July 30, 2025 • 31 mins
This week’s “How She Finds Purpose” insight comes from Lisa Levy. She says —
“Being an entrepreneur, starting a business, being a business owner, is not glamorous and it's not easy. It's long, long days, hard work, questioning yourself and your sanity along the way. But when you find the groove, it's also freedom and it's independence.”
Here are 3 reasons why you should listen to this episode:
-
You’ll hear the unfiltered truth about what it’s really like to walk away from a “perfect on paper” job — and why sometimes that decision is the first step to freedom.
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Lisa shares a surprisingly simple 3-step innovation engine you can use to explore new ideas and re-energize your path forward.
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If you’ve been feeling stuck or unfulfilled, this conversation offers clear, non-fluffy guidance for how to start building something more meaningful — even if you’re not sure what that looks like yet.
Lisa Levy is the founder and CEO of Lcubed Consulting, a top-ranked change management firm. She’s also the author of Future Proofing Cubed and the creator of the Adaptive Transformation Framework — a practical model designed to help leaders build teams that actually work, without burning out or micromanaging.
Connect with Lisa at:
https://www.linkedin.com/in/lisallevy/
Lisa's book Future Proofing Cubed is available on Amazon here at https://www.amazon.com/Future-Proofing-Cubed-Productivity-Profitability-ebook/dp/B085HZDM6N
Would you prefer to watch or listen to the podcast on YouTube?
Head on over to https://www.youtube.com/@leadershippurposepodcast
Want to connect? Connect with Dr. Robin on
LinkedIn: https://www.linkedin.com/in/robinlowensphd/
Facebook: https://www.facebook.com/robinlowensphd
Instagram: https://www.instagram.com/robinlowensphd/
Email: Robin@LeadershipPurposePodcast.com
Thank you for listening! Rate, review, & follow on Apple Podcasts or your favorite podcast player. Talk to you soon!
This episode was produced by Lynda, Podcast Manager for GenX Creative Entrepreneurs at https://www.ljscreativeservices.co.nz
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
Welcome to the Leadership Purpose with Dr. Robin podcast.
I'm your host, Robin L Owens, PhD. I'm a college
professor. And when I'm not doing that, I am teaching others
how to find and stay in alignment with their true purpose.
And this is where we talk with women who've made bold career
transitions in search for more meaning and purpose in
(00:24):
their work. So So if you're feeling that pull toward more meaning and purpose in
your work or just curious about what's possible when you
pursue purpose over position, then these
conversations are here to encourage, inspire,
and guide you. Okay. Let's get started.
Hi, everyone. Welcome back to another episode of the Leadership Purpose
(00:47):
with Dr. Robin podcast. I'm so glad you're here and
you take time to listen into the podcast each week. And because you've been
listening to the podcast, we've been linked in the top 5%
of all podcasts globally according to Listen Notes. So thank you.
And if you will continue your support, go ahead and subscribe
to the podcast and also leave us a review. Give us
(01:10):
a five star review, and that'll help us keep going. Alright. Well, now
today, I'm talking with Lisa
l Levy. Now let me tell you a little bit about Lisa. Lisa is the
founder and CEO of LQ Consulting.
She's the author of the number one best selling book,
Future Proofing Cubed. And she's the creator of
(01:33):
the adaptive transformation framework, which is her
proprietary framework that boosts productivity. She
is on a mission to transfer her expertise directly to
leadership teams creating businesses that thrive
without the founder's constant involvement. And
if that isn't enough, Lisa has been
(01:55):
recognized as one of the top 50 female leaders in Phoenix
by women we admire. She's been, the top
10 women leaders by industry era, and L
Cube was recognized as a top change management
consulting company by HR tech Outlook.
Welcome, Lisa Levy. Doctor Robin, thank you so
(02:17):
much for inviting me to the show. I'm so glad you're here, and I can't
wait to get into this. Now you heard me read your, a bit of
your introduction. Now you tell us in your own words a little
bit more about what you do and who you
are. So you can do them in either order, who you are and what you
do. Alright. So I am by the self
(02:38):
proclaimed disruption and innovation catalyst. With
my work with L Cubed Consulting, we really want to help
leaders, whether it's a founder, an owner, a CEO,
a director inside of an organization, understand
how to create self reliance in their teams so that
teams are doing the work that they were hired to do without everybody feeling the
(03:01):
need to be micromanaged or to actually be the
micromanager. And so with this practice, with the adaptive
transformation framework, which, while it's proprietary in that
we call it the adaptive transformation framework, It's based on
best practices that are used in large organizations around the globe
and have been for decades. We're all about project management, process
(03:23):
management, organizational change, and understanding
controls and processes so that things are effective and efficient.
Nothing that we do is super secret. It exists
out in the world everywhere, but what my team is dedicated to
doing is taking those ideas, making them consumable
to anybody inside of any business, and working across
(03:46):
teams so that everybody is focused on the
thing that matters most in every business. And you're going, Well, Lisa, what do
you think that is? Well, I think that's what your customers want
and need from you. And so if this your customers and clients
are at the center of your business's universe, every step, every
activity, every everything needs to drive value to them,
(04:08):
or why would you waste the time, money, and effort to do it? So
that's what we do. That's a little bit about how we do it. And the
why we do it is I came up in
larger companies, and I watched a
lot of people spend a lot of time doing what I think is the wrong
thing and bringing in consultants. And yes, I know I'm one of
(04:30):
those today. But bringing in consultants to
build silos, to make the sales team the best sales team,
and the marketing team the best marketing team, and operations the
best operations, or IT the best IT, without ever understanding what happened
to the left of them or to the right of them and what that best
of means to everything else. So I am all
(04:51):
about finding leaders, wherever they may sit inside of any
business, who want to challenge that status quo
to make a positive impact for their end
customer. So it sounds like you're good at helping
people work together, bringing the collaboration of the teams
together. It is imperative that all of the teams work
(05:13):
together because if we're not working together,
inadvertently, we're working at cross purposes and we're wasting
time, money, energy, and
it it means nothing to anybody unless you're just in your
silo looking down at your feet and saying, I was told to put my left
foot in front of my right foot and repeat. What does that do for
(05:35):
anybody? Yes. You're right. So now how did you get into this
work? It's very particular. What led you to doing this work?
