November 2, 2022 • 43 mins
Initiation is the process of stepping into a new version of oneself. It often involves stepping into the unknown and leaving behind a version of self that you can’t ever go back to. This can be quite terrifying. However, when these big transitions are sacredly held, we can find deep meaning and purpose as we move through the fear zone. So how do we bring the magic of initiation into business?
Each time we are promoted or enter the cultural fabric of a new company, we are initiated into a new chapter. We become a new version of ourselves, that we are meeting in real-time. But if the culture is one of “go go go” or “jump in and figure it out yourself,” we can miss all sorts of value that is ONLY available to us in those early stages of a new team member joining us.
Fresh eyes bring fresh perspectives and vantage points that haven’t been accessed yet. New team members can see things that those too close to the problem cannot. If left to operate from old habits and assumptions, a new team member’s early enthusiasm may quickly dwindle or go towards building something that isn’t in alignment with where you want to take your company. Or worse, they may feel the neglect and generate all sorts of narratives about you and your company, eventually poisoning the well and making their way for the door.
The first 90 days of onboarding are the most important in a new team member’s journey. How can we as leaders do the due diligence during hiring, so that we can feel like a f*ck yes to investing time and energy into the PERSON who has just joined. How can we infuse this process with appreciation and care, while setting high standards for quality and integrity in a role? How can we intelligently and empathically plug a new person into a company’s DNA?
In today’s episode, we’ll be exploring the strategic role that initiation and integration processes can bring to our businesses. That’s right y’all – we are integrating the best wisdom from our spiritual practices WITH world-class business know-how. Let’s get into it.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:10):
The way we've been doing workand leadership is deeply broken.
Whether you're healing fromburnout or just looking for a
better way to run your company,you're in the right place. What
is the future of work even looklike? That is a question we get
to answer together. Afterworking with 1000s of executives
and entrepreneurs around theworld. I know that the deepest
leadership issues are deeplyhuman. We've got to heal
(00:32):
ourselves if we want to heal theworld. Welcome to the new self
Podcast where each week, I'llhelp you explore topics that
will level up your leadershipand your life. I'm your host,
Nicole Belisle. I'm a leadershipexpert and Reiki master, and I
believe the secret to moreconscious work and leadership is
self healing, grab a seat andget cozy because we're about to
(00:53):
go on a journey.
A conscious leaders welcome backto another episode of new self.
I'm coming to you from Irelandon the other side of souren,
which is the pagan New Year,this is a deeply transitionary
(01:13):
time where we are moving fromthe light half of the year into
the dark, into the shadow. So wehave left behind the summer, the
vibrancy, the producing andharvesting, and we have
officially transitioned into theinner world into the shadow
(01:36):
scape that exists within all ofus. This is a time of rest,
integration, reflection andideally slowing down. And that
slowing down is often it oftenfeels impossible, right in our
modern world. And yet, I dobelieve that we can build rest
and integration into our dailylives in many micro moments that
(02:01):
reflect this essence and inviteus to go deeper. It isn't what
we're showing up to, it's howwe're showing up, we get to
manage our energy and makechoices inside of a busy
schedule inside of an entiresystem of responsibility, roles
(02:22):
that we hold, whether they'reroles in our lives as mothers,
sisters, daughters, or rolesthat we hold in business, as
leaders, as business owners, asteachers, facilitators,
creators, we still get to haveaccess to ourselves through
(02:47):
building in rest andintegration, even in micro
moments. What I mean by this,and this is one very simple
example that I believe anyonecan do is to build in a buffer
at the beginning and end of yourmeetings. Again, sometimes this
feels impossible, it might noteven exist inside of the
(03:10):
culture. In a workplace. Ifyou're in a leadership position,
you can help make this the normby adopting this new standard
yourself and encouraging othersto do the same. And I think the
benefit of this not only is itpreventative medicine for
burnout, but the power ofintegration and allowing a
person to regenerate a bit totake a breath to go meet their
(03:35):
physical basic needs to processthe emotion that may have come
up in a meeting, especially ifit was a difficult one. I
believe that this is a basicright, that we have lost that we
have given away in how we'redoing work these days. So
reclaiming our own sovereigntyand autonomy, within our very
(04:00):
ability to integrate, reclaimingintegration even inside of a
busy business busyness is socritical. Often what comes up in
that integration space is thebiggest breakthroughs. Because
when we relax and stop lookingdirectly at the task at hand for
(04:24):
even a moment, we zoom out intothe bird's eye view into the
balcony view of the experiencewe just had inside of a meeting
in a week in a quarter or aseason, whatever the whatever
the timeline is. Integration isstill powerful at the end of any
cycle, in life and in business.
So taking that taking thatsacred pause going to that
(04:47):
balcony view, we often are ableto see things at the pattern
level. This saves so much timeand resources When we can get
right to the root cause we canget right to the, the cause of
the core friction, the brokenprocess, the reason that
(05:09):
something isn't working withinour operations within our team
management, maybe even withinhow we are showing up as a
leader or as a team member.
Getting to that, that patternslevel is so strategic, as a
leader, so strategic, if we arenot integrating and taking that
(05:34):
sacred pause, and flying by theseat of our pants, rushing from
meeting to meeting, never takinga breath, not only does this has
have a physiological andpsychological effect on us,
because we are, we're goingbeyond our energetic capacity,
we're communicating to ourbodies that your needs don't
matter, we have to do this, wehave this obligation or this
(05:58):
responsibility. So you comelast, just think about feeling
to in your own body right now,how that message feels. We are
constantly sending messages toour own bodies, through the
actions that we take and how welive our lives. Through the
lifestyles that we allowourselves to have.
We're in a huge moment of comingback to our autonomy. As workers
(06:23):
as leaders, there are so manystories that we have taken on in
the last decades, stories ofobligation, responsibility, hard
work, it's not that any of thosethings are bad, we don't want to
get rid of responsibility,certainly not. We want to expand
(06:43):
and deepen self responsibilitywithin humans, alongside self
awareness, of course, of course.
And to come back into oursovereignty as human beings to
reclaim our autonomy is soempowering. And guess what
empowered people createempowered, unfolding unfoldings
(07:05):
in lives and business. This iswhy I say it's strategic to
build these things in brokenpeople, build and perpetuate
broken systems. So how do we asleaders unlock the potential of
people and invite them back intotheir own empowerment, so that
(07:30):
they can really shine a lightthey can really be in their
gifts. If people are not intheir gifts, that light within
over time begins to dim. Notonly do we get less quality
results out of people, and thatis a very machine sort of
(07:50):
mechanistic view of people,right? Like we're getting value
out of people by how we lead.
That is very antiquated, in myopinion, to look at business and
leadership only in that way tomanage from that viewpoint only,
(08:12):
very extractive very harmful. Itcan even feel nonconsensual if
leaders are continuallypressuring and forcing, through
culture through regulation,forcing people to self abandon
over and over and over. This isso damaging, to live only in the
(08:36):
mechanistic extractive view thatwe've had. Our mental health
crisis, I believe, is so rootedin how we've been living in that
extractive pattern for so long.
