Want to strengthen workplace culture and organizational performance by developing active listening skills, building shared intelligence, and improving intentional communication?
In this episode of the Leadership Levers, we are joined by Brant Lingle, Process and Strategic Consultant at Scott Hackman Ventures, to explore the intersection of leadership, culture, and performance.
Brant shares his passion for simplifying leaders’ lives by focusing on people-centric strategies, leadership development, and fostering emotional intelligence within organizations.
Brant emphasizes the critical role of a healthy workplace culture in retaining top talent, enhancing productivity, and driving profitability. Drawing from his experiences as a consultant and leader, he highlights how addressing process and communication gaps can significantly improve organizational outcomes.
By practicing what they preach, his team uses tools and assessments to identify and address internal gaps, showcasing how thoughtful strategies can transform workplace dynamics.
A key takeaway from Brant’s interview is the power of active listening as a leadership skill. He illustrates how active listening fosters trust, collaboration, and engagement within teams - turning toxic environments into productive and supportive spaces.
By valuing shared intelligence and creating a culture of inclusivity, leaders can build environments where employees thrive and contribute meaningfully to organizational goals.
Brant concludes with a powerful reminder that leaders’ words and actions shape culture. He urges leaders to be mindful of the messages they convey through their communication and behaviors, reinforcing the importance of intentionality in cultivating a thriving workplace.
This episode offers actionable insights for leaders seeking to strengthen culture, improve performance, and drive sustainable growth.
Connect with Brant on LI
We'd love your feedback on how we can improve - send us a Text!!
Seeking to align your culture, boost performance & impact your bottom line? Let’s chat—no sales, just real talk about your challenges. Not ready? Join our PL3 Community for free insights & connections.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
WIlliam Gladhart (00:00):
Welcome to the Leadership L Podcast.
I'm your host, will Gladheart,cmo at the Culture Think Tank.
At the Culture Think Tank, weempower leaders with metrics
that strengthen culture, driveperformance and return.
We're here today to learn aboutthe actions leaders have taken
to address organizational change.
(00:21):
Today, our guest is BrantLingle, process and Strategic
Consultant at Scott HackmanVentures.
Thanks so much for taking thetime to join us.
You're welcome, will, glad to behere.
Excellent.
Well, let's start today byhaving you share with us and our
audience a bit about yourself,your background and your
(00:42):
organization.
Brant Lingle (00:43):
Absolutely.
Yeah, again, Brant Lingle, Ilove making leaders' lives a
little easier.
That's kind of what reallymotivates me.
Then most of my workdaycollaborating with executives,
c-suite folk, business owners,senior managers, and really kind
of focusing in on the peopleside of business so my
(01:03):
background has been an executiveleader myself - so my
background has been an executiveleader myself.
A lot of my work has been innonprofit and organizational
leadership been served on boards, helped build boards, and
really I kind of was thinkingabout the other day in terms of
management, like since day one Ihad people reporting to me and
so just to learn a lot throughthose experiences plenty of
(01:24):
bumps in the road, mistakes I'vemade, that I've learned from
and I like to just offer topeople that I work with, whether
it's consulting, coaching,advising or on strategy or on
process.
Again, most of that has to dowith people, leadership
development, and that's reallywhat our company, skyhack
Adventures, is all about.
We train, we coach, we consult,all on business strategy, the
(01:45):
people side, a lot of emotionalintelligence, kind of language
and culture, things that we talkabout.
Yeah, so that's a little bitabout me and what I do day to
day and what I love about it.
WIlliam Gladhart (01:56):
Perfect.
Well, we'll be discussing threequestions today as a warm up to
our conversation.
Would you share why you believea healthy culture is critical?
Brant Lingle (02:07):
Yeah, what, as I mentioned earlier like one of my
driving passions or my why isto make leaders' lives a little
easier, and the reason isbecause, if you look, if their
lives are a little easier,they'll do their job of the
leader a little bit better.