So the short version of the long story, I have a degree in video
production that when I graduated from college, I thought that
would be the stepping stone to becoming a film director. And I was gonna do
make amazing movies that changed the world and, you know, made people
(05:57):
laugh and made people cry. And I realized that with a degree in video
production in the late nineteen mid nineteen nineties, I could
go to work for McDonald's and make more money than I could using
my degree. And I was like, that really sucks.
What else can I do with this degree? And I accidentally
found my way into IT and into the
(06:20):
practice of project management. Video production
is a project. And so that degree
transferred directly into a whole new sphere that I
had no idea of, that I totally did not understand technology, but
I understood the basics of project management. You have to have something that you
wanna change, to plan how you're gonna do it. You
(06:43):
have to execute that plan. You have to deal with all of the things
that don't go according to plan and then especially the things that you never even
thought might happen. Get it done and move on to the next
thing. That's project management, and it doesn't matter what industry you do it in.
Those are the basic steps. Oversimplified? Yep. But still the basic
steps. And that sent me on a path and on a journey.
(07:05):
And I worked through several different
roles of building into being the director of a project
management organization for a company that was a
startup. It was growing. It was emerging. It was
all of the things I ever wanted anything to be.
And I hated going to work every day. I was driving to
(07:27):
work, holding the steering wheel, tears running down my face,
going, oh my god. I hate what I'm doing. And I hated
it because what I've sort of described a few minutes ago, right, it was a
perfect organization and everything I always thought I wanted. But
every c level executive had a team of consultants
surrounding them focused on how to
(07:49):
make that team the most successful, most impactful, get
the biggest bonuses. And I was there to
deliver projects across all business functions collaboratively
to drive results for that company's customers.
And nobody in that organization wanted to partner with
me to do that because it would have diminished their bonuses.
(08:12):
And so I have what I love calling an adult temper
tantrum. Shy of actually sitting on the ground screaming,
erically pounding my feet, waving my arms in the air like a child.
I did have a very lengthy conversation with the CEO and said, you brought me
in to do something. You've created an environment where everything that you've asked
me to do, I cannot do. It is absolutely not
(08:35):
possible for me to influence the change you're asking for unless
you as the leader change the mindset of your c
suite team. And he's like, sales is delivering numbers through the
roof. Marketing is dead and going down all of the reasons why each of these
silos was doing everything that they were supposed to be doing. I said, thank
you. Would you offer me a package to leave? And he said,
(08:56):
yes. And so I walked away and said, I can do something
better, and I can do something different. And I created L Cubed
to change what consulting organizations were
doing. Because that idea of building a
team inside of an environment expanding so that you're driving more and
more revenue to the consulting company is,
(09:18):
in my mind, a catastrophic disgrace. And
all of the big four consultants do this, and I say this all the time,
and someday somebody's going to call me out on it. But I think it stinks.
And I think it's bad practice. Consultants are there to
enable people and teams to do things differently tomorrow than
they do them today. And we should be building helping
(09:40):
them build their skills and their capabilities so that they can do those
things without a consulting presence at all. We're there
for a short duration of time to help them improve, and then we're supposed to
go away. That's success in my book. When we finish and
we walk away and that business is doing something different than
they had been before, And if they call us back when they
(10:03):
have another problem, that's fantastic. I always wanna help solve
another problem, but I don't wanna embed a team there forever. That's just
not beneficial to anybody. And my P and L
probably could be a much healthier but more robust
thing if I did the other model. That's not the right
model. Yeah. You have to do what's true for you. Yeah. Alright. So let
(10:25):
me see if I can I have it clear? You're you talked about that
experience when you were just you hated the work Yeah.
Before you you started l q. Was that independent work?
Were you working for a company when you were doing that? Or were
I was I was the director of the program management office. I
had been brought in to build that idea to help
(10:47):
them deliver projects. So it was a step in organizational
maturity for them where things would become we would build
processes, things would become repeatable. There would be a portfolio of
projects, things that we would plan, do, move on to the next thing.
And all of that required cross functional participation,
which they were not ready to do. Were you an employee of
(11:10):
Absolutely. So that's I walked away from stock options. I
walked away from equity. I walked away from the potential of an IPO.
I walked away from all of that. What gave you the courage to do
that? Because that's not an easy thing to do.
That's the thing that I want the audience to really understand.
(11:30):
I made an impulsive decision. I made
a rash decision in a highly emotionally
driven charged state of mind, and
I walked away with no plan, and
nobody should do what I did. I'm gonna say it again.
Right? Nobody should just cut and run without a plan.
(11:52):
By trade and training, I plan things for a living.
I have a list for my list for my list. Everything is
always thought out. But in this situation, I was
just done. And I
would love to say that there was enough forethought that it was for my psychological
well-being. It was for no. It was impulsive. It was impulsive and
(12:15):
stupid. If you're in those positions where you're frustrated and
you're thinking about something else, my counsel, having been
there and done this, this isn't advice. It's counsel. This is
lessons learned. Take a breath. Take a beat.
Create a plan. Give yourself a runway
of time to understand what it is you're about to
(12:38):
do. And part of that plan requires a
financial strategy and understanding what that runway
is. And this is my advice because I
didn't do this. Whatever that number is that you think you need to
sustain for, like, a year, double it.
Because of all of the unknown things that are going to happen along the way,
(13:00):
double it. When you know what that number is, if you have it or you
don't have it, at least the decisions you make from that point forward are based
on knowing what could happen around you. I just
cut and ran. The beautiful thing at that
moment in my life, I had nobody dependent on
me. I was single. I was alone. I I had to put a roof
(13:22):
over my head. I had to feed myself, and I had a dog that required
some care and maintenance. But the risks that I were taking
for me and for me only, I was not jeopardizing my family or
at in any way, shape or form. So while it was
impetuous, it's sixteen years later and
it hasn't been without its bumps And it hasn't been without
(13:44):
years of early years of I don't know how I'm going to pay my mortgage
in three months. But I figured it out. And it
is it is a rocky journey. And being an entrepreneur, starting
a business, being a business owner is not glamorous.
And it's not easy. And movies and television and you know,
we see lots of stories that make it look so sexy. No, it's long, long
(14:07):
days, hard work, questioning yourself and your sanity
along the way. But when you find the groove, it's
also freedom and it's independence. And it's
saying in this journey, once the business was
running, one of the most transformational experiences I
had was the first time I got to fire a client.