A human can only take so much ahuman can only be devalued and
dehumanized so much. And we havebeen in this, this
(09:00):
directionality of separation ofseparating ourselves from
nature, of separating ourselvesfrom our emotions, putting a
huge wall between who we are atwork and who we are at home. But
we are now in a moment, wherewe're being invited to to
integrate these polarities, toshow up as our full selves even
(09:25):
in work. And guess what it'sgoing to take practice and it is
going to take a lot of Masterywhich requires mistakes which
requires learning. We're movingtowards the mastery of
integrating humaneness andbusiness. nature and technology,
(09:47):
feminine and masculine howeverit whatever labels you want to
give this huge moment ofintegration And I believe that
we can't fully do thatintegrative work without the
sacred pause, reflection andstillness. That comes when we
(10:09):
take a step back. And again, getthat balcony view.
As a leader, myself, and assomeone who's held executive
positions, I think that inmoments when I have done this
integrative work, and done thereflection on my day, on the
(10:30):
health of my team on the healthof the organization that I'm
running, when I step back toreally look at that, I am in the
highest value state that I couldever be in as a leader, because
I'm scanning for those patterns.
Those patterns then flow intostrategy, and make our
businesses better with withgreater results. And with a
(10:53):
quality of regeneration, thatbusiness in the past has just
hasn't had, we've certainly,we've certainly hacked our way
into highly productive systemsand environments. And we've
really gotten to the edges ofthat in the world of biohacking,
for example. And there's valuein some of that, of course,
(11:17):
there's value really, in anyexperiment that we're running in
our own humanity at any giventime. You can mine the gold, you
can you can find the goldennuggets in almost anything. But
there, there is a healthier wayto do this that helps us heal
(11:39):
that separation wound that helpsus embed or embody regenerative
qualities that are more naturebased that are more rooted in
the indigenous knowledge that wehave, that we've severed
ourselves from. We've moved awayfrom ceremony and ritual and
(12:00):
rest and cycles in favor ofthis, this linearity, this, this
constant growth. But I mean,even as you imagine, like,
imagine what comes to mind whenyou think about constant growth.
For me, I see gluttony, I seehoarding, of material
(12:23):
possessions of power ofresources, I see othering as
well, us versus them, me verse,you may see a lot of separation
in that as well when I think ofconstant growth. Because in
order to constantly grow, ifthat is the goal, at certain
(12:44):
turns, we have to find themargin, we have to mine for the
profit margin, we have toseparate and create hierarchy
between me and you, between youraccess to resources and my
access to resources. But this isonly necessary if the goal is
(13:08):
constant perpetual growth. Whatif scaling, in the future was
scaling deep? Rather than wide?
What if we could put our rootsso deeply into a community and
be okay with 1000, even 10raving followers, who are deeply
(13:35):
deeply benefiting and sitting incommunity with us, being human
with us? What if we served at alevel of depth that we've never
seen before, rather than servingonly surface based needs that
often are only putting a bandaidon someone's problem or
(13:55):
challenge. And sometimes we'reeven creating the problem or the
challenge in their mind so thatthey'll spend money for the
solution for the solve. Andbecause we're obsessed with
convenience, and instantgratification, we want that
quick fix. We want that thatquick adrenaline, dopamine hit,
(14:18):
to have the problem fixed, crossit off the to do list, give it a
checkmark. The context, thecultural context of those norms,
doesn't allow for the rest ofintegration. That is so
strategic. So let's getpractical for a second. How can
(14:42):
we build this in? How can webuild in integration time and
reflection time into our dailylives? I can share a few
practices that I personally haveused in how I've run companies
the buffer time before and aftermeetings. So so helpful on all
levels of a person, physical,emotional, spiritual, mental, so
(15:07):
helpful. That alone can be anincredible first step for moving
towards a more regenerativeculture
retros at the end of a week,month, or season, what is a
retro, retro short for retroactive? So this is a time when
either you individually or youwith your team come together to
(15:31):
reflect on what worked like whatdid you like or love about the
week, month season that justhappened? What do you wish that
was different? So you're lookingfor you're looking for subtle
improvements here. What do youwonder? So what are you curious
(15:53):
about? Just listing out thosequestions? What do you wonder
curiosity? Opens Doors andquestions are a portal into
answers that have yet to bediscovered. So getting ourselves
into that state of curiosity aswe reflect back also helps to
(16:13):
let that inner critic oranalyzer, relax a bit. Because
sometimes when we reflect onwhat worked and what didn't we
can get hypercritical, we cancome up with a huge list of
hundreds of things that didn'twork, or that we would change
without pausing to celebrate thethings that did work. Without
(16:38):
feeling that gratitude, and evena you know, that sense of pride.
What are you proud of thathappened in the last month, it's
okay to give yourself that selfvalidation that self
appreciation and self love. Itfeels wonderful when we get that
from another person, of course,which is why I'm a big fan of
(16:58):
celebrating these these winsthese learnings in teams as
well. So that people get thatrecognition on a human to human
relational level. So nourishingfor the team. Like that becomes
part of the lifeblood thatbecomes part of the nutrient
dense soil that your team nowgrows in.
(17:21):
So absolutely, including that.
So what do you what did you likeor love?
What do you wish was different?
What do you wonder or getcurious about? And then as you
look at those lists, what do youwant to pull into a category of
action, or implementation,because sometimes in these
(17:49):
retros, this is when the bestideas come, you're in that open
reflective state, you're in thatbalcony view, you're asking
yourself powerful questions. Andsometimes the writing is on the
wall, like the answers rightthere on the page, or on the
post it note, or on the digitalwhiteboard. If you're a digital
virtual team, it's right there.
(18:15):
To then move into action to makeit a project to make it a
priority, because you see it atthe patterns level. So retros,
allow a quick sidebar, anypractice like this that has
stacked function. And what Imean by that is that there are
(18:36):
layers of purpose and benefitwithin a single activity, you
magnify and amplify the returnon your time, and the return on
your energy that you're puttinginto that practice. So the retro
not only gives people the thephysical, emotional, mental,
(19:00):
spiritual benefits of takingthat sacred pause, but you're
doing it together, you're doingit in community. So you get that
that social wellness met. Andyou're also while you're while
you're supporting the individualand the team health, you're also
(19:21):
unlocking information flow.
Because when we don't pause toreflect on these things, I mean,
we can be living in assumptionsfor years, for years. And we can
take for granted Oh, even thisperson must know that they must
have this information becausethey're at a leadership level.
