January 17, 2024 • 36 mins
Join me for a conversation with Dr. Janice George, as we explore the unchartered territories of 'leadership diligence.' Imagine a world where leaders are as disciplined as elite athletes, engaging in 'leadership workouts' to hone their skills and nurture thriving corporate cultures. Dr. George, with her deep-rooted experience and innovative strategies, reveals the secrets to these practices and the profound impact they have on organizational success. Our conversation traverses the art of consistent leadership refinement, offering actionable insights for those looking to elevate their influence in the boardroom and beyond.
This episode is a crucible of wisdom for navigating the complex landscape of modern leadership. We dissect the undeniable link between an engaged leader and a vibrant organizational culture, illustrating how the most successful leaders don't just craft visions—they inspire ownership and action within their teams. Dr. George draws from her vast knowledge and her Leadership Passport initiatives, providing a compass for leaders to cultivate authenticity and accountability. And as we steer towards actionable change, learn to wield my Thrive Square elite program and the ACT framework, empowering you to turn leadership theory into everyday excellence. Join us, and harness the power to reshape your leadership destiny.
Visit Dr. George's website @ leadershippassport.com to connect and to purchase/download her books.
Thrive 2: Living and Leading a Win-Win-Win Organizational Culture
FREE E-Book: Six Leadership Hacks
You can also find Dr. George on LinkedIn.
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!
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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 and teamexcellence by discussing
relevant topics that impacttoday's organizations.
Welcome to the show.
Hey there, and welcome toConversations where today we
have Dr Janice George, who is aleadership and organizational
culture strategist, consultant,coach, author and speaker who
(00:23):
empowers leaders andorganizations to thrive through
strategic leadership in awin-win corporate culture.
Using her extensive productdevelopment leadership and
unique multi-disciplinaryexperience, dr George helps
executives overcome hidden gapsto elevate their leadership,
revive their culture and puttheir puzzle pieces together so
(00:45):
that everyone the organization,employees and customers can win.
She is the author of Thrive 2,living and Leading a Win-Win-Win
Organizational Culture ande-book Six Leadership Hacks.
Dr George has an extensivecareer in the corporate world,
serving global organizations ofvarious sizes, including Fortune
(01:07):
100, enterprises and Workingwith Senior Executives, the
C-suite Board Members andEntrepreneurs.
She has worked in variousindustries, including telecom,
cybersecurity, insurance, adultIT, education and non-profit.
Janice loves and lives by thisquote my mission in life is not
(01:31):
merely to survive, but to thrive, and to do so with some passion
, some compassion, some humorand some style.
For all you strengths andenthusiasts, dr George leads
with Relator, responsibilityActivator, strategic and
Achiever.
Welcome to the show my friendhow are you today.
(01:52):
Well, thank you, dr.
Speaker 2 (01:54):
Kelly, I am delighted to be here.
As you and I have discussedbefore, this is long overdue.
We've talked about it for wellover a year, so the day has
finally arrived.
So I'm delighted to be herewith you.
So thanks for the invitation.
Speaker 1 (02:10):
Absolutely.
I'm excited to have you be here.
We go back, we have had ajourney together, we've studied
together and just have beenamazing.
You were part of the ConfidentLeader Symposium last year and
that was on organizationalculture, so that was terrific to
(02:31):
have you there.
And I'm excited for today andto see where this conversation
goes, because I know that youhave a lot to offer and I'm
excited for the things thatyou're doing in your business.
Speaker 2 (02:43):
Well, thank you.
Thank you, Dr Kelly, and I'mjust thankful for you.
I'm thankful for not allowingour paths to cross, and one of
the things I think about when Ithink of you is how we were all
in the program together, workingreally hard and diligent and
(03:04):
getting the work done how we didit.
I have no idea why, by thegrace of God, but in the midst
of all of that and dealing withlife and work and everything
else, you saw fit to bring ustogether through Facebook
community, and that was justsuch a blessing and that's true
leadership.
That's a leadership at its best.
(03:25):
In the midst of everythingthat's going on in your life,
you still saw fit to bring ustogether and I cherish that.
I cherish those moments and I'mthankful that now what, five
years out, almost six years out,we're still interacting with
each other, and so I'm just verythankful that the friendship
continues.
Speaker 1 (03:45):
Well, thank you for saying that Community is so
important.
And I never realized, like whenI stepped into the doctorate
program and knew that our cohortwas going to be like this no
cohort cohort and I just feltthat I needed those
relationships around me.
So it was very easy for me justto start reaching out and say,
(04:07):
hey, let's start this Facebookpage.
And it was before Facebookpages were really taking off in
a lot of different areas.
So it has been a blessing andit has been a way for all of us
to stay connected.
So I love that.
Yeah, but today we're going totalk about a few things here.
And I know that you lovewatching the NBA, which is news
(04:28):
to me and I love hearing thatwhen I read that and that you
were glued to the TV for the USOpen and you really liken the
players performance to what theydo off the court and off season
, and when I read that I thoughtshe is so right.
(04:49):
She is so right becausetypically we're watching TV,
we're watching these peopleperform at peak performance, but
we just see them on the TV, sayon a Sunday if I'm watching
football, you know, in theirpeak performance, but never
really thinking about all thatgoes in it and you talk about
(05:10):
how we can have this leadershipdiligence.
So I would love to hear fromyou about what is leadership
diligence and why is itimportant.
Speaker 2 (05:21):
Well, thank you, yes, and as I was watching the US
Open, it just really piqued myinterest because I'm watching
them and obviously I'm wantingthem to win, but I'm not really
thinking about all of what theyhave done to get there right.
And it really hit me when thecommentator said that they have
(05:43):
to be hydrated.
Obviously, in the heat of thesummer They've got to be really
hydrated, but they have tomanage how and when they drink
the water, because they have tomake sure they get rest so they
can't keep getting up to go tothe bathroom.
And I'm like, wow, you know,and yes, I love the NBA and I
(06:04):
have a favorite player, stephCurry, whom he's probably a lot
of people's favorite player, buthis diligence and his workouts
are so excruciating, to thepoint that even when his
teammates or even competitorsbecause the competitors they're
(06:25):
also friends when they work outwith them, they're sometimes, I
mean, they're like sick.
I mean his workouts are likecrazy, right.
So I started thinking aboutthis.
And these people are makingmillions of dollars.
I think his estimated income islike 51 million for like one
year and I'm sure his net worthis significantly better than
(06:46):
that.
But just some idea, right?
And so what if leaders took onthat same leadership diligence,
that leadership discipline?
My leadership starts before Iwalk into the office or turn on
(07:06):
that Zoom call, right?
And so what are we doing tohave that leadership workout?
What are we doing on a regularbasis to develop that leadership
discipline?
And so leadership diligence,when we really think about it?
I mean, let's just kind ofbreak down the words, right.
So leadership, well, leadershipis not about title.
(07:27):
Leadership is a process ofinfluencing others to a common
mutual goal.
