January 16, 2024 • 33 mins
As I sat across from Tony Martignetti, it became clear that his story is not just about leadership—it's about the courage to reconnect with our true selves. Today, we invite you into an intimate conversation with Tony, a leadership coach with an unconventional path that wove from the arts into biotech, ultimately leading him to his calling in fostering growth and authenticity in the workplace. His insights on the transformative power of connections within teams are both profound and practical, and his CORE methodology promises to inspire leaders seeking to cultivate a culture brimming with innovation and genuine engagement.
Venture with us as Tony unveils the 'flash points' and his book, "Campfire Lessons for Leaders." Drawing from heartfelt narratives spanning over 200 interviews from his podcast, the Virtual Campfire, Tony illustrates the pivotal moments that have the potential to unleash our greatest gifts. This episode is a journey into the heart of leadership, exploring how our past experiences shape our future growth, and why embracing a value-driven approach can lead to remarkable transformations both in ourselves and our teams.
Find Tony's books on his website or on Amazon:
Campfire Lessons for Leaders: How Uncovering Our Past Can Propel Us Forward
Climbing The Right Mountain: Navigating the Journey to An Inspired Life
TED Talk: Don’t Check Yourself at the Door: How to Share Your True Self
BelemLeaders–Your organization's trusted partner for leader and team development. Visit our website to connect: belemleaders.org or book a discovery call today! belem.as.me/discovery
Until next time, keep doing great things!
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hi there, welcome to Conversations, where we seek to
advance your leader in teamexcellence by discussing
relevant topics that impacttoday's organizations.
Welcome to the show.
Welcome to Conversations, wheretoday we have Tony Martinetti,
a trusted advisor, leadershipcoach and facilitator,
bestselling author, podcast hostand speaker.
(00:21):
He brings together over 25years of business and leadership
experience and extremecuriosity one of my favorite
words to elevate leaders andequip them with the tools to
navigate through change andunlock their true potential.
He has been recognized byThinkers360 as one of the top
voices in leadership and byLeadersHome never heard of that
(00:45):
as one of the biggest voices inleadership.
Tony hosts the Virtual Campfirepodcast and is the author of
Climbing the Right Mountainleading the journey to an
inspired life and campfirelessons for leaders how
uncovering our past can propelus forward.
He has been featured in manypublications, including Fast
(01:06):
Company, forbes, life Science,leader and CEO.
Today, for all you strengths,enthusiasts, tony leads with
futuristic ideation,connectedness, positivity and
self assurance.
Tony, welcome to the show.
How are you today?
Speaker 2 (01:24):
I'm doing great and thank you so much for having me
on.
I'm thrilled about thisconversation.
Speaker 1 (01:29):
And tell us where you're coming to us from today.
Speaker 2 (01:33):
I'm coming in from just outside of Boston, so a
little suburb called Canton, thetown of Canton, yes, excellent.
Speaker 1 (01:43):
Well, happy to have you on today and talk about the
LeadersHome.
Speaker 2 (01:47):
Did I say it yes.
Speaker 1 (01:49):
Yeah, never heard of that.
So, yeah, you have done somepretty fascinating things and
you continue to do it, andthat's why you are on the show,
because I'm going to pick yourbrain today.
Speaker 2 (02:01):
Just leave some behind, please.
Speaker 1 (02:02):
Okay, oh well, I appreciate you, and your work
really focuses on thatconnection and navigating
challenges, which I love, andI'm so glad that we're going to
be talking about this today.
So I'd really love to hear whatled you here, like, how did you
(02:22):
get here in the work?
That you do.
Speaker 2 (02:25):
Yeah, I love that question because, when I think
about it, connection andconversations like this is what
I was craving from the get-go,and I think that was.
You know, I didn't know it, butit was something that I in the
long run.
It's what led me here.
But let me tell you the storythat got me going.
My journey started as an artist.
(02:49):
I was an artist as a child andsomeone who really didn't
necessarily do things the wayother kids did.
I painted rooms andenvironments that evoked
feelings and emotions and otherpeople, and that was the thing
that people noticed about me theartists, the art teachers and
(03:09):
teachers who saw me.
They're like this isinteresting, and not only that,
but you're going places withthis and I'm like cool.
But eventually, as you get intohigh school and everything, the
teachers start saying like,yeah, what are you going to do
for your life?
How are you going to make aliving?
And I'm like I don't know,architect, maybe, possibly.
(03:31):
I eventually decided to gopre-med because that made a lot
of sense, just to switch frombeing in the artist side of the
brain to being in the side ofthe brain where you start to be
more analytical and scientific,and so pre-med did not
necessarily go according to plan, even though I did have an
interest in science.
So I switched into businessbecause why not?
(03:51):
And that got me to this placewhere I started to work in
companies, particularly in thebiotech space, which was an
interesting connection to beable to bring two parts of who I
am into play the business andthe science and it was really
rewarding.
I was working as a finance andstrategy professional for most
(04:12):
of my career in that space andit was very rewarding, but also
felt like there was a missingpiece to it.
I was trying to be this financeexpert, this analytical person,
and I think deep down I knew Iwasn't that person, but I just
kept on working harder andharder to be that person until I
(04:33):
started to realize that thisisn't going to work long term.
I'm climbing the wrong mountain,as I would say, and I decided
that I eventually needed tochange the course I was on, and
that led me to leaving thebiotech boardroom that I was
working at and deciding to leavethe room to change the room,
(04:54):
and that's what I did.
I literally walked out anddecided that I no longer wanted
to be a cog in the wheel andinstead wanted to create my own
wheel and that's what led medown this path of jumping out,
and I call it the leap to learnwhat my true future could be,
(05:15):
and that's what got me into thespace of being a coach and being
in leadership development andall the amazing things I'm doing
now, which in many ways, isconnected to the artist that I
was.
So I feel like I've come backfull circle to who I am.
Speaker 1 (05:31):
Yeah, because there is a lot of creating that
happens in the work that you do.
Speaker 2 (05:36):
yes, yeah, and I talked about connection, and
I'll say that I think ofconversations like this and
connections that we make are allvery artistic and creative.
We find ways to weave eachother's narrative together and
find ways to make connectionsthat are not necessarily science
(05:56):
, it's more art.
Speaker 1 (05:59):
Yeah, yeah, and it's really.
I love how you had the courageto step out of something that
wasn't quite you, and I thinkthat that's really a message for
leaders to be okay, if theyfeel that it's not the right fit
, if it's not with their uniquemakeup, to step out of that, and
(06:21):
that's okay, it's perfectlyokay.
Speaker 2 (06:23):
Yeah, and I also kind of think about it, as sometimes
it's just reframing the placeyou're at in your current
environment.
