead of time.
And so here I am, having a conversationwith someone who was excited
to spend time with us, and we were tellingeach other stories. But,
(17:06):
we wanted to grab our phonesand show each other pictures and videos,
which takes time to scroll throughand find the pictures in the videos.
And because we couldn't use our phones,
we had to be like, well,I want to show you that, but I can't.
So you had to keep talking instead.
And when I really look backat how many times we wanted
to reach for our phones and take timeto scroll to find it, instead
(17:27):
of staying with present with each other,it was remarkable.
It makes me want to have a restauranttell everybody that they
have their phones inside,because the dialog was way
richer when we had to stay presentwith each other.
Even if we didn't see the picture.
Right? Right.
Even if we didn't see the picture,I love that.
So you told me before we started,before we went live, you said, Kevin,
(17:50):
I'm doing something on my blogand can I talk about it?
I'm like,yeah, it's exactly related at this point.
So tell everybodywhat how you went, their help.
All right.
On my website at
Kelly Weingarten, Volcom,there's a tab called Love at Work.
And that is where you'll find that18 examples from chapter four in my book.
(18:11):
But I'm going to expand that blog to 100
using other people's storiesand other people's examples.
So if you have an idea for,
a way that you've experiencedloving leadership
or the way you practice loving leadership,something that you learned about,
share itso we can expand that list to 100 or more
and really help each other continueto drive loving leadership into the world.
(18:35):
Kelly Weingarten hall.com.
That was on the screen a second ago,but many of you were listening.
So that will be in the show notesfor you as well.
So we've been talking Kelly about,
bringing love to Work
and the book, in some ways,the subtitle, it starts with the words
(18:55):
transforming the workplace,which to me means culture.
Right?
The culture to me is simply the way we dothings around here.
And you're suggesting the way we do thingsaround here ought to have more love,
be more love infused.
So what would you say to those leaders
thinking about their culture in this campas we're having this conversation?
(19:16):
What are your thoughtsabout the connection between love
and sort of aspirational culture?
I would like for more leadersto think about their job
as a conductor of their symphony,
and you got to put the right peoplein every seat in order
to have the very best,most complicated music played every day.
(19:37):
But the best music is going to happenwhen people are putting their love
through their instrument,when they're really there with care,
with excellence, with attention and focus,
and part of a teamwhere they're all interconnected.
And so I think when we start
thinking about the powerand the control of a conductor,
but the responsibility for holding thattalent and holding that space
(20:00):
and making it safe and powerful for peopleto bring their gifts
for their audience, for their customers,for their communities.
That really shifts your responsibilityfrom being the all knowing expert
who's in control of all these peopleto the very powerful force
that sees them, understandsthem, supports them, encourages
(20:20):
them, gives them new musicto play, challenges them, stretches them.
But we're all here to make this magictogether.
We're all adults.
We all get to be herewith 24 hours a day at a time.
So you've said
like, I don't know, seven times so farI haven't counted exactly.
But you keep saying we're all adults.
(20:41):
We're all adults at work.
Yeah.
That is sort of profoundly true.
Why is it that you keep emphasizing that?
How is that connected to your overall
thinking here?
Back to the power of stories.
Our programing beginsthe minute we're born with
how the world works and who's whoand this parent child relationship.
(21:03):
And there's always the sense that somepeople are powerful and some people aren't
in any space, in any organizationand any family, in any religion.
There's big people and little people.
And I think that we'reall deeply programed with believing
that some people are more powerfuland more important than us.
And that is a really a sadand unfortunate story,
(21:25):
because everyone is at the pinnacleof their power on any given day.
We all have the same life force.
We all have about the same amountof health in the same amount of years
that we get to be here in these bodiesand in this, this crazy life.
And so it took me personally a long timeto really reconsider power.
(21:46):
In my power, I was climbing that ladder.
You know, I'm having more responsibility,having more money,
having more power and awarethere were people that still had more
that I looked up toand people I was responsible for that.
Like I was more important than.
And that was I was so embarrassed
by that at this point in my life,because I don't believe it at all anymore.
(22:07):
And I believe that I have the same breathstoday as Donald Trump or Putin or
whoever else looks more powerful on paper.
But when you take back your power
and you realize that and you start helpingother people's spread their wings
and to come into their full adulthoodand to show up with a voice,
with responsibilityfor that voice, with energy, with gifts.
(22:29):
The more and morethat you encourage people to be in power,
empowered in their power,the more that they start realizing
it is possible to do better,to do more, to stretch, to grow.
And that isn't easiestwhen you feel like the people around you
who have been recognized.
You're giftedwith the perception of power.
Put their hands on your back
(22:49):
and encourage you to lean inand encourage you to see and stretch.
