January 8, 2025 • 37 mins
Ever wonder how leadership has evolved in Eastern Europe since the days of communism? Join us as we sit down with Elvis Filote, a market engagement lead at McDonald's and leader of LeaderImpact Global. Prepare to gain profound insights into the changing landscape of leadership in Romania, from the rigid, top-down structures of the past to a more modern approach that champions integrity and humility. Elvis offers a rare glimpse into the cultural expectations that shape leadership, particularly for women, and emphasizes the power of leveraging team talents over striving for personal perfection.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Lisa Peters (00:06):
Welcome to the Leader Impact Podcast.
We are a community of leaderswith a network in over 350
cities around the worlddedicated to optimizing our
personal, professional, andspiritual lives to have impact.
This show is where we have achance to listen and engage with
leaders who are living this out.
We love talking with leaders,so if you have any questions,
comments, or suggestions to makethe show even better, please
(00:26):
let us know.
The best way to stay connectedin Canada is through our
newsletter at leaderimpact.
ca or on social at Leader Impact.
If you're listening fromoutside of Canada, check out our
website at leaderimpact.
com.
I'm your host, Lisa Peters, andour guest today is Elvis Filote.
Elvis is a market engagementlead at McDonald's, engaging
(00:46):
with markets in Europe, MiddleEast, Africa, Asia, and North
America on data analytics andgovernance strategies.
He promotes and implementsglobal data best practices,
resources and tools.
Elvis is also a consultant,trainer and executive coach and
helps team leaders andexecutives explore motivating
solutions to accelerate theirperformance and achieve better
results.
(01:06):
He is dedicated to buildingcommunities of influential
leaders who serve as changeagents for positive impact and
mentors for emerging leaders.
He is also leading LeaderImpact Global, our strategy and
development team.
Welcome, Elvis.
Elvis Filote (01:22):
Thank you.
Thank you, Lisa, thank you forhaving me.
Lisa Peters (01:25):
Well, in case, I mean, our listeners don't know
this, but you are currently inBucharest, Romania.
We are on a bit of a timedifference, so I have sucked
back enough coffees to get megoing, because it is early here.
How do you it?
I mean, it's 7 am for me andI'm a 5 am club, but how do you?
Just my first question how doyou work across all the time
(01:48):
zones?
I'm reading this.
I'm like Europe, Middle East,Africa, Asia and North America,
so we're talking hours.
Do you work all the time?
Elvis Filote (01:56):
Well, I do work a lot of hours, that's for sure.
Hardest is probably connectingwith China, Japan, Australia,
because you know it's often ithas to be around 1.30 2 am my
time, but you know it's not thatoften, so not a huge problem,
(02:17):
I've gotten used to it and I tryto balance.
You know, whenever I havethings happening late in the
evening try to get a slowermorning and so on.
Lisa Peters (02:29):
Yeah, one of our LeaderI mpact books right now is
about boundaries and workinghours, so it's very, you know, I
can understand people who workglobally and who you know.
Yes, you have a meeting at 1.30, you'll take the next morning,
or you know?
Yeah, you have to make it workfor you.
So thanks for entertaining meon that question.
(02:49):
Um, I am excited to talk to you.
We you know, in regards toleadership in your country and
and dealing globally, becauseyou deal with so many more
people.
My world is, and many people'sworld is, our own country, our
own people right down the block,so I'm excited for you to share
a little bit more.
The first question we want totalk about is leadership style
(03:09):
and approach, and the questionis what makes a great leader in
your country and do you feelthis is unique to your country?
Elvis Filote (03:18):
Well, let me share a little bit of background
about my country and EasternEurope.
I think it applies to EasternEurope as well.
So, coming from communism,obviously leadership was very
top down and very hierarchical.
We've had our share ofdictators.
In Romania we have a not sopositive figure that has
(03:43):
influenced our culture and kindof our perception of leadership.
So I think right now, about 30,some years after our revolution,
people are looking for adifferent style of leadership,
so they appreciate somethingthat's different from what
(04:03):
communism kind of presented.
So I think some leadershiptraits that are very appreciated
are, first of all, a leader whomodels what he's expecting
others to do.
And you know, it's always greatto see a leader that is not
(04:24):
asking and has high standards,but when he models them, when he
embodies some of the values andit's something around integrity
, isn't it Whenever we'remodeling what we're expecting
others to do.
So that's one thing.
Probably another one would be aleader that's vulnerable, it's
(04:49):
modest.
I think there's a saying inRomania, you know, and kind of
teaching, we've grown with ityou got to be good at everything
, you got to do everything well,but that's often a recipe for
mediocrity.
But as I train leaders, as Icoach executive leaders, they
(05:12):
often say my mindset was alwaysI had to be the best at
everything, it does not mattersales, marketing.
I had to be the smartest personin the room.
It's not true.
We cannot be that, and I thinkleaders who a leader who knows
(05:34):
what he's good at, is very awareof his strengths and weaknesses
and focus on where hisstrengths are and surrounds
himself with the kind of peoplethat are smarter and better than
him and knows how to leveragethose skills, I think that's
going to be very important.
So those are two traits that Iwould say are very important in
(05:57):
our culture right now.
Yeah, we appreciate a leaderthat models and embodies the
values and is a person ofintegrity, and then a leader who
really knows his strengths,weaknesses and his success is
not his success is the successof the team.
(06:19):
That takes a little bit ofmodesty.
Lisa Peters (06:23):
Yeah, Would you say there's any difference between
men and women?
Because when you said aboutyou've got to be good at
everything, perfection is a.
You know, I think we deal withthat all the time.
I'm still dealing with that,thinking I need to be perfect,
and I don't know if it's anydifferent because you just said
about you know, for the last 30years, it's taken a long time
(06:46):
for women to step up to theplate.
Elvis Filote (06:48):
It's very true.
It's very true and I think it'strue in our culture.
Traditionally men had moreleadership positions and now, if
things are changing, we'reseeing more women take
leadership positions, which isgreat and encouraged.
it should be.
I think there is not an easytransition to kind of be in that
(07:16):
role and be successful in theirrole, and I think it's tougher,
it's more difficult for womenbecause they're also handling
other challenges and needs athome providing and taking care
of the kids, family Not that thehusband doesn't have any of
those responsibilities, but youunderstand what I'm saying.
(07:36):
So I think it's true for women.
It applies to everything.
I think, thankfully, we're in amuch better place than where we
used to be, culturallytransitioning from communism to
where we are right now.