The organization will just kindof function and work a little
bit better.
I really feel like workplacesshouldn't be terrible.
I think they should be a placewhere people feel they can
(02:29):
thrive, they're energized, theyenjoy what they do.
It doesn't mean there's notchallenges or headaches or
frustration, but it's just likeit shouldn't be a place that
makes people like, oh, I hate myjob, I hate where I work, I
hate the people I work with,that kind of thing.
Because I just feel like we'reat a point now where
organizations can really beexceptional and really invest
(02:50):
into people to grow and almostdevelop, even as humans as well.
So I think a lot of that has todo with culture.
I think it's a pretty knownstatistic that most people quit
their manager or boss and quitbecause the culture of the
workplace is horrible.
Those are some of the primaryreasons, and so I just really
(03:12):
feel like having a healthyculture keeps you in business,
keeps top talent part of yourteam, helps you to grow.
There's obviously aprofitability aspect that comes
with healthy culture and at theend of the day, you're helping
humans in your organizationbecome even better humans when
there's good culture.
So to me it's essential.
WIlliam Gladhart (03:33):
Yeah, no, I love that you touch on kind of
that whole human approach butalso the value of guiding and
developing your human capitalassets in the organization.
And I think we've all probablyhad that one instance or job
where we had to stand outsidefor 90 seconds and convince
ourselves to walk in theorganization.
And I think we've all probablyhad that one instance or job
where we had to stand outsidefor 90 seconds and convince
ourselves to walk in the door,so which is terrible, but also I
think, a lot of leaders or evenC-suite individuals can relate
(03:56):
to that.
So we'll begin with question one.
It's the kind of experiencethat leaders tend to struggle in
three key areas people, processor profits, or sometimes
interchangeably.
In your role as a consultant,but also as a leader, could you
identify one of these areas thatpresented a challenge within
your organization or how youwent about solving that?
Brant Lingle (04:16):
Yeah, I'll kind of maybe mention kind of two
aspects.
One in the organization.
So I'm part of a consultingfirm, Scott Hackman Ventures,
and we have had processchallenges and I'll kind of
share a little bit of how wewent about resolving that.
But we have differentpersonalities on the team
obviously.
We're people experts.
We've all taken DISC and Hoganand predictive index and working
(04:40):
genes.
We use a lot of theseassessments for our clients.
So we kind of like really workwith practice, what we preach,
so to speak, and we've just kindof recognized the time we have
a process gap.
So one quick example that is,we did working genius with one
of our consultants who'scertified, and our whole team
did it and we talked we have agalvanizing gap.
So we like to discern thingsand ideate and we come up.
(05:04):
We can talk all day long aboutall the great things we do or
could do, but moving into, okay,let's we kind of ideated and
discerned this to death, let'ssay where's the galvanizing
(05:24):
opportunity?
How do we move this forward ina way that is productive?
So that's one example thatwe've used internally.
And then I would say, with mostof the time we're brought into
organization, we come in throughthe C-suite typically the CEO,
the COO, the CHRO VP of peopleand culture, something like that
and they just recognize thatthey either are either having a
(05:46):
leadership challenge or they'rewanting to recognize that if we
really invest in our humancapital, invest in developing
our people, we'll grow.
It's almost like if we're notdoing that, it could hold us
back in terms of growth, and sowe'll come in in, help, do a lot
of assessments, especiallyaround leadership personality
teams, and then we'll help themidentify where the gaps.
(06:08):
A lot of times there'scommunication gaps.
It's so easy to createmisunderstandings on a
day-to-day basis and so we'llhelp them minimize those gaps
and notice how they're eithergetting in the way of
productivity, getting in the wayof profitability, and so that's
a lot of the work that we dowithin a client system.
WIlliam Gladhart (06:26):
Yeah, I love that you touch on that, looking
at kind of the process andoperational piece but also
bridging that gap over into thepeople, performance and profit
area, because it's reallyimportant not only to keep the
people but the people that aredriving your productivity.