(14:29):
Because it's my business. And they're my
values. And I don't have to compromise for
them the way that when you're an employee inside of an
organization, sometimes we compromise on our beliefs because that's the way you
do it, and that's what's expected. And if you're gonna keep this job, you're gonna
do, you know, fill in the blank, whatever it is that you might not wanna
(14:51):
do. The day I fired my
first client was so liberating.
I had gone into a client environment. I brought I had
a team with me. The individual at the helm of that
organization was a reprehensible human being.
He was a misogynist. He was an antisemitic individual.
(15:14):
He gloated about how he
strong armed his contract labor into billing for forty hours
but working fifty. And everything about the environment
was, on one hand, illegal, on another hand, disgusting.
And I had enough
and had the the the conversation. I'd love to call it a
(15:38):
conversation. But we were standing in the lobby of an office building, and he was
screaming at me. If I didn't stay until it was Friday
afternoon until the task was done, there would be no reason
for me to come back on Monday. I took myself and my
team, and we left the building shortly thereafter.
And on Monday morning, I went back in without my team
(16:00):
and turned in our laptops, our badges, and all of these things and explained to
him that we don't need his business. It was fantastic.
Freedom. It was fantastic.
Okay. So now let's go back a little bit. Yep. Alright. So that was a
moment of freedom and liberation. You do your own thing.
(16:21):
Alright. You said you made the decision to leave the other company.
You said, okay. Wouldn't recommend people do that. Alright.
Now you had a choice at that time. You could have tried to work for
someone else, but you created your own company. How'd
you get to that? Was it something you had thought about before,
or had it been back in your mind? Have you done it before? Tell us
(16:43):
more about that. So it was the exact
thing I thought I would never do.
For context, my parents, when I was growing up, were in real estate. My
father was a broker, was a developer. My mother was the
broker and the general contractor for the developments for all of the things.
(17:03):
I came from an entrepreneurial background. I rode the
roller coaster, feast or famine, good years, lean years, bad years.
I wanted a job with paid time
off, with holidays, with a four zero one ks, with
retirement, with all of the things that sounded
like security to me. One of the
(17:25):
things that we're all learning and in the mid to
late nineties, when I started on my career, that all still sounded really
great. In the early two thousands, we're starting to
see working Nobody continued to work for a corporation,
like, you know, for twenty five years and having an entire career and retiring
from that, which was a norm a decade or two before that, right? The
(17:48):
market had changed and the illusion of security
had been shattered. And I had been through a layoff
previously and and things that had happened. And I went, you know, there
are no guarantees. They don't care about
me as much as I care about me.
And I think that I can do
(18:11):
something better than what they are all doing in their consulting practices, so
why would I wanna go and work for one of them when I hate what
they do? I'm gonna solve this problem. I'm
gonna solve the puzzle, and I'm gonna do it for myself. And
so it was up until that point, I would have described myself
as being risk averse. And making a
(18:32):
decision to open my own business was stepping into
uncertainty. It was stepping into being
very uncomfortable, but assuming risks
that I had control over mitigating. And I had never thought
of it that way before. And that was the huge that's
I don't know. If we had some really cool graphic, right, where all the pieces
(18:54):
chomp, chomp, chomp, boom, and the big light bulb went off over my
head, I have more control of my own outcomes
when I have more control over my own outcomes. Yes.
Yes. Alright. So now you're doing that, and you have control
over your own outcomes, and you're you're doing l q. Would you say
you have a sense of purpose in your work? I do. And the
(19:17):
purpose that I have, right, is always tied to
my clients' customers' needs. But I
have I have a belief and something a principle that
we work from, and that is I only work we only work
with disruptive leaders. Disruptive
to me in this context are leaders who are challenging
(19:39):
the norms around them to make a positive impact.
It's very intentionally being disruptive
for for greater good. We have a lot of noise in our
world around us. There are lots of disruptive personalities who get lots of
media airtime. Those aren't the disruptive leaders that I'm necessarily talking
about. I'm talking about the the person, the people who say,
(20:02):
we have this problem to solve for our client. We have this opportunity to make
a difference. How do we do it? How do we solve this
equation? How do we solve the puzzle? And that's
where we get to do the cool
things that drive results, that make an impact,
that change outcomes for the end
(20:25):
clients and customers. And that's what our purpose is.
I can design, and I'm looking at the, you know, your stickies behind you on
the wall. Right? I have a belief that with a couple of pads of sticky
notes and some pens, right, we can solve any of the world's problems.
Boxes and arrows, we can do all of that. But if it doesn't come with
making a tangible result for the business' clients,
(20:48):
who cares? So that's the purpose, to drive better
client and customer outcomes for our clients. Sounds it
sounds like it's important to make a meaningful difference and have meaningful
impact for them. And by the way, the the sticky notes for people who are
watching and or listening, that's an outline of a book that
I'm finishing up. And I it's an actual working outline
(21:10):
slash storyboard. And you can't see it where you're sitting, Lisa, but they're they're
columns. These are columns. Each column is a different chapter, and they
have themes. And I actually look at that to determine if I said any
everything in my word documents that I want to say. So that's what that's all
about. Okay. Alright. So now this podcast, as
you know, is leadership purpose. Yeah. And so there are women out there who are
(21:33):
what I call high achieving women, and this is my definition of
a high achieving woman. Because we say it's a general term, so different
people might have different definitions. In my definition,
she is responsible. She's ambitious in a positive
way. She's the one that people come to, and she could be any number of
these. It don't have to be every everything I'm laying out to you, like, you
(21:55):
know, some of these. People come to her in a professional life
and ask for her advice or suggestions about the thing
whether it's related to her work or not. And in her
whole life, whether it's a community, neighbor, family, whatever that the thing
is, people tend to come to her to get her her thoughts
on whatever the thing is. And on top of all that, she's good at a
(22:17):
couple of things, and she's doing all the
things. Alright. So this is the high achieving woman I talk I'm I'm referring
to. And someone listening, it's one of all of
those and is now thinking about the is there there
must be more. What I'm doing right now is not working
in terms of the level of fulfillment I have. Yeah. Yeah. I
(22:39):
I have the job. I have the business. Mhmm. But there seems to
be something missing. So that's who we're talking to right now.