(19:42):
Or this seems you know, this isprobably insignificant. I'm not
gonna say anything. There's,there's no time there's no space
to bring this to anyone. I'mjust going to keep going and
flowing in this process. It's alittle bit janky a little bit
broken and I get paid and hopefor the best like. That's
without the context of, ofhaving spaces. If leaders aren't
(20:08):
creating spaces for theseconversations in this
information flow to happen, thenit doesn't happen. And this
information, these signals thatwe get from the insights and
reflections of our team help usto tap into the collective
intelligence of a team. Eachperson on that team has an
(20:34):
incredibly diverse vantage pointor perspective that they're
looking at your systems througha problem, looking at the
delivery of your services, orvalue that you're providing to
your customer, that each oneholds such a different vantage
point. So what is the point ofhaving a team, if you're not
(20:54):
bringing it together to be inthis space of collective wisdom,
and harnessing the power ofthat, as leaders, I think often
we haven't, we haven't beentrained how to harness the power
of collective intelligence. AndI want to switch gears ever so
slightly here and talk aboutinto not integration. That's
(21:17):
what we've been talking aboutinitiation. Because there's only
so far that our traditional orconventional business education
will will take us often there isnot, we're not being taught
about the deeply human elements,the the social technology that
(21:40):
we have access to as leaders, infact, the social technology that
we're responsible for buildingwithin a team within a company,
that technology is as importantas the actual tech
infrastructure that a companysits upon. And so many leaders
don't know how to actually tapinto that, to facilitate change,
(22:03):
to build momentum through cyclesand rhythms, to support the
human element of a team tounlock those unique gifts to
unlock information flow. Sothere's, there's a lack of,
there's a lack of training and alack of experience that that is
(22:24):
oftenfound at the leadership level
when when we as leaders ormanagers are thrust into these
positions. And it's, it'sconsidered a reward, right?
You've done great work, you'resuch a hard worker, you know,
the ins and outs of this system.
We're gonna give you a team now,like now, do everything you've
(22:46):
been doing, but also managepeople, which are incredible,
like, people are incrediblyvulnerable, at times chaotic,
beautifully messy. The degree atwhich they can communicate
effectively fluctuates dependingon what's going on in their
(23:06):
lives. There's such a complexityin managing people. And when we
get to that management level,when we get to that leadership
level, similar to how we'regoing through life, and business
at hyperspeed, and not taking asacred pause, we're also not
(23:29):
taking the sacred pause forinitiation into a new chapter
into a new sacred role that wehold in an organization. We
might not even have clarityabout what that role is, because
we're moving so fast. And no oneknows that one huge illusion
that that I certainly had as akid was that adults have it
(23:52):
figured out, they're clear,they're, they're clear about
what they want. They're clearabout how to get it. If you're
if you're a leader, you knowwhat you're doing. Those are all
huge illusions. I don't think weever fully figure it out. I
don't think we the goal isn'tcomfort. I really believe that
(24:14):
now. There's so much value inthe unknown in moving through
the discomfort into our owngrowth edges, moving through the
fear zone, where we get todiscover so much about
ourselves, and our own humanityto do all that deep self healing
work as we move into these newroles, because it kicks so much
(24:37):
up to be moved into a space ofuncertainty with added
responsibility. So much getstriggered. Our inner critic
shows up and is like, whoa,party time. Probably has 100
things to say. Panic or like aphysiological stress response.
(25:00):
That's might happen as well,that impacts the clarity of our
thinking, that impacts how we'reshowing up. So if we don't have
those, those self regulatingpractices that that deep
relationship with our ownnervous system and managing our
own energy, it can feel sochaotic to get thrown into these
(25:20):
these roles. So if you're everin a position of, of promoting
someone, of inviting someoneinto a new role, there's a
There's a book out there, Ithink it's called the first 90
days. And that book helped mesee how critical those first 90
(25:43):
days actually are. I've felt itintuitively in roles that I've
held and in the onboarding ofdifferent team members into new
roles, but those first 90 days,set the foundation for who
someone is going to become,within the context of your
company. And as a leader, Ibelieve it's our job to set
(26:05):
those people up for success. Ifthey fail, there's a part of
that that we are responsiblefor, if we neglected to fully
slow down to fully initiate themand onboard them. And there's
some aspects of onboarding that,that suck like that aren't that
(26:26):
glamorous, there's thepaperwork, there's the taxes,
there's, there's the creating anemployee handbook, which can be
a sacred and rewarding process,and you're still doing a lot of
writing you still you're takingtime out of your day to, to sit
down and do this work that isoften just piled on top of the
(26:48):
rest of the work. It's you haveto find time and space beyond
what you're already doing, to toonboard, at least in the current
paradigm, at least in thecurrent way that we're doing
business. But I think if we havea scarcity of time, to do this
(27:09):
deeply important work that setsour future business and our
future team up for success.
We have a resource issue. Thinkabout time as money for a
second. If you didn't haveenough money to hire someone,
would youin in some cases, maybe in some
(27:30):
cases, maybe you borrow money.
Ideally, you're building a rolethat is revenue generating, so
that person and and what they dofor your business pays for
itself and then some. So themoney doesn't always have to be
sitting in the bank. But if youweren't running a business and
(27:50):
generating revenue, or at leastlike Sure enough, that the
creation of this role was goingto generate revenue, would you
how would you create thatposition? No, no. So in that
same regard, if you if you don'thave time, to fully onboard
(28:11):
someone and initiate them intothe culture of your company, to,
to sort of blend the the DNA ofthe team, its flows, its
rhythms, its processes, if youdon't have time to fully welcome
someone into all that, and beopen and receptive to the value
(28:32):
of their brand new vantagepoint, their brand new
perspective and the questionsthat they'll ask with these
fresh eyes. Like there's athere's a childlike wonder and
mentality that's available in anew team member that that is
only there for so long. And ifwe're not, if we're not tapping
(28:53):
into that, if we're notutilizing that we're missing a
huge chunk of value, that reallycould impact what our team and
our company becomes. So if youdon't have time to do that, it's
I mean, it's I think it's timeto ask the tough question, do
(29:14):
you have any business creatingthat position? Inviting that
person? Is that fair to thatperson? The to have a go getter
who is self motivated, selfautonomous, that's wonderful.
That's wonderful. A selfmotivated person will ask the
right questions, and have theinitiative to go get information
(29:37):
and figure it out. But that onlygets them so far. You have to
meet them in the in betweenspace of their self motivation,
and their their own alignedvalues kicking in as they as
they continue to show up to thisculture to this to these systems
within your company. But then asa leader, you get to meet them
(29:59):
with all The other buildingblocks that set that person up
for success in the first 90days. That time is so sacred,
it's so sacred. And I believethat we can, we can build in
different, quote unquoteceremonies or rituals or
practices that, that make thatinitiation more meaningful, and
(30:23):
full of full of gratitude fullof taking the time to uncover
that person's true gifts, sothat they can really plug in so
that they can be of highestservice and highest value to the
team and its members. To thecustomers. There's, there's a
(30:43):
two way discovery, there's a twoway learning and listening, that
gets to happen. It's not just aone directional flow of
information, because that personis not a machine. It's not
simply, here are the processes,here, the systems, here's your
(31:05):
finite role, and like how you'regoing to do things. It's not
just that roles these days areincreasingly more dynamic and
fluid, they evolve. I think it'swonderful if someone quickly
outgrowstheir role. Scope Creep is, of
course a thing, and we get tomanage for that. But you can't
(31:28):
possibly know someone's truegifts, and how they are going to
contribute to your company andyour culture. without, without
trying, like without getting inthere and having the shared
experience of beginningtogether, of initiating together
of continually communicating andsharing each side of the
(31:53):
experience of all that as well.