And again, thankfully, we'reseeing a lot more women in
(07:57):
leadership positions, which isgreat.
Lisa Peters (07:59):
Yeah, and when you're dealing with many
countries, are you finding youknow you talk in your country
vulnerability, being modest,modeling a leader who model?
Well, we talked about modeling.
Are you seeing that across thecountries that you're dealing?
Elvis Filote (08:21):
Yeah, yeah, yeah, I mean clearly, culture
influences our view ofleadership and the way we lead,
definitely, and it's going to bedifferent depending on region,
on country.
Even in Europe it's different.
It's different in WesternEurope than it is in Eastern
(08:42):
Europe, and often it may bedifferent in neighboring
countries.
So I think understanding wherethe culture is and where they're
coming from, understanding alittle bit of the culture and
the history will help you a longway as a leader, because you
(09:08):
cannot bring your own view ofleadership or even standards and
expect that it's going to beembraced immediately.
It takes time and often it'sjust something that you got to
be sensitive with.
I wish there is a recipe or aneasy principle to apply, but
other than listening,understanding where people are
(09:28):
coming from, their view,perceptions, and even it can go
multiple ways where a womanmight come in in a leadership
position based on pastexperiences, trying to prove a
lot.
It might not be the case, or itmight be the case.
(09:49):
So understanding that reality,I think for a leader is very
important.
Lisa Peters (09:55):
Yeah, Thank you for answering that.
I wanted to ask you more aboutchallenges and strategies.
I can see my lips aren't movingyet this morning.
I'm clearly still waking up.
I'm not sure if you can talkabout unique challenges you face
as a leader in your own countryor culture and if you could
share an example of how youaddressed it.
Elvis Filote (10:19):
So one of them I already touched on is this
top-down type of leadership,hierarchical, and probably a
challenge that comes with thatis lack of leadership models.
I'll give you an example.
If I ask you, Lisa, what'ssomebody, a leader that you
(10:43):
admire, as I asked this, maybein Western countries, people
often tell me about theirparents, they tell me about a
teacher, they tell me aboutsomebody they know.
With obviously some exceptions,but often in our culture people
talk about a leader but notsomebody that they know.
(11:05):
It's somebody that they've readabout, they heard about, maybe
a movie character, but notnecessarily often people that
you've lived with.
Of course you have some peoplewhere they will see the leader I
(11:25):
admire the most, as my fatheror my mother, but often it's
somebody that they don't know.
So clearly that helps youunderstand there's a lack of
models, a leadership void thathas been created by the impact
of communism and the effects ofthat system.
(11:49):
So how I, or we, are trying toovercome some of that challenge
is expose Romanian leaders,emerging leaders and actual
leaders to good models ofleaders, good leadership.
So one thing that I've done wasyou know, bring people from US,
(12:13):
Canada, Europe, Western Europeand I'm not saying that you know
things are perfect in thesecountries but I think clearly
you can see more leadershipmodels, resources, principles
and proven success, tested toolsand resources.
So exposing Romanian leaders andEuropean leaders to good
(12:37):
leadership models throughbringing speakers.
Or even I've created amentoring program where we
basically paired leaders fromthe US with Romanian leaders and
it was a nine- month leadershipprogram and some of those those
(13:02):
relationships have turned intofriendships that have lasted for
years.
Some of these guys havebusiness relationships, they
work together.
So it's obviously not at a hugescale, but it's one way to sort
that problem.
I think another thing that'shappening in our country we're
(13:26):
learning a lot, we're reading alot.
There's a lot of appetite forleadership in Eastern Europe, so
people are really learning,going to conferences, to
seminars, trying to learn asmuch as possible how to become a
better leader and be moreeffective in how they're, they
lead their teams and theirbusinesses.
Lisa Peters (13:50):
No different I mean in Canada this the appetite for
learning the interestingcomment about the leadership and
that for us.
Well, I think it's natural tolook to our parents.
You know we want to model ourparents, but again, just that,
it's natural.
But you're saying it's theydon't.
(14:12):
They didn't look at that.
Elvis Filote (14:16):
Yeah, and it's not the idea of you know, I've had
amazing parents, but notnecessarily they didn't
necessarily model goodleadership principles because
they have not had models oftheir own.
I had to look outside.
(14:37):
Even, it's true for myself.
Most of my mentors across theyears so I'm talking 30 years
have been mentors from outsideRomania.
Lisa Peters (14:49):
Yeah, and do you see a shift?
You're saying this is 30 years.
Are you seeing a shift in those20-year-olds coming up, the new
leadership?
Elvis Filote (15:00):
I think so, I think so.
Obviously there is an openness.
Now there are new businessesemerging, there is a different
style because ultimately themarket will, force you to offer
some good leadership, otherwiseyou're out.
So I think democracy in a sensecomes with a pressure on good
(15:28):
leadership.
So I think we have seen and weare seeing good leadership
emerge in Romania.
Can't say there's an abundance,I wish, but it's coming.
I think with youngergenerations we're going to see
more and more and more.
Lisa Peters (15:45):
Good, all right.
Our next question talks alittle bit about cultural
sensitivity and globalleadership, and how do you
approach leading a team ororganization with members from
diverse cultural backgrounds.
Elvis Filote (16:01):
Good question.
I wish again somebody handed mea recipe, but people don't come
with instructions, you know,with how to work with.
There's no manual on how towork with people.
I think cultural diversity isvery significant.
(16:23):
I've had the opportunity towork in several multicultural
teams and contexts, both inbusiness but also in some
non-for-profit organizations, Iwould say again, looking at who
(16:45):
you have in the team and whattheir background.
There's some great resources.
There's several books that talkabout culture and culture
differences and understandinghow culture influences our
decision-making, how cultureinfluences our communication
(17:09):
style.
There's a book called and maybeyou will find this helpful the
listeners and viewers.
It's called Culture Map.
I forget the author, but he'stalking about how, you know,
it's going to be different howRomanians communicate and then
(17:31):
how people in the US and Canadacommunicate.
Usually, leadership is veryhierarchical in some cultures
and very relational in othercultures.
How we approach conflict isgoing to be very different.
So, I think, being aware andusing the research, the studies,
(17:55):
and of course, it's going to bedifferent with every person.
So again, there is the dangerof putting people into boxes
because you're from a certainculture.
You should have that profile.
I think you know we got to becareful at that too.
(18:20):
But something that's veryimportant for me is I try to
focus on what do we have incommon, more than where are we
different.
I think being aware ofdifferences is important, but
focusing on what is it that wehave in common.