Not to panic, not to be tossedinto situations where you going to be
eaten alive, but to take calculated risksand to get back up when you fall.
So you said something in a second ago,
you use the phrase pinnacle of power,which you talk about in the book,
(23:10):
and you can seeI put it in the on the screen here
to say a little bit moreabout what you mean by that,
because you've been talking about usrethinking our view of power,
or at leasthow you've rethought your view of power.
What do you mean by the pinnacle of power?
The idea of the pinnacle of powercomes from, one of my friends,
(23:31):
Sean Kennedy, and he shocked all of us
when we were kind of sharingaround a table what we were grateful for
and what we were looking forward to itand New Year's Eve party.
And he sort of confidently stood upand said
he is excited about the year aheadbecause he's in the pinnacle of his power
with all of the education he's ever had,all the all experience of health,
(23:52):
vibrancy, appreciation for the worldlike a chance to make a difference.
And we all.
I grabbed our phones and took a notebecause that sounded so cool.
You know, we had to sit withand think about what that really meant.
But as I've been thinking more
about organizationsand intergenerational dynamics and, and,
you know, how you developyoung people as fast as possible
(24:12):
if you start seeing that on any given day,we are where we are, the presence,
the only thing that's real anyway,
that everybody has the giftsthat they're here with today
where you can get more education,you can get more experience,
you can learn more things,you can stand up after failures.
But todayyou're as good as you're ever going to be.
(24:32):
Today.
And morethat we really see that in each other.
Every generation holdswisdom, every person holds gifts
and a curiosityabout how to tap into that.
And how to encourage it,and how to get the most out of people
to welcome them as an adult with 24 hoursa day to help them see themselves.
And the gifts that they haveis a remarkable opportunity.
(24:56):
We're talking with Kelly WeingartenHall, the author of the new book Love
Works Transforming the Workplacewith Purpose and Authenticity.
And and I appreciate everythingthat you've shared.
I have a few more thingsI want to ask you, but before I go
into the last sort of phaseof our conversation, Kelly, I'm curious,
is there something I didn't askthat you wish I would have?
(25:19):
Or is there one other thing that youreally want to make sure we talk about?
One of the things that a people ask me is,how do I get started?
You know, if I want to head down a pathof being a more loving leader
or a really affecting the talentand the energy inside my organization,
what should I do?
And the best adviceI can give you is to pause.
(25:41):
Busy executives don't like to pause.
They don't like to sit quietly.
They feel like space inthe calendar is wasteful.
And I would like to ask peopleto reconsider that
because a simple practiceof pausing every morning,
but even throughout the day to tap intohow am I doing?
Am I comfortable, am I stretched,am I listening, am I present?
(26:05):
Am I fully here in this moment?
You can't give anyone the best of youif you're not good
in your own skinand standing on your own two feet.
And so the more that
you get inside of yourselfand you find I'm good, I'm grounded, I'm
happy, I'm aware.
And then you go, okay,what do people need from me?
What does the organization need from me?
What do I need from them?
(26:26):
Just this practice of pausingto make sure that you are
heading into your day with an open mindand an open heart,
looking for the power of the systeminstead of the power.
And within.
It's been one of the best decisions I'veever made to create that space for myself.
And if I could help everyone else,just find that 5 or 10 minutes
every day, it might change the world.
(26:49):
I here's a question that it would mean.
And you said there's several thingswe can do that pause.
And every one of them
makes us more effective,
more alive, more engaged.
And we could goI could go on and on. Right.
So I love that there are so many thingsthat we could have talked about,
(27:10):
that are in this book.
And, and unfortunately,
I know going in thatwe'll never get to all of those things,
hopefully we've helped peopleto really get a sense of,
what you're trying for us all to hear.
But I want people to have a little bitmore sense of you two before we go.
So I'm curious.
Kelly, what do you do for fun?
(27:34):
I loveto entertain and to host a good party
and to use that for charitable reasonswhere possible.
So I learned in Junethat my local, independent cinema,
it's called films, just as an example,got all their NEA funding cut.
So we had an outdoor movienight at my home to raise money
to replace those funds.
(27:55):
And so being able to do something
I love, like entertainingand hosting guests and having a good time,
combined with using that to helpothers just feels really good.
And so I want to continueto do more of that.
I love that,
the only thing you knew I was going to askyou is coming now.
What are you reading?
(28:15):
I have been reading a book called
Careless People, and it is a bookbased on an insider from Facebook
who sort of shared
about the growth of Facebookand what it was like to be inside
of that amazing companyfor a good, solid 7 or 8 years.
And it's alarming and scaryand and shocking.
(28:35):
But I also think we need to dealwith the truth and the reality
of what people are experiencing insideof these very powerful organizations.
So I was grateful for the woman who showedthe courage to tell those stories.