And I know you say you don't give advice. So what would your counsel be
for someone in situation? So one of the
things that I do regularly that we do in the
practice with our clients and that I believe that every
(23:01):
person, every leader, every we're all capable of doing
this. I'll be honest. It's more fun when there's a group. But from the very
personal level, let's talk about it. And
the idea is that for those really disruptive
people, right, those leaders out there who wanna make a positive impact, so this is
I there's something more for me. I want them
(23:24):
to learn how to create and run an innovation engine for
themselves. So the practice that we do, it's a three
step process. The first step is ideation.
Create a list of ideas, big ideas, little ideas,
flat out crazy ideas of things that could be
possible for you. And just
(23:46):
spend twenty minutes creating a list and make
it as big and bold as you want to. And the challenge
for the women that you just described in doing this is they're gonna
overthink each of the things that they wanna put on that list. And my my
this is not counsel. This is direction. Do
not overthink what you're doing. This is ideation, it's brainstorming.
(24:09):
Create the crazy list. I want to hike Kilimanjaro. I want
to create a foundation that feeds a million
people in the next ten years. Whatever those things are, put it
down. Don't think about it. Stream of consciousness, just
start creating the list. If you're a write it on paper person, if
you're a put it stand in front of a whiteboard person, if you have to
(24:30):
type it up, if you need sticky notes, however your creativity flows,
do it. Then set them aside for a day or
two. Then come back to that list and start organizing
it. And now you're gonna now I'm giving you the permission to think
about them. You're gonna find a percentage of them that
are absolutely insane. There is no way that you're ever
(24:53):
going to build a house on the moon in this lifetime.
Don't throw it away. Put it to the right hand side.
Leave it there to keep thinking about it because that's inspiration for
something. We just don't know what that something is yet. And then look at the
rest of them and find one or two of them that you think in
the next month, three months, six months, you could play
(25:15):
with making something like that happen. You're
probably gonna have a handful of those or two handfuls. Right? Ten
ten things. Put them on the left side, and the rest of them,
just put somewhere. Look at the list of 10 things that
might be possible, and I'm doing air quotes for those of you who aren't watching,
but it might be possible. Pick one or two
(25:38):
and sit down in a in your quiet, most creative space
and start to plan what it would take to make that real.
And, again, the guidelines here are don't overthink it, don't
talk yourself out of it. With no constraints, what would
it take to make it real? And play with that.
Of those two that you're playing with, one is gonna seem a smidge more realistic
(26:01):
potentially than the other. And that's the one that you need to really look at
and think about and say, gosh. Is this actually important enough to me that I
want to make it real? And then you're going from
the second step, which I didn't do a good job of defining, but that's sort
of this interpersonal prototyping. If you're doing it in a group, I'd call it
conference room prototyping. But what does it take to make that real? It's just
(26:22):
that thought exercise. And now we're gonna go to step three and we're gonna experiment
with that one, that one thing that looked like it was
actually doable. And I'm not telling you to do it yet. We're experimenting with
it. Now you're going to talk to people about it your friends, your family, your
coworkers, the people you trust most, the people who are going to reflect
back to you the things that you might need to hear about this, whether they're
(26:45):
good, bad, or ugly. They're going to give you that feedback.
And you're going to do that and then elicit those responses for the next week
or two. Maybe it's a month depending on how busy you are. But at the
end of that time, you're gonna go, Yep, I'm gonna make this happen.
Or Nope, that was a really bad idea. And you're gonna want it up and
throw it away. No harm, no foul, you thought it through, and you're
(27:06):
gonna go back to that other one. And you're gonna try that one. And you're,
you're gonna go through these thought exercises. And how long
you spend on it, it can be days or weeks, depending on if they're big
things, it could be a month. But if you continuously go
through this three step process, you are coming up with
things that are important to you, that will make the changes and
(27:27):
impact that are important to you, and you will start
to plan them out and you will go, you will find them, you will do
them, you will accomplish them, and you will move on and you'll do it again.
That's what you do for personally. Think about what you do with
that, if your team at work, if you were doing that with your team there,
right, this exponentially gets bigger and more impactful.
(27:49):
But the point, an innovation engine can be highly personal,
or it can be something that drives a business to grow
and scale into the future. So there's a depth and a breadth to this that
you can make it as big or as small as it needs to
be and have a real impact. So you
just gave a master class. In five minutes or
(28:11):
less. Thank you for sharing that. I mean, just been
generous with your time and your wisdom throughout this conversation. Now
before we tell people how they can get in touch with you, is there anything
that I didn't ask you that you wanted to share? Is there
one more thing or one more thought? Doesn't have doesn't have to have one,
but just thought, if there is something, this is your opportunity.
(28:34):
Sure. Let me just sort of pull the thread to try and, you know, wrap
up the things that I've talked about. Right? And through my journey, right,
sometimes things start impulsively and we don't necessarily know what
it is that we're doing or why that we're doing, but we start on a
journey. For me, the journey is really
important. The good, the bad, the ugly. One of my favorite phrases,
(28:55):
because the reality of life is there's good, there's bad, there's ugly. And
we have to navigate through all of it. But if we
embrace and learn how to step into being uncomfortable
and navigating through discomfort, we can accomplish
anything. And those high performing women who are listening in the audience,
we are a force to be reckoned with. There are
(29:18):
statistics that share that in
2030 and beyond, women in the world
will hold what more wealth than men. It is a
paradigm shift that's coming, and there is
no reason to not be a part of it. And I
just saw that this morning, and it's and I can't tell you. I can't cite
(29:40):
the source. But it was intriguing to me that
that reality is five years away. That's an economic
change and shift. So if you, as a woman, are in this place
where you're thinking about going on this journey, stop, think
it through, create the plan, take action. We
can do anything if we do those things. A true project
(30:03):
manager at heart.
Alright. So where can people find your book and or follow you?
Absolutely. Future Proofing Cubed is available on Amazon.
The easiest and best way to find me is on LinkedIn. It's Lisa
l Levied, l e, v as in Victor, y. The
middle initial is important. It makes it easier to find me. And if
(30:27):
what I've talked about today speaks to you and you wanna dig in and understand
more about Innovation Engine and what it could mean to you, message me
in LinkedIn. Just all you have to do is put the word innovation in
the message. I'll know what you wanna talk about and why you wanna talk.