Right? It's, I think, when wehave these, these 3060 and 90
day check ins, that's also a twoway conversation, that's a two
way listening, that ishappening. Because that person,
if you've done the due diligenceto really understand what your
(32:15):
company needs. And you've askedthe right questions and created
an interviewing or a hiringprocess that minimizes risk and
ensures at least at the highestdegree that that person is a
fit, if you've done that duediligence, that human sitting in
front of you is an investmentthat you have made. And the only
(32:37):
thing that's going to grow thatinvestment is you showing up as
a leader and meeting themhalfway. It's a it's a beautiful
thing, you know, as asproblematic and evil as money
can seem, sometimes when we whenwe use these financial terms,
the logic brain can understandah, this is a this is an
(32:59):
investment. Ah, this is a, youknow, a return on time a return
on energy. I think the way we'vebeen using that language has
been has been limited, it's beendehumanizing, but how do we re
humanize business? How do we rehumanize and decolonize
leadership? These are hugequestions that we are in right
(33:24):
now. And if we are existing incompanies and as leaders not
doing that work, of being in theunknown, of making mistakes, of
getting it wrong, so that we canfigure it out, so that we can
learn into or iterate towards ahealthier, more regenerative
(33:44):
version of business andleadership. Who else will? Who
else will, it's it's, it's timethat like, some of us need to
make those those risks, takethose risks and make those
mistakes, so that we can learninto a new way of of being,
because the old way, not only isit not working, but it's it's
(34:04):
actually dead, it's alreadydied. And many of us have
already grieved it. And if youhaven't, I invite you to, to
fully be in that process ofgrieving how things were of
grieving, the fact that whatused to work in business and in
leadership and how we show up inour jobs, that there was a time
there was a context when thatworked, and that time is dead.
(34:27):
So that version of you that usedto show up that way has also
died. And not everyone has fullyrealized that. But I think I
think more are realizing itevery day and beginning to feel
into what what is the new self?
What is the new version ofmyself that I get to show up in
and can I be brave and boldenough to make the mistakes to
(34:52):
discover? What what a moreregenerative way of doing
business Leadership actually is.
I'm here holding theseconversations and sharing these
ideas and asking these questionsas invitations for us to co
create this new world.
(35:12):
But I certainly don't have allthe answers, I have all of my
practices, I have all of myyears of trying out more
conscious leadership practicesof building more regenerative
operational design, I have, Ihave those iterations. And I
have the the self healing andthe self alignment practices
(35:34):
within myself, so that I canreally listen to what feels in
alignment with my values. Andwhat doesn't, that is my North
Star, that is my guiding system.
It's my GPS that's taking metowards this new way of doing
business. And I'm committed tobeing fully like fully fucking
dialed in to that. Because whenyou're moving through a dark
(36:01):
season, or a huge, massive egodeath in our collective
consciousness, you can't seewhere you're going, you don't
know exactly what's going to bereborn on the other side, all
you have is that inner compass.
(36:23):
So we better be clear on whatour values are, and the
calibrating criteria that thatinner compass or GPS is built
on. Because that's what's goingto guide us home to ourselves.
That's what's going to make usan open channel. And help us
(36:46):
show up in integrity intransparency, and in value
aligned ways that deeplyrehumanize how we're doing
business. It is within that veryspirit. That I am so excited to
share with you an announcement.
Ah, a very Yeah, very excitedfor this. Myself and a group of
(37:11):
incredible, incredible consciousleaders, teachers, facilitators,
content creators, like businessmedicine people is almost how I
see them who are just absolutelychanging the game. I've recently
been so deeply called to convenea group, and to create a
(37:36):
nonprofit called the LivingLeaders Institute, to pull
together this group of faculty,and educators to to begin to
build a collective knowledgesystem of tools, courses,
practices, templates, even likeI want to, I want to give you
(37:59):
all my templates that I've usedin my time as a CEO, as a
managing director, like if youdon't have a conscious budget,
for how your lifestyle and yourbusiness connect, or if you
don't have a people firstfinancial model that ensures the
livelihood of every member ofyour team, I want to give you
those templates. So there's likethere's a lot that I'm wanting
(38:21):
to give away in the spirit ofaccessibility, and accelerating
this healing path or thistransition that we're in. And so
that is that accessibility isdeeply rooted in how information
will be shared in the institute.
(38:42):
But coming in early 2023, willbe beginning to offer some of
those first programmaticexperiences to invite you into,
there's going to be a beautifulresource library that you'll
have access to with all sorts ofdownloadable templates and tools
and guided practices. So littlemini videos, things you can do
(39:07):
at home things you canimmediately implement and test
in your own business. In yourown role. No matter what role
you have. These issues are sodeeply human, we are living
leaders, we are living into anew type of leadership that is
more regenerative and morepeople first. So that's really
the spirit of the nonprofit andI look forward to sharing more
(39:29):
about that mission and theincredible humans that will be
joining me in CO creating this.
So excited so deeply excited,and it feels like like getting
to step into my sacred role evenfurther in helping to usher in
this this nonprofit in helpingto birth it. I absolutely love
(39:53):
birthing companies, but this onefeels like a home. It feels like
creating a home where thiscontent in this way of being
gets to live for a really longtime. So I'm so excited to
invite you into that. And aspart of that, this podcast is
the the format is about to shiftto meet this, this new birthing
(40:16):
that's happening of livingleaders, I'm going to be
inviting in other consciousleaders and practitioners who
are already playing in thisspace and already seeing this
shift unfold. They have alreadydone some of the piloting the
iterating, as well in their ownways. And I'm going to be
bringing them onto the podcastto have those conversations, and
(40:40):
help get you those tools andthose practices even faster. So
I've got some fascinating guestscoming up, we are going to be
taking a two week break from thepodcast to transition into
season two, where you'll get tomeet some of these guests. And I
cannot even wait to have theseconversations to to host these
(41:05):
brilliant, brilliant souls, andto ask questions that get to be
portals so that we can alldiscover the answers together.
So I will see you in in twoweeks with our very first guest,
and you won't want to miss it.
It's going to be really juicy.
(41:29):
So thank you for being as alwaysfully present and showing up
with me here on this podcast.