So, with, leadership is reallyall about influence and we are
influencing others.
I mean, you and I have beeninfluenced just by the clothes
we have on today, right?
So we are being influenced andwe are influencing others
(07:47):
through our character, the waywe act.
All of that we are influencingothers.
So leadership is aboutinfluence and influencing people
towards a common goal.
Okay, but then when we look atthe word diligence, it's hard
work, it's persevering.
Even as we talked early aboutour program, we persevered
through those.
For me it took five.
I think you went a little youtook you're a little less
(08:09):
because I took some breaks alongthe way, but anyway, we
persevered, we were persistentin getting it done a lot of hard
work and doing the difficultwork.
So these players, they're doingthings that we don't wanna do.
I mean partly wanna walk themthe street for some just a
little bit of exercise.
These folks, they're in the gymand they have coaches, they
(08:31):
have people around them that arehelping them along the way.
So, combining the two words,it's about leaders putting in
the hard work to be excellent inthe workplace to win those
championships, whether it bethose revenue targets or what
have you.
But it's not just what we dobut how we do it right.
(08:51):
So leadership diligence isreally putting in that hard work
and doing those difficultthings to make sure that the
organization and the employeessucceed.
Speaker 1 (09:03):
Of that and it reminds me of some leaders that
I've known and they say, well,when I leave work, I leave work
and I'm not a leader anymore.
It's like, well, if you have afamily, you're leading your
family, you're leading yourselffirst and foremost, as you're
talking about and really whatwe're doing.
(09:25):
So what might be some of thoseelements around leadership
diligence?
Speaker 2 (09:32):
Well, I think you hit the nail on the head with
leading ourselves, and I think,initially we've got to
prioritize taking care ofourselves, and then the other
part is the leadership journeyof having the character, the
competence and also focusing onthe culture and our leadership.
So, just taking a step back,taking care of ourselves,
(09:56):
there's that physical component,the intellectual component, the
emotional component, relationalcomponent and the spiritual
component.
So we've got to make sure allof those elements are aligned.
And one of the things for evenmyself, because everything I'm
saying to you I'm saying it tomyself, right, because I've got
to continue to be more diligentin all the things that I'm doing
(10:20):
.
So, even with this balance thatleaders need to have, I have
come up with the word for myselfthis year is balance, and I
don't know if you've heard ofthis book.
It's called the One Word.
I'm forgetting the author'sname at the moment, but the one
word, okay, the one word thatwill change your life, and it's
by John Gordon.
(10:41):
And so just choose a word forthe year.
Sometimes last year I think Ihad the word victory.
Another year I had the wordencourage.
This year I'm seeking balancebecause I like being productive.
I tell my mom.
I don't like her using the wordbusy.
I like being productive, butsometimes in my effort of being
(11:02):
productive I will let go of somesleep and rest that I need.
Or even if I'm taking time outto watch the NBA games or watch
the Warriors, like they willcome on tonight, I may feel
guilty because I'm watching thegame, but that's part of my rest
, you know, even though theystressed me out a little bit
(11:24):
because I'm wanting them to win.
But we've got to take time outto make sure we're getting the
proper sleep, that we have theproper diet, that we're spending
good time with friends andfamily, right.
And so there has to be thatbalance in our lives where we
are seeking to be our best,because if we're not our best as
(11:45):
a person, then we will not beour best as leaders.
When we walk into the office,right.
And then when we're in theoffice I mean not when we're in
the office, but just ourleadership in general.
It is a 24 seven responsibility.
You know we have to look at ourcharacter.
You know what are we doing tomake sure that we are
(12:08):
representing ourselves,representing our organizations
and, as fellow Christians,representing God, with our
character, with our competence,and we need leaders to have
great character and greatcompetence in order that they
can influence great cultures.
Yes, and we can break that downsome more, but I just want to,
(12:31):
you know, pause there for amoment.
But those are two key elements.
You know, our physical health,our overall total wellbeing, and
then our leadership, as wefocus on character, competence
and culture.
Speaker 1 (12:46):
Yeah, yeah.
And I've heard people say, well, I work hard and I play hard,
and it's like, well, do you resthard too?
Because that you know, if we'relooking at this even from a
Christian lens, you know Jesusdid that.
He rested, he took time awayfrom the crowd and he sat and
got quiet.
And that is so imperative forleaders.
(13:07):
I know firsthand that burnoutis real, that you cannot keep
going and going and going andgoing without some.
At some point you're going tocrash and that happens.
And then it takes all thatself-care that you need to do
and you need to allow yourselfto heal, to get back into the
game.
Speaker 2 (13:26):
but for sure, and you know, along those lines,
because I had to do someself-introspection, I want to
say in the last month, because,you know, as you know, I had a
health challenge five years agoand, thank God, you know, he got
me through that.
But it's still, you know, oneof those things that I have to
be mindful, you know, of myhealth and take care of myself.
(13:47):
You know, because it is asituation or a health challenge
that I live with and I'm blessed, I feel great, I'm doing well,
you know.
But I, when I look back, I saidto ask myself what has changed,
because I have gotten back inthe rat race in the sense of I
love what I do and If I didn'thave to sleep, I wouldn't sleep.
(14:14):
I mean, that's how much I lovewhen I do.
But rest is key and I'm thankfulthat I have that clock that
says you know what, janice, yougo in the bed because my eyes
will start to close and I'm notthinking clearly.
So it's like you know what.
You better take yourself tosleep, you know.
But seriously, I startedthinking about myself.
So I am resetting.
(14:36):
So, when I talk about thisyear's, about balance, I'm
having to reset to make surethat I take care of Janice,
because when I take care ofJanice, that helps me as a wife,
it helps me as a daughter, asibling, and it helps me in my
business, as I'm working withother people.
(14:56):
We have to take care ofourselves.
Speaker 1 (15:01):
Yeah, one of my words from last year, because I can
never land on just one word.
I'm just like that.
It's usually two, three wordsthat I have and that I post, and
last year one of my words wasself-care, and that carried back
into this year along with.
I decided to put two wordstogether for my second word,
which is really my first word,which is zestify.
(15:22):
So it's zest and amplify, sozestify.
Speaker 2 (15:25):
Oh, I love it.
Speaker 1 (15:26):
And self-care I'm gonna write that down.
Zestify, although that's right,zestify, but there have to be
You're zestifying that too,you're right, but there has to
be that self-care that Icontinue to reflect on and
implement and be intentional, orbe diligent, if you will, to
(15:47):
make sure that that's part of myeveryday.
Yeah, yeah.
So what are some of thedownsides of not having this?
And we've kind of talked aboutthis, about this leadership,
diligence and maybe some of thethings that a leader would
experience if they're notpracticing.
Speaker 2 (16:08):
Well, I mean, I think one you won't achieve your
goals, right, you will not befocused.
It's almost like anything goes.
Your employees, they'reimpacted, your organizations are
impacted, you're not performingat optimum level.