How do you continue to improvethat?
And, like yourself, we find thebreakdown in communication
(06:47):
often happens across the board.
Micromanaging sneaks in becauseof either personality or
leadership styles and or tradegaps.
So it really is a I like thatyou really take, kind of, like
ourselves, a more holistic,balanced approach.
You kind of identified a coupleof those different challenges
and how they both impacted yoursand other organizations.
(07:09):
Could you maybe share like kindof the one thing that you
identified in a lot of your workthat really helped impact a
culture or performancepositively?
Brant Lingle (07:20):
Yeah, the number one leadership skill that's
necessary.
I said in 2024, but now it'sgoing to be 2025.
Active listening across theboard.
Active listening and what I'mfinding Will - when we do
training on it.
We might have a whole dayworkshop, we might cover all
kinds of topics.
That's the one that people caneasily remember.
(07:41):
They know how to work on it.
It keeps coming up.
That's what I'm noticing.
We'll check in 30 days, 90 days, and it keeps coming.
We hear feedback.
Yeah, my active listening, I'vebeen working on it.
Here's how and when peoplepractice active listening, it
has an immediate impact toimprove the feel in the moment
(08:01):
and that can get contagious.
So typically, what will happenis if you're practicing active
listening with me, what do Ifeel, what do I experience?
We're really focused on what isthe impact or experience that
you have that you create, inother words, what's their
experience?
And we often ask that questionto leaders.
I'm not sure how do you know,but this is what happens when
someone's doing active listening.
The other person that they feelheard, obviously right, they
(08:25):
feel valued because you, you paythe and like, you engage and
just want, like, huh or justlike ignore or just move on, and
they also feel understood.
And I think when humans havethat experience, they hey, they
want more of it, like, but theyalso reverse engineers.
That conundrum that you saidlike 90 seconds at the door,
(08:46):
maybe I don't really want towalk into the place today.
Right, it creates more of like.
I'm looking forward to itbecause my teammates you know,
they listen to me Like, we worktogether, we collaborate.
I had a manager at a client thatwe work with.
We did training on activelistening, intelligence, things
like that, and he maybe said sixmonths ago before you guys were
here, whenever we were in amanagement team meeting and how
(09:09):
we problem solved, we justyelled each other, we fought, we
competed.
It was like we just.
It wasn't very productive andit was frustrating and it just
felt like a waste of time and wedidn't really solve problems,
we just fought.
You know kind of idea.
He said now what we do is wecome to solutions much quicker,
we listen to each other better,it's much smoother, more
efficient, it's just more of apleasant experience and it just
(09:32):
feels better.
WIlliam Gladhart (09:40):
And it was just really cool to see like
they were really implementingactive listening as a resource
and a tool that they could use.
Yeah, I love that you bringthat up and also share from the
perspective of what washappening before.
There was knowledge of activelistening and better
communication to the results ofthe better outcomes of that, and
we've heard frequently managers, upper-level managers,
supervisors, et cetera, go well,I'm not a therapist, I don't
(10:03):
have to know or do these things,but that's different than
engaging, the active listening,having empathy, understanding
that you don't have to solve theproblem, but simply listening
may alleviate some of theanxiety, may improve wellbeing
and generally can give youinsights into how to better
manage and help that individual.
Brant Lingle (10:24):
Yeah, absolutely.
I mean we'll say that all thetime.
We'll say we're not therapistsI mean, my wife actually is, so
I know what that is and I knowthat's not what I do and I have
obviously a high respect for it.
But I think, yeah, it's likewhat happens when there's that
kind of listening environment,like it really takes into
(10:46):
consideration the whole person,it really creates more of that
like belonging type ofenvironment, inclusive, Like
we're.
You know you are a part of theteam, You're, you're an
important part of the team.
One of the terms that we'll talkabout sometimes is shared
intelligence.
No one person has all the rightanswers or all the best ideas.
You know.