I'll share a PDF that explains the innovation engine with
you. And if that is impactful, I'm happy to schedule a time
(30:49):
to dig in deeper and have an innovation clarity call. Thank you for
being here, Lisa. I really appreciate it. This was fabulous. Thank you, Dr.
Robin. I'm so glad I'm so glad you were here. Okay,
everyone. And I'd love to hear your response to this episode if
just any questions, what you thought, what worked for you, the highlights,
what takeaways. And I'm on all channels at
(31:11):
Robin L Owens PhD, but I spend most of my
time, like Lisa, on LinkedIn. And there, I am still
at Robin L Owens PhD. So I'd love to hear from you. And
until next time, this is Dr. Robin. Thank
you for tuning into this episode of the Leadership Purpose with
Dr. Robin podcast. If you enjoyed it, head on
(31:33):
over and rate and subscribe so you never miss an
episode. New episodes drop every week, and
I can't wait to hang out with you again soon.
Meanwhile, this is Dr. Robin
signing off. See you next time.
Welcome to the Leadership Purpose with Dr. Robin podcast.
I'm your host, Robin L Owens, PhD. I'm a college
professor. And when I'm not doing that, I am teaching others
how to find and stay in alignment with their true purpose.
And this is where we talk with women who've made bold career
transitions in search for more meaning and purpose in
(00:24):
their work. So So if you're feeling that pull toward more meaning and purpose in
your work or just curious about what's possible when you
pursue purpose over position, then these
conversations are here to encourage, inspire,
and guide you. Okay. Let's get started.
Hi, everyone. Welcome back to another episode of the Leadership Purpose
(00:47):
with Dr. Robin podcast. I'm so glad you're here and
you take time to listen into the podcast each week. And because you've been
listening to the podcast, we've been linked in the top 5%
of all podcasts globally according to Listen Notes. So thank you.
And if you will continue your support, go ahead and subscribe
to the podcast and also leave us a review. Give us
(01:10):
a five star review, and that'll help us keep going. Alright. Well, now
today, I'm talking with Lisa
l Levy. Now let me tell you a little bit about Lisa. Lisa is the
founder and CEO of LQ Consulting.
She's the author of the number one best selling book,
Future Proofing Cubed. And she's the creator of
(01:33):
the adaptive transformation framework, which is her
proprietary framework that boosts productivity. She
is on a mission to transfer her expertise directly to
leadership teams creating businesses that thrive
without the founder's constant involvement. And
if that isn't enough, Lisa has been
(01:55):
recognized as one of the top 50 female leaders in Phoenix
by women we admire. She's been, the top
10 women leaders by industry era, and L
Cube was recognized as a top change management
consulting company by HR tech Outlook.
Welcome, Lisa Levy. Doctor Robin, thank you so
(02:17):
much for inviting me to the show. I'm so glad you're here, and I can't
wait to get into this. Now you heard me read your, a bit of
your introduction. Now you tell us in your own words a little
bit more about what you do and who you
are. So you can do them in either order, who you are and what you
do. Alright. So I am by the self
(02:38):
proclaimed disruption and innovation catalyst. With
my work with L Cubed Consulting, we really want to help
leaders, whether it's a founder, an owner, a CEO,
a director inside of an organization, understand
how to create self reliance in their teams so that
teams are doing the work that they were hired to do without everybody feeling the
(03:01):
need to be micromanaged or to actually be the
micromanager. And so with this practice, with the adaptive
transformation framework, which, while it's proprietary in that
we call it the adaptive transformation framework, It's based on
best practices that are used in large organizations around the globe
and have been for decades. We're all about project management, process
(03:23):
management, organizational change, and understanding
controls and processes so that things are effective and efficient.
Nothing that we do is super secret. It exists
out in the world everywhere, but what my team is dedicated to
doing is taking those ideas, making them consumable
to anybody inside of any business, and working across
(03:46):
teams so that everybody is focused on the
thing that matters most in every business. And you're going, Well, Lisa, what do
you think that is? Well, I think that's what your customers want
and need from you. And so if this your customers and clients
are at the center of your business's universe, every step, every
activity, every everything needs to drive value to them,
(04:08):
or why would you waste the time, money, and effort to do it? So
that's what we do. That's a little bit about how we do it. And the
why we do it is I came up in
larger companies, and I watched a
lot of people spend a lot of time doing what I think is the wrong
thing and bringing in consultants. And yes, I know I'm one of
(04:30):
those today. But bringing in consultants to
build silos, to make the sales team the best sales team,
and the marketing team the best marketing team, and operations the
best operations, or IT the best IT, without ever understanding what happened
to the left of them or to the right of them and what that best
of means to everything else. So I am all
(04:51):
about finding leaders, wherever they may sit inside of any
business, who want to challenge that status quo
to make a positive impact for their end
customer. So it sounds like you're good at helping
people work together, bringing the collaboration of the teams
together. It is imperative that all of the teams work
(05:13):
together because if we're not working together,
inadvertently, we're working at cross purposes and we're wasting
time, money, energy, and
it it means nothing to anybody unless you're just in your
silo looking down at your feet and saying, I was told to put my left
foot in front of my right foot and repeat. What does that do for
(05:35):
anybody? Yes. You're right. So now how did you get into this
work? It's very particular. What led you to doing this work?
So the short version of the long story, I have a degree in video
production that when I graduated from college, I thought that
would be the stepping stone to becoming a film director. And I was gonna do
make amazing movies that changed the world and, you know, made people
(05:57):
laugh and made people cry. And I realized that with a degree in video
production in the late nineteen mid nineteen nineties, I could
go to work for McDonald's and make more money than I could using
my degree. And I was like, that really sucks.
What else can I do with this degree? And I accidentally
found my way into IT and into the
(06:20):
practice of project management. Video production
is a project. And so that degree
transferred directly into a whole new sphere that I
had no idea of, that I totally did not understand technology, but
I understood the basics of project management. You have to have something that you
wanna change, to plan how you're gonna do it. You
(06:43):
have to execute that plan. You have to deal with all of the things
that don't go according to plan and then especially the things that you never even
thought might happen. Get it done and move on to the next
thing. That's project management, and it doesn't matter what industry you do it in.
Those are the basic steps. Oversimplified? Yep. But still the basic
steps. And that sent me on a path and on a journey.
