August 14, 2025 • 20 mins
In this episode, we’re taking a closer look at how executive coaching helps leaders evolve so their teams can truly thrive.
And joining Matt is Donna Hall, SVP/General Manager at Robertson Lowstuter, whose piece in the 2025 Talent Magazine explores how executive coaching creates a ripple effect across teams and culture.
Whether you’re new to leadership or deep into your career, this conversation will help you rethink what great executive development looks like.
Donna shares such rich insights, like:
- How, if you want to be the best leader you can be, it takes the recognition that everyone has areas for growth
- Why the cornerstone of great leadership begins with authenticity
- And, finally, how Michael Jordan didn’t have a coach because he was weak. He had a coach because he was committed to staying at the top of his game
LINKS:
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Matt Sunshine (00:05):
Welcome to Improving Sales Performance, a
podcast highlighting tips andinsights aimed at helping sales
organizations realize, and maybeeven exceed, their goals.
Here we chat with thoughtleaders, experts and gurus who
have years of sales experiencefrom a wide range of industries.
I'm your host, matt Sunshine,ceo at the Center for Sales
Strategy, a sales performanceconsulting company.
(00:27):
In this episode, we're taking acloser look at how executive
coaching helps leaders evolve sotheir teams can truly thrive.
Joining me is Donna Hall,senior Vice President and
General Manager at RobertsonLowstutter, whose piece in the
(00:49):
2025 Talent Magazine exploreshow executive coaching creates a
ripple effect across teams andculture.
Whether you're new toleadership or deep into your
career, this conversation willhelp you rethink what great
executive development looks like.
Donna shares such rich insightslike how, if you want to be the
(01:10):
best leader you can be, ittakes the recognition that
everyone has area for growth,why the cornerstone of great
leadership begins withauthenticity.
And, finally, how MichaelJordan didn't have a coach
because he was weak.
He had a coach because he wascommitted to staying at the top
of his game.
(01:38):
All right, donna, let's justjump right into this, and I'm
dying to ask you this question.
So and here's the reason why Irecently saw an interview with
Walter Isaacson, who is thebiographer Steve Jobs, elon Musk
, einstein all of them Right,and somebody was.
He was speaking to a group ofpeople and someone stood up and
(02:00):
asked this question and theysaid of all the biographies that
you've done, is there areoccurring theme or is there
one characteristic or one traitthat comes through time and time
again with all these people?
And his answer was great.
I mean, he shared what hethought was the one theme which
(02:22):
I thought was interesting.
So now, when I was preparingfor this conversation, I thought
all right, so you've workedwith, you've worked very closely
with lots of leaders in lots ofdifferent industries through
executive coaching.
I'm wondering what are some ofthe patterns or behaviors that
you see in those who really seemto get the most out of it, who
(02:46):
really seem to grow the most?
Donna Hall (02:48):
Yeah, so I think there are a handful, but there's
a couple in particular that Ithink are critical.
From the very beginning, therehas to be a willingness to
embrace the coaching.
We find that a lot of peoplearen't, and so it has to begin
with that, the willingness toembrace not just the coaching
(03:11):
but to use it for growth.
And that requires the abilityand the hunger to hear honest
feedback and then not stop there.
You have to hear it and thenput it into actual practice If
you really want to be the bestleader that you can be.
It does take a recognition thatwe all have areas for growth
(03:34):
all of us and we have to investin what that means.
And so, matt, some of these arelike small tweaks, that one we
all need to make.
Others are large enough issues,large enough opportunities,
rather, that are truly impedingtheir success, which means
(03:55):
impeding the success of thebusiness.
Matt Sunshine (03:58):
Yeah, it's.
It's interesting to me whensomeone would be not open to
executive coaching, like theythink they know everything so
much, have it all put togetherthat they don't need.
Just baffles me All right.
But when it comes to executivecoaching, sometimes for some
(04:19):
people and maybe this is alittle bit of what we're talking
about right now Maybe it feelsa little mysterious or maybe it
feels like one of those thingsthat is a nice to have benefit.
How do you explain, how do youexplain its real world impact on
(04:39):
an individual or anorganization that maybe is
hesitant right now to dive in.