Sometimes, especially in aleadership role, you can have
the misnomer that somehow I haveto always know what to do.
(11:08):
I always have to be the one tosave the day, come up with a
solution.
Shared intelligence is likelook, here's the situation.
We need a little bit, we needdifferent perspectives so we can
collectively come up with thebest idea.
That doesn't mean everything'sa vote or you always ask
everyone's opinion on everyissue.
I'm not saying that.
But you really are bringingabout, like that idea of shared
(11:29):
intelligence and you know justsome of those values that we
bring in, how, the way we do ourwork.
We see more and more like theclients that we work with.
They start to adopt those kindsof practices, those habits,
those mindsets, those values andit's like their cultural impact
and health of it just continuesto increase.
And it's like their culturalimpact and help of it just
(11:49):
continues to increase.
WIlliam Gladhart (11:50):
Yeah, we've heard a lot from leaders that
have stepped into challengingsituations, challenging
organizations.
They may have been the changeagent, turnaround people and
with that, listening, engagedand involved, has been a driver
of change but also has helpedpeople actually ask better
questions, step up, move theneedle forward.
And so it's been interesting toobserve that, and so I love
(12:14):
that you really focus on, kindof, some of those elements of
the cultural space.
So, as we wrap up, is thereanything else you'd like to add
or share with fellow leaders?
Brant Lingle (12:23):
Just one other aspect.
It's a little bit of maybereverse engineering the act of
listening, but we'll often train, especially senior leaders.
Your words create culture.
So the language that you use,the word, the way you respond or
don't respond, like just thatcreates culture, whether you
like it or not.
So consider, what kind ofculture are you creating, do you
want to create, and what kindof language and words and kind
(12:46):
of almost even tone and body,all those pieces like it really
does have an impact.
And so what is it that you'recreating?
What do you want to create?
Get feedback on, is thatactually being created?
So just kind of that whole ideaof like, whenever you speak,
you are creating culture.
As a leader, be mindful of theculture you are creating.
WIlliam Gladhart (13:07):
Yeah, I love that thought, Brant.
I've enjoyed having you on ourLeadership Levers podcast.
Thank you again for yourinsights.
Brant Lingle (13:14):
Absolutely.
Thanks, Will, for having me.
Great to have the conversationtogether and really encourage
all leaders out there tocontinue to produce healthy
culture in your organization.
WIlliam Gladhart (13:26):
Thank you for joining us on the Leadership
Levers podcast.
Find all our Leadership Leversepisodes on the Culture Think
Tank website at www.
theculturethinktank.
com or listen on your favoritestreaming platform.
We'd love to hear from youabout the challenges you have
faced as a leader.
Tune in weekly as we inviteleaders to share their
(13:49):
experiences in strengtheningculture and performance, one
action at a time.
Welcome to the Leadership L Podcast.
I'm your host, will Gladheart,cmo at the Culture Think Tank.
At the Culture Think Tank, weempower leaders with metrics
that strengthen culture, driveperformance and return.
We're here today to learn aboutthe actions leaders have taken
to address organizational change.
(00:21):
Today, our guest is BrantLingle, process and Strategic
Consultant at Scott HackmanVentures.
Thanks so much for taking thetime to join us.
You're welcome, will, glad to behere.
Excellent.
Well, let's start today byhaving you share with us and our
audience a bit about yourself,your background and your
(00:42):
organization.
Brant Lingle (00:43):
Absolutely.
Yeah, again, Brant Lingle, Ilove making leaders' lives a
little easier.
That's kind of what reallymotivates me.
Then most of my workdaycollaborating with executives,
c-suite folk, business owners,senior managers, and really kind
of focusing in on the peopleside of business so my
(01:03):
background has been an executiveleader myself - so my
background has been an executiveleader myself.