And I think morepeople learn through them.
Carelesspeople that will be in the show notes.
As well as more information about Kelly'sbook, Love Works.
(28:57):
Kelly, where do you want to pointpeople in general?
You've already told themyou want them to go and go to your blog,
at Kelly weingarten.com so that they,
can suggest ways
to to to show love at workand bring their love to work.
But what else do you want to doto connect?
Where else can people connect with you?
What do you want to tell peoplebefore we start to wrap up?
(29:19):
Yeah, I'm pretty active on LinkedIn,and I enjoy reading other people's
content there.
And so that's a very easy placeto find me to connect.
And Lincoln and and message there.
I'm also my website is good.
I'm open to moreprojects at the current time in my life.
So if you are a part of a teamor part of a company
(29:39):
that is in distress or experiencinga toxic culture or a difficult integration
of an acquisition, I would be morethan happy to consider helping you.
So I'll put that out there to.
Kelly weingarten.com.
That'swhere you can find more about Kelly.
Before we go,
the question that I have for all of youwho are listening or watching is this.
Now what this is
(30:02):
this is our weeklyor every episodic moment
to do what Kelly suggested,which is to pause,
because it's one thing to listen to thisfor 30 minutes and it takes stuff in.
And to me, that was really good.And she's really smart.
And that's a really good idea.
I really learned something.
All of that's good.
(30:22):
But what are you going to do with it?
Because until you take action on it,it's really not all that valuable.
I've been spending some time at my in-lawshome, as we are cleaning it out,
and I can tell youthat they collected a lot of stuff.
So do all of us collect a lot of stuff?
And those of you that are watching
(30:43):
and listening to podcastsare collecting a lot of stuff.
What are you doing with this stuffyou're collecting?
What action will you take as a result?
Because it's that it's this question
that make that activates all of the restof what we've talked about today.
How are you going to bring loveinto your work
today, even if you don't use that word?
(31:04):
How are you going to startto influence others through your example?
It's the answer to that questionthat makes the real difference,
and I hope is the is the takeaway for youfrom our conversation.
Kelly, thank you for being here.
Was a pleasureto spend 30 some minutes with you,
both before we went live and after.
(31:25):
And thanks so much for being here.
Thanks for having me.
Good luck to everybody.
So there you go, everybody.
Another episode of the RemarkableLeadership Podcast is in the books.
But that simply means in a few days,no longer than a week,
there'll be another episode, becauseevery week there's a new episode for you.
So make sure you're subscribed whereveryou watch so you don't miss that episode.
(31:49):
And if you are a subscriber,make sure you tell somebody else
so they can join us
next week for another episodeof the Remarkable Leadership Podcast.
Lots of words get a turn in the spotlight
when talking about leadershipand organizational success.
I could make a long list.
The first two that came to my mind
as I was preparing this morningwere transparency and vulnerability.
These are words that ten years ago,no one would have connected
to leadership success,but today are common in our vernacular.
(00:30):
My guest today says the wordwe should focus on and strive for is love.
In fact, she says, it's the wordthat will transform our workplaces
in the most powerfully positive way.
Welcome to another episodeof the Remarkable Leadership Podcast,
where we are helping leaderslike you grow personally
(00:50):
and professionally to leadmore effectively, make a bigger, positive
difference for their teams, organizationsand the world.
And that's why I'm so glad you were here.
If you're listening to this podcast,you could have joined us
for this live.
Well, you really can't becauseyou can't go in the way back machine.
But what you could do is join usin the future for live episodes.
(01:13):
But you need to knowwhen they were happening.
And so if you were to join our Facebookor LinkedIn groups,
you'd get all the inside scoopabout the show,
as well as knowingwhen I'm going to be live streaming.
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Just join our Facebook or LinkedIn groups.
As I said,just go to remarkable podcast.com/facebook
(01:34):
or remarkable podcast.com/linkedin
to get all of the inside scoopso you can join us live in the future.
Today's episode is brought to youby my latest book, Flexible Leadership.
Navigate Uncertaintyand Lead with Confidence.
It's timeto realize that styles can get in our way
and that following our strengthsmight not always be the best approach.
(01:57):
In a world more complex and uncertainthan ever, leaders need a new perspective
and a new set of tools
to create great resultsfor their organizations and team members.
That'swhat Flexible leadership provides you.
Learn more and order your coffee todayat Remarkable Podcast Complex Social.
And with that, I'mgoing to bring in our guest.
(02:17):
And so my guest today is Kelly WeingartenHall.
She is a leadership expert and businessstrategist who helps individuals
and organizationsmove from surviving to thriving.
As founder of the Live Large la
E, she brings 30 years of experienceleading diverse teams and transforming
(02:39):
struggling businesses into highperforming, self-directed organizations.