Human nature is a huge commonground when it comes to
leadership.
(18:49):
So, creating that space wherepeople can really be honest and
you know, ultimately, yeah,you're coming with a certain
mindset into how you're going tocommunicate, but if, as a
leader, you're creating thatspace where people understand
where you're coming from, whatyour motivation is and that
you're for them, ultimately willget people to open up.
(19:11):
But you might have to workharder with some and less with
others.
The most important thing isunderstanding that the world
does not look like how you seeit.
The world is not how we see it.
The world might be verydifferent than how we see it
(19:32):
because we see it through ourown glasses of culture and
mindset and views, of cultureand mindset and views and
understanding that others arelooking at the same thing but
from completely differentperspective, wearing different
glasses.
I think that's very importantand in a sense that creates that
(19:56):
humbleness, that modesty ofsaying maybe the way I'm seeing
it is not definitely howeverybody else is seeing it.
So at least listen, understand,ask a question and see, and
really listen to see what you'rehearing from others, and that
might be very insightful.
Lisa Peters (20:17):
Yeah, the book you talked about.
I'm just going to repeat itCulture Map.
Elvis Filote (20:22):
Culture Map.
Lisa Peters (20:22):
Culture Map and we'll.
I'm sure if we Google that,we'll find that.
You know the Google.
When you talk aboutunderstanding and trust, I think
of the many countries you'reworking in and and your
involvement in LeaderI mpact.
I mean global strategies.
You are being translated inmany countries.
(20:43):
Have you ever been?
Has there ever been adisconnect, a misunderstanding
in a translation and causes aproblem?
Elvis Filote (20:52):
Oh, yes.
The whole idea is I think therewas a time when we led with
methods, with recipe.
Basically, I have a model.
Replicate this model and applyit everywhere else.
(21:13):
In a sense, McDonald's is achampion of that.
They have started a model, theypackaged it and they have
multiplied it across the world.
But it's interesting, whatthey're, what McDonald's is
doing, is there.
They always have this culturalsensitivity where every culture
(21:38):
can bring their own products.
Yes, you're going to have theBig Mac, you're going to have
the products that McDonald's haseverywhere, and they're going
to be consistent, but they alsohave.
You know, you go to Italy andyou're going to have your
espresso the way Italians haveit.
You can have.
You know, you go somewhere elseand have something else.
(21:59):
Even Romanians have theirfamous meat.
Those are some sausages thatRomanians are very proud of, and
from time to time, you're goingto find them in a McDonald's.
All of that to say, I think it'simportant that we replicate
some of the things that can bereplicated and multiply, but we
(22:21):
also need to lead withprinciples, and I think, the
more I apply that, that you knowwhat's the principle behind
what we're trying to do.
Principles are are go beyondculture and beyond time, and
(22:42):
learning how to bring theprinciple so that the local
leaders can understand it andcontextualize it is so important
.
And I think talk abouttranslation me being sensitive
to what the culture is, what'shappening in the culture and not
(23:05):
assuming.
For example, I was in Turkey ayear ago and I kept using this
word that made sense in myculture, in my context, but it
meant totally different to themand people were just frowning
and I could see there was tensein the room and people were
(23:28):
getting frustrated with me.
And when I stopped and say,okay, what's happening and
what's this about, and peopleexplained what the difference,
the cultural difference, was andwe had to define a different
term that applied and translated.
But I had to be sensitive andaware of you know, and obviously
(23:52):
I had to learn something that Ihad no idea about.
Lisa Peters (23:57):
Yeah, so were you in person in Turkey, or was it a
Zoom Okay?
Elvis Filote (24:02):
No, it was in person.
It was in person training.
Lisa Peters (24:05):
Good, all right.
Well, we're going to move on topersonal development and
learning.
I'm just wondering if you haveany advice you would give to
aspiring leaders, particularlythose from different cultural
backgrounds?
Elvis Filote (24:28):
So you know I will speak about some of the things
that I would say were key in mydevelopment and hopefully they
apply.
But I think having a mentor isso important.
Have somebody that is moreexperienced, even older.
I think it helps because theybring a different experience
(24:49):
from a later in life perspectivethat you cannot have as a young
leader.
You're not there, butanticipating seeing what's going
to happen.
I have a mentor right now fromthe US.
I meet with him every two weeks.
I leave so inspired after everyconversation.
(25:13):
He's at a different stage inlife and I'm able to anticipate,
in a sense, where I will be 10years from now because of
learning about where he is andwhat's going on in his life.
So have a mentor, read a lot,learn a lot.
Maybe reading is not your thing, but so many other options
(25:35):
podcasts clearly, Leader ImpactPodcast is a great source, but
learn from other leaders.
Learn from other leadershipexperiences.
Don't listen just to the peoplethat you like and are saying
the things that you agree with,but really dive in deep and this
(25:55):
is very profound.
I find it very hard to listento people that I don't agree
with, but it's so healthy,because it really helps us
understand why we believe whatwe believe and even kind of try
(26:17):
to put a little bit you know,not doubt it, but challenge our
beliefs.
I think that's importantbecause we often think we're
right and we might find out it'snot true and hopefully we're
learning in advance, not when ithurts, .
Lisa Peters (26:35):
I'm just going to jump in here when I think of
artificial intelligence and, andyou know, our phones are lit,
you know, and not that they'relistening to us, it's just
they're listening and they giveyou what you want.
So here you are, you have anideal, you're talking about it
and it just gives you more.
And you think I am right, andyou know you need to read things
(26:56):
you don't like, and so I thinkI need to start saying to my
phone the opposite of what I'msaying, so I can get some other,
because you get fed.
That's what wants to give youLisa of what you want.
Well, we need to challenge ourthinking.
.
Elvis Filote (27:06):
Exactly.
And one more thing, lisa, thatI think is very Impact, we that
cluelessness syndrome of leaders.
Basically, we're all cluelessabout something.
We all have weaknesses, and youknow how it is.
When you're driving a car,there is that dead angle where
(27:27):
you cannot see what you cannotsee.
Basically, it's the things inour life as a leader where we
don't know what we don't knowbut everybody else knows.
And the higher you are LeaderImpact, about the .
(29:23):
All going to hear it, becausepeople are afraid to tell you or
they're not afraid to tell youor they're not afraid, but maybe
you know it's uncomfortable, uh, it's, it's um, so being
intentional about hearing whatyou don't know and hearing
things about yourself that maybeyou don't like to hear, so
invite feedback.
Mentors can tell you, have inyou invite.