It doesn't mean you have tojump out and start a new
endeavor or go off on your own.
It might just mean looking atyour role from a different
perspective.
One of the things that came tomind recently is, if you feel
(06:46):
stuck, maybe it's just a matterof having a bunch of
conversations with other peopleto either A really ignite the
spark about the role you're inor B find a new path, because
you're talking to people andyou're hearing some ideas that
have you thinking, hmm, maybethat's a pivot for me then,
maybe that's a path for me toexplore.
(07:06):
But through those conversationsyou might hear someone say,
yeah, like here's what'sexciting about the field we're
in right now and here's where Isee it going next.
And you start to think, well,yeah, that's right, I forgot
about that, you know.
And you start to get doubledown on what you're already
doing.
Speaker 1 (07:25):
That's good, excellent.
Well, why is connection soimportant now for leaders and
teams when we talk about them?
What is it about thatconnection?
Speaker 2 (07:38):
Yeah, I mean.
Oftentimes I find leaders aretrying to do everything in a
vacuum or feeling like they haveto do it all on their own, and
there's a sense of like I haveto be the hero and I have to
figure it out on my own.
The reality is, the more we getto know the people around us, we
start to figure out what dothey need to be successful, to
(08:01):
thrive.
Everything happens to peopleand the more we know them, the
better it is that we can connectwith what they need, but also
figuring out that the problemswe're solving we don't have to
do them on our own, that themore we engage others, we can
solve them much more effectivelytogether.
So that connection is soimportant nowadays because the
(08:25):
problems are getting morecomplex and I think that's
what's really getting into thisplace.
And you may say, well, ai ishere to help right save the day,
but it is to an extent, but notnecessarily, because it's never
going to replace the humanelement, and we need the human
(08:45):
element and especially becausethere's nothing about nothing
that AI can do to replace theemotional connection that we
create with people.
Speaker 1 (08:57):
But you know I'm hearing you and especially one
of your strengths.
So connectedness is somethingthat you are naturally good at.
It's just something that comesnaturally when I think about
connecting and leaders and howthey often are not comfortable
connecting with people.
(09:18):
Have you worked with leaderswhere it's like something
because it's old school, it'slike we don't connect with our
people.
It's just that you know they'rethere and we're here.
Speaker 2 (09:29):
Yeah, and then you have all the sense of like.
You know the introverts whohave like I'm not really a
person who gets up on stage andlooks to you know, shout it from
the rooftops if you will.
But I think we have to do it inour own unique way.
Right, it's about taking smallsteps and finding your own
method for connecting withothers and know that there's a
(09:52):
real value in doing your own way.
If that means one-on-oneconversations, that's fantastic.
If you prefer doing it in agroup, then great, do that.
But it does not mean youretreat into your, into yourself
, and just allow yourself tobecome like a cocoon or like a
hermit and allow yourself toclose off.
(10:15):
Because one of the things Iwill point out is that the more
we connect with others, the morefine-tuned and evolved our
thinking becomes, which isinteresting.
It's almost paradoxical.
You think that the more youconnect with others, then their
ideas seep into yours, but thereality is you are thinking gets
sharpened by being in contactwith other people.
Speaker 1 (10:38):
Yes, absolutely yeah.
I remember a conversation I hadseveral years ago with a CEO
and we were talking about, youknow, about being the smartest
person in the room, and he saysI know I'm not and I don't want
to be the smartest person in theroom.
He says I want to have a teamaround me who is smart so we can
(11:00):
generate ideas and really, youknow, come to the table with new
thinking and be able to getthings done.
And I remember it's like man,we need more leaders like you.
They don't have to be thesmartest person in the room,
they just need to have peoplearound them and that goes, you
know, wherever you are on ahierarchy chart, even if you're
not on a hierarchy chart, right,absolutely.
(11:22):
And that's bring people aroundus and have those connections
and whether it's a leader whocould be an introvert, or a
people person that they'reworking with as an introvert,
like you said, to really havethose conversations and get to
know people and what's importantto them and for them.
Speaker 2 (11:43):
Yes, absolutely, and I think that's a great way to
add to the picture is it's tothem and for them, because it's
not just a one way street.
So I think it's great, awesome.
Speaker 1 (11:57):
So how can teams build better connections?
What might that look like for ateam?
Speaker 2 (12:03):
Yeah, I mean, one of the starting points is starting
with yourself.
I think one of the things youimmediately went to teams, but
the idea is that you can't be inconnection with others unless
you've connected with yourself,and I think that's important is
to understand, like, well, whoam I really and how do I really
make connection with others?
(12:23):
What is my story, what's mynarrative and how do I share
from a place that's, you know,the, the overused term authentic
to me.
Sometimes we hold back a lot ofthings because we're afraid.
For example, if, like you, comefrom a past, that is, you know
you grew up poor or you grew upwithout a lot of things and you
(12:45):
don't want people to know thatbecause you feel like they might
judge you.
Or if you come from a brokenfamily or you know they these
types of things it might besomething that you would hold
back because you're afraid ofjudgment.
So the key thing for you is tounderstand what is my narrative.
Who am I?
How do I define the?
(13:06):
Not define yourself, becauseyou don't want to put yourself
in a box, but how do I make sureI get comfortable with who I am
before I start to get out thereand talk to other people about
what they're all about and howdo we get to know each other
better?
Because that's this, that's howthis goes to the next step,
which is get curious.
Get curious about other people,but with compassion.
(13:28):
We want to make sure yourcuriosity is not directed at
like trying to other them or totry, and you know, say hey, you
know you're different.
Let's you know, I want to knowwhy you're different and what
have you.
It's more about getting curiousabout what their experience is
and where they're coming fromand what's that like and all of
that.
Speaker 1 (13:49):
And even asking permission to go there right.
Absolutely Like yeah, and what Ifound and I grew up and it's
like you know you had to havethe perfect you know house with
the picket fence and all that,and I remember keeping so much
in that wasn't going right.
And then when I learned, it'sokay, yes, you're going to
(14:13):
relate to other people.
Somebody else is going to hearthat message and, whether it was
a man, there's always a messagein the mess, right, and it
makes you as a human being morerelatable when people know
you're not perfect.
You don't have to be perfect.
I'm going to love you anyway,right, and I want to get to know
(14:35):
you.
Speaker 2 (14:36):
Yeah, I love that you brought love into the story,
because I think oftentimesthat's a very taboo part of the
equation, especially when itcomes to work, but it's got to
be there.
I mean, there is a sense ofpeople have to know that you're
not going to hold somethingagainst them, that you're really
there to you, know, care andlove them.
You know, no matter what isgoing on for them, because that,
(15:00):
ultimately, is what makes ateam even stronger, as when you
know someone else there has gotyour back when you're going
through a tough time.