They're thinking about it, butthey're like I don't know.
What would you say?
Donna Hall (04:49):
Right.
So I think first there's got tobe a recognition that coaching
isn't about fixing brokenleaders.
There are a lot of people thatthink it's about that.
It's about what's broken andfixing it.
It really is about unlockingpotential that's there but
underutilized or even unseen.
(05:12):
I think there are a lot ofpeople who are a lot of senior
leaders, who are surrounded byby direct reports and others in
the organization who completelydefer to them or they're too
busy or afraid to challenge them.
So coaching actually gives youa very rare space that's
(05:33):
unbiased, it's objective, it'sdeeply focused and all
positioned towards growth.
So it can lead to a lot ofdifferent things, but I have
seen better decision-making,stronger team dynamics across
the board, clear, crystal clearstrategic thinking.
(05:54):
All of that and authenticleadership, by the way.
And we at RL, the company thatI work for, really believes that
the cornerstone of greatleadership is all based on
authenticity, and so we seepeople's authenticity grow for
organizations and not just thecoach.
That leads and translates tohigher engagement, better
(06:18):
retention of top talent,stronger leadership pipeline.
It isn't a soft benefit, it's astrategic tool and the ROI is
real.
It may not always come out injust numbers, but it comes out
in influence and clarity and theability to really lead through
complexity.
Matt Sunshine (06:39):
Yeah, the two things that you said, one being
that really resonated, and Ithink, and I think I think that
your response to that questionis something that will be maybe
the most replayed part of thispodcast.
I think people are going to goback and listen to that again
and again because I think yousummarized it so well, so
(06:59):
succinctly.
Two of the things that reallyjumped out at me was it helps
you to become a more, a better,more authentic leader and it
unlocks potential.
Right, and I think that's thepart.
I think.
I think there are a lot ofpeople that when they hear
coaching, they think well, thatmeans you think I'm doing it
(07:20):
wrong or bad or poorly, and andI think, if you flip it around
and go, I mean I don't know,michael Jordan had a coach.
He was pretty good.
No one thought he didn't do itwell.
I mean, he had a coach, allright.
So when someone goes throughcoaching, what are a few of the
(07:42):
small behavior shifts and youstarted to mention this before,
but what are some of those smallbehavior shifts you see that
tend to make the biggest impacton leadership?
Donna Hall (07:53):
style and they've been the doer, they've been the
worker and you get to whereyou're leading people, and then
more people at higher levels,and then more people at higher
levels, and then you're at thetop and you still may have a
(08:13):
hard time delegating eitherentirely or you pretend to
delegate where you give it andyou micromanage it to death.
So seeing a leader make thatshift with their direct reports
is a real win and that's tied tothe leader who they've gotten
(08:36):
there and maybe there's a littlebit of imposter syndrome and
they think they have to have allthe answers all the time,
answers all the time.
And seeing them go fromrealizing they don't and they
don't have to swoop in like thesuperhero and saves the day
Think Mighty Mouse you knowthey're in to save the day and
(08:57):
depending on their team insteadis fun to watch.
It's great growth.
Both of those things are tiedto trust Trust both in your team
and trust in yourself.
Matt Sunshine (09:10):
Yeah, that's excellent, I know personally.
I see leaders all the time, andI think the greatest leaders
are the ones, in my opinion, arethe ones that truly have
surrounded themselves by peoplethat can do each of their
individual jobs better than theleader could ever do it.
Donna Hall (09:32):
Yeah, yeah, for sure .
Matt Sunshine (09:34):
And that's the greatest feeling too.
Like I mean, that's what youwant.
If you think you can doeverything better than the
people that you're leading,that's right.
Your organization is gettingsmaller and smaller by the
second Absolutely All right.
So you, you, obviously,coaching happens for all sorts
(09:55):
of different people.
So how do you adjust yourcoaching style, your coaching
approach, for someone who is newto leadership versus a veteran,
someone who's been in the gamefor years?
Donna Hall (10:08):
Yeah, so I would draw a correlation that it is
very similar to the approachthat a leader, a supervisor, a
boss would change their approachinside their own business that
you don't lead them the same way, you don't coach them the same
(10:29):
way.