A lot of my work has been innonprofit and organizational
leadership been served on boards, helped build boards, and
really I kind of was thinkingabout the other day in terms of
management, like since day one Ihad people reporting to me and
so just to learn a lot throughthose experiences plenty of
(01:24):
bumps in the road, mistakes I'vemade, that I've learned from
and I like to just offer topeople that I work with, whether
it's consulting, coaching,advising or on strategy or on
process.
Again, most of that has to dowith people, leadership
development, and that's reallywhat our company, skyhack
Adventures, is all about.
We train, we coach, we consult,all on business strategy, the
(01:45):
people side, a lot of emotionalintelligence, kind of language
and culture, things that we talkabout.
Yeah, so that's a little bitabout me and what I do day to
day and what I love about it.
WIlliam Gladhart (01:56):
Perfect.
Well, we'll be discussing threequestions today as a warm up to
our conversation.
Would you share why you believea healthy culture is critical?
Brant Lingle (02:07):
Yeah, what, as I mentioned earlier like one of my
driving passions or my why isto make leaders' lives a little
easier, and the reason isbecause, if you look, if their
lives are a little easier,they'll do their job of the
leader a little bit better.
The organization will just kindof function and work a little
bit better.
I really feel like workplacesshouldn't be terrible.
I think they should be a placewhere people feel they can
(02:29):
thrive, they're energized, theyenjoy what they do.
It doesn't mean there's notchallenges or headaches or
frustration, but it's just likeit shouldn't be a place that
makes people like, oh, I hate myjob, I hate where I work, I
hate the people I work with,that kind of thing.
Because I just feel like we'reat a point now where
organizations can really beexceptional and really invest
(02:50):
into people to grow and almostdevelop, even as humans as well.
So I think a lot of that has todo with culture.
I think it's a pretty knownstatistic that most people quit
their manager or boss and quitbecause the culture of the
workplace is horrible.
Those are some of the primaryreasons, and so I just really
(03:12):
feel like having a healthyculture keeps you in business,
keeps top talent part of yourteam, helps you to grow.
There's obviously aprofitability aspect that comes
with healthy culture and at theend of the day, you're helping
humans in your organizationbecome even better humans when
there's good culture.
So to me it's essential.
WIlliam Gladhart (03:33):
Yeah, no, I love that you touch on kind of
that whole human approach butalso the value of guiding and
developing your human capitalassets in the organization.
And I think we've all probablyhad that one instance or job
where we had to stand outsidefor 90 seconds and convince
ourselves to walk in theorganization.
And I think we've all probablyhad that one instance or job
where we had to stand outsidefor 90 seconds and convince
ourselves to walk in the door,so which is terrible, but also I
think, a lot of leaders or evenC-suite individuals can relate
(03:56):
to that.
So we'll begin with question one.
It's the kind of experiencethat leaders tend to struggle in
three key areas people, processor profits, or sometimes
interchangeably.
In your role as a consultant,but also as a leader, could you
identify one of these areas thatpresented a challenge within
your organization or how youwent about solving that?
Brant Lingle (04:16):
Yeah, I'll kind of maybe mention kind of two
aspects.
One in the organization.
So I'm part of a consultingfirm, Scott Hackman Ventures,
and we have had processchallenges and I'll kind of
share a little bit of how wewent about resolving that.
But we have differentpersonalities on the team
obviously.
We're people experts.
We've all taken DISC and Hoganand predictive index and working
(04:40):
genes.
We use a lot of theseassessments for our clients.
So we kind of like really workwith practice, what we preach,
so to speak, and we've just kindof recognized the time we have
a process gap.
So one quick example that is,we did working genius with one
of our consultants who'scertified, and our whole team
did it and we talked we have agalvanizing gap.
So we like to discern thingsand ideate and we come up.
(05:04):
We can talk all day long aboutall the great things we do or
could do, but moving into, okay,let's we kind of ideated and
discerned this to death, let'ssay where's the galvanizing
(05:24):
opportunity?
How do we move this forward ina way that is productive?
So that's one example thatwe've used internally.