And we can't do that unless weget to know each other.
Yeah, If you don't know theperson next to you in the
cubicle, then what's happeningwhere the office next to you?
What's happening is that youknow the likelihood for you to
(15:21):
be able to support them to adark time or to you know cover
for them or even, you know,collaborate with them.
It's going to get lower andlower if you don't really
understand who they are.
Speaker 1 (15:34):
Yeah, so what might be some techniques that you use
to help people make thoseconnections?
What does that look like?
Speaker 2 (15:44):
Yeah, I mean, I've described this in my TED Talk,
which was published.
Well, it was put out about aseven or eight months ago, but I
call it the core methodology,and it's starts with curiosity
Get curious about yourself andabout others and then open up.
Get open yourself up to beingable to share with others.
(16:10):
And then the R is release.
Release any tension that youmight have, because when we
start to think we're going toshare more about ourselves with
other people, there's areticence, like, is it okay for
me to share this?
Is this something that is worthsharing?
And we have to release all thattension, especially if you're
somebody who is an introvert,like I said.
(16:31):
So, releasing that tension andthat reservation, if you will.
And then the last one is the Eexpand.
How can you expand the circle?
How can you make it so thatit's not just two people getting
to know each other, but thebroader team, and make it
something where the wholeorganization or the whole group
(16:54):
can come together and start toget to know each other in a more
broader context?
So the core methodology issomething that I put together
and I've used it with teams andwhat's happened is I've seen a
lot of really amazing thingshappen around innovation and
just engagement with the teams,just because they've gotten to
be more curious and open witheach other.
Speaker 1 (17:17):
Yeah, and I love that you brought that up, because
some of the teams that I'veworked with as well.
They're not highly relationaland for them to go there it
takes again, that takes couragefor a leader to be open to going
(17:37):
there and taking a look ateverything that you just talked
about, because many times forpeople who are the boomerage,
like my age, we were brought upvery differently and, as I said
earlier, it's not what you do.
You're there to do your work,you're not there to make friends
, and so really helping peopleuncover as you do, and bringing
(18:03):
that relational component into ateam and the magic that happens
, the surprises that happenswhen they start opening up and
sharing and getting to know eachother, is pretty fabulous.
Speaker 2 (18:16):
Yeah, and I think it's interesting.
You mentioned that there's likethat generationally.
Generationally, we have come tothis place where we work more
than we ever have and because ofthat we spend more time in the
workplace.
So that means, if youconstantly find yourself
building relationships onlythrough your work relationships
and I'm not advocating for thator not, but I'm just saying that
(18:38):
why not make it a place whereit can be fun and engaging and
fulfilling, instead of a placewhere you just have to go and
robotically do your work andthen go home and then that
becomes the only place where youcan become fully yourself?
So I think that's part of thereason why we've come to this
stage where you ask whyconnection is so important.
(19:01):
It's because we're spending alot of time at work and work has
become such a big part of ouridentity that we need to make
sure that that part of ouridentity is something we want to
honor and appreciate and welove.
Speaker 1 (19:14):
Honor, appreciate and love, absolutely All right.
So new book, yes, new book.
Speaker 2 (19:24):
Yes, okay.
Speaker 1 (19:26):
Campfire Lessons for Leaders.
Tell me about that first.
How did it come to be?
What was the thought processwith that, and tell me a little
bit about that.
Speaker 2 (19:36):
Absolutely so.
The third thought process was Ihad a podcast, and the podcast
was something that was even achallenge in its own right,
because I had never thought Iwould have a podcast, I wasn't
listening to podcasts and thenthe beginning of the pandemic
came and I was like I reallyhave a strong desire to bring
(20:00):
together people forconversations.
And then, you know, as I wasthinking about this idea, the
pandemic just kind of createdthe need for me to make this
happen in not in real life, butin the virtual life, which
became the virtual campfire,which is the name of the podcast
(20:22):
, and it was a one-on-oneconversation that then we would
share with the world.
But I wanted it to be.
You know, I chose campfire fora reason because I think it's an
intimate place where storieshave been told since the
beginning of human history, andit's.
These are not surface levelconversations, they're
conversations that are deep,intimate and meaningful, and so
(20:48):
I focused on transformationalstories through what I call
flash points, the points in ourjourney that have ignited our
gifts into the world.
And so, after recording a bunchof these episodes, I'm now
about 200, somewhat deep and Idecided about a year and a half
ago that I was going to.
(21:08):
I need to put these out in theworld.
There were so many amazingpeople, from artists to business
leaders, to thought leaders ofall sorts, that I wanted to
share some of their stories anddo it in a way that actually
captured the essence of thetheme of the stories, and so I
put together these 10 lessonsthat the book really is all
(21:29):
about, and then, underneath it,I capture some of these key
people who I've put into thebook, which was a hard thing to
do, first of all, because Iwanted to make sure I captured
their story well and I gave itthe right type of honor, if you
will, because I don't want tosugarcoat their story, but I
also want to make sure that it'sthe note that it's posted to
(21:53):
them to capture.
And I also had a hard timedeciding who to put in, because
there's so many amazing stories.
So that'll be maybe a part twoat some point, I don't know, but
yeah, so I digress.
There's actually a book aboutthese, these incredible journeys
people have been on, but it'salso meant to help other people
(22:14):
think about where they're at andhow can they create the power
to look at their past and use itas a fuel to propel them in the
future, because oftentimes weget stuck, because we only look
forward but we don't look backand think what has gotten me to
this point and how can I usethat as a lever to move me
(22:36):
forward?
Speaker 1 (22:38):
Reflection.
Time is crucial, and I foundthat leaders are so caught up in
the day to day that rarely dothey do that unless it's
intentional.
Yeah, yeah, and that's animportant piece to be
intentional.
And then what does that evenlook like?
(22:59):
And it could be differentdepending on the leader,
depending on the person or theteam.
Speaker 2 (23:05):
Yeah, exactly, I agree.
I mean, and that's when, whenyou think about prioritizing,
you know your things, theprioritizing the activities in a
given business.
Oftentimes it's like, well,what's going to drive the bottom
line, what's going to drive thenext dollar in the door?
And I get that.
But at the same time, sometimesthe things that we prioritize
(23:26):
or deprioritize are the thingsthat are going to move us the
furthest, and that is theunderstanding that the essence
of who we are, as a company, asa person, and that can move us
even further than we expected,that, I think, is, you know, as
much as it seems kind ofesoteric, it actually can be the
(23:48):
most profound.
I mean, just starting withvalues, if you truly know what
you value, you can make muchstronger decisions about what to
do next, because you're makingvalue based decisions as opposed
to just, hey, this is thedecision that makes the most
money, okay, great, let's moveforward.
Don't always pay out that way.