Welcome to this new year thiswinter cycle where we're going
in as as we mentioned in thepodcast today, I want to invite
you into those those micromoments of buffer time and retro
(41:49):
going to full to build in theintegration reflection and rest
time into how you run yourcompany and how you how you flow
through your day. And I inviteyou to also find other ways like
what are the what are the restreflection and integration
practices that work best for youthat you get to discover and try
(42:11):
on and design into your day sothat you can also reap the
benefit of this integration workthat is so so strategic and part
of our collective alchemy.
Thanks for doing the deep worky'all and I'll see you in season
two.
(43:04):
Enter work is often the hardestwork, but it is the work
required for lasting change andhealthier future for us all. If
you found the show valuableplease leave me a review and
subscribe. You can also take adeeper dive with me at Nicole
bellisle.com Thanks again forbeing here and showing up for
your new self. Your future selfis certainly thank you
The way we've been doing workand leadership is deeply broken.
Whether you're healing fromburnout or just looking for a
better way to run your company,you're in the right place. What
is the future of work even looklike? That is a question we get
to answer together. Afterworking with 1000s of executives
and entrepreneurs around theworld. I know that the deepest
leadership issues are deeplyhuman. We've got to heal
(00:32):
ourselves if we want to heal theworld. Welcome to the new self
Podcast where each week, I'llhelp you explore topics that
will level up your leadershipand your life. I'm your host,
Nicole Belisle. I'm a leadershipexpert and Reiki master, and I
believe the secret to moreconscious work and leadership is
self healing, grab a seat andget cozy because we're about to
(00:53):
go on a journey.
A conscious leaders welcome backto another episode of new self.
I'm coming to you from Irelandon the other side of souren,
which is the pagan New Year,this is a deeply transitionary
(01:13):
time where we are moving fromthe light half of the year into
the dark, into the shadow. So wehave left behind the summer, the
vibrancy, the producing andharvesting, and we have
officially transitioned into theinner world into the shadow
(01:36):
scape that exists within all ofus. This is a time of rest,
integration, reflection andideally slowing down. And that
slowing down is often it oftenfeels impossible, right in our
modern world. And yet, I dobelieve that we can build rest
and integration into our dailylives in many micro moments that
(02:01):
reflect this essence and inviteus to go deeper. It isn't what
we're showing up to, it's howwe're showing up, we get to
manage our energy and makechoices inside of a busy
schedule inside of an entiresystem of responsibility, roles
(02:22):
that we hold, whether they'reroles in our lives as mothers,
sisters, daughters, or rolesthat we hold in business, as
leaders, as business owners, asteachers, facilitators,
creators, we still get to haveaccess to ourselves through
(02:47):
building in rest andintegration, even in micro
moments. What I mean by this,and this is one very simple
example that I believe anyonecan do is to build in a buffer
at the beginning and end of yourmeetings. Again, sometimes this
feels impossible, it might noteven exist inside of the
(03:10):
culture. In a workplace. Ifyou're in a leadership position,
you can help make this the normby adopting this new standard
yourself and encouraging othersto do the same. And I think the
benefit of this not only is itpreventative medicine for
burnout, but the power ofintegration and allowing a
person to regenerate a bit totake a breath to go meet their
(03:35):
physical basic needs to processthe emotion that may have come
up in a meeting, especially ifit was a difficult one. I
believe that this is a basicright, that we have lost that we
have given away in how we'redoing work these days. So
reclaiming our own sovereigntyand autonomy, within our very
(04:00):
ability to integrate, reclaimingintegration even inside of a
busy business busyness is socritical. Often what comes up in
that integration space is thebiggest breakthroughs. Because
when we relax and stop lookingdirectly at the task at hand for
(04:24):
even a moment, we zoom out intothe bird's eye view into the
balcony view of the experiencewe just had inside of a meeting
in a week in a quarter or aseason, whatever the whatever
the timeline is. Integration isstill powerful at the end of any
cycle, in life and in business.
So taking that taking thatsacred pause going to that
(04:47):
balcony view, we often are ableto see things at the pattern
level. This saves so much timeand resources When we can get
right to the root cause we canget right to the, the cause of
the core friction, the brokenprocess, the reason that
(05:09):
something isn't working withinour operations within our team
management, maybe even withinhow we are showing up as a
leader or as a team member.
Getting to that, that patternslevel is so strategic, as a
leader, so strategic, if we arenot integrating and taking that
(05:34):
sacred pause, and flying by theseat of our pants, rushing from
meeting to meeting, never takinga breath, not only does this has
have a physiological andpsychological effect on us,
because we are, we're goingbeyond our energetic capacity,
we're communicating to ourbodies that your needs don't
matter, we have to do this, wehave this obligation or this
(05:58):
responsibility. So you comelast, just think about feeling
to in your own body right now,how that message feels. We are
constantly sending messages toour own bodies, through the
actions that we take and how welive our lives. Through the
lifestyles that we allowourselves to have.
We're in a huge moment of comingback to our autonomy. As workers
(06:23):
as leaders, there are so manystories that we have taken on in
the last decades, stories ofobligation, responsibility, hard
work, it's not that any of thosethings are bad, we don't want to
get rid of responsibility,certainly not. We want to expand
(06:43):
and deepen self responsibilitywithin humans, alongside self
awareness, of course, of course.
And to come back into oursovereignty as human beings to
reclaim our autonomy is soempowering. And guess what
empowered people createempowered, unfolding unfoldings
(07:05):
in lives and business. This iswhy I say it's strategic to
build these things in brokenpeople, build and perpetuate
broken systems. So how do we asleaders unlock the potential of
people and invite them back intotheir own empowerment, so that
(07:30):
they can really shine a lightthey can really be in their
gifts. If people are not intheir gifts, that light within
over time begins to dim. Notonly do we get less quality
results out of people, and thatis a very machine sort of
(07:50):
mechanistic view of people,right? Like we're getting value
out of people by how we lead.
That is very antiquated, in myopinion, to look at business and
leadership only in that way tomanage from that viewpoint only,
(08:12):
very extractive very harmful. Itcan even feel nonconsensual if
leaders are continuallypressuring and forcing, through
culture through regulation,forcing people to self abandon
over and over and over. This isso damaging, to live only in the
(08:36):
mechanistic extractive view thatwe've had. Our mental health
crisis, I believe, is so rootedin how we've been living in that
extractive pattern for so long.
A human can only take so much ahuman can only be devalued and
dehumanized so much. And we havebeen in this, this
(09:00):
directionality of separation ofseparating ourselves from
nature, of separating ourselvesfrom our emotions, putting a
huge wall between who we are atwork and who we are at home. But
we are now in a moment, wherewe're being invited to to
integrate these polarities, toshow up as our full selves even
(09:25):
in work. And guess what it'sgoing to take practice and it is
going to take a lot of Masterywhich requires mistakes which
requires learning. We're movingtowards the mastery of
integrating humaneness andbusiness. nature and technology,
(09:47):
feminine and masculine howeverit whatever labels you want to
give this huge moment ofintegration And I believe that
we can't fully do thatintegrative work without the
sacred pause, reflection andstillness. That comes when we
(10:09):
take a step back. And again, getthat balcony view.