Her new book, Which Is Why She's Here,is titled Love Works
Transforming the Workplacewith Purpose and Authenticity.
And so, Kelly,
now you can add that you were a gueston the Remarkable Leadership Podcast, too.
Your bio?
(03:00):
Probably not.
But, Welcome. I'm glad that you're here.
I'm very grateful to be here.
So thanks for the opportunity.
So, in the book,you unpack a little bit of your journey,
but I always like to sort of.
I usually start therein these conversations
because I want the audienceto know a little bit about who you are.
So give us the cliffnotes of your journey.
(03:23):
I'm guessing,
when you
were 8 or 10, you didn'tnecessarily expect
that you would have done what all thatyou've done, including writing a book.
So tell us just a little bitabout the journey that gets you to
this point today.
Sure.
I grew up in the middle of America,the heart of the heartland in Iowa,
(03:45):
and a very vibrantfarming community called deep River.
And, we were encouraged from a very youngage to try a little bit of everything.
I mean, when you livein a small community, people really do
help each other and play together and,and, support each other in a very big way.
That's had a lasting effect on me,because I think I've always brought
(04:05):
that sense of communityand that high expectation of people
to love your neighbor
and care about the personnext door in everything I've ever done.
Those strong roots led me to,
university and graduate school educationand marketing
and finance, and that startedtaking me around the world.
And so I moved from Iowa to California,worked for a mining company,
(04:27):
and then on to 18 years at Avery Dennison,which was a really great place to,
took training seriouslyand really saw people
and had their own Dei initiativesto get more women into leadership roles.
Eventually, I was very curiousabout private equity and having ownership,
and so I went into a smaller company to,
(04:49):
lead their commercial organization.
That was a wonderful experience thatled me to wanting to be an entrepreneur.
My my entrepreneurial dreamswere quashed a bit
when I got a great opportunityto go live in the Netherlands
and lead a teamin the circular economy space,
and that was a transformative thingfor me, not only the great opportunity
(05:09):
to live in another part of the worldand experience other cultures,
but we implemented a self-directedstructure as a team,
and it had a profound impact on my faithin redistributing power
and activating the giftsand the talent of every single person
around us, and really treating everyonelike an adult at work.
So it became time to become a storyteller,
(05:32):
to sort of spread
the word that there are other waysto do things that are way more powerful
than what we've been livingwithin for a long, long time.
So inside
baseball, Kelly I grew up on a farm
in Michigan and also worked in Californiaafter college.
How about that?
So, I'm another mother.
(05:52):
You said you became,
you became one to become a storyteller,which to me,
having read the book,that's clearly what this book is, in part.
So what led you specifically then,to write the book
specifically?
I had a metastatic breast cancer diagnosisabout four years ago.
And when you get that terrible news
(06:14):
from doctor,you sort of want to know the diagnosis
and the prognosis,whether that's months or years or decades.
And, and so, you know,you think you leave home from that
very scary news thinking that you're
holidays and memories are going to be
really tight for the rest of the timeyou've got left here.
(06:34):
But I found my way,
to storiesthat were recommended by my community
about many, many peoplewho've overcome a stage for diagnosis
and the power of storiesto give somebody hope,
to give somebody a path to a betteroutcome, to give somebody other tools
that other people have already learnedthrough is remarkable.
(06:55):
And so I thought after I resolvedmy own cancer diagnosis, that I would
write a book about eliminating diseaseby eliminating the disease,
but I was headed to a writer's bootcampand had a fortunate, fateful lunch
with a friend who had a big conversationwith me about pop culture, corporate
culture, and the power of cultureand how important culture is.
(07:19):
And I
went into that boot camp and realized,oh, I've been given my life for a reason.
I've been given my crazy careerand all my leadership opportunities
because they could be helpfuland useful to other people,
and really getting ridof the dis ease at work, because I'm tired
of the fear and anxiety and abuse of powerinside of our companies.
When the potential exists for peopleto be having a much better impact
(07:42):
in a much better time.
Well, that's what this book does.
And, I can tell all of you, of course,obviously, the reason that, we're having
this conversationis because Kelly wrote the book,
and we're going to talk about thata little bit more.
But I want to get tothe heart of the matter.
I hinted at it or teased it in the open,if you will.
And it's the first wordin the title of the book.
(08:05):
The word is love.
So why love?
I mean, why the word love?
And then I'm going to ask a follow up,but I'll just start there.
Yeah, love is one of the most loaded wordsin the whole wide world.
And that's from person to personand culture to culture.
Love means a lot of things,but for me, love is very simple.
(08:27):
It is our essential life force.
It is the magic, is the miracles that arepowering our breath and our heartbeat.
And they're activated.
Love is activated in relationships.