Speaker 1 (24:11):
Again, it's that mindset shift, yeah, and if
you're looking fortransformation, something has to
change.
Speaker 2 (24:17):
Exactly, yeah, yeah.
If you just continue to makethe same decisions based on the
same logic of you know this ismore money, I'll do that, Then
you'll get the same results,which is just, you know,
continuing to run a cycle.
But if you want to transform,you've got to think differently,
which means slow things downand really consider what is the,
(24:39):
what is going to drive valuefor me by knowing your value,
which is play on a lot of valuethere.
But you get the point.
Speaker 1 (24:48):
Yes, I do get the point, and it takes many times
having someone come in like youto help with that Absolutely,
absolutely.
So what else about your buck?
What else is?
Speaker 2 (25:02):
interesting.
Yeah, I'll share one particularthing that I think is really
important to understand is thatnot all events in our lives and
flash points, if you will arenegative or like life and death
situations, like one chapter isabout sometime out of darkness
(25:23):
comes light, right, and I thinkthere's a lot of people can see
there's been moments in ourlives that are really dark and
through that we can grow.
But there's also moments in ourlives just that are choosing
between two really good thingsand making a hard choice and in
that you know, reallyexperimenting with a new path,
(25:46):
and I think that is just helpingpeople to understand you don't
have to have gone through like atraumatic event, but you have
to constantly be thinking wheream I?
What's really important to meright now in this point in my
life?
Is it time for me to make achange?
And so I share that, because asyou read through the book or you
(26:07):
listen to the book, you'll findthat there's a sense of like oh
, that's what he means by thatLike I can disrupt my life in a
positive way and createsomething very different.
And when I say life, it's notjust life, it's my leadership
and the way I lead my business.
So I want you to keep in mindthis is a book for leaders, and
(26:30):
your definition of leader couldbe very different.
It could be a leader in yourlife, leader in your business,
leader of a team whatever youwant to define leader as, but
it's very approachable in thatrespect.
Speaker 1 (26:44):
Because there's hope there.
Speaker 2 (26:47):
Absolutely, and I think that's what you'll hear
from these stories.
Is that hearing from otherpeople who have done this and
they're not all superstarsmeaning like the big time brand
names out there in the worldthat it's possible?
These are things that we can doin our lives to make a
difference and, in fact, youmight be already going through a
(27:11):
moment like that, that you justneed someone to give you a
little bit of a push in theright direction to think
differently about your ownexperience.
That will allow you to say,yeah, I mean, I can do hard
things and I can make it throughthis tough situation and, in
fact, if I think about thisdifferently, I could use this
current situation of navigatingand you can what?
Speaker 1 (27:35):
Yeah, get out of that tunnel vision.
Our brain is this fabulous fordoing that, for ruminating and
going all to the bad things.
Speaker 2 (27:44):
Yes, you can do this.
Speaker 1 (27:46):
Yeah, he's a cheerleader for sure.
Speaker 2 (27:49):
Yeah.
Speaker 1 (27:51):
What else is important?
Speaker 2 (27:54):
Yeah, I mean.
The other thing about the bookthat I think is really great and
it's interesting is it's notjust about the book, it's about
what it opens up is.
We've talked about connection alot and it's had me thinking
about how the people in thisbook and the book in general
(28:14):
it's about connecting with ourstory and ourselves, and then,
ultimately, it's aboutconnecting with others, and
that's my call to action isreally that you know, if you
feel like you've gotten close towho you are, or gotten to know
who you are, well, now it's timeto start what I call campfires
of connection, finding ways toconnect with others and
(28:38):
broadening the circle so we canhave a more fulfilling life, so
we can have a betterunderstanding of other people in
our workplaces and beyond.
So, you know, I think that's mybig thing is that I want to make
sure that, through this bookand through the fall on
conversations, we start thinkingabout you know, where do I need
to connect more with the peoplearound me and have
(29:00):
conversations to get to knowthem, now that I'm starting to
think differently about my wayof navigating and I think that
connection is at the core ofeverything that I'm thinking
about and that I'm speakingabout now, because I feel like,
even though I didn't know it atthe time when I wrote the book
and when I was navigatingthrough my journey, in my work
(29:23):
and life, it's become thecentral thing.
Speaker 1 (29:29):
And I almost in my mind, I'm envisioning a leader
saying to someone else meet meat the campfire.
You know, and it's just, itgives me that feeling because I
love campfires and I lovesitting around campfires and
just chit-chatting, and I seethat, and really having those
deep conversations andnecessarily have to be deep, but
(29:53):
they can go there because theenvironment will allow it to be.
Speaker 2 (29:59):
Exactly.
I think that's a great point.
You know, you don't just kindof like walk in a meeting and
say, okay, everybody, put yourpencils down, we're going to
talk about deep stuff.
You know it has to be.
It has to come from a place of,you know, setting the scene and
creating a place where peoplefeel safe.
First, you know, maybe evensome you know preamble of like,
(30:22):
hey, let's, let's, you know,schedule us some time for a
campfire to conversation onFriday, and so I'll sit around
like not going to talk about thenormal work stuff.
I want to talk about what'sreal for everyone and have a
conversation that goes a littledeeper, and that will be
something that allows it to bemore of a scene setting as
opposed to just normal course.
Speaker 1 (30:45):
And that may take time for people to get used to
too.
Speaker 2 (30:49):
Yeah.
Speaker 1 (30:50):
But I love, I love the analogy of that.
Speaker 2 (30:53):
Yeah.
Speaker 1 (30:57):
Well, I would love to be able to point people to you
and to your book.
So how can we do that?
Cause, we'll make sure we putthat in the show notes.
Speaker 2 (31:05):
Absolutely Well.
I appreciate it.
So, first and foremost, thebest place to find me is at my
website, which is callediPurpose Partnerscom.
The company's calledinspiredpurposepartnerscom, but
I just decided it was way toolong of a URL.
There you go so.
(31:26):
So that's the website, and ifyou go there, you'll find a
whole bunch of fun stuff theremy assessments, my books and
everything.
But you can also find my book,my books wherever books are sold
, including Amazon, and the book.
My recent book is calledcampfire lessons for leaders and
my previous book is calledclimbing the right mountain.
(31:48):
You can also find me at onLinkedIn.
That's probably the best placeto find me.
I'm pretty active.
Speaker 1 (31:54):
I found you.
Speaker 2 (31:57):
Yes, you did.
Speaker 1 (31:59):
And tell me the name of the TED Talk.
So if people want to look atthat, what is that?
Speaker 2 (32:04):
It's called don't check yourself at the door.
How to share your true self.
Speaker 1 (32:10):
Okay, love it.
I absolutely love it.
All right, I'm going to giveyou the last word.
What do you have?