As a leader, myself, and assomeone who's held executive
positions, I think that inmoments when I have done this
integrative work, and done thereflection on my day, on the
(10:30):
health of my team on the healthof the organization that I'm
running, when I step back toreally look at that, I am in the
highest value state that I couldever be in as a leader, because
I'm scanning for those patterns.
Those patterns then flow intostrategy, and make our
businesses better with withgreater results. And with a
(10:53):
quality of regeneration, thatbusiness in the past has just
hasn't had, we've certainly,we've certainly hacked our way
into highly productive systemsand environments. And we've
really gotten to the edges ofthat in the world of biohacking,
for example. And there's valuein some of that, of course,
(11:17):
there's value really, in anyexperiment that we're running in
our own humanity at any giventime. You can mine the gold, you
can you can find the goldennuggets in almost anything. But
there, there is a healthier wayto do this that helps us heal
(11:39):
that separation wound that helpsus embed or embody regenerative
qualities that are more naturebased that are more rooted in
the indigenous knowledge that wehave, that we've severed
ourselves from. We've moved awayfrom ceremony and ritual and
(12:00):
rest and cycles in favor ofthis, this linearity, this, this
constant growth. But I mean,even as you imagine, like,
imagine what comes to mind whenyou think about constant growth.
For me, I see gluttony, I seehoarding, of material
(12:23):
possessions of power ofresources, I see othering as
well, us versus them, me verse,you may see a lot of separation
in that as well when I think ofconstant growth. Because in
order to constantly grow, ifthat is the goal, at certain
(12:44):
turns, we have to find themargin, we have to mine for the
profit margin, we have toseparate and create hierarchy
between me and you, between youraccess to resources and my
access to resources. But this isonly necessary if the goal is
(13:08):
constant perpetual growth. Whatif scaling, in the future was
scaling deep? Rather than wide?
What if we could put our rootsso deeply into a community and
be okay with 1000, even 10raving followers, who are deeply
(13:35):
deeply benefiting and sitting incommunity with us, being human
with us? What if we served at alevel of depth that we've never
seen before, rather than servingonly surface based needs that
often are only putting a bandaidon someone's problem or
(13:55):
challenge. And sometimes we'reeven creating the problem or the
challenge in their mind so thatthey'll spend money for the
solution for the solve. Andbecause we're obsessed with
convenience, and instantgratification, we want that
quick fix. We want that thatquick adrenaline, dopamine hit,
(14:18):
to have the problem fixed, crossit off the to do list, give it a
checkmark. The context, thecultural context of those norms,
doesn't allow for the rest ofintegration. That is so
strategic. So let's getpractical for a second. How can
(14:42):
we build this in? How can webuild in integration time and
reflection time into our dailylives? I can share a few
practices that I personally haveused in how I've run companies
the buffer time before and aftermeetings. So so helpful on all
levels of a person, physical,emotional, spiritual, mental, so
(15:07):
helpful. That alone can be anincredible first step for moving
towards a more regenerativeculture
retros at the end of a week,month, or season, what is a
retro, retro short for retroactive? So this is a time when
either you individually or youwith your team come together to
(15:31):
reflect on what worked like whatdid you like or love about the
week, month season that justhappened? What do you wish that
was different? So you're lookingfor you're looking for subtle
improvements here. What do youwonder? So what are you curious
(15:53):
about? Just listing out thosequestions? What do you wonder
curiosity? Opens Doors andquestions are a portal into
answers that have yet to bediscovered. So getting ourselves
into that state of curiosity aswe reflect back also helps to
(16:13):
let that inner critic oranalyzer, relax a bit. Because
sometimes when we reflect onwhat worked and what didn't we
can get hypercritical, we cancome up with a huge list of
hundreds of things that didn'twork, or that we would change
without pausing to celebrate thethings that did work. Without
(16:38):
feeling that gratitude, and evena you know, that sense of pride.
What are you proud of thathappened in the last month, it's
okay to give yourself that selfvalidation that self
appreciation and self love. Itfeels wonderful when we get that
from another person, of course,which is why I'm a big fan of
(16:58):
celebrating these these winsthese learnings in teams as
well. So that people get thatrecognition on a human to human
relational level. So nourishingfor the team. Like that becomes
part of the lifeblood thatbecomes part of the nutrient
dense soil that your team nowgrows in.
(17:21):
So absolutely, including that.
So what do you what did you likeor love?
What do you wish was different?
What do you wonder or getcurious about? And then as you
look at those lists, what do youwant to pull into a category of
action, or implementation,because sometimes in these
(17:49):
retros, this is when the bestideas come, you're in that open
reflective state, you're in thatbalcony view, you're asking
yourself powerful questions. Andsometimes the writing is on the
wall, like the answers rightthere on the page, or on the
post it note, or on the digitalwhiteboard. If you're a digital
virtual team, it's right there.
(18:15):
To then move into action to makeit a project to make it a
priority, because you see it atthe patterns level. So retros,
allow a quick sidebar, anypractice like this that has
stacked function. And what Imean by that is that there are
(18:36):
layers of purpose and benefitwithin a single activity, you
magnify and amplify the returnon your time, and the return on
your energy that you're puttinginto that practice. So the retro
not only gives people the thephysical, emotional, mental,
(19:00):
spiritual benefits of takingthat sacred pause, but you're
doing it together, you're doingit in community. So you get that
that social wellness met. Andyou're also while you're while
you're supporting the individualand the team health, you're also
(19:21):
unlocking information flow.
Because when we don't pause toreflect on these things, I mean,
we can be living in assumptionsfor years, for years. And we can
take for granted Oh, even thisperson must know that they must
have this information becausethey're at a leadership level.
(19:42):
Or this seems you know, this isprobably insignificant. I'm not
gonna say anything. There's,there's no time there's no space
to bring this to anyone. I'mjust going to keep going and
flowing in this process. It's alittle bit janky a little bit
broken and I get paid and hopefor the best like. That's
without the context of, ofhaving spaces. If leaders aren't
(20:08):
creating spaces for theseconversations in this
information flow to happen, thenit doesn't happen. And this
information, these signals thatwe get from the insights and
reflections of our team help usto tap into the collective
intelligence of a team. Eachperson on that team has an
(20:34):
incredibly diverse vantage pointor perspective that they're
looking at your systems througha problem, looking at the
delivery of your services, orvalue that you're providing to
your customer, that each oneholds such a different vantage
point. So what is the point ofhaving a team, if you're not
(20:54):
bringing it together to be inthis space of collective wisdom,
and harnessing the power ofthat, as leaders, I think often
we haven't, we haven't beentrained how to harness the power
of collective intelligence. AndI want to switch gears ever so
slightly here and talk aboutinto not integration. That's
(21:17):
what we've been talking aboutinitiation. Because there's only
so far that our traditional orconventional business education
will will take us often there isnot, we're not being taught
about the deeply human elements,the the social technology that
(21:40):
we have access to as leaders, infact, the social technology that
we're responsible for buildingwithin a team within a company,
that technology is as importantas the actual tech
infrastructure that a companysits upon. And so many leaders
don't know how to actually tapinto that, to facilitate change,
(22:03):
to build momentum through cyclesand rhythms, to support the
human element of a team tounlock those unique gifts to
unlock information flow. Sothere's, there's a lack of,
there's a lack of training and alack of experience that that is
(22:24):
oftenfound at the leadership level
when when we as leaders ormanagers are thrust into these
positions. And it's, it'sconsidered a reward, right?