(29:50):
You to speak into your life,but also whenever somebody tells
you something, that will reallykind of make you jump and feel
like I don't like this.
I should defend, I shouldjustify, he's not right.
Ask at least one or twoquestions.
I'm curious.
What makes you say that Ishould defend, I should justify,
he's not right.
Ask at least one or twoquestions.
I'm curious.
What makes you say that?
Tell me more about that andthen you can justify it and you
can maybe defend it if you feellike you still need to, but
really listen well to findwhat's in your blind spot.
Lisa Peters (28:51):
Right.
So would you say?
I mean, I know that LeaderImpact.
We as leaders come together sowe have each other, we surround
ourselves with other leaders andwe can talk about these things.
Would you find that in Romania?
Are leaders doing that?
Are they surrounding themselves?
Because leadership is lonely.
You get to the top, you have noone to talk to, and you know.
(29:12):
So that's one of the greatthings with leader impact for me
is surrounding myself withother leaders and I can.
talk to someone.
Are you?
Is that prominent?
Elvis Filote (29:21):
Yeah, we're big in LeaderI mpact.
About that, all of our smallgroups are actually not about
the small group and not aboutthe book that we may or the
topic that we may be discussingor studying is basically create
that safe environment forleaders to learn from each other
, but also for leaders to seethose blind spots, to see and
(29:45):
learn from others.
You know, that's where you findmentors.
In a sense, you learn fromother people's mistakes without
doing the same mistakes and youcan anticipate what not to do,
but also you learn from bestpractices.
We're not going to be great ateverything.
We're going to be great at somethings and we have a chance and
(30:06):
opportunity to invest inleaders.
That will definitely put towork what you have to offer, but
also it will be a hugeopportunity for you to learn.
So that's the environment we'retrying to create in Leader
Impact, and not justprofessionally, but also
personally and spiritually,because those are important
(30:27):
areas in our lives and theyreally influence how we lead
ultimately and they influenceour business success.
Lisa Peters (30:42):
Some are not.
Where does Romania fit in that?
Are you dancing on the streetswith your faith, or are you very
private?
Or where?
Elvis Filote (30:50):
I would say culturally, Eastern Europeans,
Romanians are more private aboutfaith.
It's kind of awkward to talkabout faith.
You talk about faith with,maybe family and close friends
in a special context.
I think it shouldn't be thatway.
(31:12):
I think we should be more openabout having conversations
around faith, but it's where weare.
So it definitely takes a littlebit of warming up for a
Romanian to talk about faith andGod and stuff like that, but
it's important.
We definitely want to createthat type of environment and
(31:35):
LeaderI mpact.
Lisa Peters (31:36):
Good.
How do you, or how does yourcountry, measure the success of
a leader?
Elvis Filote (31:45):
I'm not sure if there is a, I'll share my
personal opinion.
Obviously, results are veryimportant.
A leader that can deliverresults is going to be an
appreciated leader.
But it's not just about results, it's about the environment
(32:06):
that you're creating as a leader.
So, I think a leader that isable to focus on the objective
and gets things done andachieves great results, but not
at the expense of people.
So creating an environmentwhere people love their job,
(32:28):
their role, they feel they'rebeing empowered.
I think, often I hear Romanianleaders, and not just Romanian,
but I think it's true across theworld.
You know, it's always resultsand people.
And results are ultimatelyachieved by people.
And being able to empower, tointernally motivate, and a
(32:56):
leader that knows how toincrease the engagement of his
team will lead to better results.
So success of leaders is peoplewho are able to do both.
Lisa Peters (33:12):
Sounds good to me.
Uh, what do you hope yourlegacy as a leader is when you
leave this world?
Elvis Filote (33:23):
I do hope that people will will say I'm a
better leader because I got towork with Elvis, I got to rub
shoulders with him.
I do hope that people will sayElvis has been a person who not
(33:43):
just talked the talk but walkedthe talk, that I modeled good
leadership.
I hope that I will be humbleenough to be, you know, to admit
(34:05):
when I made mistakes, andpeople will admire.
And I think I hope that peoplewill say, yeah, I know what
Elvis's weaknesses were, but hewas honest and also diligent.
He worked hard at overcomingsome of his shortcomings.
(34:28):
So I hope that's going to be mylegacy and I hope my kids will
say I will have been their bestfriends and my wife will say the
same thing.
I will have not sacrificed myfamily and friends for the sake
of work right yeah that's thekind of legacy I'm hoping, but
(34:51):
but a lot still that I need todo to be good at that.
Lisa Peters (34:59):
It's a work in progress.
Elvis Filote (35:00):
Yeah, every day yeah.
Lisa Peters (35:03):
I'd like to think that some days I'm really good
at it and some days I'm not so.
But you know, average out I'mgood.
Elvis Filote (35:10):
Yeah, it takes a lot of work and diligence.
It doesn't happen overnight,that's for sure.
Lisa Peters (35:16):
I think we need to just all remember to grant
ourselves some grace when we arenot you know, when something
happens, when we took two stepsback and you know it's okay, or
one step back, two forward, justgrant yourself some grace.
Elvis Filote (35:29):
I agree.
Lisa Peters (35:30):
Elvis, I want to thank you for just taking this
time.
We appreciate it as leadersaround the world.
I want to hear more about theleadership I just love because
we his LeaderI mpact is aroundthe world.
We're always zooming in onmeetings together and how lucky
we are to have this and to speak.
You know, here we are speakinglive, so I just want to thank
(35:53):
you Now.
If anyone wants to connect withyou, find out.
Oh, I love that book, CultureMap.
How can they engage with you?
How do they find you?
Elvis Filote (36:02):
First of all, Lisa , thank you for the invitation.
I really appreciate it.
Yeah, would love to connectover LinkedIn and yeah, I love
meeting leaders all over theglobe and Leader Impact is a
huge community and network ofleaders, so hopefully we get to
connect and share leadershiplife lessons.
Lisa Peters (36:25):
Right.
Awesome.
Thank you, Elvis.
It's been a great half hour.
Well, if you're part of LeaderImpact, you can always discuss
or share this podcast with yourgroup.
And if you're not yet part ofLeader Impact and would like to
find out more and grow yourleadership, find our podcast
page on our website atleaderimpact.
ca and check out our freeleadership assessment.
You will also find on ourwebpage chapter one of Braden
(36:47):
Douglas's book Becoming a Leaderof Impact.
You can also check out groupsavailable in Canada at
leaderimpact.
ca or, if you're listening fromanywhere else in the world,
check out leaderimpact.
com or get in touch with us byemail info@ leaderimpact.
ca and we will connect you.