Speaker 2 (32:18):
Okay, here's a good one.
If you're feeling like you'remissing out with in terms of
connection with other people,look around and see if there's
someone who you need to have aconversation with that you feel
like needs to be had.
So what's the conversation thatis missing in your life?
And have it.
Speaker 1 (32:38):
What's the conversation that's missing in
your life?
And have that All right, tony.
Well, I appreciate you comingon today.
Thank you so much for yourwisdom.
It was a joy to have you anduntil next time you keep doing
great things.
Speaker 2 (32:56):
Much appreciated.
Be well, bye, bye.
Hi there, welcome to Conversations, where we seek to
advance your leader in teamexcellence by discussing
relevant topics that impacttoday's organizations.
Welcome to the show.
Welcome to Conversations, wheretoday we have Tony Martinetti,
a trusted advisor, leadershipcoach and facilitator,
bestselling author, podcast hostand speaker.
(00:21):
He brings together over 25years of business and leadership
experience and extremecuriosity one of my favorite
words to elevate leaders andequip them with the tools to
navigate through change andunlock their true potential.
He has been recognized byThinkers360 as one of the top
voices in leadership and byLeadersHome never heard of that
(00:45):
as one of the biggest voices inleadership.
Tony hosts the Virtual Campfirepodcast and is the author of
Climbing the Right Mountainleading the journey to an
inspired life and campfirelessons for leaders how
uncovering our past can propelus forward.
He has been featured in manypublications, including Fast
(01:06):
Company, forbes, life Science,leader and CEO.
Today, for all you strengths,enthusiasts, tony leads with
futuristic ideation,connectedness, positivity and
self assurance.
Tony, welcome to the show.
How are you today?
Speaker 2 (01:24):
I'm doing great and thank you so much for having me
on.
I'm thrilled about thisconversation.
Speaker 1 (01:29):
And tell us where you're coming to us from today.
Speaker 2 (01:33):
I'm coming in from just outside of Boston, so a
little suburb called Canton, thetown of Canton, yes, excellent.
Speaker 1 (01:43):
Well, happy to have you on today and talk about the
LeadersHome.
Speaker 2 (01:47):
Did I say it yes.
Speaker 1 (01:49):
Yeah, never heard of that.
So, yeah, you have done somepretty fascinating things and
you continue to do it, andthat's why you are on the show,
because I'm going to pick yourbrain today.
Speaker 2 (02:01):
Just leave some behind, please.
Speaker 1 (02:02):
Okay, oh well, I appreciate you, and your work
really focuses on thatconnection and navigating
challenges, which I love, andI'm so glad that we're going to
be talking about this today.
So I'd really love to hear whatled you here, like, how did you
(02:22):
get here in the work?
That you do.
Speaker 2 (02:25):
Yeah, I love that question because, when I think
about it, connection andconversations like this is what
I was craving from the get-go,and I think that was.
You know, I didn't know it, butit was something that I in the
long run.
It's what led me here.
But let me tell you the storythat got me going.
My journey started as an artist.
(02:49):
I was an artist as a child andsomeone who really didn't
necessarily do things the wayother kids did.
I painted rooms andenvironments that evoked
feelings and emotions and otherpeople, and that was the thing
that people noticed about me theartists, the art teachers and
(03:09):
teachers who saw me.
They're like this isinteresting, and not only that,
but you're going places withthis and I'm like cool.
But eventually, as you get intohigh school and everything, the
teachers start saying like,yeah, what are you going to do
for your life?
How are you going to make aliving?
And I'm like I don't know,architect, maybe, possibly.
(03:31):
I eventually decided to gopre-med because that made a lot
of sense, just to switch frombeing in the artist side of the
brain to being in the side ofthe brain where you start to be
more analytical and scientific,and so pre-med did not
necessarily go according to plan, even though I did have an
interest in science.
So I switched into businessbecause why not?
(03:51):
And that got me to this placewhere I started to work in
companies, particularly in thebiotech space, which was an
interesting connection to beable to bring two parts of who I
am into play the business andthe science and it was really
rewarding.
I was working as a finance andstrategy professional for most
(04:12):
of my career in that space andit was very rewarding, but also
felt like there was a missingpiece to it.
I was trying to be this financeexpert, this analytical person,
and I think deep down I knew Iwasn't that person, but I just
kept on working harder andharder to be that person until I
(04:33):
started to realize that thisisn't going to work long term.
I'm climbing the wrong mountain,as I would say, and I decided
that I eventually needed tochange the course I was on, and
that led me to leaving thebiotech boardroom that I was
working at and deciding to leavethe room to change the room,
(04:54):
and that's what I did.
I literally walked out anddecided that I no longer wanted
to be a cog in the wheel andinstead wanted to create my own
wheel and that's what led medown this path of jumping out,
and I call it the leap to learnwhat my true future could be,
(05:15):
and that's what got me into thespace of being a coach and being
in leadership development andall the amazing things I'm doing
now, which in many ways, isconnected to the artist that I
was.
So I feel like I've come backfull circle to who I am.
Speaker 1 (05:31):
Yeah, because there is a lot of creating that
happens in the work that you do.
Speaker 2 (05:36):
yes, yeah, and I talked about connection, and
I'll say that I think ofconversations like this and
connections that we make are allvery artistic and creative.
We find ways to weave eachother's narrative together and
find ways to make connectionsthat are not necessarily science
(05:56):
, it's more art.
Speaker 1 (05:59):
Yeah, yeah, and it's really.
I love how you had the courageto step out of something that
wasn't quite you, and I thinkthat that's really a message for
leaders to be okay, if theyfeel that it's not the right fit
, if it's not with their uniquemakeup, to step out of that, and
(06:21):
that's okay, it's perfectlyokay.
Speaker 2 (06:23):
Yeah, and I also kind of think about it, as sometimes
it's just reframing the placeyou're at in your current
environment.
It doesn't mean you have tojump out and start a new
endeavor or go off on your own.
It might just mean looking atyour role from a different
perspective.
One of the things that came tomind recently is, if you feel
(06:46):
stuck, maybe it's just a matterof having a bunch of
conversations with other peopleto either A really ignite the
spark about the role you're inor B find a new path, because
you're talking to people andyou're hearing some ideas that
have you thinking, hmm, maybethat's a pivot for me then,
maybe that's a path for me toexplore.
(07:06):
But through those conversationsyou might hear someone say,
yeah, like here's what'sexciting about the field we're
in right now and here's where Isee it going next.
And you start to think, well,yeah, that's right, I forgot
about that, you know.
And you start to get doubledown on what you're already
doing.
Speaker 1 (07:25):
That's good, excellent.
Well, why is connection soimportant now for leaders and
teams when we talk about them?
What is it about thatconnection?