And then I would say, with mostof the time we're brought into
organization, we come in throughthe C-suite typically the CEO,
the COO, the CHRO VP of peopleand culture, something like that
and they just recognize thatthey either are either having a
(05:46):
leadership challenge or they'rewanting to recognize that if we
really invest in our humancapital, invest in developing
our people, we'll grow.
It's almost like if we're notdoing that, it could hold us
back in terms of growth, and sowe'll come in in, help, do a lot
of assessments, especiallyaround leadership personality
teams, and then we'll help themidentify where the gaps.
(06:08):
A lot of times there'scommunication gaps.
It's so easy to createmisunderstandings on a
day-to-day basis and so we'llhelp them minimize those gaps
and notice how they're eithergetting in the way of
productivity, getting in the wayof profitability, and so that's
a lot of the work that we dowithin a client system.
WIlliam Gladhart (06:26):
Yeah, I love that you touch on that, looking
at kind of the process andoperational piece but also
bridging that gap over into thepeople, performance and profit
area, because it's reallyimportant not only to keep the
people but the people that aredriving your productivity.
How do you continue to improvethat?
And, like yourself, we find thebreakdown in communication
(06:47):
often happens across the board.
Micromanaging sneaks in becauseof either personality or
leadership styles and or tradegaps.
So it really is a I like thatyou really take, kind of, like
ourselves, a more holistic,balanced approach.
You kind of identified a coupleof those different challenges
and how they both impacted yoursand other organizations.
(07:09):
Could you maybe share like kindof the one thing that you
identified in a lot of your workthat really helped impact a
culture or performancepositively?
Brant Lingle (07:20):
Yeah, the number one leadership skill that's
necessary.
I said in 2024, but now it'sgoing to be 2025.
Active listening across theboard.
Active listening and what I'mfinding Will - when we do
training on it.
We might have a whole dayworkshop, we might cover all
kinds of topics.
That's the one that people caneasily remember.
(07:41):
They know how to work on it.
It keeps coming up.
That's what I'm noticing.
We'll check in 30 days, 90 days, and it keeps coming.
We hear feedback.
Yeah, my active listening, I'vebeen working on it.
Here's how and when peoplepractice active listening, it
has an immediate impact toimprove the feel in the moment
(08:01):
and that can get contagious.
So typically, what will happenis if you're practicing active
listening with me, what do Ifeel, what do I experience?
We're really focused on what isthe impact or experience that
you have that you create, inother words, what's their
experience?
And we often ask that questionto leaders.
I'm not sure how do you know,but this is what happens when
someone's doing active listening.
The other person that they feelheard, obviously right, they
(08:25):
feel valued because you, you paythe and like, you engage and
just want, like, huh or justlike ignore or just move on, and
they also feel understood.
And I think when humans havethat experience, they hey, they
want more of it, like, but theyalso reverse engineers.
That conundrum that you saidlike 90 seconds at the door,
(08:46):
maybe I don't really want towalk into the place today.
Right, it creates more of like.
I'm looking forward to itbecause my teammates you know,
they listen to me Like, we worktogether, we collaborate.
I had a manager at a client thatwe work with.
We did training on activelistening, intelligence, things
like that, and he maybe said sixmonths ago before you guys were
here, whenever we were in amanagement team meeting and how
(09:09):
we problem solved, we justyelled each other, we fought, we
competed.
It was like we just.
It wasn't very productive andit was frustrating and it just
felt like a waste of time and wedidn't really solve problems,
we just fought.
You know kind of idea.
He said now what we do is wecome to solutions much quicker,
we listen to each other better,it's much smoother, more
efficient, it's just more of apleasant experience and it just
(09:32):
feels better.
WIlliam Gladhart (09:40):
And it was just really cool to see like
they were really implementingactive listening as a resource
and a tool that they could use.
Yeah, I love that you bringthat up and also share from the
perspective of what washappening before.