And if you like this podcast,please leave us a comment, give
us a rating or review.
This will help other globalleaders find our podcast.
(37:10):
Thank you for engaging with usand remember impact starts with
you.
Welcome to the Leader Impact Podcast.
We are a community of leaderswith a network in over 350
cities around the worlddedicated to optimizing our
personal, professional, andspiritual lives to have impact.
This show is where we have achance to listen and engage with
leaders who are living this out.
We love talking with leaders,so if you have any questions,
comments, or suggestions to makethe show even better, please
(00:26):
let us know.
The best way to stay connectedin Canada is through our
newsletter at leaderimpact.
ca or on social at Leader Impact.
If you're listening fromoutside of Canada, check out our
website at leaderimpact.
com.
I'm your host, Lisa Peters, andour guest today is Elvis Filote.
Elvis is a market engagementlead at McDonald's, engaging
(00:46):
with markets in Europe, MiddleEast, Africa, Asia, and North
America on data analytics andgovernance strategies.
He promotes and implementsglobal data best practices,
resources and tools.
Elvis is also a consultant,trainer and executive coach and
helps team leaders andexecutives explore motivating
solutions to accelerate theirperformance and achieve better
results.
(01:06):
He is dedicated to buildingcommunities of influential
leaders who serve as changeagents for positive impact and
mentors for emerging leaders.
He is also leading LeaderImpact Global, our strategy and
development team.
Welcome, Elvis.
Elvis Filote (01:22):
Thank you.
Thank you, Lisa, thank you forhaving me.
Lisa Peters (01:25):
Well, in case, I mean, our listeners don't know
this, but you are currently inBucharest, Romania.
We are on a bit of a timedifference, so I have sucked
back enough coffees to get megoing, because it is early here.
How do you it?
I mean, it's 7 am for me andI'm a 5 am club, but how do you?
Just my first question how doyou work across all the time
(01:48):
zones?
I'm reading this.
I'm like Europe, Middle East,Africa, Asia and North America,
so we're talking hours.
Do you work all the time?
Elvis Filote (01:56):
Well, I do work a lot of hours, that's for sure.
Hardest is probably connectingwith China, Japan, Australia,
because you know it's often ithas to be around 1.30 2 am my
time, but you know it's not thatoften, so not a huge problem,
(02:17):
I've gotten used to it and I tryto balance.
You know, whenever I havethings happening late in the
evening try to get a slowermorning and so on.
Lisa Peters (02:29):
Yeah, one of our LeaderI mpact books right now is
about boundaries and workinghours, so it's very, you know, I
can understand people who workglobally and who you know.
Yes, you have a meeting at 1.30, you'll take the next morning,
or you know?
Yeah, you have to make it workfor you.
So thanks for entertaining meon that question.
(02:49):
Um, I am excited to talk to you.
We you know, in regards toleadership in your country and
and dealing globally, becauseyou deal with so many more
people.
My world is, and many people'sworld is, our own country, our
own people right down the block,so I'm excited for you to share
a little bit more.
The first question we want totalk about is leadership style
(03:09):
and approach, and the questionis what makes a great leader in
your country and do you feelthis is unique to your country?
Elvis Filote (03:18):
Well, let me share a little bit of background
about my country and EasternEurope.
I think it applies to EasternEurope as well.
So, coming from communism,obviously leadership was very
top down and very hierarchical.
We've had our share ofdictators.
In Romania we have a not sopositive figure that has
(03:43):
influenced our culture and kindof our perception of leadership.
So I think right now, about 30,some years after our revolution,
people are looking for adifferent style of leadership,
so they appreciate somethingthat's different from what
(04:03):
communism kind of presented.
So I think some leadershiptraits that are very appreciated
are, first of all, a leader whomodels what he's expecting
others to do.
And you know, it's always greatto see a leader that is not
(04:24):
asking and has high standards,but when he models them, when he
embodies some of the values andit's something around integrity
, isn't it Whenever we'remodeling what we're expecting
others to do.
So that's one thing.
Probably another one would be aleader that's vulnerable, it's
(04:49):
modest.
I think there's a saying inRomania, you know, and kind of
teaching, we've grown with ityou got to be good at everything
, you got to do everything well,but that's often a recipe for
mediocrity.
But as I train leaders, as Icoach executive leaders, they
(05:12):
often say my mindset was alwaysI had to be the best at
everything, it does not mattersales, marketing.
I had to be the smartest personin the room.
It's not true.
We cannot be that, and I thinkleaders who a leader who knows
(05:34):
what he's good at, is very awareof his strengths and weaknesses
and focus on where hisstrengths are and surrounds
himself with the kind of peoplethat are smarter and better than
him and knows how to leveragethose skills, I think that's
going to be very important.
So those are two traits that Iwould say are very important in
(05:57):
our culture right now.
Yeah, we appreciate a leaderthat models and embodies the
values and is a person ofintegrity, and then a leader who
really knows his strengths,weaknesses and his success is
not his success is the successof the team.
(06:19):
That takes a little bit ofmodesty.
Lisa Peters (06:23):
Yeah, Would you say there's any difference between
men and women?
Because when you said aboutyou've got to be good at
everything, perfection is a.
You know, I think we deal withthat all the time.
I'm still dealing with that,thinking I need to be perfect,
and I don't know if it's anydifferent because you just said
about you know, for the last 30years, it's taken a long time
(06:46):
for women to step up to theplate.
Elvis Filote (06:48):
It's very true.
It's very true and I think it'strue in our culture.
Traditionally men had moreleadership positions and now, if
things are changing, we'reseeing more women take
leadership positions, which isgreat and encouraged.
it should be.
I think there is not an easytransition to kind of be in that
(07:16):
role and be successful in theirrole, and I think it's tougher,
it's more difficult for womenbecause they're also handling
other challenges and needs athome providing and taking care
of the kids, family Not that thehusband doesn't have any of
those responsibilities, but youunderstand what I'm saying.
(07:36):
So I think it's true for women.
It applies to everything.
I think, thankfully, we're in amuch better place than where we
used to be, culturallytransitioning from communism to
where we are right now.
And again, thankfully, we'reseeing a lot more women in
(07:57):
leadership positions, which isgreat.
Lisa Peters (07:59):
Yeah, and when you're dealing with many
countries, are you finding youknow you talk in your country
vulnerability, being modest,modeling a leader who model?
Well, we talked about modeling.