You've done great work, you'resuch a hard worker, you know,
the ins and outs of this system.
We're gonna give you a team now,like now, do everything you've
(22:46):
been doing, but also managepeople, which are incredible,
like, people are incrediblyvulnerable, at times chaotic,
beautifully messy. The degree atwhich they can communicate
effectively fluctuates dependingon what's going on in their
(23:06):
lives. There's such a complexityin managing people. And when we
get to that management level,when we get to that leadership
level, similar to how we'regoing through life, and business
at hyperspeed, and not taking asacred pause, we're also not
(23:29):
taking the sacred pause forinitiation into a new chapter
into a new sacred role that wehold in an organization. We
might not even have clarityabout what that role is, because
we're moving so fast. And no oneknows that one huge illusion
that that I certainly had as akid was that adults have it
(23:52):
figured out, they're clear,they're, they're clear about
what they want. They're clearabout how to get it. If you're
if you're a leader, you knowwhat you're doing. Those are all
huge illusions. I don't think weever fully figure it out. I
don't think we the goal isn'tcomfort. I really believe that
(24:14):
now. There's so much value inthe unknown in moving through
the discomfort into our owngrowth edges, moving through the
fear zone, where we get todiscover so much about
ourselves, and our own humanityto do all that deep self healing
work as we move into these newroles, because it kicks so much
(24:37):
up to be moved into a space ofuncertainty with added
responsibility. So much getstriggered. Our inner critic
shows up and is like, whoa,party time. Probably has 100
things to say. Panic or like aphysiological stress response.
(25:00):
That's might happen as well,that impacts the clarity of our
thinking, that impacts how we'reshowing up. So if we don't have
those, those self regulatingpractices that that deep
relationship with our ownnervous system and managing our
own energy, it can feel sochaotic to get thrown into these
(25:20):
these roles. So if you're everin a position of, of promoting
someone, of inviting someoneinto a new role, there's a
There's a book out there, Ithink it's called the first 90
days. And that book helped mesee how critical those first 90
(25:43):
days actually are. I've felt itintuitively in roles that I've
held and in the onboarding ofdifferent team members into new
roles, but those first 90 days,set the foundation for who
someone is going to become,within the context of your
company. And as a leader, Ibelieve it's our job to set
(26:05):
those people up for success. Ifthey fail, there's a part of
that that we are responsiblefor, if we neglected to fully
slow down to fully initiate themand onboard them. And there's
some aspects of onboarding that,that suck like that aren't that
(26:26):
glamorous, there's thepaperwork, there's the taxes,
there's, there's the creating anemployee handbook, which can be
a sacred and rewarding process,and you're still doing a lot of
writing you still you're takingtime out of your day to, to sit
down and do this work that isoften just piled on top of the
(26:48):
rest of the work. It's you haveto find time and space beyond
what you're already doing, to toonboard, at least in the current
paradigm, at least in thecurrent way that we're doing
business. But I think if we havea scarcity of time, to do this
(27:09):
deeply important work that setsour future business and our
future team up for success.
We have a resource issue. Thinkabout time as money for a
second. If you didn't haveenough money to hire someone,
would youin in some cases, maybe in some
(27:30):
cases, maybe you borrow money.
Ideally, you're building a rolethat is revenue generating, so
that person and and what they dofor your business pays for
itself and then some. So themoney doesn't always have to be
sitting in the bank. But if youweren't running a business and
(27:50):
generating revenue, or at leastlike Sure enough, that the
creation of this role was goingto generate revenue, would you
how would you create thatposition? No, no. So in that
same regard, if you if you don'thave time, to fully onboard
(28:11):
someone and initiate them intothe culture of your company, to,
to sort of blend the the DNA ofthe team, its flows, its
rhythms, its processes, if youdon't have time to fully welcome
someone into all that, and beopen and receptive to the value
(28:32):
of their brand new vantagepoint, their brand new
perspective and the questionsthat they'll ask with these
fresh eyes. Like there's athere's a childlike wonder and
mentality that's available in anew team member that that is
only there for so long. And ifwe're not, if we're not tapping
(28:53):
into that, if we're notutilizing that we're missing a
huge chunk of value, that reallycould impact what our team and
our company becomes. So if youdon't have time to do that, it's
I mean, it's I think it's timeto ask the tough question, do
(29:14):
you have any business creatingthat position? Inviting that
person? Is that fair to thatperson? The to have a go getter
who is self motivated, selfautonomous, that's wonderful.
That's wonderful. A selfmotivated person will ask the
right questions, and have theinitiative to go get information
(29:37):
and figure it out. But that onlygets them so far. You have to
meet them in the in betweenspace of their self motivation,
and their their own alignedvalues kicking in as they as
they continue to show up to thisculture to this to these systems
within your company. But then asa leader, you get to meet them
(29:59):
with all The other buildingblocks that set that person up
for success in the first 90days. That time is so sacred,
it's so sacred. And I believethat we can, we can build in
different, quote unquoteceremonies or rituals or
practices that, that make thatinitiation more meaningful, and
(30:23):
full of full of gratitude fullof taking the time to uncover
that person's true gifts, sothat they can really plug in so
that they can be of highestservice and highest value to the
team and its members. To thecustomers. There's, there's a
(30:43):
two way discovery, there's a twoway learning and listening, that
gets to happen. It's not just aone directional flow of
information, because that personis not a machine. It's not
simply, here are the processes,here, the systems, here's your
(31:05):
finite role, and like how you'regoing to do things. It's not
just that roles these days areincreasingly more dynamic and
fluid, they evolve. I think it'swonderful if someone quickly
outgrowstheir role. Scope Creep is, of
course a thing, and we get tomanage for that. But you can't
(31:28):
possibly know someone's truegifts, and how they are going to
contribute to your company andyour culture. without, without
trying, like without getting inthere and having the shared
experience of beginningtogether, of initiating together
of continually communicating andsharing each side of the
(31:53):
experience of all that as well.