You really have to meet someonewhere they are and understand
how their tenure differences aresure impactful, but that's not
where the differences that youshould consider leave off.
You should also think aboutdifferences in talent,
differences in skill,differences in their personality
(10:51):
and how they best respond tofeedback.
If I, as a coach or as a leaderof people, have a cookie cutter
approach to leadership orexecutive coaching, you're doing
it wrong.
I mean just doing it wrong, andso I would say they're exactly
(11:12):
the same.
Matt Sunshine (11:14):
So this next question I want to I want to
come back to something that wewere talking about a moment ago.
You, you used unlock potential.
I really like that.
So, with that in mind, there isa perception among some people
that coaching is for thosepeople that are struggling, like
(11:38):
if you're struggling, we'regoing to get you a coach because
we don't want you to struggleanymore.
And I get that, I totally getthat.
But how do you flip thatnarrative and position coaching
as this unlocking potential or aperformance accelerator?
Donna Hall (11:56):
Yeah, you're stealing all the words that I
would use in talking to a coach,a coachee, talking to an HR
professional who's consideringcoaching for an employee, like
these are all of the words thatwe use.
Exactly what you said.
Look, sometimes we do coach andsometimes it's needed,
(12:18):
especially with blind spots inleaders, where some of their
behavior needs to be identifiedin a coaching scenario and help
them get past that.
So sometimes that happens, butif we think about it just as
fixing broken leaders and notabout unlocking that potential,
(12:40):
we're missing so manyopportunities.
As leaders and HR professionalsand CEOs, many people, many
people are just leaders, arejust surrounded by folks that
can't give them that kind offeedback, and so we have to
(13:03):
think about ways that they canget that feedback that they need
, that they require in order tobe a better leader.
Coaching isn't remedial.
That's the way I would say it.
It's developmental for sure.
It's not about fixing, it'sabout elevating.
(13:23):
I would just change those words.
You referenced Michael Jordan.
He had a coach.
He didn't have a coach becausehe was weak.
He was committed to staying atthe top of the game.
Who want to sharpen their edge,gain some clarity and lead more
(13:50):
intentionally and authentically.
Back to the authentic word.
If we flip their narrative, youuse the phrase performance
accelerator, absolutely, itbecomes a strategic tool for
already successful leaders whorealize there's more growth
potential.
I can go higher, I can gofaster, I can go stronger, I can
(14:10):
be better, which makes my teambetter, which makes my whole
organization better.
Matt Sunshine (14:20):
Okay.
So I know that people listeningto this or watching this,
whatever I know they have thison their mind, so I'm going to
throw it out there and I wantyour response.
The nowadays, almost everyoneuh, carries as a badge of honor
how busy they are, right?
(14:41):
You say to someone, hey, howyou doing?
And the first thing they do issay I'm busy.
It's like I didn't ask you ifyou were busy, I asked how you
were doing, right?
Everyone says they're busy.
So talk to the leaders outthere that are listening that
feel that already feel stretchedway too thin.
(15:02):
How do you recommend or how doyou advise them to make time for
coaching without it just beingthat one more thing that they
have to do or one more thing ontheir calendar?
How do you balance that?
Because I do think people havea lot going on.
Donna Hall (15:24):
Yeah, we've always had a lot going on.
Matt Sunshine (15:25):
Yeah, yeah, we've got a lot going on too.
Donna Hall (15:28):
That's very true, I think, an acknowledgement of
sometimes people are stretchedthin because they are and that
might be a real scenario thatthey're required to do more with
less.
Sometimes it can be thatthey're still doing all the
things that got them there andnot the things that will get
(15:49):
them to the next thing,recognizing that they're not the
doer of that thing anymore andthey need to leave it off and
delegate it to someone else,like we talked about earlier.
I would draw a comparison toyour physical health.
You go to the doctor regularly,I hope.
(16:10):
If you're not, please do, butyou do that.
To invest you can be.
You have to invest time andmoney in leadership growth and
(16:38):
you have to care about what kindof leader you are, how you show
up, what your impact is onother people in your
organization.
It's a foundational investmentinto your long-term health and
success.
It isn't just another meetingon your calendar, it isn't.