And if you pause, you know the differencebetween the way a relationship
feels when there's flow and connectionand trust and compassion and curiosity.
(08:47):
The love is really strong in placeswhere we let it go and let it flow.
And you also feel when it's finished offor restricted or replaced by judgment
or or things that just don't feel good,that's not love.
So more and more that we can embracelove as it's really abundant, flowing,
never
(09:08):
ending thing that is powering all of us.
It's easy to tap into it.
It's easy to share it.
It's easy to enable it.It's easy to allow it.
And everything gets a little easierwhen you have loving relationships.
I think all of us would agree with that.
And yet there's a lot of peoplewho are listening.
You're still saying, yeah, Kelly,but at work, like,
(09:29):
so let's talk about it a little bitmore from the work perspective.
But actually, let's do it this way.
You've been sharing this messageand you've been out talking
about the book with with organizations,with leaders for, for some time now.
My question is this,
what's the pushback that you get?
Maybe not it and maybe not eventuallywhen you're done having a conversation.
(09:51):
But what's the initial pushbackthat you get about
that wordin the context of work or the workplace?
I think there'sa resistance to talking about love.
I've been toldnot use the word many times.
And so that made me wantis even more right, because it is,
it's seen as soft.
(10:12):
It makes you vulnerable.
It requires openness,it requires vulnerability.
And that's not comfortable until it is.
But that transition also is the shiftbetween
using power to control and directand drive and manage,
which is very egocentric to realizingI only know what I know.
(10:33):
And the fasterwe can put together what you all know,
the infinite possibilities we can createtogether, start coming to the table.
And it's no mistake that everyone likestheir own ideas the most.
And when you create the spacesin the safety and hold
the space as a leaderfor every adult to bring their full selves
and their talent and their curiositiesand their interests to the table,
(10:56):
the possibilities to drive betterservice, more effective innovation,
better staff retention, better results.
The business case for love is clear.
Well, that's actually where I wanted to gonext.
You just hinted at that the business casebecause,
you said, and I think everyone
listening would agreethat love is kind of the soft idea.
(11:18):
And yet you just finish that conversationwith hard business
realities, building a business case.
So you say that, love it is a disrupter.
So let's continue that thinkingabout the business case for this.
If you can help people get pastthe initial squishiness of that idea.
(11:40):
Yeah, I can give one good example.
And it has to do with changing the waythat we hire people.
So I in most of my career,when there was a job requisition
approved at an opening, a couple of peoplewould take responsibility,
an HR person, a manager, maybe their bossfor interviewing a slate of candidates,
picking someone and telling the team,surprise, like, here's your new colleague.
(12:02):
And that is only as so effective.
But at Neoga, we implemented a practiceof involving the people
in the team to hire their teammates.
They're adults.
They know way better than I do
about the specific nature of the projectsand the gaps in their team
and the talent that those requiredto get to where we want to be faster.
(12:24):
And so we went through a processof screening
75 to 100 candidates for every job,creating a slate of candidates.
It was half men and half women.
And then putting all of themthrough the exact same process.
That about anywhere from 10to 16 of our teammates participated in.
And eventually it was the responsibilityof the hiring team
(12:45):
to choose their teammate.
But that person comesinto the organization
knowing most of the peoplethey're ever going to work with,
and knowingif that's going to be a good fit for them.
But we also have remarkable visibilityfrom many different people's eyeballs
and lenses about what they're like,what they care about, will they fit?
Are they bright, and does your experiencematch what we need right now?
(13:06):
And we ended up having much bettercandidates who came into
an organization with half of theonboarding process complete.
Yeah, I love that.
It's an investment that you madeand you outline that whole story
in that process in the book.
And it was one of the things that Ihighlighted as I was reading the book.
And I'm glad that you brought that up.
And I want to go backearlier in the book and really,
(13:30):
earlier in the
thinking abouthow we put love into the workplace and,
and you told me a little bit about,a little bit more about this,
before we started our conversation.
There's a there's a part of one chapterwe say,
I've got 18 ways to bring love to work.
And I know you've got a projectyou're trying to do.
(13:51):
I'll let you talk about that in a second.
But we don't have time, Kelly, for you totalk about 18 ways to Bring Love to Work.
But I'd like you to give usa couple of examples, because here's why.
Because, number one, people are listeningand they're still sort of saying, well,
I kind of get what Kelly's thinking, butman, I'm still kind of stuck on that word
a little bit.
(14:11):
And I think when you get peopletangible examples,
they're going to say, yeah,that's really good.
I can do that.
That doesn't feel weird.
Like maybe I'm still
feeling at this moment about thatfour letter word that starts with L.
So give us a couple of these examplesand tell me about what
you're trying to accomplish. Beyond that.