Are you seeing that across thecountries that you're dealing?
Elvis Filote (08:21):
Yeah, yeah, yeah, I mean clearly, culture
influences our view ofleadership and the way we lead,
definitely, and it's going to bedifferent depending on region,
on country.
Even in Europe it's different.
It's different in WesternEurope than it is in Eastern
(08:42):
Europe, and often it may bedifferent in neighboring
countries.
So I think understanding wherethe culture is and where they're
coming from, understanding alittle bit of the culture and
the history will help you a longway as a leader, because you
(09:08):
cannot bring your own view ofleadership or even standards and
expect that it's going to beembraced immediately.
It takes time and often it'sjust something that you got to
be sensitive with.
I wish there is a recipe or aneasy principle to apply, but
other than listening,understanding where people are
(09:28):
coming from, their view,perceptions, and even it can go
multiple ways where a womanmight come in in a leadership
position based on pastexperiences, trying to prove a
lot.
It might not be the case, or itmight be the case.
(09:49):
So understanding that reality,I think for a leader is very
important.
Lisa Peters (09:55):
Yeah, Thank you for answering that.
I wanted to ask you more aboutchallenges and strategies.
I can see my lips aren't movingyet this morning.
I'm clearly still waking up.
I'm not sure if you can talkabout unique challenges you face
as a leader in your own countryor culture and if you could
share an example of how youaddressed it.
Elvis Filote (10:19):
So one of them I already touched on is this
top-down type of leadership,hierarchical, and probably a
challenge that comes with thatis lack of leadership models.
I'll give you an example.
If I ask you, Lisa, what'ssomebody, a leader that you
(10:43):
admire, as I asked this, maybein Western countries, people
often tell me about theirparents, they tell me about a
teacher, they tell me aboutsomebody they know.
With obviously some exceptions,but often in our culture people
talk about a leader but notsomebody that they know.
(11:05):
It's somebody that they've readabout, they heard about, maybe
a movie character, but notnecessarily often people that
you've lived with.
Of course you have some peoplewhere they will see the leader I
(11:25):
admire the most, as my fatheror my mother, but often it's
somebody that they don't know.
So clearly that helps youunderstand there's a lack of
models, a leadership void thathas been created by the impact
of communism and the effects ofthat system.
(11:49):
So how I, or we, are trying toovercome some of that challenge
is expose Romanian leaders,emerging leaders and actual
leaders to good models ofleaders, good leadership.
So one thing that I've done wasyou know, bring people from US,
(12:13):
Canada, Europe, Western Europeand I'm not saying that you know
things are perfect in thesecountries but I think clearly
you can see more leadershipmodels, resources, principles
and proven success, tested toolsand resources.
So exposing Romanian leaders andEuropean leaders to good
(12:37):
leadership models throughbringing speakers.
Or even I've created amentoring program where we
basically paired leaders fromthe US with Romanian leaders and
it was a nine- month leadershipprogram and some of those those
(13:02):
relationships have turned intofriendships that have lasted for
years.
Some of these guys havebusiness relationships, they
work together.
So it's obviously not at a hugescale, but it's one way to sort
that problem.
I think another thing that'shappening in our country we're
(13:26):
learning a lot, we're reading alot.
There's a lot of appetite forleadership in Eastern Europe, so
people are really learning,going to conferences, to
seminars, trying to learn asmuch as possible how to become a
better leader and be moreeffective in how they're, they
lead their teams and theirbusinesses.
Lisa Peters (13:50):
No different I mean in Canada this the appetite for
learning the interestingcomment about the leadership and
that for us.
Well, I think it's natural tolook to our parents.
You know we want to model ourparents, but again, just that,
it's natural.
But you're saying it's theydon't.
(14:12):
They didn't look at that.
Elvis Filote (14:16):
Yeah, and it's not the idea of you know, I've had
amazing parents, but notnecessarily they didn't
necessarily model goodleadership principles because
they have not had models oftheir own.
I had to look outside.
(14:37):
Even, it's true for myself.
Most of my mentors across theyears so I'm talking 30 years
have been mentors from outsideRomania.
Lisa Peters (14:49):
Yeah, and do you see a shift?
You're saying this is 30 years.
Are you seeing a shift in those20-year-olds coming up, the new
leadership?
Elvis Filote (15:00):
I think so, I think so.
Obviously there is an openness.
Now there are new businessesemerging, there is a different
style because ultimately themarket will, force you to offer
some good leadership, otherwiseyou're out.
So I think democracy in a sensecomes with a pressure on good
(15:28):
leadership.
So I think we have seen and weare seeing good leadership
emerge in Romania.
Can't say there's an abundance,I wish, but it's coming.
I think with youngergenerations we're going to see
more and more and more.
Lisa Peters (15:45):
Good, all right.
Our next question talks alittle bit about cultural
sensitivity and globalleadership, and how do you
approach leading a team ororganization with members from
diverse cultural backgrounds.
Elvis Filote (16:01):
Good question.
I wish again somebody handed mea recipe, but people don't come
with instructions, you know,with how to work with.
There's no manual on how towork with people.
I think cultural diversity isvery significant.
(16:23):
I've had the opportunity towork in several multicultural
teams and contexts, both inbusiness but also in some
non-for-profit organizations, Iwould say again, looking at who
(16:45):
you have in the team and whattheir background.
There's some great resources.
There's several books that talkabout culture and culture
differences and understandinghow culture influences our
decision-making, how cultureinfluences our communication
(17:09):
style.
There's a book called and maybeyou will find this helpful the
listeners and viewers.
It's called Culture Map.
I forget the author, but he'stalking about how, you know,
it's going to be different howRomanians communicate and then
(17:31):
how people in the US and Canadacommunicate.
Usually, leadership is veryhierarchical in some cultures
and very relational in othercultures.
How we approach conflict isgoing to be very different.
So, I think, being aware andusing the research, the studies,
(17:55):
and of course, it's going to bedifferent with every person.
So again, there is the dangerof putting people into boxes
because you're from a certainculture.
You should have that profile.
I think you know we got to becareful at that too.
(18:20):
But something that's veryimportant for me is I try to
focus on what do we have incommon, more than where are we
different.
I think being aware ofdifferences is important, but
focusing on what is it that wehave in common.
Human nature is a huge commonground when it comes to
leadership.
(18:49):
So, creating that space wherepeople can really be honest and
you know, ultimately, yeah,you're coming with a certain
mindset into how you're going tocommunicate, but if, as a
leader, you're creating thatspace where people understand
where you're coming from, whatyour motivation is and that
you're for them, ultimately willget people to open up.