It also, matt, reflects whatyour real priorities are.
(16:59):
We do and spend time on thethings that we care about, and
that time really reflects yourpriorities and your values and
if you're not doing it is beingthe best leader you can be, that
important to you.
Matt Sunshine (17:17):
Yeah, I know someone who says I can tell your
priorities by looking at yourcalendar.
Donna Hall (17:23):
That's exactly right .
Matt Sunshine (17:25):
And I love that, right?
I love that Because if it'simportant to you, it's on your
calendar and if it's notimportant to you, well, you do
it.
Whenever you have time, maybe,but it's not important because I
don't.
All right, last question foryou.
I could ask you one millionquestions, so I'm going to, I'm
(17:46):
going to reserve the right toask you more questions later,
but I'll ask you one more forthis podcast today.
So what's one powerful questionyou like to ask leaders who
feel stuck or unsure aboutwhat's next in their growth?
How do you dig into that?
Donna Hall (18:05):
So I could give you 100 answers for that, but I
won't Having a hard time betweenchoosing two between two.
Okay, first is who is theloudest voice in your head right
now?
Is it helping you, is ithindering you?
(18:26):
Is it good devil or bad devil,right Angel or devil Helping you
or hindering you?
That would be my first, and thesecond would be if fear,
failure or judgment were notfactors, what would you change
or pursue right now?
Matt Sunshine (18:46):
Those are great, great, great, great questions.
I love them.
Thank you so much for sharing.
I'm sure people that arewatching or listening are.
If you're driving, don't writethem down right now, but if
you're not driving, you canwrite them down right now.
Donna, thank you so much forjoining the podcast today.
(19:08):
I really appreciate it.
This is incredibly valuableinformation, so thank you for
doing that.
Thank you for having me.
Absolutely.
I know people might want to getin contact with you.
I'll put your contactinformation in the show notes.
Best way to get ahold of Donnais probably to connect with her
on LinkedIn and we'll put thatlink in the in the show notes
and then direct message her.
I know she's responsive thatway and for all of you that
(19:31):
tuned in to this episode, thankyou so much for joining us.
We look forward to seeing youand coming to you on the next
episode of Improving SalesPerformance.
This has been Improving SalesPerformance.
Thanks for listening.
If you like what you heard,join us every week by clicking
(19:51):
the subscribe button For more onthe topics covered in the show.
Visit our website,thecenterforsalesstrategycom.
There you can find helpfulresources and content aimed at
improving your sales performance.
Welcome to Improving Sales Performance, a
podcast highlighting tips andinsights aimed at helping sales
organizations realize, and maybeeven exceed, their goals.
Here we chat with thoughtleaders, experts and gurus who
have years of sales experiencefrom a wide range of industries.
I'm your host, matt Sunshine,ceo at the Center for Sales
Strategy, a sales performanceconsulting company.
(00:27):
In this episode, we're taking acloser look at how executive
coaching helps leaders evolve sotheir teams can truly thrive.
Joining me is Donna Hall,senior Vice President and
General Manager at RobertsonLowstutter, whose piece in the
(00:49):
2025 Talent Magazine exploreshow executive coaching creates a
ripple effect across teams andculture.
Whether you're new toleadership or deep into your
career, this conversation willhelp you rethink what great
executive development looks like.
Donna shares such rich insightslike how, if you want to be the
(01:10):
best leader you can be, ittakes the recognition that
everyone has area for growth,why the cornerstone of great
leadership begins withauthenticity.
And, finally, how MichaelJordan didn't have a coach
because he was weak.
He had a coach because he wascommitted to staying at the top
of his game.
(01:38):
All right, donna, let's justjump right into this, and I'm
dying to ask you this question.
So and here's the reason why Irecently saw an interview with
Walter Isaacson, who is thebiographer Steve Jobs, elon Musk
, einstein all of them Right,and somebody was.
He was speaking to a group ofpeople and someone stood up and
(02:00):
asked this question and theysaid of all the biographies that
you've done, is there areoccurring theme or is there
one characteristic or one traitthat comes through time and time
again with all these people?
And his answer was great.
I mean, he shared what hethought was the one theme which
(02:22):
I thought was interesting.