(07:05):
And I worked through several different
roles of building into being the director of a project
management organization for a company that was a
startup. It was growing. It was emerging. It was
all of the things I ever wanted anything to be.
And I hated going to work every day. I was driving to
(07:27):
work, holding the steering wheel, tears running down my face,
going, oh my god. I hate what I'm doing. And I hated
it because what I've sort of described a few minutes ago, right, it was a
perfect organization and everything I always thought I wanted. But
every c level executive had a team of consultants
surrounding them focused on how to
(07:49):
make that team the most successful, most impactful, get
the biggest bonuses. And I was there to
deliver projects across all business functions collaboratively
to drive results for that company's customers.
And nobody in that organization wanted to partner with
me to do that because it would have diminished their bonuses.
(08:12):
And so I have what I love calling an adult temper
tantrum. Shy of actually sitting on the ground screaming,
erically pounding my feet, waving my arms in the air like a child.
I did have a very lengthy conversation with the CEO and said, you brought me
in to do something. You've created an environment where everything that you've asked
me to do, I cannot do. It is absolutely not
(08:35):
possible for me to influence the change you're asking for unless
you as the leader change the mindset of your c
suite team. And he's like, sales is delivering numbers through the
roof. Marketing is dead and going down all of the reasons why each of these
silos was doing everything that they were supposed to be doing. I said, thank
you. Would you offer me a package to leave? And he said,
(08:56):
yes. And so I walked away and said, I can do something
better, and I can do something different. And I created L Cubed
to change what consulting organizations were
doing. Because that idea of building a
team inside of an environment expanding so that you're driving more and
more revenue to the consulting company is,
(09:18):
in my mind, a catastrophic disgrace. And
all of the big four consultants do this, and I say this all the time,
and someday somebody's going to call me out on it. But I think it stinks.
And I think it's bad practice. Consultants are there to
enable people and teams to do things differently tomorrow than
they do them today. And we should be building helping
(09:40):
them build their skills and their capabilities so that they can do those
things without a consulting presence at all. We're there
for a short duration of time to help them improve, and then we're supposed to
go away. That's success in my book. When we finish and
we walk away and that business is doing something different than
they had been before, And if they call us back when they
(10:03):
have another problem, that's fantastic. I always wanna help solve
another problem, but I don't wanna embed a team there forever. That's just
not beneficial to anybody. And my P and L
probably could be a much healthier but more robust
thing if I did the other model. That's not the right
model. Yeah. You have to do what's true for you. Yeah. Alright. So let
(10:25):
me see if I can I have it clear? You're you talked about that
experience when you were just you hated the work Yeah.
Before you you started l q. Was that independent work?
Were you working for a company when you were doing that? Or were
I was I was the director of the program management office. I
had been brought in to build that idea to help
(10:47):
them deliver projects. So it was a step in organizational
maturity for them where things would become we would build
processes, things would become repeatable. There would be a portfolio of
projects, things that we would plan, do, move on to the next thing.
And all of that required cross functional participation,
which they were not ready to do. Were you an employee of
(11:10):
Absolutely. So that's I walked away from stock options. I
walked away from equity. I walked away from the potential of an IPO.
I walked away from all of that. What gave you the courage to do
that? Because that's not an easy thing to do.
That's the thing that I want the audience to really understand.
(11:30):
I made an impulsive decision. I made
a rash decision in a highly emotionally
driven charged state of mind, and
I walked away with no plan, and
nobody should do what I did. I'm gonna say it again.
Right? Nobody should just cut and run without a plan.
(11:52):
By trade and training, I plan things for a living.
I have a list for my list for my list. Everything is
always thought out. But in this situation, I was
just done. And I
would love to say that there was enough forethought that it was for my psychological
well-being. It was for no. It was impulsive. It was impulsive and
(12:15):
stupid. If you're in those positions where you're frustrated and
you're thinking about something else, my counsel, having been
there and done this, this isn't advice. It's counsel. This is
lessons learned. Take a breath. Take a beat.
Create a plan. Give yourself a runway
of time to understand what it is you're about to
(12:38):
do. And part of that plan requires a
financial strategy and understanding what that runway
is. And this is my advice because I
didn't do this. Whatever that number is that you think you need to
sustain for, like, a year, double it.
Because of all of the unknown things that are going to happen along the way,
(13:00):
double it. When you know what that number is, if you have it or you
don't have it, at least the decisions you make from that point forward are based
on knowing what could happen around you. I just
cut and ran. The beautiful thing at that
moment in my life, I had nobody dependent on
me. I was single. I was alone. I I had to put a roof
(13:22):
over my head. I had to feed myself, and I had a dog that required
some care and maintenance. But the risks that I were taking
for me and for me only, I was not jeopardizing my family or
at in any way, shape or form. So while it was
impetuous, it's sixteen years later and
it hasn't been without its bumps And it hasn't been without
(13:44):
years of early years of I don't know how I'm going to pay my mortgage
in three months. But I figured it out. And it
is it is a rocky journey. And being an entrepreneur, starting
a business, being a business owner is not glamorous.
And it's not easy. And movies and television and you know,
we see lots of stories that make it look so sexy. No, it's long, long
(14:07):
days, hard work, questioning yourself and your sanity
along the way. But when you find the groove, it's
also freedom and it's independence. And it's
saying in this journey, once the business was
running, one of the most transformational experiences I
had was the first time I got to fire a client.
(14:29):
Because it's my business. And they're my
values. And I don't have to compromise for
them the way that when you're an employee inside of an
organization, sometimes we compromise on our beliefs because that's the way you
do it, and that's what's expected. And if you're gonna keep this job, you're gonna
do, you know, fill in the blank, whatever it is that you might not wanna
(14:51):
do. The day I fired my
first client was so liberating.
I had gone into a client environment. I brought I had
a team with me. The individual at the helm of that
organization was a reprehensible human being.
He was a misogynist. He was an antisemitic individual.
(15:14):
He gloated about how he
strong armed his contract labor into billing for forty hours
but working fifty. And everything about the environment
was, on one hand, illegal, on another hand, disgusting.
And I had enough
and had the the the conversation. I'd love to call it a
(15:38):
conversation. But we were standing in the lobby of an office building, and he was
screaming at me. If I didn't stay until it was Friday
afternoon until the task was done, there would be no reason
for me to come back on Monday. I took myself and my
team, and we left the building shortly thereafter.