There was knowledge of activelistening and better
communication to the results ofthe better outcomes of that, and
we've heard frequently managers, upper-level managers,
supervisors, et cetera, go well,I'm not a therapist, I don't
(10:03):
have to know or do these things,but that's different than
engaging, the active listening,having empathy, understanding
that you don't have to solve theproblem, but simply listening
may alleviate some of theanxiety, may improve wellbeing
and generally can give youinsights into how to better
manage and help that individual.
Brant Lingle (10:24):
Yeah, absolutely.
I mean we'll say that all thetime.
We'll say we're not therapistsI mean, my wife actually is, so
I know what that is and I knowthat's not what I do and I have
obviously a high respect for it.
But I think, yeah, it's likewhat happens when there's that
kind of listening environment,like it really takes into
(10:46):
consideration the whole person,it really creates more of that
like belonging type ofenvironment, inclusive, Like
we're.
You know you are a part of theteam, You're, you're an
important part of the team.
One of the terms that we'll talkabout sometimes is shared
intelligence.
No one person has all the rightanswers or all the best ideas.
You know.
Sometimes, especially in aleadership role, you can have
the misnomer that somehow I haveto always know what to do.
(11:08):
I always have to be the one tosave the day, come up with a
solution.
Shared intelligence is likelook, here's the situation.
We need a little bit, we needdifferent perspectives so we can
collectively come up with thebest idea.
That doesn't mean everything'sa vote or you always ask
everyone's opinion on everyissue.
I'm not saying that.
But you really are bringingabout, like that idea of shared
(11:29):
intelligence and you know justsome of those values that we
bring in, how, the way we do ourwork.
We see more and more like theclients that we work with.
They start to adopt those kindsof practices, those habits,
those mindsets, those values andit's like their cultural impact
and health of it just continuesto increase.
And it's like their culturalimpact and help of it just
(11:49):
continues to increase.
WIlliam Gladhart (11:50):
Yeah, we've heard a lot from leaders that
have stepped into challengingsituations, challenging
organizations.
They may have been the changeagent, turnaround people and
with that, listening, engagedand involved, has been a driver
of change but also has helpedpeople actually ask better
questions, step up, move theneedle forward.
And so it's been interesting toobserve that, and so I love
(12:14):
that you really focus on, kindof, some of those elements of
the cultural space.
So, as we wrap up, is thereanything else you'd like to add
or share with fellow leaders?
Brant Lingle (12:23):
Just one other aspect.
It's a little bit of maybereverse engineering the act of
listening, but we'll often train, especially senior leaders.
Your words create culture.
So the language that you use,the word, the way you respond or
don't respond, like just thatcreates culture, whether you
like it or not.
So consider, what kind ofculture are you creating, do you
want to create, and what kindof language and words and kind
(12:46):
of almost even tone and body,all those pieces like it really
does have an impact.
And so what is it that you'recreating?
What do you want to create?
Get feedback on, is thatactually being created?
So just kind of that whole ideaof like, whenever you speak,
you are creating culture.
As a leader, be mindful of theculture you are creating.
WIlliam Gladhart (13:07):
Yeah, I love that thought, Brant.
I've enjoyed having you on ourLeadership Levers podcast.
Thank you again for yourinsights.
Brant Lingle (13:14):
Absolutely.
Thanks, Will, for having me.
Great to have the conversationtogether and really encourage
all leaders out there tocontinue to produce healthy
culture in your organization.
WIlliam Gladhart (13:26):
Thank you for joining us on the Leadership
Levers podcast.
Find all our Leadership Leversepisodes on the Culture Think
Tank website at www.
theculturethinktank.
com or listen on your favoritestreaming platform.
We'd love to hear from youabout the challenges you have
faced as a leader.
Tune in weekly as we inviteleaders to share their
(13:49):
experiences in strengtheningculture and performance, one
action at a time.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
The Breakfast Club
The World's Most Dangerous Morning Show, The Breakfast Club, With DJ Envy, Jess Hilarious, And Charlamagne Tha God!