So now, when I was preparingfor this conversation, I thought
all right, so you've workedwith, you've worked very closely
with lots of leaders in lots ofdifferent industries through
executive coaching.
I'm wondering what are some ofthe patterns or behaviors that
you see in those who really seemto get the most out of it, who
(02:46):
really seem to grow the most?
Donna Hall (02:48):
Yeah, so I think there are a handful, but there's
a couple in particular that Ithink are critical.
From the very beginning, therehas to be a willingness to
embrace the coaching.
We find that a lot of peoplearen't, and so it has to begin
with that, the willingness toembrace not just the coaching
(03:11):
but to use it for growth.
And that requires the abilityand the hunger to hear honest
feedback and then not stop there.
You have to hear it and thenput it into actual practice If
you really want to be the bestleader that you can be.
It does take a recognition thatwe all have areas for growth
(03:34):
all of us and we have to investin what that means.
And so, matt, some of these arelike small tweaks, that one we
all need to make.
Others are large enough issues,large enough opportunities,
rather, that are truly impedingtheir success, which means
(03:55):
impeding the success of thebusiness.
Matt Sunshine (03:58):
Yeah, it's.
It's interesting to me whensomeone would be not open to
executive coaching, like theythink they know everything so
much, have it all put togetherthat they don't need.
Just baffles me All right.
But when it comes to executivecoaching, sometimes for some
(04:19):
people and maybe this is alittle bit of what we're talking
about right now Maybe it feelsa little mysterious or maybe it
feels like one of those thingsthat is a nice to have benefit.
How do you explain, how do youexplain its real world impact on
(04:39):
an individual or anorganization that maybe is
hesitant right now to dive in.
They're thinking about it, butthey're like I don't know.
What would you say?
Donna Hall (04:49):
Right.
So I think first there's got tobe a recognition that coaching
isn't about fixing brokenleaders.
There are a lot of people thatthink it's about that.
It's about what's broken andfixing it.
It really is about unlockingpotential that's there but
underutilized or even unseen.
(05:12):
I think there are a lot ofpeople who are a lot of senior
leaders, who are surrounded byby direct reports and others in
the organization who completelydefer to them or they're too
busy or afraid to challenge them.
So coaching actually gives youa very rare space that's
(05:33):
unbiased, it's objective, it'sdeeply focused and all
positioned towards growth.
So it can lead to a lot ofdifferent things, but I have
seen better decision-making,stronger team dynamics across
the board, clear, crystal clearstrategic thinking.
(05:54):
All of that and authenticleadership, by the way.
And we at RL, the company thatI work for, really believes that
the cornerstone of greatleadership is all based on
authenticity, and so we seepeople's authenticity grow for
organizations and not just thecoach.
That leads and translates tohigher engagement, better
(06:18):
retention of top talent,stronger leadership pipeline.
It isn't a soft benefit, it's astrategic tool and the ROI is
real.
It may not always come out injust numbers, but it comes out
in influence and clarity and theability to really lead through
complexity.
Matt Sunshine (06:39):
Yeah, the two things that you said, one being
that really resonated, and Ithink, and I think I think that
your response to that questionis something that will be maybe
the most replayed part of thispodcast.
I think people are going to goback and listen to that again
and again because I think yousummarized it so well, so
(06:59):
succinctly.
Two of the things that reallyjumped out at me was it helps
you to become a more, a better,more authentic leader and it
unlocks potential.
Right, and I think that's thepart.
I think.
I think there are a lot ofpeople that when they hear
coaching, they think well, thatmeans you think I'm doing it
(07:20):
wrong or bad or poorly, and andI think, if you flip it around
and go, I mean I don't know,michael Jordan had a coach.
He was pretty good.
No one thought he didn't do itwell.
I mean, he had a coach, allright.
So when someone goes throughcoaching, what are a few of the
(07:42):
small behavior shifts and youstarted to mention this before,
but what are some of those smallbehavior shifts you see that
tend to make the biggest impacton leadership?
Donna Hall (07:53):
style and they've been the doer, they've been the
worker and you get to whereyou're leading people, and then
more people at higher levels,and then more people at higher
levels, and then you're at thetop and you still may have a
(08:13):
hard time delegating eitherentirely or you pretend to
delegate where you give it andyou micromanage it to death.