Yeah, they're they're
actually small and large gesturesall throughout the day
(14:34):
to make sure people feel seen, heard,protected, provided for, cared for.
And it's little thingslike making eye contact in the stairwell
instead of just buzzingto your next meeting,
like take a minute to look and smileat the people around you.
Management by walking around.
You know, I've I've had the pleasureof a lot of great leaders in the companies
(14:55):
I worked in, wherethere are just those certain managers
who took the time to get to knowthe people on the factory floor
and just say thank youand ask questions to host roundtables.
When you have a policy changeor an idea to actually say,
be vulnerable enough to say,I have this idea, there's this thing
I think we need to door think we need to change.
(15:16):
How would that affect you?
Do you have a better idea?
Could you let me know what that's goingto feel like from your shoes
and from your desk,and gathering the dissent
and gathering the information before youmake a decision that affects other people.
These are that's a loving thing to do.
It's also loving to be honestand to help people that are in a job
(15:36):
that they're struggling with
is not a good fit for them to get to knowwhat's going on behind the scenes.
It just takes a little timeand a little effort, but you might think,
you know, but if you actually ask, youmight not know that their wife asked them
for a divorce yesterday,or that their kids
had struggling with a drug addictionand they're distracted for a reason.
That has nothing to do with work,but you get to hold that space for them
(15:59):
so that they'll comeback strong when it's time.
Anotherone of the 18 things you said in there.
And for those of you that are watchingyou seeing I'm holding up my phone,
you simply said, put your phone down.
Which is, yeah, we all can do better,not just at work,
but how often do you all goto a restaurant?
And I find myself
(16:21):
especially when I'm traveling for businessby eating by myself, which is the worst
part of one of the two worst thingsabout traveling for business.
And if you look aroundand see people at tables together
that are not actually interacting, it's.
I have a funny story about how.
Interesting and sad it's interestingand said, go ahead.
Oh, just last week I had the good fortuneof spending two hours
(16:43):
with somebody that I really admire,
and we went to a restaurantwhere phones were forbidden.
You could not have your phoneon the counter, on the table,
and if you got a phone call, you had toleave the restaurant to take it.
And the rules were really clear.They sent them to you ahead of time.
And so here I am, having a conversationwith someone who was excited
to spend time with us, and we were tellingeach other stories. But,
(17:06):
we wanted to grab our phonesand show each other pictures and videos,
which takes time to scroll throughand find the pictures in the videos.
And because we couldn't use our phones,
we had to be like, well,I want to show you that, but I can't.
So you had to keep talking instead.
And when I really look backat how many times we wanted
to reach for our phones and take timeto scroll to find it, instead
(17:27):
of staying with present with each other,it was remarkable.
It makes me want to have a restauranttell everybody that they
have their phones inside,because the dialog was way
richer when we had to stay presentwith each other.
Even if we didn't see the picture.
Right? Right.
Even if we didn't see the picture,I love that.
So you told me before we started,before we went live, you said, Kevin,
(17:50):
I'm doing something on my blogand can I talk about it?
I'm like,yeah, it's exactly related at this point.
So tell everybodywhat how you went, their help.
All right.
On my website at
Kelly Weingarten, Volcom,there's a tab called Love at Work.
And that is where you'll find that18 examples from chapter four in my book.
(18:11):
But I'm going to expand that blog to 100
using other people's storiesand other people's examples.
So if you have an idea for,
a way that you've experiencedloving leadership
or the way you practice loving leadership,something that you learned about,
share itso we can expand that list to 100 or more
and really help each other continueto drive loving leadership into the world.
(18:35):
Kelly Weingarten hall.com.
That was on the screen a second ago,but many of you were listening.
So that will be in the show notesfor you as well.
So we've been talking Kelly about,
bringing love to Work
and the book, in some ways,the subtitle, it starts with the words
(18:55):
transforming the workplace,which to me means culture.
Right?
The culture to me is simply the way we dothings around here.
And you're suggesting the way we do thingsaround here ought to have more love,
be more love infused.
So what would you say to those leaders
thinking about their culture in this campas we're having this conversation?
(19:16):
What are your thoughtsabout the connection between love
and sort of aspirational culture?
I would like for more leadersto think about their job
as a conductor of their symphony,
and you got to put the right peoplein every seat in order
to have the very best,most complicated music played every day.
(19:37):
But the best music is going to happenwhen people are putting their love
through their instrument,when they're really there with care,
with excellence, with attention and focus,
and part of a teamwhere they're all interconnected.
And so I think when we start
thinking about the powerand the control of a conductor,
but the responsibility for holding thattalent and holding that space
(20:00):
and making it safe and powerful for peopleto bring their gifts
for their audience, for their customers,for their communities.