Speaker 2 (07:38):
Yeah, I mean.
Oftentimes I find leaders aretrying to do everything in a
vacuum or feeling like they haveto do it all on their own, and
there's a sense of like I haveto be the hero and I have to
figure it out on my own.
The reality is, the more we getto know the people around us, we
start to figure out what dothey need to be successful, to
(08:01):
thrive.
Everything happens to peopleand the more we know them, the
better it is that we can connectwith what they need, but also
figuring out that the problemswe're solving we don't have to
do them on our own, that themore we engage others, we can
solve them much more effectivelytogether.
So that connection is soimportant nowadays because the
(08:25):
problems are getting morecomplex and I think that's
what's really getting into thisplace.
And you may say, well, ai ishere to help right save the day,
but it is to an extent, but notnecessarily, because it's never
going to replace the humanelement, and we need the human
(08:45):
element and especially becausethere's nothing about nothing
that AI can do to replace theemotional connection that we
create with people.
Speaker 1 (08:57):
But you know I'm hearing you and especially one
of your strengths.
So connectedness is somethingthat you are naturally good at.
It's just something that comesnaturally when I think about
connecting and leaders and howthey often are not comfortable
connecting with people.
(09:18):
Have you worked with leaderswhere it's like something
because it's old school, it'slike we don't connect with our
people.
It's just that you know they'rethere and we're here.
Speaker 2 (09:29):
Yeah, and then you have all the sense of like.
You know the introverts whohave like I'm not really a
person who gets up on stage andlooks to you know, shout it from
the rooftops if you will.
But I think we have to do it inour own unique way.
Right, it's about taking smallsteps and finding your own
method for connecting withothers and know that there's a
(09:52):
real value in doing your own way.
If that means one-on-oneconversations, that's fantastic.
If you prefer doing it in agroup, then great, do that.
But it does not mean youretreat into your, into yourself
, and just allow yourself tobecome like a cocoon or like a
hermit and allow yourself toclose off.
(10:15):
Because one of the things Iwill point out is that the more
we connect with others, the morefine-tuned and evolved our
thinking becomes, which isinteresting.
It's almost paradoxical.
You think that the more youconnect with others, then their
ideas seep into yours, but thereality is you are thinking gets
sharpened by being in contactwith other people.
Speaker 1 (10:38):
Yes, absolutely yeah.
I remember a conversation I hadseveral years ago with a CEO
and we were talking about, youknow, about being the smartest
person in the room, and he saysI know I'm not and I don't want
to be the smartest person in theroom.
He says I want to have a teamaround me who is smart so we can
(11:00):
generate ideas and really, youknow, come to the table with new
thinking and be able to getthings done.
And I remember it's like man,we need more leaders like you.
They don't have to be thesmartest person in the room,
they just need to have peoplearound them and that goes, you
know, wherever you are on ahierarchy chart, even if you're
not on a hierarchy chart, right,absolutely.
(11:22):
And that's bring people aroundus and have those connections
and whether it's a leader whocould be an introvert, or a
people person that they'reworking with as an introvert,
like you said, to really havethose conversations and get to
know people and what's importantto them and for them.
Speaker 2 (11:43):
Yes, absolutely, and I think that's a great way to
add to the picture is it's tothem and for them, because it's
not just a one way street.
So I think it's great, awesome.
Speaker 1 (11:57):
So how can teams build better connections?
What might that look like for ateam?
Speaker 2 (12:03):
Yeah, I mean, one of the starting points is starting
with yourself.
I think one of the things youimmediately went to teams, but
the idea is that you can't be inconnection with others unless
you've connected with yourself,and I think that's important is
to understand, like, well, whoam I really and how do I really
make connection with others?
(12:23):
What is my story, what's mynarrative and how do I share
from a place that's, you know,the, the overused term authentic
to me.
Sometimes we hold back a lot ofthings because we're afraid.
For example, if, like you, comefrom a past, that is, you know
you grew up poor or you grew upwithout a lot of things and you
(12:45):
don't want people to know thatbecause you feel like they might
judge you.
Or if you come from a brokenfamily or you know they these
types of things it might besomething that you would hold
back because you're afraid ofjudgment.
So the key thing for you is tounderstand what is my narrative.
Who am I?
How do I define the?
(13:06):
Not define yourself, becauseyou don't want to put yourself
in a box, but how do I make sureI get comfortable with who I am
before I start to get out thereand talk to other people about
what they're all about and howdo we get to know each other
better?
Because that's this, that's howthis goes to the next step,
which is get curious.
Get curious about other people,but with compassion.
(13:28):
We want to make sure yourcuriosity is not directed at
like trying to other them or totry, and you know, say hey, you
know you're different.
Let's you know, I want to knowwhy you're different and what
have you.
It's more about getting curiousabout what their experience is
and where they're coming fromand what's that like and all of
that.
Speaker 1 (13:49):
And even asking permission to go there right.
Absolutely Like yeah, and what Ifound and I grew up and it's
like you know you had to havethe perfect you know house with
the picket fence and all that,and I remember keeping so much
in that wasn't going right.
And then when I learned, it'sokay, yes, you're going to
(14:13):
relate to other people.
Somebody else is going to hearthat message and, whether it was
a man, there's always a messagein the mess, right, and it
makes you as a human being morerelatable when people know
you're not perfect.
You don't have to be perfect.
I'm going to love you anyway,right, and I want to get to know
(14:35):
you.
Speaker 2 (14:36):
Yeah, I love that you brought love into the story,
because I think oftentimesthat's a very taboo part of the
equation, especially when itcomes to work, but it's got to
be there.
I mean, there is a sense ofpeople have to know that you're
not going to hold somethingagainst them, that you're really
there to you, know, care andlove them.
You know, no matter what isgoing on for them, because that,
(15:00):
ultimately, is what makes ateam even stronger, as when you
know someone else there has gotyour back when you're going
through a tough time.
And we can't do that unless weget to know each other.
Yeah, If you don't know theperson next to you in the
cubicle, then what's happeningwhere the office next to you?
What's happening is that youknow the likelihood for you to
(15:21):
be able to support them to adark time or to you know cover
for them or even, you know,collaborate with them.
It's going to get lower andlower if you don't really
understand who they are.
Speaker 1 (15:34):
Yeah, so what might be some techniques that you use
to help people make thoseconnections?
What does that look like?
Speaker 2 (15:44):
Yeah, I mean, I've described this in my TED Talk,
which was published.
Well, it was put out about aseven or eight months ago, but I
call it the core methodology,and it's starts with curiosity
Get curious about yourself andabout others and then open up.
Get open yourself up to beingable to share with others.
(16:10):
And then the R is release.