(16:29):
And along those lines, mostrecently, I've been reading an
article well, it's a largearticle from McKenzie, but there
was a part that I settled onwhere they said that only 25% of
leaders are engaged.
Only 25% of leaders are engaged.
(16:53):
Okay, so if they're not engaged, then they don't have the
vision, they're not inspiringtheir employees.
So I mean, so why should wethink employees are gonna be
engaged if the leaders are notengaged?
Right?
But what also got me was thatthey said that the leaders that
are engaged, or 20% of thoseleaders that are engaged, their
(17:16):
total care holder return was 2.8times higher than the average
leaders.
That ends up, I mean like, sayno more, right, say no more Like
let's get engaged, let's do theleadership diligence that's
(17:38):
gonna help us get there right,and so, yeah, so performance
will be kindred when leaders arenot engaged and when they are
not taking their leadershipdiligence to heart, putting in
the hard work, taking the timeto make sure that they're
(18:01):
turning their team into acommunity.
They're taking time to not onlydetermine a vision, but they're
communicating the vision.
They're taking time to developthe strategic plans.
But we know, as we learn, thatbeing strategic is 24 seven.
You know, you don't just writea plan, put it on the shelf,
(18:21):
check the box.
Yes, we did it.
You gotta continually bestrategic.
But the other part of it isyou've got to bring up everybody
in your organization to be partof the strategic planning
process.
You know that's part of thembeing engaged, and then they
will own the strategy with you.
They will then become engagedemployees because they can see
(18:47):
themselves in the vision, theycan see themselves in the
strategy because they've beenpart of it, you know.
So, yes, performance team.
So then obviously this alsoimpacts retention, right?
So if you wanna retain youremployees, then hey, being
engaged leaders so that you cando the.
Do so that your teams areengaged, and then you will
(19:09):
retain your employees and thenyou can save the cost of trying
to bring in new ones, right?
So it's just a snowball effectright, it is a snowball effect.
Speaker 1 (19:18):
Wow, yeah, and it seems that when I worked with
the C-suite teams, they thinkthat they're the only ones.
Yes, they have a lot of workand they have a lot of work to
do, but, as you're saying, topush it down and throughout is
(19:40):
really important.
It can't stop there.
It can't cultivate and brewthere.
It definitely needs strategy,does need to go down and
throughout the organization.
I don't think that that's evensomething that they think about.
Right, it's not where they live.
(20:03):
I think it's really important,especially what we've gone
through over the last few yearsand really communicating with
our people.
Now, how can we take all thosepractices that hopefully some of
the really good companies thatgot through the hard times that
our world had there?
How can we take those now intoour boardrooms, into our
(20:25):
C-suites and really talk aboutthat so we can be diligent with
our leadership and help ourpeople to be diligent?
Whether it's with that vision,whether it's with the work that
they're doing, it's just I don'tknow.
I itch my head sometimes.
It's like why aren't youconsidering the people who are
doing the work?
(20:45):
Our frontline people work hardFor the most part.
People need to make a paycheck,yes, but they want to walk into
work.
They want to get out of bed andwalk into work and have a great
day and feel like they are, inyour words, productive in what
they're doing.
Speaker 2 (21:03):
Right, people want to feel good about themselves and
the work that they do.
The work that they do, it's notjust doing something, it's
doing something that's going toachieve a goal, feeling good at
the end of that goal,celebrating the achievement of
that goal.
But yes, people want to feelgood about themselves and have
(21:26):
that satisfaction that they'vedone something that has value to
people in the company but alsoto their external customers.
It's very important.
I think with that, our focushas to change.
It's like.
I'm a product manager byprofession and I love product
(21:49):
management.
I love working with all thedifferent departments to get
everything out the door.
But being a great leader is notabout just getting the products
out the door, it's how we get itout the door right.
That's where culture comes in.
Leaders got to make sure thatthey are influencing the right
(22:11):
culture.
When people are not, I want tosay, representing the culture or
not living the culture, thenaccountability needs to come
with that, because all of thosethings impact how people enjoy
their work.
(22:31):
At the end of the day, leaderssuffer when they don't manage
culture.
Edgar Schein says that thenumber one priority is for
leaders to create and manageculture.
If you don't do that thenanything can happen.
Next thing you know it'smanaging you, right?
Speaker 1 (22:51):
It starts at the top.
Speaker 2 (22:53):
Yeah.
Speaker 1 (22:54):
Yeah, for sure.
Why don't you talk a little bitabout what you do in your
business and how you can comealongside these organizations
and leaders and help them withtheir organizational culture,
with their leadership diligence?
Thank you.
Speaker 2 (23:13):
Thank you for that question.
So at Leadership Passport wefocus on three elements Okay,
there's the character, there'sthe leadership competence and
then there's also the culture.
And so, with the character, youknow we're focusing on, you
know making sure that you knowthere's respect, there's trust,
(23:35):
you know there's the integrity,ethics, you know all of those
things that are that help formthe character of the company.
But the character of thecompany is a reflection of the
character of the leaders, okay,okay.
And then with the competencethat gets into, you know,
building the team so that it isa community.
(23:56):
You know, dealing with thevision and the strategy, as we
talked about, but also even ashow we look at empowerment,
right, a lot of times people say, or leaders will say, well, I
empower you to do XYZ, and it'salmost like they want you really
to be the magician.
Right, but as leaders, you alsohave to equip them with the
(24:20):
right tools, the right trainingin order that they can really be
empowered.
So, just looking at all ofthose elements, you know, from a
different angle and goingdeeper into thinking about am I
really empowering my team?
I use that word, but do Ireally empower my team?
Okay, and then when wecharacter and competence right,
(24:43):
you know the culture will follow.
So if there's anything wrongwith the culture, fix the
leaders, you'll fix the culture.
And holding that accountability.
You know being intentionalabout how you are influencing
the culture and sometimes youhave to do the hard thing and
(25:04):
that is even letting some ofyour top performers go.
I mean, that's hard to say,that's hard to do, but that's
impacting your organization innegative ways that you may not
even realize.
So that's the framework and theservices that I deliver.
(25:27):
You know includes the training.
So, as I mentioned in an earlierconversation with you that I
currently am doing a beta andit's called Drive Squared LEAP.
Leap stands for Leadership,Elevation and Alliance Program,
and the whole goal with that isto enable that leadership
(25:50):
diligence.
So it's not like you're goingto a conference for three or
four days, which all of that isstill necessary, but this is one
week for an hour and 15 minutes.
We want to call with about 12leaders and we are discussing
key leadership concepts.
It's curriculum, so there'sthere is some structure with it,
(26:11):
but that's what we're doing andso I'm beta testing that now.
It'll end in April and then myintent is that it'll launch in
November.
I'm also planning, by the endof the year, to have a digital
course that will also besomething that leaders can use
to promote their leadershipdiligence and also working with
(26:34):
organizations, and I'm not goingto be doing a program that I'm
beta testing right now.
It's a program that can also gointo organizations to help them
with their culture and withtheir leaders.
I mean also just writing, youknow.