And on Monday morning, I went back in without my team
(16:00):
and turned in our laptops, our badges, and all of these things and explained to
him that we don't need his business. It was fantastic.
Freedom. It was fantastic.
Okay. So now let's go back a little bit. Yep. Alright. So that was a
moment of freedom and liberation. You do your own thing.
(16:21):
Alright. You said you made the decision to leave the other company.
You said, okay. Wouldn't recommend people do that. Alright.
Now you had a choice at that time. You could have tried to work for
someone else, but you created your own company. How'd
you get to that? Was it something you had thought about before,
or had it been back in your mind? Have you done it before? Tell us
(16:43):
more about that. So it was the exact
thing I thought I would never do.
For context, my parents, when I was growing up, were in real estate. My
father was a broker, was a developer. My mother was the
broker and the general contractor for the developments for all of the things.
(17:03):
I came from an entrepreneurial background. I rode the
roller coaster, feast or famine, good years, lean years, bad years.
I wanted a job with paid time
off, with holidays, with a four zero one ks, with
retirement, with all of the things that sounded
like security to me. One of the
(17:25):
things that we're all learning and in the mid to
late nineties, when I started on my career, that all still sounded really
great. In the early two thousands, we're starting to
see working Nobody continued to work for a corporation,
like, you know, for twenty five years and having an entire career and retiring
from that, which was a norm a decade or two before that, right? The
(17:48):
market had changed and the illusion of security
had been shattered. And I had been through a layoff
previously and and things that had happened. And I went, you know, there
are no guarantees. They don't care about
me as much as I care about me.
And I think that I can do
(18:11):
something better than what they are all doing in their consulting practices, so
why would I wanna go and work for one of them when I hate what
they do? I'm gonna solve this problem. I'm
gonna solve the puzzle, and I'm gonna do it for myself. And
so it was up until that point, I would have described myself
as being risk averse. And making a
(18:32):
decision to open my own business was stepping into
uncertainty. It was stepping into being
very uncomfortable, but assuming risks
that I had control over mitigating. And I had never thought
of it that way before. And that was the huge that's
I don't know. If we had some really cool graphic, right, where all the pieces
(18:54):
chomp, chomp, chomp, boom, and the big light bulb went off over my
head, I have more control of my own outcomes
when I have more control over my own outcomes. Yes.
Yes. Alright. So now you're doing that, and you have control
over your own outcomes, and you're you're doing l q. Would you say
you have a sense of purpose in your work? I do. And the
(19:17):
purpose that I have, right, is always tied to
my clients' customers' needs. But I
have I have a belief and something a principle that
we work from, and that is I only work we only work
with disruptive leaders. Disruptive
to me in this context are leaders who are challenging
(19:39):
the norms around them to make a positive impact.
It's very intentionally being disruptive
for for greater good. We have a lot of noise in our
world around us. There are lots of disruptive personalities who get lots of
media airtime. Those aren't the disruptive leaders that I'm necessarily talking
about. I'm talking about the the person, the people who say,
(20:02):
we have this problem to solve for our client. We have this opportunity to make
a difference. How do we do it? How do we solve this
equation? How do we solve the puzzle? And that's
where we get to do the cool
things that drive results, that make an impact,
that change outcomes for the end
(20:25):
clients and customers. And that's what our purpose is.
I can design, and I'm looking at the, you know, your stickies behind you on
the wall. Right? I have a belief that with a couple of pads of sticky
notes and some pens, right, we can solve any of the world's problems.
Boxes and arrows, we can do all of that. But if it doesn't come with
making a tangible result for the business' clients,
(20:48):
who cares? So that's the purpose, to drive better
client and customer outcomes for our clients. Sounds it
sounds like it's important to make a meaningful difference and have meaningful
impact for them. And by the way, the the sticky notes for people who are
watching and or listening, that's an outline of a book that
I'm finishing up. And I it's an actual working outline
(21:10):
slash storyboard. And you can't see it where you're sitting, Lisa, but they're they're
columns. These are columns. Each column is a different chapter, and they
have themes. And I actually look at that to determine if I said any
everything in my word documents that I want to say. So that's what that's all
about. Okay. Alright. So now this podcast, as
you know, is leadership purpose. Yeah. And so there are women out there who are
(21:33):
what I call high achieving women, and this is my definition of
a high achieving woman. Because we say it's a general term, so different
people might have different definitions. In my definition,
she is responsible. She's ambitious in a positive
way. She's the one that people come to, and she could be any number of
these. It don't have to be every everything I'm laying out to you, like, you
(21:55):
know, some of these. People come to her in a professional life
and ask for her advice or suggestions about the thing
whether it's related to her work or not. And in her
whole life, whether it's a community, neighbor, family, whatever that the thing
is, people tend to come to her to get her her thoughts
on whatever the thing is. And on top of all that, she's good at a
(22:17):
couple of things, and she's doing all the
things. Alright. So this is the high achieving woman I talk I'm I'm referring
to. And someone listening, it's one of all of
those and is now thinking about the is there there
must be more. What I'm doing right now is not working
in terms of the level of fulfillment I have. Yeah. Yeah. I
(22:39):
I have the job. I have the business. Mhmm. But there seems to
be something missing. So that's who we're talking to right now.
And I know you say you don't give advice. So what would your counsel be
for someone in situation? So one of the
things that I do regularly that we do in the
practice with our clients and that I believe that every
(23:01):
person, every leader, every we're all capable of doing
this. I'll be honest. It's more fun when there's a group. But from the very
personal level, let's talk about it. And
the idea is that for those really disruptive
people, right, those leaders out there who wanna make a positive impact, so this is
I there's something more for me. I want them
(23:24):
to learn how to create and run an innovation engine for
themselves. So the practice that we do, it's a three
step process. The first step is ideation.
Create a list of ideas, big ideas, little ideas,
flat out crazy ideas of things that could be
possible for you. And just
(23:46):
spend twenty minutes creating a list and make
it as big and bold as you want to. And the challenge
for the women that you just described in doing this is they're gonna
overthink each of the things that they wanna put on that list. And my my
this is not counsel. This is direction. Do
not overthink what you're doing. This is ideation, it's brainstorming.