Release any tension that youmight have, because when we
start to think we're going toshare more about ourselves with
other people, there's areticence, like, is it okay for
me to share this?
Is this something that is worthsharing?
And we have to release all thattension, especially if you're
somebody who is an introvert,like I said.
(16:31):
So, releasing that tension andthat reservation, if you will.
And then the last one is the Eexpand.
How can you expand the circle?
How can you make it so thatit's not just two people getting
to know each other, but thebroader team, and make it
something where the wholeorganization or the whole group
(16:54):
can come together and start toget to know each other in a more
broader context?
So the core methodology issomething that I put together
and I've used it with teams andwhat's happened is I've seen a
lot of really amazing thingshappen around innovation and
just engagement with the teams,just because they've gotten to
be more curious and open witheach other.
Speaker 1 (17:17):
Yeah, and I love that you brought that up, because
some of the teams that I'veworked with as well.
They're not highly relationaland for them to go there it
takes again, that takes couragefor a leader to be open to going
(17:37):
there and taking a look ateverything that you just talked
about, because many times forpeople who are the boomerage,
like my age, we were brought upvery differently and, as I said
earlier, it's not what you do.
You're there to do your work,you're not there to make friends
, and so really helping peopleuncover as you do, and bringing
(18:03):
that relational component into ateam and the magic that happens
, the surprises that happenswhen they start opening up and
sharing and getting to know eachother, is pretty fabulous.
Speaker 2 (18:16):
Yeah, and I think it's interesting.
You mentioned that there's likethat generationally.
Generationally, we have come tothis place where we work more
than we ever have and because ofthat we spend more time in the
workplace.
So that means, if youconstantly find yourself
building relationships onlythrough your work relationships
and I'm not advocating for thator not, but I'm just saying that
(18:38):
why not make it a place whereit can be fun and engaging and
fulfilling, instead of a placewhere you just have to go and
robotically do your work andthen go home and then that
becomes the only place where youcan become fully yourself?
So I think that's part of thereason why we've come to this
stage where you ask whyconnection is so important.
(19:01):
It's because we're spending alot of time at work and work has
become such a big part of ouridentity that we need to make
sure that that part of ouridentity is something we want to
honor and appreciate and welove.
Speaker 1 (19:14):
Honor, appreciate and love, absolutely All right.
So new book, yes, new book.
Speaker 2 (19:24):
Yes, okay.
Speaker 1 (19:26):
Campfire Lessons for Leaders.
Tell me about that first.
How did it come to be?
What was the thought processwith that, and tell me a little
bit about that.
Speaker 2 (19:36):
Absolutely so.
The third thought process was Ihad a podcast, and the podcast
was something that was even achallenge in its own right,
because I had never thought Iwould have a podcast, I wasn't
listening to podcasts and thenthe beginning of the pandemic
came and I was like I reallyhave a strong desire to bring
(20:00):
together people forconversations.
And then, you know, as I wasthinking about this idea, the
pandemic just kind of createdthe need for me to make this
happen in not in real life, butin the virtual life, which
became the virtual campfire,which is the name of the podcast
(20:22):
, and it was a one-on-oneconversation that then we would
share with the world.
But I wanted it to be.
You know, I chose campfire fora reason because I think it's an
intimate place where storieshave been told since the
beginning of human history, andit's.
These are not surface levelconversations, they're
conversations that are deep,intimate and meaningful, and so
(20:48):
I focused on transformationalstories through what I call
flash points, the points in ourjourney that have ignited our
gifts into the world.
And so, after recording a bunchof these episodes, I'm now
about 200, somewhat deep and Idecided about a year and a half
ago that I was going to.
(21:08):
I need to put these out in theworld.
There were so many amazingpeople, from artists to business
leaders, to thought leaders ofall sorts, that I wanted to
share some of their stories anddo it in a way that actually
captured the essence of thetheme of the stories, and so I
put together these 10 lessonsthat the book really is all
(21:29):
about, and then, underneath it,I capture some of these key
people who I've put into thebook, which was a hard thing to
do, first of all, because Iwanted to make sure I captured
their story well and I gave itthe right type of honor, if you
will, because I don't want tosugarcoat their story, but I
also want to make sure that it'sthe note that it's posted to
(21:53):
them to capture.
And I also had a hard timedeciding who to put in, because
there's so many amazing stories.
So that'll be maybe a part twoat some point, I don't know, but
yeah, so I digress.
There's actually a book aboutthese, these incredible journeys
people have been on, but it'salso meant to help other people
(22:14):
think about where they're at andhow can they create the power
to look at their past and use itas a fuel to propel them in the
future, because oftentimes weget stuck, because we only look
forward but we don't look backand think what has gotten me to
this point and how can I usethat as a lever to move me
(22:36):
forward?
Speaker 1 (22:38):
Reflection.
Time is crucial, and I foundthat leaders are so caught up in
the day to day that rarely dothey do that unless it's
intentional.
Yeah, yeah, and that's animportant piece to be
intentional.
And then what does that evenlook like?
(22:59):
And it could be differentdepending on the leader,
depending on the person or theteam.
Speaker 2 (23:05):
Yeah, exactly, I agree.
I mean, and that's when, whenyou think about prioritizing,
you know your things, theprioritizing the activities in a
given business.
Oftentimes it's like, well,what's going to drive the bottom
line, what's going to drive thenext dollar in the door?
And I get that.
But at the same time, sometimesthe things that we prioritize
(23:26):
or deprioritize are the thingsthat are going to move us the
furthest, and that is theunderstanding that the essence
of who we are, as a company, asa person, and that can move us
even further than we expected,that, I think, is, you know, as
much as it seems kind ofesoteric, it actually can be the
(23:48):
most profound.
I mean, just starting withvalues, if you truly know what
you value, you can make muchstronger decisions about what to
do next, because you're makingvalue based decisions as opposed
to just, hey, this is thedecision that makes the most
money, okay, great, let's moveforward.
Don't always pay out that way.
Speaker 1 (24:11):
Again, it's that mindset shift, yeah, and if
you're looking fortransformation, something has to
change.
Speaker 2 (24:17):
Exactly, yeah, yeah.
If you just continue to makethe same decisions based on the
same logic of you know this ismore money, I'll do that, Then
you'll get the same results,which is just, you know,
continuing to run a cycle.
But if you want to transform,you've got to think differently,
which means slow things downand really consider what is the,
(24:39):
what is going to drive valuefor me by knowing your value,
which is play on a lot of valuethere.
But you get the point.
Speaker 1 (24:48):
Yes, I do get the point, and it takes many times
having someone come in like youto help with that Absolutely,
absolutely.
So what else about your buck?
What else is?
Speaker 2 (25:02):
interesting.