So written a book, as youmentioned in the, in the bio,
and also an ebook, and I willprobably continue to write more
(26:56):
ebooks to include probably oneon leadership diligence, but,
yeah, and public speaking andconsulting, you know.
So we have this vision of whatthe right culture should be so
that everyone can thrive.
But then, what are those areaswhere an organization may need
to work on, whether it be likesuccession planning, you know,
(27:21):
the team building, the strategyall of those types of things can
be separate projects or onconsulting services that we can
offer our clients.
So, so, yeah, but I'm veryexcited about, you know,
leadership has for it.
I think, you know, at the endof the day, the overall goal is
(27:42):
to create and maintain astandard of leadership and
organizational culture,excellence, where everyone can
thrive but also people wouldrespect leaders that people
respect and want to emulate.
You know, if people want toemulate your leadership, that's
the best compliment they cangive you and that's what our
(28:03):
world needs right now.
We need strong, courageousleaders who are going to stand
for truth, they're going to dothe right thing, they're going
to operate with ethics andintegrity.
Speaker 1 (28:14):
We need that there.
Do need that more than ever.
Speaker 2 (28:18):
You know, one thing that came to mind.
You know, even as we talk aboutgoing to conferences, even the
things that I'm doing in my beta, people need to act on the
information.
People need to act on theinformation and I use it in a
cross-stich and I have that inmy book and I'm also using this
(28:40):
in my program act, assess,assess your leadership, see,
commit to change, whether it bea personal change or
organizational change, and thentransformation, transform your
thoughts.
Now that's the cross-stich.
But at the end of the day, weneed a mindset change to change
(29:04):
the behaviors in order that weget the desired outcomes.
We want to encourage leadersthat, even as we talk about
leadership diligence and gettingthe education, getting the
training, going to conferences,attending webinars, or at some
point they may decide to attendmy elite program, my Thrive
(29:27):
Square elite program, but doingthe work we have to get in the
gym.
When we go to the gym, if wejust look at the equipment or if
we're looking at a health videowith exercise, an exercise
video, and we just looking atthem, we're not doing any
(29:48):
exercises, building anything.
So we go to conferences.
That's like we're just sittingthere, we watching the exercise
video, we watching them talkabout leadership and all this,
but then we leave.
We felt good, we got motivated,but then we didn't do anything
about it.
There's no act.
Yes, there's no.
So we need to act.
(30:09):
We need to act on what we arelearning.
Otherwise it's just information.
It went, we read it, it went inour ear, in one ear, out the
other.
We didn't do anything with it.
And so what good is it?
We didn't spend the money.
Speaker 1 (30:23):
We spent the time we could have been sleeping.
Well, that's the differencebetween training and development
.
Yes, conferences and differentthings like that, they're
wonderful because you aregaining that information, as
long as you're not glazed overfrom the information that's
coming in.
But unless you take that, asyou're saying, and really put it
(30:44):
into action, that's where theleader development comes in.
It's understanding and takingthat knowledge but then
implementing it.
That's where leaders startmaking a difference for
themselves as a leader and fortheir people and organizations.
Speaker 2 (31:02):
Exactly, and I'm sure you can attest to this, being a
coach and all the things thatyou're doing at your
organization.
But sometimes leaders also needthat accountability.
You need that accountability todo the right things and do the
right things at the right time.
(31:23):
You need accountability.
We talk about respect and trustand it sounds like an easy
thing it really does but thensometimes you've got to dig deep
and you have to ask yourself amI respectful?
And as we talked about, it'snot a 24, I mean I'm sorry, it's
not just a nine to five, it's a24 seven responsibility.
(31:47):
We're leaders in how weinfluence.
I mean, even yesterday I wastalking to someone.
They couldn't help me, but thewhole time I'm on this call, I'm
reminding.
I mean I'm irritated.
Really, I'm really irritatedbecause they made a mistake and
they're telling me what I needto do to fix.
You know one thing that came tomind, you know, even as we talk
(32:11):
about, you know, going toconferences, even the things
that I'm doing in my beta peopleneed to act on the information
Right people need to act on theinformation and I use it in a
cross stick and I have that inmy book and I'm also using this
in my program act, assess, soassess your leadership, see,
(32:35):
commit to change, whether it bea personal change or
organizational change.
And then transformationtransform your thoughts right
Now.
That's the across stick.
But at the end of the day, weneed a mindset change to change
the behaviors in order that weget the desired outcomes.
(32:57):
And so we want to encourageleaders that, even as we talk
about leadership diligence andyou know, getting the education,
getting the training, going toconferences, attending webinars
or at some point they may decideto attend on my LEAP program,
my Thrive Square LEAP programbut doing the work, you know we
(33:21):
have to get in the gym.
You know when we go to the gym,if we just look at the
equipment or if we're looking ata video, a health video with
exercise, an exercise video.
You know, and we don't, do wejust looking at them.
You know we're not doing anyexercises, building anything
right.
So we go to conferences.
That's like you know.
(33:42):
We're just sitting there, wewatching the exercise video, we
watching them talk aboutleadership and all this, but
then we leave.
We felt good, we got motivated,but then we didn't do anything
about it.
There's no act.
And yes, there's no.
And so we need to act.
We need to act on what we arelearning, otherwise it's just
(34:03):
information.
It went, you know, we read it,it went in our ear in one ear,
out the other, you know wedidn't do anything with it.
And so what good is it?
You know we didn't spend themoney.
We spent the time.
Could have been sleeping.
Speaker 1 (34:17):
Well, that's the difference between training and
development.
Yes, conferences and differentthings like that, they're
wonderful because you aregaining that information, as
long as you're not, you know,glazed over from the information
that's coming in.
But unless you take that, asyou're saying, and really put it
into action, that's where theleader development comes in.
(34:37):
It's understanding and takingthat knowledge but then
implementing it.
That's where leaders startmaking a difference for
themselves as a leader and fortheir people and organizations.
Speaker 2 (34:51):
Exactly, and I'm sure you can attest to this.
You know being a coach and allthe things that you're doing at
your organization, but sometimesyou know leaders also need that
accountability.
Speaker 1 (35:07):
I would love to be able to point people to your
book and to your ebook.
So you've got your Thrive 2book.
Where can people find that?
Speaker 2 (35:16):
Well, they can find that on Amazon, but if they go
to leadershippassportcom therethey can, they'll see the ebook
so they can download that.
That's a free book, freeoffering the book Thrive, thrive
Square.
That's also on the yes andit'll have the link where they
(35:37):
can go to Amazon.
So, yes, and then there'scontact page where they can
contact me.
They can schedule a strategysession if they wish, or just
send a message and say that youdon't wanna talk.
Speaker 1 (35:50):
Awesome.
And are you on LinkedIn?
Can people find you there aswell?
Speaker 2 (35:55):
Yes, I am on LinkedIn .
That's Janice McLaughlin,George, and there's also a
leadership passport page onLinkedIn as well.
Excellent.