(19:11):
But you might have to workharder with some and less with
others.
The most important thing isunderstanding that the world
does not look like how you seeit.
The world is not how we see it.
The world might be verydifferent than how we see it
(19:32):
because we see it through ourown glasses of culture and
mindset and views, of cultureand mindset and views and
understanding that others arelooking at the same thing but
from completely differentperspective, wearing different
glasses.
I think that's very importantand in a sense that creates that
(19:56):
humbleness, that modesty ofsaying maybe the way I'm seeing
it is not definitely howeverybody else is seeing it.
So at least listen, understand,ask a question and see, and
really listen to see what you'rehearing from others, and that
might be very insightful.
Lisa Peters (20:17):
Yeah, the book you talked about.
I'm just going to repeat itCulture Map.
Elvis Filote (20:22):
Culture Map.
Lisa Peters (20:22):
Culture Map and we'll.
I'm sure if we Google that,we'll find that.
You know the Google.
When you talk aboutunderstanding and trust, I think
of the many countries you'reworking in and and your
involvement in LeaderI mpact.
I mean global strategies.
You are being translated inmany countries.
(20:43):
Have you ever been?
Has there ever been adisconnect, a misunderstanding
in a translation and causes aproblem?
Elvis Filote (20:52):
Oh, yes.
The whole idea is I think therewas a time when we led with
methods, with recipe.
Basically, I have a model.
Replicate this model and applyit everywhere else.
(21:13):
In a sense, McDonald's is achampion of that.
They have started a model, theypackaged it and they have
multiplied it across the world.
But it's interesting, whatthey're, what McDonald's is
doing, is there.
They always have this culturalsensitivity where every culture
(21:38):
can bring their own products.
Yes, you're going to have theBig Mac, you're going to have
the products that McDonald's haseverywhere, and they're going
to be consistent, but they alsohave.
You know, you go to Italy andyou're going to have your
espresso the way Italians haveit.
You can have.
You know, you go somewhere elseand have something else.
(21:59):
Even Romanians have theirfamous meat.
Those are some sausages thatRomanians are very proud of, and
from time to time, you're goingto find them in a McDonald's.
All of that to say, I think it'simportant that we replicate
some of the things that can bereplicated and multiply, but we
(22:21):
also need to lead withprinciples, and I think, the
more I apply that, that you knowwhat's the principle behind
what we're trying to do.
Principles are are go beyondculture and beyond time, and
(22:42):
learning how to bring theprinciple so that the local
leaders can understand it andcontextualize it is so important
.
And I think talk abouttranslation me being sensitive
to what the culture is, what'shappening in the culture and not
(23:05):
assuming.
For example, I was in Turkey ayear ago and I kept using this
word that made sense in myculture, in my context, but it
meant totally different to themand people were just frowning
and I could see there was tensein the room and people were
(23:28):
getting frustrated with me.
And when I stopped and say,okay, what's happening and
what's this about, and peopleexplained what the difference,
the cultural difference, was andwe had to define a different
term that applied and translated.
But I had to be sensitive andaware of you know, and obviously
(23:52):
I had to learn something that Ihad no idea about.
Lisa Peters (23:57):
Yeah, so were you in person in Turkey, or was it a
Zoom Okay?
Elvis Filote (24:02):
No, it was in person.
It was in person training.
Lisa Peters (24:05):
Good, all right.
Well, we're going to move on topersonal development and
learning.
I'm just wondering if you haveany advice you would give to
aspiring leaders, particularlythose from different cultural
backgrounds?
Elvis Filote (24:28):
So you know I will speak about some of the things
that I would say were key in mydevelopment and hopefully they
apply.
But I think having a mentor isso important.
Have somebody that is moreexperienced, even older.
I think it helps because theybring a different experience
(24:49):
from a later in life perspectivethat you cannot have as a young
leader.
You're not there, butanticipating seeing what's going
to happen.
I have a mentor right now fromthe US.
I meet with him every two weeks.
I leave so inspired after everyconversation.
(25:13):
He's at a different stage inlife and I'm able to anticipate,
in a sense, where I will be 10years from now because of
learning about where he is andwhat's going on in his life.
So have a mentor, read a lot,learn a lot.
Maybe reading is not your thing, but so many other options
(25:35):
podcasts clearly, Leader ImpactPodcast is a great source, but
learn from other leaders.
Learn from other leadershipexperiences.
Don't listen just to the peoplethat you like and are saying
the things that you agree with,but really dive in deep and this
(25:55):
is very profound.
I find it very hard to listento people that I don't agree
with, but it's so healthy,because it really helps us
understand why we believe whatwe believe and even kind of try
(26:17):
to put a little bit you know,not doubt it, but challenge our
beliefs.
I think that's importantbecause we often think we're
right and we might find out it'snot true and hopefully we're
learning in advance, not when ithurts, .
Lisa Peters (26:35):
I'm just going to jump in here when I think of
artificial intelligence and, andyou know, our phones are lit,
you know, and not that they'relistening to us, it's just
they're listening and they giveyou what you want.
So here you are, you have anideal, you're talking about it
and it just gives you more.
And you think I am right, andyou know you need to read things
(26:56):
you don't like, and so I thinkI need to start saying to my
phone the opposite of what I'msaying, so I can get some other,
because you get fed.
That's what wants to give youLisa of what you want.
Well, we need to challenge ourthinking.
.
Elvis Filote (27:06):
Exactly.
And one more thing, lisa, thatI think is very Impact, we that
cluelessness syndrome of leaders.
Basically, we're all cluelessabout something.
We all have weaknesses, and youknow how it is.
When you're driving a car,there is that dead angle where
(27:27):
you cannot see what you cannotsee.
Basically, it's the things inour life as a leader where we
don't know what we don't knowbut everybody else knows.
And the higher you are LeaderImpact, about the .
(29:23):
All going to hear it, becausepeople are afraid to tell you or
they're not afraid to tell youor they're not afraid, but maybe
you know it's uncomfortable, uh, it's, it's um, so being
intentional about hearing whatyou don't know and hearing
things about yourself that maybeyou don't like to hear, so
invite feedback.
Mentors can tell you, have inyou invite.
(29:50):
You to speak into your life,but also whenever somebody tells
you something, that will reallykind of make you jump and feel
like I don't like this.
I should defend, I shouldjustify, he's not right.
Ask at least one or twoquestions.
I'm curious.
What makes you say that Ishould defend, I should justify,
he's not right.