(24:09):
Create the crazy list. I want to hike Kilimanjaro. I want
to create a foundation that feeds a million
people in the next ten years. Whatever those things are, put it
down. Don't think about it. Stream of consciousness, just
start creating the list. If you're a write it on paper person, if
you're a put it stand in front of a whiteboard person, if you have to
(24:30):
type it up, if you need sticky notes, however your creativity flows,
do it. Then set them aside for a day or
two. Then come back to that list and start organizing
it. And now you're gonna now I'm giving you the permission to think
about them. You're gonna find a percentage of them that
are absolutely insane. There is no way that you're ever
(24:53):
going to build a house on the moon in this lifetime.
Don't throw it away. Put it to the right hand side.
Leave it there to keep thinking about it because that's inspiration for
something. We just don't know what that something is yet. And then look at the
rest of them and find one or two of them that you think in
the next month, three months, six months, you could play
(25:15):
with making something like that happen. You're
probably gonna have a handful of those or two handfuls. Right? Ten
ten things. Put them on the left side, and the rest of them,
just put somewhere. Look at the list of 10 things that
might be possible, and I'm doing air quotes for those of you who aren't watching,
but it might be possible. Pick one or two
(25:38):
and sit down in a in your quiet, most creative space
and start to plan what it would take to make that real.
And, again, the guidelines here are don't overthink it, don't
talk yourself out of it. With no constraints, what would
it take to make it real? And play with that.
Of those two that you're playing with, one is gonna seem a smidge more realistic
(26:01):
potentially than the other. And that's the one that you need to really look at
and think about and say, gosh. Is this actually important enough to me that I
want to make it real? And then you're going from
the second step, which I didn't do a good job of defining, but that's sort
of this interpersonal prototyping. If you're doing it in a group, I'd call it
conference room prototyping. But what does it take to make that real? It's just
(26:22):
that thought exercise. And now we're gonna go to step three and we're gonna experiment
with that one, that one thing that looked like it was
actually doable. And I'm not telling you to do it yet. We're experimenting with
it. Now you're going to talk to people about it your friends, your family, your
coworkers, the people you trust most, the people who are going to reflect
back to you the things that you might need to hear about this, whether they're
(26:45):
good, bad, or ugly. They're going to give you that feedback.
And you're going to do that and then elicit those responses for the next week
or two. Maybe it's a month depending on how busy you are. But at the
end of that time, you're gonna go, Yep, I'm gonna make this happen.
Or Nope, that was a really bad idea. And you're gonna want it up and
throw it away. No harm, no foul, you thought it through, and you're
(27:06):
gonna go back to that other one. And you're gonna try that one. And you're,
you're gonna go through these thought exercises. And how long
you spend on it, it can be days or weeks, depending on if they're big
things, it could be a month. But if you continuously go
through this three step process, you are coming up with
things that are important to you, that will make the changes and
(27:27):
impact that are important to you, and you will start
to plan them out and you will go, you will find them, you will do
them, you will accomplish them, and you will move on and you'll do it again.
That's what you do for personally. Think about what you do with
that, if your team at work, if you were doing that with your team there,
right, this exponentially gets bigger and more impactful.
(27:49):
But the point, an innovation engine can be highly personal,
or it can be something that drives a business to grow
and scale into the future. So there's a depth and a breadth to this that
you can make it as big or as small as it needs to
be and have a real impact. So you
just gave a master class. In five minutes or
(28:11):
less. Thank you for sharing that. I mean, just been
generous with your time and your wisdom throughout this conversation. Now
before we tell people how they can get in touch with you, is there anything
that I didn't ask you that you wanted to share? Is there
one more thing or one more thought? Doesn't have doesn't have to have one,
but just thought, if there is something, this is your opportunity.
(28:34):
Sure. Let me just sort of pull the thread to try and, you know, wrap
up the things that I've talked about. Right? And through my journey, right,
sometimes things start impulsively and we don't necessarily know what
it is that we're doing or why that we're doing, but we start on a
journey. For me, the journey is really
important. The good, the bad, the ugly. One of my favorite phrases,
(28:55):
because the reality of life is there's good, there's bad, there's ugly. And
we have to navigate through all of it. But if we
embrace and learn how to step into being uncomfortable
and navigating through discomfort, we can accomplish
anything. And those high performing women who are listening in the audience,
we are a force to be reckoned with. There are
(29:18):
statistics that share that in
2030 and beyond, women in the world
will hold what more wealth than men. It is a
paradigm shift that's coming, and there is
no reason to not be a part of it. And I
just saw that this morning, and it's and I can't tell you. I can't cite
(29:40):
the source. But it was intriguing to me that
that reality is five years away. That's an economic
change and shift. So if you, as a woman, are in this place
where you're thinking about going on this journey, stop, think
it through, create the plan, take action. We
can do anything if we do those things. A true project
(30:03):
manager at heart.
Alright. So where can people find your book and or follow you?
Absolutely. Future Proofing Cubed is available on Amazon.
The easiest and best way to find me is on LinkedIn. It's Lisa
l Levied, l e, v as in Victor, y. The
middle initial is important. It makes it easier to find me. And if
(30:27):
what I've talked about today speaks to you and you wanna dig in and understand
more about Innovation Engine and what it could mean to you, message me
in LinkedIn. Just all you have to do is put the word innovation in
the message. I'll know what you wanna talk about and why you wanna talk.
I'll share a PDF that explains the innovation engine with
you. And if that is impactful, I'm happy to schedule a time
(30:49):
to dig in deeper and have an innovation clarity call. Thank you for
being here, Lisa. I really appreciate it. This was fabulous. Thank you, Dr.
Robin. I'm so glad I'm so glad you were here. Okay,
everyone. And I'd love to hear your response to this episode if
just any questions, what you thought, what worked for you, the highlights,
what takeaways. And I'm on all channels at
(31:11):
Robin L Owens PhD, but I spend most of my
time, like Lisa, on LinkedIn. And there, I am still
at Robin L Owens PhD. So I'd love to hear from you. And
until next time, this is Dr. Robin. Thank
you for tuning into this episode of the Leadership Purpose with
Dr. Robin podcast. If you enjoyed it, head on
(31:33):
over and rate and subscribe so you never miss an
episode. New episodes drop every week, and
I can't wait to hang out with you again soon.
Meanwhile, this is Dr. Robin
signing off. See you next time.
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