Speaker 1 (36:04):
Well, janice, it has been terrific to have you on
today.
I appreciate you and the workthat you're doing with leaders,
with organizations.
It is I mean, it's hard work,but we love it.
Right, it's work that, as yousaid, you wouldn't sleep.
You didn't have to, but we knowthat we need sleep and
self-care and balance.
(36:24):
Yes, indeed, that's right.
Well, thanks again, we'll makesure that we put all those
things in the show notes for ourpeople and, until next time,
keep doing great things.
We'll see you soon.
Speaker 2 (36:36):
Well, thank you so much for having me Take care now
.
Yeah, you too.
Speaker 1 (36:39):
Då bye.
Hi there, welcome to Conversations where we seek to
advance your leader and teamexcellence by discussing
relevant topics that impacttoday's organizations.
Welcome to the show.
Hey there, and welcome toConversations where today we
have Dr Janice George, who is aleadership and organizational
culture strategist, consultant,coach, author and speaker who
(00:23):
empowers leaders andorganizations to thrive through
strategic leadership in awin-win corporate culture.
Using her extensive productdevelopment leadership and
unique multi-disciplinaryexperience, dr George helps
executives overcome hidden gapsto elevate their leadership,
revive their culture and puttheir puzzle pieces together so
(00:45):
that everyone the organization,employees and customers can win.
She is the author of Thrive 2,living and Leading a Win-Win-Win
Organizational Culture ande-book Six Leadership Hacks.
Dr George has an extensivecareer in the corporate world,
serving global organizations ofvarious sizes, including Fortune
(01:07):
100, enterprises and Workingwith Senior Executives, the
C-suite Board Members andEntrepreneurs.
She has worked in variousindustries, including telecom,
cybersecurity, insurance, adultIT, education and non-profit.
Janice loves and lives by thisquote my mission in life is not
(01:31):
merely to survive, but to thrive, and to do so with some passion
, some compassion, some humorand some style.
For all you strengths andenthusiasts, dr George leads
with Relator, responsibilityActivator, strategic and
Achiever.
Welcome to the show my friendhow are you today.
(01:52):
Well, thank you, dr.
Speaker 2 (01:54):
Kelly, I am delighted to be here.
As you and I have discussedbefore, this is long overdue.
We've talked about it for wellover a year, so the day has
finally arrived.
So I'm delighted to be herewith you.
So thanks for the invitation.
Speaker 1 (02:10):
Absolutely.
I'm excited to have you be here.
We go back, we have had ajourney together, we've studied
together and just have beenamazing.
You were part of the ConfidentLeader Symposium last year and
that was on organizationalculture, so that was terrific to
(02:31):
have you there.
And I'm excited for today andto see where this conversation
goes, because I know that youhave a lot to offer and I'm
excited for the things thatyou're doing in your business.
Speaker 2 (02:43):
Well, thank you.
Thank you, Dr Kelly, and I'mjust thankful for you.
I'm thankful for not allowingour paths to cross, and one of
the things I think about when Ithink of you is how we were all
in the program together, workingreally hard and diligent and
(03:04):
getting the work done how we didit.
I have no idea why, by thegrace of God, but in the midst
of all of that and dealing withlife and work and everything
else, you saw fit to bring ustogether through Facebook
community, and that was justsuch a blessing and that's true
leadership.
That's a leadership at its best.
(03:25):
In the midst of everythingthat's going on in your life,
you still saw fit to bring ustogether and I cherish that.
I cherish those moments and I'mthankful that now what, five
years out, almost six years out,we're still interacting with
each other, and so I'm just verythankful that the friendship
continues.
Speaker 1 (03:45):
Well, thank you for saying that Community is so
important.
And I never realized, like whenI stepped into the doctorate
program and knew that our cohortwas going to be like this no
cohort cohort and I just feltthat I needed those
relationships around me.
So it was very easy for me justto start reaching out and say,
(04:07):
hey, let's start this Facebookpage.
And it was before Facebookpages were really taking off in
a lot of different areas.
So it has been a blessing andit has been a way for all of us
to stay connected.
So I love that.
Yeah, but today we're going totalk about a few things here.
And I know that you lovewatching the NBA, which is news
(04:28):
to me and I love hearing thatwhen I read that and that you
were glued to the TV for the USOpen and you really liken the
players performance to what theydo off the court and off season
, and when I read that I thoughtshe is so right.
(04:49):
She is so right becausetypically we're watching TV,
we're watching these peopleperform at peak performance, but
we just see them on the TV, sayon a Sunday if I'm watching
football, you know, in theirpeak performance, but never
really thinking about all thatgoes in it and you talk about
(05:10):
how we can have this leadershipdiligence.
So I would love to hear fromyou about what is leadership
diligence and why is itimportant.
Speaker 2 (05:21):
Well, thank you, yes, and as I was watching the US
Open, it just really piqued myinterest because I'm watching
them and obviously I'm wantingthem to win, but I'm not really
thinking about all of what theyhave done to get there right.
And it really hit me when thecommentator said that they have
(05:43):
to be hydrated.
Obviously, in the heat of thesummer They've got to be really
hydrated, but they have tomanage how and when they drink
the water, because they have tomake sure they get rest so they
can't keep getting up to go tothe bathroom.
And I'm like, wow, you know,and yes, I love the NBA and I
(06:04):
have a favorite player, stephCurry, whom he's probably a lot
of people's favorite player, buthis diligence and his workouts
are so excruciating, to thepoint that even when his
teammates or even competitorsbecause the competitors they're
(06:25):
also friends when they work outwith them, they're sometimes, I
mean, they're like sick.
I mean his workouts are likecrazy, right.
So I started thinking aboutthis.
And these people are makingmillions of dollars.
I think his estimated income islike 51 million for like one
year and I'm sure his net worthis significantly better than
(06:46):
that.
But just some idea, right?
And so what if leaders took onthat same leadership diligence,
that leadership discipline?
My leadership starts before Iwalk into the office or turn on
(07:06):
that Zoom call, right?
And so what are we doing tohave that leadership workout?
What are we doing on a regularbasis to develop that leadership
discipline?
And so leadership diligence,when we really think about it?
I mean, let's just kind ofbreak down the words, right.
So leadership, well, leadershipis not about title.
(07:27):
Leadership is a process ofinfluencing others to a common
mutual goal.
So, with, leadership is reallyall about influence and we are
influencing others.
I mean, you and I have beeninfluenced just by the clothes
we have on today, right?
So we are being influenced andwe are influencing others
(07:47):
through our character, the waywe act.
All of that we are influencingothers.
So leadership is aboutinfluence and influencing people
towards a common goal.
Okay, but then when we look atthe word diligence, it's hard
work, it's persevering.
Even as we talked early aboutour program, we persevered
through those.
For me it took five.
I think you went a little youtook you're a little less
(08:09):
because I took some breaks alongthe way, but anyway, we
persevered, we were persistentin getting it done a lot of hard
work and doing the difficultwork.