That really shifts your responsibilityfrom being the all knowing expert
who's in control of all these peopleto the very powerful force
that sees them, understandsthem, supports them, encourages
(20:20):
them, gives them new musicto play, challenges them, stretches them.
But we're all here to make this magictogether.
We're all adults.
We all get to be herewith 24 hours a day at a time.
So you've said
like, I don't know, seven times so farI haven't counted exactly.
But you keep saying we're all adults.
(20:41):
We're all adults at work.
Yeah.
That is sort of profoundly true.
Why is it that you keep emphasizing that?
How is that connected to your overall
thinking here?
Back to the power of stories.
Our programing beginsthe minute we're born with
how the world works and who's whoand this parent child relationship.
(21:03):
And there's always the sense that somepeople are powerful and some people aren't
in any space, in any organizationand any family, in any religion.
There's big people and little people.
And I think that we'reall deeply programed with believing
that some people are more powerfuland more important than us.
And that is a really a sadand unfortunate story,
(21:25):
because everyone is at the pinnacleof their power on any given day.
We all have the same life force.
We all have about the same amountof health in the same amount of years
that we get to be here in these bodiesand in this, this crazy life.
And so it took me personally a long timeto really reconsider power.
(21:46):
In my power, I was climbing that ladder.
You know, I'm having more responsibility,having more money,
having more power and awarethere were people that still had more
that I looked up toand people I was responsible for that.
Like I was more important than.
And that was I was so embarrassed
by that at this point in my life,because I don't believe it at all anymore.
(22:07):
And I believe that I have the same breathstoday as Donald Trump or Putin or
whoever else looks more powerful on paper.
But when you take back your power
and you realize that and you start helpingother people's spread their wings
and to come into their full adulthoodand to show up with a voice,
with responsibilityfor that voice, with energy, with gifts.
(22:29):
The more and morethat you encourage people to be in power,
empowered in their power,the more that they start realizing
it is possible to do better,to do more, to stretch, to grow.
And that isn't easiestwhen you feel like the people around you
who have been recognized.
You're giftedwith the perception of power.
Put their hands on your back
(22:49):
and encourage you to lean inand encourage you to see and stretch.
Not to panic, not to be tossedinto situations where you going to be
eaten alive, but to take calculated risksand to get back up when you fall.
So you said something in a second ago,
you use the phrase pinnacle of power,which you talk about in the book,
(23:10):
and you can seeI put it in the on the screen here
to say a little bit moreabout what you mean by that,
because you've been talking about usrethinking our view of power,
or at leasthow you've rethought your view of power.
What do you mean by the pinnacle of power?
The idea of the pinnacle of powercomes from, one of my friends,
(23:31):
Sean Kennedy, and he shocked all of us
when we were kind of sharingaround a table what we were grateful for
and what we were looking forward to itand New Year's Eve party.
And he sort of confidently stood upand said
he is excited about the year aheadbecause he's in the pinnacle of his power
with all of the education he's ever had,all the all experience of health,
(23:52):
vibrancy, appreciation for the worldlike a chance to make a difference.
And we all.
I grabbed our phones and took a notebecause that sounded so cool.
You know, we had to sit withand think about what that really meant.
But as I've been thinking more
about organizationsand intergenerational dynamics and, and,
you know, how you developyoung people as fast as possible
(24:12):
if you start seeing that on any given day,we are where we are, the presence,
the only thing that's real anyway,
that everybody has the giftsthat they're here with today
where you can get more education,you can get more experience,
you can learn more things,you can stand up after failures.
But todayyou're as good as you're ever going to be.
(24:32):
Today.
And morethat we really see that in each other.
Every generation holdswisdom, every person holds gifts
and a curiosityabout how to tap into that.
And how to encourage it,and how to get the most out of people
to welcome them as an adult with 24 hoursa day to help them see themselves.
And the gifts that they haveis a remarkable opportunity.
(24:56):
We're talking with Kelly WeingartenHall, the author of the new book Love
Works Transforming the Workplacewith Purpose and Authenticity.
And and I appreciate everythingthat you've shared.
I have a few more thingsI want to ask you, but before I go
into the last sort of phaseof our conversation, Kelly, I'm curious,
is there something I didn't askthat you wish I would have?
(25:19):
Or is there one other thing that youreally want to make sure we talk about?
One of the things that a people ask me is,how do I get started?
You know, if I want to head down a pathof being a more loving leader
or a really affecting the talentand the energy inside my organization,
what should I do?
And the best adviceI can give you is to pause.
(25:41):
Busy executives don't like to pause.
They don't like to sit quietly.
They feel like space inthe calendar is wasteful.
And I would like to ask peopleto reconsider that
because a simple practiceof pausing every morning,
but even throughout the day to tap intohow am I doing?
Am I comfortable, am I stretched,am I listening, am I present?
(26:05):
Am I fully here in this moment?