Ask at least one or twoquestions.
I'm curious.
What makes you say that?
Tell me more about that andthen you can justify it and you
can maybe defend it if you feellike you still need to, but
really listen well to findwhat's in your blind spot.
Lisa Peters (28:51):
Right.
So would you say?
I mean, I know that LeaderImpact.
We as leaders come together sowe have each other, we surround
ourselves with other leaders andwe can talk about these things.
Would you find that in Romania?
Are leaders doing that?
Are they surrounding themselves?
Because leadership is lonely.
You get to the top, you have noone to talk to, and you know.
(29:12):
So that's one of the greatthings with leader impact for me
is surrounding myself withother leaders and I can.
talk to someone.
Are you?
Is that prominent?
Elvis Filote (29:21):
Yeah, we're big in LeaderI mpact.
About that, all of our smallgroups are actually not about
the small group and not aboutthe book that we may or the
topic that we may be discussingor studying is basically create
that safe environment forleaders to learn from each other
, but also for leaders to seethose blind spots, to see and
(29:45):
learn from others.
You know, that's where you findmentors.
In a sense, you learn fromother people's mistakes without
doing the same mistakes and youcan anticipate what not to do,
but also you learn from bestpractices.
We're not going to be great ateverything.
We're going to be great at somethings and we have a chance and
(30:06):
opportunity to invest inleaders.
That will definitely put towork what you have to offer, but
also it will be a hugeopportunity for you to learn.
So that's the environment we'retrying to create in Leader
Impact, and not justprofessionally, but also
personally and spiritually,because those are important
(30:27):
areas in our lives and theyreally influence how we lead
ultimately and they influenceour business success.
Lisa Peters (30:42):
Some are not.
Where does Romania fit in that?
Are you dancing on the streetswith your faith, or are you very
private?
Or where?
Elvis Filote (30:50):
I would say culturally, Eastern Europeans,
Romanians are more private aboutfaith.
It's kind of awkward to talkabout faith.
You talk about faith with,maybe family and close friends
in a special context.
I think it shouldn't be thatway.
(31:12):
I think we should be more openabout having conversations
around faith, but it's where weare.
So it definitely takes a littlebit of warming up for a
Romanian to talk about faith andGod and stuff like that, but
it's important.
We definitely want to createthat type of environment and
(31:35):
LeaderI mpact.
Lisa Peters (31:36):
Good.
How do you, or how does yourcountry, measure the success of
a leader?
Elvis Filote (31:45):
I'm not sure if there is a, I'll share my
personal opinion.
Obviously, results are veryimportant.
A leader that can deliverresults is going to be an
appreciated leader.
But it's not just about results, it's about the environment
(32:06):
that you're creating as a leader.
So, I think a leader that isable to focus on the objective
and gets things done andachieves great results, but not
at the expense of people.
So creating an environmentwhere people love their job,
(32:28):
their role, they feel they'rebeing empowered.
I think, often I hear Romanianleaders, and not just Romanian,
but I think it's true across theworld.
You know, it's always resultsand people.
And results are ultimatelyachieved by people.
And being able to empower, tointernally motivate, and a
(32:56):
leader that knows how toincrease the engagement of his
team will lead to better results.
So success of leaders is peoplewho are able to do both.
Lisa Peters (33:12):
Sounds good to me.
Uh, what do you hope yourlegacy as a leader is when you
leave this world?
Elvis Filote (33:23):
I do hope that people will will say I'm a
better leader because I got towork with Elvis, I got to rub
shoulders with him.
I do hope that people will sayElvis has been a person who not
(33:43):
just talked the talk but walkedthe talk, that I modeled good
leadership.
I hope that I will be humbleenough to be, you know, to admit
(34:05):
when I made mistakes, andpeople will admire.
And I think I hope that peoplewill say, yeah, I know what
Elvis's weaknesses were, but hewas honest and also diligent.
He worked hard at overcomingsome of his shortcomings.
(34:28):
So I hope that's going to be mylegacy and I hope my kids will
say I will have been their bestfriends and my wife will say the
same thing.
I will have not sacrificed myfamily and friends for the sake
of work right yeah that's thekind of legacy I'm hoping, but
(34:51):
but a lot still that I need todo to be good at that.
Lisa Peters (34:59):
It's a work in progress.
Elvis Filote (35:00):
Yeah, every day yeah.
Lisa Peters (35:03):
I'd like to think that some days I'm really good
at it and some days I'm not so.
But you know, average out I'mgood.
Elvis Filote (35:10):
Yeah, it takes a lot of work and diligence.
It doesn't happen overnight,that's for sure.
Lisa Peters (35:16):
I think we need to just all remember to grant
ourselves some grace when we arenot you know, when something
happens, when we took two stepsback and you know it's okay, or
one step back, two forward, justgrant yourself some grace.
Elvis Filote (35:29):
I agree.
Lisa Peters (35:30):
Elvis, I want to thank you for just taking this
time.
We appreciate it as leadersaround the world.
I want to hear more about theleadership I just love because
we his LeaderI mpact is aroundthe world.
We're always zooming in onmeetings together and how lucky
we are to have this and to speak.
You know, here we are speakinglive, so I just want to thank
(35:53):
you Now.
If anyone wants to connect withyou, find out.
Oh, I love that book, CultureMap.
How can they engage with you?
How do they find you?
Elvis Filote (36:02):
First of all, Lisa , thank you for the invitation.
I really appreciate it.
Yeah, would love to connectover LinkedIn and yeah, I love
meeting leaders all over theglobe and Leader Impact is a
huge community and network ofleaders, so hopefully we get to
connect and share leadershiplife lessons.
Lisa Peters (36:25):
Right.
Awesome.
Thank you, Elvis.
It's been a great half hour.
Well, if you're part of LeaderImpact, you can always discuss
or share this podcast with yourgroup.
And if you're not yet part ofLeader Impact and would like to
find out more and grow yourleadership, find our podcast
page on our website atleaderimpact.
ca and check out our freeleadership assessment.
You will also find on ourwebpage chapter one of Braden
(36:47):
Douglas's book Becoming a Leaderof Impact.
You can also check out groupsavailable in Canada at
leaderimpact.
ca or, if you're listening fromanywhere else in the world,
check out leaderimpact.
com or get in touch with us byemail info@ leaderimpact.
ca and we will connect you.
And if you like this podcast,please leave us a comment, give
us a rating or review.
This will help other globalleaders find our podcast.
(37:10):
Thank you for engaging with usand remember impact starts with
you.
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