So seeing a leader make thatshift with their direct reports
is a real win and that's tied tothe leader who they've gotten
(08:36):
there and maybe there's a littlebit of imposter syndrome and
they think they have to have allthe answers all the time,
answers all the time.
And seeing them go fromrealizing they don't and they
don't have to swoop in like thesuperhero and saves the day
Think Mighty Mouse you knowthey're in to save the day and
(08:57):
depending on their team insteadis fun to watch.
It's great growth.
Both of those things are tiedto trust Trust both in your team
and trust in yourself.
Matt Sunshine (09:10):
Yeah, that's excellent, I know personally.
I see leaders all the time, andI think the greatest leaders
are the ones, in my opinion, arethe ones that truly have
surrounded themselves by peoplethat can do each of their
individual jobs better than theleader could ever do it.
Donna Hall (09:32):
Yeah, yeah, for sure .
Matt Sunshine (09:34):
And that's the greatest feeling too.
Like I mean, that's what youwant.
If you think you can doeverything better than the
people that you're leading,that's right.
Your organization is gettingsmaller and smaller by the
second Absolutely All right.
So you, you, obviously,coaching happens for all sorts
(09:55):
of different people.
So how do you adjust yourcoaching style, your coaching
approach, for someone who is newto leadership versus a veteran,
someone who's been in the gamefor years?
Donna Hall (10:08):
Yeah, so I would draw a correlation that it is
very similar to the approachthat a leader, a supervisor, a
boss would change their approachinside their own business that
you don't lead them the same way, you don't coach them the same
(10:29):
way.
You really have to meet someonewhere they are and understand
how their tenure differences aresure impactful, but that's not
where the differences that youshould consider leave off.
You should also think aboutdifferences in talent,
differences in skill,differences in their personality
(10:51):
and how they best respond tofeedback.
If I, as a coach or as a leaderof people, have a cookie cutter
approach to leadership orexecutive coaching, you're doing
it wrong.
I mean just doing it wrong, andso I would say they're exactly
(11:12):
the same.
Matt Sunshine (11:14):
So this next question I want to I want to
come back to something that wewere talking about a moment ago.
You, you used unlock potential.
I really like that.
So, with that in mind, there isa perception among some people
that coaching is for thosepeople that are struggling, like
(11:38):
if you're struggling, we'regoing to get you a coach because
we don't want you to struggleanymore.
And I get that, I totally getthat.
But how do you flip thatnarrative and position coaching
as this unlocking potential or aperformance accelerator?
Donna Hall (11:56):
Yeah, you're stealing all the words that I
would use in talking to a coach,a coachee, talking to an HR
professional who's consideringcoaching for an employee, like
these are all of the words thatwe use.
Exactly what you said.
Look, sometimes we do coach andsometimes it's needed,
(12:18):
especially with blind spots inleaders, where some of their
behavior needs to be identifiedin a coaching scenario and help
them get past that.
So sometimes that happens, butif we think about it just as
fixing broken leaders and notabout unlocking that potential,
(12:40):
we're missing so manyopportunities.
As leaders and HR professionalsand CEOs, many people, many
people are just leaders, arejust surrounded by folks that
can't give them that kind offeedback, and so we have to
(13:03):
think about ways that they canget that feedback that they need
, that they require in order tobe a better leader.
Coaching isn't remedial.
That's the way I would say it.
It's developmental for sure.
It's not about fixing, it'sabout elevating.
(13:23):
I would just change those words.
You referenced Michael Jordan.
He had a coach.
He didn't have a coach becausehe was weak.
He was committed to staying atthe top of the game.
Who want to sharpen their edge,gain some clarity and lead more
(13:50):
intentionally and authentically.
Back to the authentic word.
If we flip their narrative, youuse the phrase performance
accelerator, absolutely, itbecomes a strategic tool for
already successful leaders whorealize there's more growth
potential.
I can go higher, I can gofaster, I can go stronger, I can
(14:10):
be better, which makes my teambetter, which makes my whole
organization better.
Matt Sunshine (14:20):
Okay.