So these players, they're doingthings that we don't wanna do.
I mean partly wanna walk themthe street for some just a
little bit of exercise.
These folks, they're in the gymand they have coaches, they
(08:31):
have people around them that arehelping them along the way.
So, combining the two words,it's about leaders putting in
the hard work to be excellent inthe workplace to win those
championships, whether it bethose revenue targets or what
have you.
But it's not just what we dobut how we do it right.
(08:51):
So leadership diligence isreally putting in that hard work
and doing those difficultthings to make sure that the
organization and the employeessucceed.
Speaker 1 (09:03):
Of that and it reminds me of some leaders that
I've known and they say, well,when I leave work, I leave work
and I'm not a leader anymore.
It's like, well, if you have afamily, you're leading your
family, you're leading yourselffirst and foremost, as you're
talking about and really whatwe're doing.
(09:25):
So what might be some of thoseelements around leadership
diligence?
Speaker 2 (09:32):
Well, I think you hit the nail on the head with
leading ourselves, and I think,initially we've got to
prioritize taking care ofourselves, and then the other
part is the leadership journeyof having the character, the
competence and also focusing onthe culture and our leadership.
So, just taking a step back,taking care of ourselves,
(09:56):
there's that physical component,the intellectual component, the
emotional component, relationalcomponent and the spiritual
component.
So we've got to make sure allof those elements are aligned.
And one of the things for evenmyself, because everything I'm
saying to you I'm saying it tomyself, right, because I've got
to continue to be more diligentin all the things that I'm doing
(10:20):
.
So, even with this balance thatleaders need to have, I have
come up with the word for myselfthis year is balance, and I
don't know if you've heard ofthis book.
It's called the One Word.
I'm forgetting the author'sname at the moment, but the one
word, okay, the one word thatwill change your life, and it's
by John Gordon.
(10:41):
And so just choose a word forthe year.
Sometimes last year I think Ihad the word victory.
Another year I had the wordencourage.
This year I'm seeking balancebecause I like being productive.
I tell my mom.
I don't like her using the wordbusy.
I like being productive, butsometimes in my effort of being
(11:02):
productive I will let go of somesleep and rest that I need.
Or even if I'm taking time outto watch the NBA games or watch
the Warriors, like they willcome on tonight, I may feel
guilty because I'm watching thegame, but that's part of my rest
, you know, even though theystressed me out a little bit
(11:24):
because I'm wanting them to win.
But we've got to take time outto make sure we're getting the
proper sleep, that we have theproper diet, that we're spending
good time with friends andfamily, right.
And so there has to be thatbalance in our lives where we
are seeking to be our best,because if we're not our best as
(11:45):
a person, then we will not beour best as leaders.
When we walk into the office,right.
And then when we're in theoffice I mean not when we're in
the office, but just ourleadership in general.
It is a 24 seven responsibility.
You know we have to look at ourcharacter.
You know what are we doing tomake sure that we are
(12:08):
representing ourselves,representing our organizations
and, as fellow Christians,representing God, with our
character, with our competence,and we need leaders to have
great character and greatcompetence in order that they
can influence great cultures.
Yes, and we can break that downsome more, but I just want to,
(12:31):
you know, pause there for amoment.
But those are two key elements.
You know, our physical health,our overall total wellbeing, and
then our leadership, as wefocus on character, competence
and culture.
Speaker 1 (12:46):
Yeah, yeah.
And I've heard people say, well, I work hard and I play hard,
and it's like, well, do you resthard too?
Because that you know, if we'relooking at this even from a
Christian lens, you know Jesusdid that.
He rested, he took time awayfrom the crowd and he sat and
got quiet.
And that is so imperative forleaders.
(13:07):
I know firsthand that burnoutis real, that you cannot keep
going and going and going andgoing without some.
At some point you're going tocrash and that happens.
And then it takes all thatself-care that you need to do
and you need to allow yourselfto heal, to get back into the
game.
Speaker 2 (13:26):
but for sure, and you know, along those lines,
because I had to do someself-introspection, I want to
say in the last month, because,you know, as you know, I had a
health challenge five years agoand, thank God, you know, he got
me through that.
But it's still, you know, oneof those things that I have to
be mindful, you know, of myhealth and take care of myself.
(13:47):
You know, because it is asituation or a health challenge
that I live with and I'm blessed, I feel great, I'm doing well,
you know.
But I, when I look back, I saidto ask myself what has changed,
because I have gotten back inthe rat race in the sense of I
love what I do and If I didn'thave to sleep, I wouldn't sleep.
(14:14):
I mean, that's how much I lovewhen I do.
But rest is key and I'm thankfulthat I have that clock that
says you know what, janice, yougo in the bed because my eyes
will start to close and I'm notthinking clearly.
So it's like you know what.
You better take yourself tosleep, you know.
But seriously, I startedthinking about myself.
So I am resetting.
(14:36):
So, when I talk about thisyear's, about balance, I'm
having to reset to make surethat I take care of Janice,
because when I take care ofJanice, that helps me as a wife,
it helps me as a daughter, asibling, and it helps me in my
business, as I'm working withother people.
(14:56):
We have to take care ofourselves.
Speaker 1 (15:01):
Yeah, one of my words from last year, because I can
never land on just one word.
I'm just like that.
It's usually two, three wordsthat I have and that I post, and
last year one of my words wasself-care, and that carried back
into this year along with.
I decided to put two wordstogether for my second word,
which is really my first word,which is zestify.
(15:22):
So it's zest and amplify, sozestify.
Speaker 2 (15:25):
Oh, I love it.
Speaker 1 (15:26):
And self-care I'm gonna write that down.
Zestify, although that's right,zestify, but there have to be
You're zestifying that too,you're right, but there has to
be that self-care that Icontinue to reflect on and
implement and be intentional, orbe diligent, if you will, to
(15:47):
make sure that that's part of myeveryday.
Yeah, yeah.
So what are some of thedownsides of not having this?
And we've kind of talked aboutthis, about this leadership,
diligence and maybe some of thethings that a leader would
experience if they're notpracticing.
Speaker 2 (16:08):
Well, I mean, I think one you won't achieve your
goals, right, you will not befocused.
It's almost like anything goes.
Your employees, they'reimpacted, your organizations are
impacted, you're not performingat optimum level.
(16:29):
And along those lines, mostrecently, I've been reading an
article well, it's a largearticle from McKenzie, but there
was a part that I settled onwhere they said that only 25% of
leaders are engaged.
Only 25% of leaders are engaged.
(16:53):
Okay, so if they're not engaged, then they don't have the
vision, they're not inspiringtheir employees.
So I mean, so why should wethink employees are gonna be
engaged if the leaders are notengaged?
Right?
But what also got me was thatthey said that the leaders that
are engaged, or 20% of thoseleaders that are engaged, their
(17:16):
total care holder return was 2.8times higher than the average
leaders.