Right? It's, I think, when wehave these, these 3060 and 90
day check ins, that's also a twoway conversation, that's a two
way listening, that ishappening. Because that person,
if you've done the due diligenceto really understand what your
(32:15):
company needs. And you've askedthe right questions and created
an interviewing or a hiringprocess that minimizes risk and
ensures at least at the highestdegree that that person is a
fit, if you've done that duediligence, that human sitting in
front of you is an investmentthat you have made. And the only
(32:37):
thing that's going to grow thatinvestment is you showing up as
a leader and meeting themhalfway. It's a it's a beautiful
thing, you know, as asproblematic and evil as money
can seem, sometimes when we whenwe use these financial terms,
the logic brain can understandah, this is a this is an
(32:59):
investment. Ah, this is a, youknow, a return on time a return
on energy. I think the way we'vebeen using that language has
been has been limited, it's beendehumanizing, but how do we re
humanize business? How do we rehumanize and decolonize
leadership? These are hugequestions that we are in right
(33:24):
now. And if we are existing incompanies and as leaders not
doing that work, of being in theunknown, of making mistakes, of
getting it wrong, so that we canfigure it out, so that we can
learn into or iterate towards ahealthier, more regenerative
(33:44):
version of business andleadership. Who else will? Who
else will, it's it's, it's timethat like, some of us need to
make those those risks, takethose risks and make those
mistakes, so that we can learninto a new way of of being,
because the old way, not only isit not working, but it's it's
(34:04):
actually dead, it's alreadydied. And many of us have
already grieved it. And if youhaven't, I invite you to, to
fully be in that process ofgrieving how things were of
grieving, the fact that whatused to work in business and in
leadership and how we show up inour jobs, that there was a time
there was a context when thatworked, and that time is dead.
(34:27):
So that version of you that usedto show up that way has also
died. And not everyone has fullyrealized that. But I think I
think more are realizing itevery day and beginning to feel
into what what is the new self?
What is the new version ofmyself that I get to show up in
and can I be brave and boldenough to make the mistakes to
(34:52):
discover? What what a moreregenerative way of doing
business Leadership actually is.
I'm here holding theseconversations and sharing these
ideas and asking these questionsas invitations for us to co
create this new world.
(35:12):
But I certainly don't have allthe answers, I have all of my
practices, I have all of myyears of trying out more
conscious leadership practicesof building more regenerative
operational design, I have, Ihave those iterations. And I
have the the self healing andthe self alignment practices
(35:34):
within myself, so that I canreally listen to what feels in
alignment with my values. Andwhat doesn't, that is my North
Star, that is my guiding system.
It's my GPS that's taking metowards this new way of doing
business. And I'm committed tobeing fully like fully fucking
dialed in to that. Because whenyou're moving through a dark
(36:01):
season, or a huge, massive egodeath in our collective
consciousness, you can't seewhere you're going, you don't
know exactly what's going to bereborn on the other side, all
you have is that inner compass.
(36:23):
So we better be clear on whatour values are, and the
calibrating criteria that thatinner compass or GPS is built
on. Because that's what's goingto guide us home to ourselves.
That's what's going to make usan open channel. And help us
(36:46):
show up in integrity intransparency, and in value
aligned ways that deeplyrehumanize how we're doing
business. It is within that veryspirit. That I am so excited to
share with you an announcement.
Ah, a very Yeah, very excitedfor this. Myself and a group of
(37:11):
incredible, incredible consciousleaders, teachers, facilitators,
content creators, like businessmedicine people is almost how I
see them who are just absolutelychanging the game. I've recently
been so deeply called to convenea group, and to create a
(37:36):
nonprofit called the LivingLeaders Institute, to pull
together this group of faculty,and educators to to begin to
build a collective knowledgesystem of tools, courses,
practices, templates, even likeI want to, I want to give you
(37:59):
all my templates that I've usedin my time as a CEO, as a
managing director, like if youdon't have a conscious budget,
for how your lifestyle and yourbusiness connect, or if you
don't have a people firstfinancial model that ensures the
livelihood of every member ofyour team, I want to give you
those templates. So there's likethere's a lot that I'm wanting
(38:21):
to give away in the spirit ofaccessibility, and accelerating
this healing path or thistransition that we're in. And so
that is that accessibility isdeeply rooted in how information
will be shared in the institute.
(38:42):
But coming in early 2023, willbe beginning to offer some of
those first programmaticexperiences to invite you into,
there's going to be a beautifulresource library that you'll
have access to with all sorts ofdownloadable templates and tools
and guided practices. So littlemini videos, things you can do
(39:07):
at home things you canimmediately implement and test
in your own business. In yourown role. No matter what role
you have. These issues are sodeeply human, we are living
leaders, we are living into anew type of leadership that is
more regenerative and morepeople first. So that's really
the spirit of the nonprofit andI look forward to sharing more
(39:29):
about that mission and theincredible humans that will be
joining me in CO creating this.
So excited so deeply excited,and it feels like like getting
to step into my sacred role evenfurther in helping to usher in
this this nonprofit in helpingto birth it. I absolutely love
(39:53):
birthing companies, but this onefeels like a home. It feels like
creating a home where thiscontent in this way of being
gets to live for a really longtime. So I'm so excited to
invite you into that. And aspart of that, this podcast is
the the format is about to shiftto meet this, this new birthing
(40:16):
that's happening of livingleaders, I'm going to be
inviting in other consciousleaders and practitioners who
are already playing in thisspace and already seeing this
shift unfold. They have alreadydone some of the piloting the
iterating, as well in their ownways. And I'm going to be
bringing them onto the podcastto have those conversations, and
(40:40):
help get you those tools andthose practices even faster. So
I've got some fascinating guestscoming up, we are going to be
taking a two week break from thepodcast to transition into
season two, where you'll get tomeet some of these guests. And I
cannot even wait to have theseconversations to to host these
(41:05):
brilliant, brilliant souls, andto ask questions that get to be
portals so that we can alldiscover the answers together.
So I will see you in in twoweeks with our very first guest,
and you won't want to miss it.
It's going to be really juicy.
(41:29):
So thank you for being as alwaysfully present and showing up
with me here on this podcast.
Welcome to this new year thiswinter cycle where we're going
in as as we mentioned in thepodcast today, I want to invite
you into those those micromoments of buffer time and retro
(41:49):
going to full to build in theintegration reflection and rest
time into how you run yourcompany and how you how you flow
through your day. And I inviteyou to also find other ways like
what are the what are the restreflection and integration
practices that work best for youthat you get to discover and try
(42:11):
on and design into your day sothat you can also reap the
benefit of this integration workthat is so so strategic and part
of our collective alchemy.
Thanks for doing the deep worky'all and I'll see you in season
two.
(43:04):
Enter work is often the hardestwork, but it is the work
required for lasting change andhealthier future for us all. If
you found the show valuableplease leave me a review and
subscribe. You can also take adeeper dive with me at Nicole
bellisle.com Thanks again forbeing here and showing up for
your new self. Your future selfis certainly thank you
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