So I know that people listeningto this or watching this,
whatever I know they have thison their mind, so I'm going to
throw it out there and I wantyour response.
The nowadays, almost everyoneuh, carries as a badge of honor
how busy they are, right?
(14:41):
You say to someone, hey, howyou doing?
And the first thing they do issay I'm busy.
It's like I didn't ask you ifyou were busy, I asked how you
were doing, right?
Everyone says they're busy.
So talk to the leaders outthere that are listening that
feel that already feel stretchedway too thin.
(15:02):
How do you recommend or how doyou advise them to make time for
coaching without it just beingthat one more thing that they
have to do or one more thing ontheir calendar?
How do you balance that?
Because I do think people havea lot going on.
Donna Hall (15:24):
Yeah, we've always had a lot going on.
Matt Sunshine (15:25):
Yeah, yeah, we've got a lot going on too.
Donna Hall (15:28):
That's very true, I think, an acknowledgement of
sometimes people are stretchedthin because they are and that
might be a real scenario thatthey're required to do more with
less.
Sometimes it can be thatthey're still doing all the
things that got them there andnot the things that will get
(15:49):
them to the next thing,recognizing that they're not the
doer of that thing anymore andthey need to leave it off and
delegate it to someone else,like we talked about earlier.
I would draw a comparison toyour physical health.
You go to the doctor regularly,I hope.
(16:10):
If you're not, please do, butyou do that.
To invest you can be.
You have to invest time andmoney in leadership growth and
(16:38):
you have to care about what kindof leader you are, how you show
up, what your impact is onother people in your
organization.
It's a foundational investmentinto your long-term health and
success.
It isn't just another meetingon your calendar, it isn't.
It also, matt, reflects whatyour real priorities are.
(16:59):
We do and spend time on thethings that we care about, and
that time really reflects yourpriorities and your values and
if you're not doing it is beingthe best leader you can be, that
important to you.
Matt Sunshine (17:17):
Yeah, I know someone who says I can tell your
priorities by looking at yourcalendar.
Donna Hall (17:23):
That's exactly right .
Matt Sunshine (17:25):
And I love that, right?
I love that Because if it'simportant to you, it's on your
calendar and if it's notimportant to you, well, you do
it.
Whenever you have time, maybe,but it's not important because I
don't.
All right, last question foryou.
I could ask you one millionquestions, so I'm going to, I'm
(17:46):
going to reserve the right toask you more questions later,
but I'll ask you one more forthis podcast today.
So what's one powerful questionyou like to ask leaders who
feel stuck or unsure aboutwhat's next in their growth?
How do you dig into that?
Donna Hall (18:05):
So I could give you 100 answers for that, but I
won't Having a hard time betweenchoosing two between two.
Okay, first is who is theloudest voice in your head right
now?
Is it helping you, is ithindering you?
(18:26):
Is it good devil or bad devil,right Angel or devil Helping you
or hindering you?
That would be my first, and thesecond would be if fear,
failure or judgment were notfactors, what would you change
or pursue right now?
Matt Sunshine (18:46):
Those are great, great, great, great questions.
I love them.
Thank you so much for sharing.
I'm sure people that arewatching or listening are.
If you're driving, don't writethem down right now, but if
you're not driving, you canwrite them down right now.
Donna, thank you so much forjoining the podcast today.
(19:08):
I really appreciate it.
This is incredibly valuableinformation, so thank you for
doing that.
Thank you for having me.
Absolutely.
I know people might want to getin contact with you.
I'll put your contactinformation in the show notes.
Best way to get ahold of Donnais probably to connect with her
on LinkedIn and we'll put thatlink in the in the show notes
and then direct message her.
I know she's responsive thatway and for all of you that
(19:31):
tuned in to this episode, thankyou so much for joining us.
We look forward to seeing youand coming to you on the next
episode of Improving SalesPerformance.
This has been Improving SalesPerformance.
Thanks for listening.
If you like what you heard,join us every week by clicking
(19:51):
the subscribe button For more onthe topics covered in the show.
Visit our website,thecenterforsalesstrategycom.
There you can find helpfulresources and content aimed at
improving your sales performance.
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