That ends up, I mean like, sayno more, right, say no more Like
let's get engaged, let's do theleadership diligence that's
(17:38):
gonna help us get there right,and so, yeah, so performance
will be kindred when leaders arenot engaged and when they are
not taking their leadershipdiligence to heart, putting in
the hard work, taking the timeto make sure that they're
(18:01):
turning their team into acommunity.
They're taking time to not onlydetermine a vision, but they're
communicating the vision.
They're taking time to developthe strategic plans.
But we know, as we learn, thatbeing strategic is 24 seven.
You know, you don't just writea plan, put it on the shelf,
(18:21):
check the box.
Yes, we did it.
You gotta continually bestrategic.
But the other part of it isyou've got to bring up everybody
in your organization to be partof the strategic planning
process.
You know that's part of thembeing engaged, and then they
will own the strategy with you.
They will then become engagedemployees because they can see
(18:47):
themselves in the vision, theycan see themselves in the
strategy because they've beenpart of it, you know.
So, yes, performance team.
So then obviously this alsoimpacts retention, right?
So if you wanna retain youremployees, then hey, being
engaged leaders so that you cando the.
Do so that your teams areengaged, and then you will
(19:09):
retain your employees and thenyou can save the cost of trying
to bring in new ones, right?
So it's just a snowball effectright, it is a snowball effect.
Speaker 1 (19:18):
Wow, yeah, and it seems that when I worked with
the C-suite teams, they thinkthat they're the only ones.
Yes, they have a lot of workand they have a lot of work to
do, but, as you're saying, topush it down and throughout is
(19:40):
really important.
It can't stop there.
It can't cultivate and brewthere.
It definitely needs strategy,does need to go down and
throughout the organization.
I don't think that that's evensomething that they think about.
Right, it's not where they live.
(20:03):
I think it's really important,especially what we've gone
through over the last few yearsand really communicating with
our people.
Now, how can we take all thosepractices that hopefully some of
the really good companies thatgot through the hard times that
our world had there?
How can we take those now intoour boardrooms, into our
(20:25):
C-suites and really talk aboutthat so we can be diligent with
our leadership and help ourpeople to be diligent?
Whether it's with that vision,whether it's with the work that
they're doing, it's just I don'tknow.
I itch my head sometimes.
It's like why aren't youconsidering the people who are
doing the work?
(20:45):
Our frontline people work hardFor the most part.
People need to make a paycheck,yes, but they want to walk into
work.
They want to get out of bed andwalk into work and have a great
day and feel like they are, inyour words, productive in what
they're doing.
Speaker 2 (21:03):
Right, people want to feel good about themselves and
the work that they do.
The work that they do, it's notjust doing something, it's
doing something that's going toachieve a goal, feeling good at
the end of that goal,celebrating the achievement of
that goal.
But yes, people want to feelgood about themselves and have
(21:26):
that satisfaction that they'vedone something that has value to
people in the company but alsoto their external customers.
It's very important.
I think with that, our focushas to change.
It's like.
I'm a product manager byprofession and I love product
(21:49):
management.
I love working with all thedifferent departments to get
everything out the door.
But being a great leader is notabout just getting the products
out the door, it's how we get itout the door right.
That's where culture comes in.
Leaders got to make sure thatthey are influencing the right
(22:11):
culture.
When people are not, I want tosay, representing the culture or
not living the culture, thenaccountability needs to come
with that, because all of thosethings impact how people enjoy
their work.
(22:31):
At the end of the day, leaderssuffer when they don't manage
culture.
Edgar Schein says that thenumber one priority is for
leaders to create and manageculture.
If you don't do that thenanything can happen.
Next thing you know it'smanaging you, right?
Speaker 1 (22:51):
It starts at the top.
Speaker 2 (22:53):
Yeah.
Speaker 1 (22:54):
Yeah, for sure.
Why don't you talk a little bitabout what you do in your
business and how you can comealongside these organizations
and leaders and help them withtheir organizational culture,
with their leadership diligence?
Thank you.
Speaker 2 (23:13):
Thank you for that question.
So at Leadership Passport wefocus on three elements Okay,
there's the character, there'sthe leadership competence and
then there's also the culture.
And so, with the character, youknow we're focusing on, you
know making sure that you knowthere's respect, there's trust,
(23:35):
you know there's the integrity,ethics, you know all of those
things that are that help formthe character of the company.
But the character of thecompany is a reflection of the
character of the leaders, okay,okay.
And then with the competencethat gets into, you know,
building the team so that it isa community.
(23:56):
You know, dealing with thevision and the strategy, as we
talked about, but also even ashow we look at empowerment,
right, a lot of times people say, or leaders will say, well, I
empower you to do XYZ, and it'salmost like they want you really
to be the magician.
Right, but as leaders, you alsohave to equip them with the
(24:20):
right tools, the right trainingin order that they can really be
empowered.
So, just looking at all ofthose elements, you know, from a
different angle and goingdeeper into thinking about am I
really empowering my team?
I use that word, but do Ireally empower my team?
Okay, and then when wecharacter and competence right,
(24:43):
you know the culture will follow.
So if there's anything wrongwith the culture, fix the
leaders, you'll fix the culture.
And holding that accountability.
You know being intentionalabout how you are influencing
the culture and sometimes youhave to do the hard thing and
(25:04):
that is even letting some ofyour top performers go.
I mean, that's hard to say,that's hard to do, but that's
impacting your organization innegative ways that you may not
even realize.
So that's the framework and theservices that I deliver.
(25:27):
You know includes the training.
So, as I mentioned in an earlierconversation with you that I
currently am doing a beta andit's called Drive Squared LEAP.
Leap stands for Leadership,Elevation and Alliance Program,
and the whole goal with that isto enable that leadership
(25:50):
diligence.
So it's not like you're goingto a conference for three or
four days, which all of that isstill necessary, but this is one
week for an hour and 15 minutes.
We want to call with about 12leaders and we are discussing
key leadership concepts.
It's curriculum, so there'sthere is some structure with it,
(26:11):
but that's what we're doing andso I'm beta testing that now.
It'll end in April and then myintent is that it'll launch in
November.
I'm also planning, by the endof the year, to have a digital
course that will also besomething that leaders can use
to promote their leadershipdiligence and also working with
(26:34):
organizations, and I'm not goingto be doing a program that I'm
beta testing right now.
It's a program that can also gointo organizations to help them
with their culture and withtheir leaders.
I mean also just writing, youknow.
So written a book, as youmentioned in the, in the bio,
and also an ebook, and I willprobably continue to write more
(26:56):
ebooks to include probably oneon leadership diligence, but,
yeah, and public speaking andconsulting, you know.
So we have this vision of whatthe right culture should be so
that everyone can thrive.
But then, what are those areaswhere an organization may need
to work on, whether it be likesuccession planning, you know,
(27:21):
the team building, the strategyall of those types of things can
be separate projects or onconsulting services that we can
offer our clients.
So, so, yeah, but I'm veryexcited about, you know,
leadership has for it.