You can't give anyone the best of youif you're not good
in your own skinand standing on your own two feet.
And so the more that
you get inside of yourselfand you find I'm good, I'm grounded, I'm
happy, I'm aware.
And then you go, okay,what do people need from me?
What does the organization need from me?
What do I need from them?
(26:26):
Just this practice of pausingto make sure that you are
heading into your day with an open mindand an open heart,
looking for the power of the systeminstead of the power.
And within.
It's been one of the best decisions I'veever made to create that space for myself.
And if I could help everyone else,just find that 5 or 10 minutes
every day, it might change the world.
(26:49):
I here's a question that it would mean.
And you said there's several thingswe can do that pause.
And every one of them
makes us more effective,
more alive, more engaged.
And we could goI could go on and on. Right.
So I love that there are so many thingsthat we could have talked about,
(27:10):
that are in this book.
And, and unfortunately,
I know going in thatwe'll never get to all of those things,
hopefully we've helped peopleto really get a sense of,
what you're trying for us all to hear.
But I want people to have a little bitmore sense of you two before we go.
So I'm curious.
Kelly, what do you do for fun?
(27:34):
I loveto entertain and to host a good party
and to use that for charitable reasonswhere possible.
So I learned in Junethat my local, independent cinema,
it's called films, just as an example,got all their NEA funding cut.
So we had an outdoor movienight at my home to raise money
to replace those funds.
(27:55):
And so being able to do something
I love, like entertainingand hosting guests and having a good time,
combined with using that to helpothers just feels really good.
And so I want to continueto do more of that.
I love that,
the only thing you knew I was going to askyou is coming now.
What are you reading?
(28:15):
I have been reading a book called
Careless People, and it is a bookbased on an insider from Facebook
who sort of shared
about the growth of Facebookand what it was like to be inside
of that amazing companyfor a good, solid 7 or 8 years.
And it's alarming and scaryand and shocking.
(28:35):
But I also think we need to dealwith the truth and the reality
of what people are experiencing insideof these very powerful organizations.
So I was grateful for the woman who showedthe courage to tell those stories.
And I think morepeople learn through them.
Carelesspeople that will be in the show notes.
As well as more information about Kelly'sbook, Love Works.
(28:57):
Kelly, where do you want to pointpeople in general?
You've already told themyou want them to go and go to your blog,
at Kelly weingarten.com so that they,
can suggest ways
to to to show love at workand bring their love to work.
But what else do you want to doto connect?
Where else can people connect with you?
What do you want to tell peoplebefore we start to wrap up?
(29:19):
Yeah, I'm pretty active on LinkedIn,and I enjoy reading other people's
content there.
And so that's a very easy placeto find me to connect.
And Lincoln and and message there.
I'm also my website is good.
I'm open to moreprojects at the current time in my life.
So if you are a part of a teamor part of a company
(29:39):
that is in distress or experiencinga toxic culture or a difficult integration
of an acquisition, I would be morethan happy to consider helping you.
So I'll put that out there to.
Kelly weingarten.com.
That'swhere you can find more about Kelly.
Before we go,
the question that I have for all of youwho are listening or watching is this.
Now what this is
(30:02):
this is our weeklyor every episodic moment
to do what Kelly suggested,which is to pause,
because it's one thing to listen to thisfor 30 minutes and it takes stuff in.
And to me, that was really good.And she's really smart.
And that's a really good idea.
I really learned something.
All of that's good.
(30:22):
But what are you going to do with it?
Because until you take action on it,it's really not all that valuable.
I've been spending some time at my in-lawshome, as we are cleaning it out,
and I can tell youthat they collected a lot of stuff.
So do all of us collect a lot of stuff?
And those of you that are watching
(30:43):
and listening to podcastsare collecting a lot of stuff.
What are you doing with this stuffyou're collecting?
What action will you take as a result?
Because it's that it's this question
that make that activates all of the restof what we've talked about today.
How are you going to bring loveinto your work
today, even if you don't use that word?
(31:04):
How are you going to startto influence others through your example?
It's the answer to that questionthat makes the real difference,
and I hope is the is the takeaway for youfrom our conversation.
Kelly, thank you for being here.
Was a pleasureto spend 30 some minutes with you,
both before we went live and after.
(31:25):
And thanks so much for being here.
Thanks for having me.
Good luck to everybody.
So there you go, everybody.
Another episode of the RemarkableLeadership Podcast is in the books.
But that simply means in a few days,no longer than a week,
there'll be another episode, becauseevery week there's a new episode for you.
So make sure you're subscribed whereveryou watch so you don't miss that episode.
(31:49):
And if you are a subscriber,make sure you tell somebody else
so they can join us
next week for another episodeof the Remarkable Leadership Podcast.
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