Yeah, I'll share one particularthing that I think is really
important to understand is thatnot all events in our lives and
flash points, if you will arenegative or like life and death
situations, like one chapter isabout sometime out of darkness
(25:23):
comes light, right, and I thinkthere's a lot of people can see
there's been moments in ourlives that are really dark and
through that we can grow.
But there's also moments in ourlives just that are choosing
between two really good thingsand making a hard choice and in
that you know, reallyexperimenting with a new path,
(25:46):
and I think that is just helpingpeople to understand you don't
have to have gone through like atraumatic event, but you have
to constantly be thinking wheream I?
What's really important to meright now in this point in my
life?
Is it time for me to make achange?
And so I share that, because asyou read through the book or you
(26:07):
listen to the book, you'll findthat there's a sense of like oh
, that's what he means by thatLike I can disrupt my life in a
positive way and createsomething very different.
And when I say life, it's notjust life, it's my leadership
and the way I lead my business.
So I want you to keep in mindthis is a book for leaders, and
(26:30):
your definition of leader couldbe very different.
It could be a leader in yourlife, leader in your business,
leader of a team whatever youwant to define leader as, but
it's very approachable in thatrespect.
Speaker 1 (26:44):
Because there's hope there.
Speaker 2 (26:47):
Absolutely, and I think that's what you'll hear
from these stories.
Is that hearing from otherpeople who have done this and
they're not all superstarsmeaning like the big time brand
names out there in the worldthat it's possible?
These are things that we can doin our lives to make a
difference and, in fact, youmight be already going through a
(27:11):
moment like that, that you justneed someone to give you a
little bit of a push in theright direction to think
differently about your ownexperience.
That will allow you to say,yeah, I mean, I can do hard
things and I can make it throughthis tough situation and, in
fact, if I think about thisdifferently, I could use this
current situation of navigatingand you can what?
Speaker 1 (27:35):
Yeah, get out of that tunnel vision.
Our brain is this fabulous fordoing that, for ruminating and
going all to the bad things.
Speaker 2 (27:44):
Yes, you can do this.
Speaker 1 (27:46):
Yeah, he's a cheerleader for sure.
Speaker 2 (27:49):
Yeah.
Speaker 1 (27:51):
What else is important?
Speaker 2 (27:54):
Yeah, I mean.
The other thing about the bookthat I think is really great and
it's interesting is it's notjust about the book, it's about
what it opens up is.
We've talked about connection alot and it's had me thinking
about how the people in thisbook and the book in general
(28:14):
it's about connecting with ourstory and ourselves, and then,
ultimately, it's aboutconnecting with others, and
that's my call to action isreally that you know, if you
feel like you've gotten close towho you are, or gotten to know
who you are, well, now it's timeto start what I call campfires
of connection, finding ways toconnect with others and
(28:38):
broadening the circle so we canhave a more fulfilling life, so
we can have a betterunderstanding of other people in
our workplaces and beyond.
So, you know, I think that's mybig thing is that I want to make
sure that, through this bookand through the fall on
conversations, we start thinkingabout you know, where do I need
to connect more with the peoplearound me and have
(29:00):
conversations to get to knowthem, now that I'm starting to
think differently about my wayof navigating and I think that
connection is at the core ofeverything that I'm thinking
about and that I'm speakingabout now, because I feel like,
even though I didn't know it atthe time when I wrote the book
and when I was navigatingthrough my journey, in my work
(29:23):
and life, it's become thecentral thing.
Speaker 1 (29:29):
And I almost in my mind, I'm envisioning a leader
saying to someone else meet meat the campfire.
You know, and it's just, itgives me that feeling because I
love campfires and I lovesitting around campfires and
just chit-chatting, and I seethat, and really having those
deep conversations andnecessarily have to be deep, but
(29:53):
they can go there because theenvironment will allow it to be.
Speaker 2 (29:59):
Exactly.
I think that's a great point.
You know, you don't just kindof like walk in a meeting and
say, okay, everybody, put yourpencils down, we're going to
talk about deep stuff.
You know it has to be.
It has to come from a place of,you know, setting the scene and
creating a place where peoplefeel safe.
First, you know, maybe evensome you know preamble of like,
(30:22):
hey, let's, let's, you know,schedule us some time for a
campfire to conversation onFriday, and so I'll sit around
like not going to talk about thenormal work stuff.
I want to talk about what'sreal for everyone and have a
conversation that goes a littledeeper, and that will be
something that allows it to bemore of a scene setting as
opposed to just normal course.
Speaker 1 (30:45):
And that may take time for people to get used to
too.
Speaker 2 (30:49):
Yeah.
Speaker 1 (30:50):
But I love, I love the analogy of that.
Speaker 2 (30:53):
Yeah.
Speaker 1 (30:57):
Well, I would love to be able to point people to you
and to your book.
So how can we do that?
Cause, we'll make sure we putthat in the show notes.
Speaker 2 (31:05):
Absolutely Well.
I appreciate it.
So, first and foremost, thebest place to find me is at my
website, which is callediPurpose Partnerscom.
The company's calledinspiredpurposepartnerscom, but
I just decided it was way toolong of a URL.
There you go so.
(31:26):
So that's the website, and ifyou go there, you'll find a
whole bunch of fun stuff theremy assessments, my books and
everything.
But you can also find my book,my books wherever books are sold
, including Amazon, and the book.
My recent book is calledcampfire lessons for leaders and
my previous book is calledclimbing the right mountain.
(31:48):
You can also find me at onLinkedIn.
That's probably the best placeto find me.
I'm pretty active.
Speaker 1 (31:54):
I found you.
Speaker 2 (31:57):
Yes, you did.
Speaker 1 (31:59):
And tell me the name of the TED Talk.
So if people want to look atthat, what is that?
Speaker 2 (32:04):
It's called don't check yourself at the door.
How to share your true self.
Speaker 1 (32:10):
Okay, love it.
I absolutely love it.
All right, I'm going to giveyou the last word.
What do you have?
Speaker 2 (32:18):
Okay, here's a good one.
If you're feeling like you'remissing out with in terms of
connection with other people,look around and see if there's
someone who you need to have aconversation with that you feel
like needs to be had.
So what's the conversation thatis missing in your life?
And have it.
Speaker 1 (32:38):
What's the conversation that's missing in
your life?
And have that All right, tony.
Well, I appreciate you comingon today.
Thank you so much for yourwisdom.
It was a joy to have you anduntil next time you keep doing
great things.
Speaker 2 (32:56):
Much appreciated.
Be well, bye, bye.
Popular Podcasts
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
Ridiculous History
History is beautiful, brutal and, often, ridiculous. Join Ben Bowlin and Noel Brown as they dive into some of the weirdest stories from across the span of human civilization in Ridiculous History, a podcast by iHeartRadio.