I think, you know, at the endof the day, the overall goal is
(27:42):
to create and maintain astandard of leadership and
organizational culture,excellence, where everyone can
thrive but also people wouldrespect leaders that people
respect and want to emulate.
You know, if people want toemulate your leadership, that's
the best compliment they cangive you and that's what our
(28:03):
world needs right now.
We need strong, courageousleaders who are going to stand
for truth, they're going to dothe right thing, they're going
to operate with ethics andintegrity.
Speaker 1 (28:14):
We need that there.
Do need that more than ever.
Speaker 2 (28:18):
You know, one thing that came to mind.
You know, even as we talk aboutgoing to conferences, even the
things that I'm doing in my beta, people need to act on the
information.
People need to act on theinformation and I use it in a
cross-stich and I have that inmy book and I'm also using this
(28:40):
in my program act, assess,assess your leadership, see,
commit to change, whether it bea personal change or
organizational change, and thentransformation, transform your
thoughts.
Now that's the cross-stich.
But at the end of the day, weneed a mindset change to change
(29:04):
the behaviors in order that weget the desired outcomes.
We want to encourage leadersthat, even as we talk about
leadership diligence and gettingthe education, getting the
training, going to conferences,attending webinars, or at some
point they may decide to attendmy elite program, my Thrive
(29:27):
Square elite program, but doingthe work we have to get in the
gym.
When we go to the gym, if wejust look at the equipment or if
we're looking at a health videowith exercise, an exercise
video, and we just looking atthem, we're not doing any
(29:48):
exercises, building anything.
So we go to conferences.
That's like we're just sittingthere, we watching the exercise
video, we watching them talkabout leadership and all this,
but then we leave.
We felt good, we got motivated,but then we didn't do anything
about it.
There's no act.
Yes, there's no.
So we need to act.
(30:09):
We need to act on what we arelearning.
Otherwise it's just information.
It went, we read it, it went inour ear, in one ear, out the
other.
We didn't do anything with it.
And so what good is it?
We didn't spend the money.
Speaker 1 (30:23):
We spent the time we could have been sleeping.
Well, that's the differencebetween training and development
.
Yes, conferences and differentthings like that, they're
wonderful because you aregaining that information, as
long as you're not glazed overfrom the information that's
coming in.
But unless you take that, asyou're saying, and really put it
(30:44):
into action, that's where theleader development comes in.
It's understanding and takingthat knowledge but then
implementing it.
That's where leaders startmaking a difference for
themselves as a leader and fortheir people and organizations.
Speaker 2 (31:02):
Exactly, and I'm sure you can attest to this, being a
coach and all the things thatyou're doing at your
organization.
But sometimes leaders also needthat accountability.
You need that accountability todo the right things and do the
right things at the right time.
(31:23):
You need accountability.
We talk about respect and trustand it sounds like an easy
thing it really does but thensometimes you've got to dig deep
and you have to ask yourself amI respectful?
And as we talked about, it'snot a 24, I mean I'm sorry, it's
not just a nine to five, it's a24 seven responsibility.
(31:47):
We're leaders in how weinfluence.
I mean, even yesterday I wastalking to someone.
They couldn't help me, but thewhole time I'm on this call, I'm
reminding.
I mean I'm irritated.
Really, I'm really irritatedbecause they made a mistake and
they're telling me what I needto do to fix.
You know one thing that came tomind, you know, even as we talk
(32:11):
about, you know, going toconferences, even the things
that I'm doing in my beta peopleneed to act on the information
Right people need to act on theinformation and I use it in a
cross stick and I have that inmy book and I'm also using this
in my program act, assess, soassess your leadership, see,
(32:35):
commit to change, whether it bea personal change or
organizational change.
And then transformationtransform your thoughts right
Now.
That's the across stick.
But at the end of the day, weneed a mindset change to change
the behaviors in order that weget the desired outcomes.
(32:57):
And so we want to encourageleaders that, even as we talk
about leadership diligence andyou know, getting the education,
getting the training, going toconferences, attending webinars
or at some point they may decideto attend on my LEAP program,
my Thrive Square LEAP programbut doing the work, you know we
(33:21):
have to get in the gym.
You know when we go to the gym,if we just look at the
equipment or if we're looking ata video, a health video with
exercise, an exercise video.
You know, and we don't, do wejust looking at them.
You know we're not doing anyexercises, building anything
right.
So we go to conferences.
That's like you know.
(33:42):
We're just sitting there, wewatching the exercise video, we
watching them talk aboutleadership and all this, but
then we leave.
We felt good, we got motivated,but then we didn't do anything
about it.
There's no act.
And yes, there's no.
And so we need to act.
We need to act on what we arelearning, otherwise it's just
(34:03):
information.
It went, you know, we read it,it went in our ear in one ear,
out the other, you know wedidn't do anything with it.
And so what good is it?
You know we didn't spend themoney.
We spent the time.
Could have been sleeping.
Speaker 1 (34:17):
Well, that's the difference between training and
development.
Yes, conferences and differentthings like that, they're
wonderful because you aregaining that information, as
long as you're not, you know,glazed over from the information
that's coming in.
But unless you take that, asyou're saying, and really put it
into action, that's where theleader development comes in.
(34:37):
It's understanding and takingthat knowledge but then
implementing it.
That's where leaders startmaking a difference for
themselves as a leader and fortheir people and organizations.
Speaker 2 (34:51):
Exactly, and I'm sure you can attest to this.
You know being a coach and allthe things that you're doing at
your organization, but sometimesyou know leaders also need that
accountability.
Speaker 1 (35:07):
I would love to be able to point people to your
book and to your ebook.
So you've got your Thrive 2book.
Where can people find that?
Speaker 2 (35:16):
Well, they can find that on Amazon, but if they go
to leadershippassportcom therethey can, they'll see the ebook
so they can download that.
That's a free book, freeoffering the book Thrive, thrive
Square.
That's also on the yes andit'll have the link where they
(35:37):
can go to Amazon.
So, yes, and then there'scontact page where they can
contact me.
They can schedule a strategysession if they wish, or just
send a message and say that youdon't wanna talk.
Speaker 1 (35:50):
Awesome.
And are you on LinkedIn?
Can people find you there aswell?
Speaker 2 (35:55):
Yes, I am on LinkedIn .
That's Janice McLaughlin,George, and there's also a
leadership passport page onLinkedIn as well.
Excellent.
Speaker 1 (36:04):
Well, janice, it has been terrific to have you on
today.
I appreciate you and the workthat you're doing with leaders,
with organizations.
It is I mean, it's hard work,but we love it.
Right, it's work that, as yousaid, you wouldn't sleep.
You didn't have to, but we knowthat we need sleep and
self-care and balance.
(36:24):
Yes, indeed, that's right.
Well, thanks again, we'll makesure that we put all those
things in the show notes for ourpeople and, until next time,
keep doing great things.
We'll see you soon.
Speaker 2 (36:36):
Well, thank you so much for having me Take care now
.
Yeah, you too.
Speaker 1 (36:39):
Då bye.
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