March 18, 2025 • 16 mins
Your Leadership Classroom is Everywhere. Are You Paying Attention? Leadership isn’t about proving what you know—it’s about staying curious, observing, and learning from unexpected sources. Great leaders embrace a lifelong classroom mindset. In this episode I discuss:
- One of my biggest leadership disasters
- Why you want to rethink your teachers
- The behaviors that make you a more intentional leader
- How to spot the lessons all around you
Jill Griffin, host of The Career Refresh, delivers expert guidance on workplace challenges and career transitions. Jill leverages her experience working for the world's top brands like Coca-Cola, Microsoft, Hilton Hotels, and Martha Stewart to address leadership, burnout, team dynamics, and the 4Ps (perfectionism, people-pleasing, procrastination, and personalities).
Visit JillGriffinCoaching.com for more details on:
- Book a 1:1 Career Strategy and Executive Coaching HERE
- Build a Leadership Identity That Earns Trust and Delivers Results.
- Gallup CliftonStrengths Corporate Workshops to build a strengths-based culture
- Team Dynamics training to increase retention, communication, goal setting, and effective decision-making
- Keynote Speaking
- Grab a personal Resume Refresh with Jill Griffin HERE
Follow @JillGriffinOffical on Instagram for daily inspiration
Connect with and follow Jill on LinkedIn
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hey, I'm Jill Griffin , leadership and career
strategist and an executivecoach, and I spent the last 15
years helping professionalselevate their careers and boost
their workplace performance.
I help leaders be intentionalso that they can step up and be
the leaders they want to be andalso create capacity for the
people they serve.
When you know how to navigatechange with real world solutions
(00:21):
, you create a stronger leader,both in yourself and others.
So today I want to talk alittle bit more about leadership
, and your classroom iseverywhere.
Are you paying attention?
Leadership is often seen as aposition of authority that comes
with experience, expertise andconfidence Okay, sure, that is
(00:42):
all true, I'm down for that.
And confidence Okay, sure, thatis all true, I'm down for that.
But I also believe that thebest leaders aren't just experts
, they're also students.
Leadership isn't a destination.
It's about a continuouslearning process, and the best
leaders cultivate a beginner'smind, the ability to approach
every interaction and challengeand opportunity with curiosity
(01:03):
and openness, and they recognizethat everyone and everything
and opportunity with curiosityand openness, and they recognize
that everyone and everythingand every experience around them
has potential to teach themsomething.
Let's dig in.
One of the biggest mistakesthat I see leaders often make is
(01:24):
that they assume they can onlylearn from people at their own
level or those that are abovethem on the credentialing chain.
But in reality, wisdom existsin many unexpected places and
leadership wisdom is one of theways in which you're going to
create capacity for yourself andothers to create or achieve
your goal.
A junior employee may havefresh ideas and I know sometimes
(01:47):
as leaders we sit there andwe're like, no, you don't
understand.
I've been here.
It doesn't work that way.
But I would just say, is therean opportunity to pause and hear
the person out?
And it might be something asthe way they're approaching the
conversation and less about whatthey're actually saying.
Is there an opportunity tolearn there?
Can you learn from a customer,a competitor?
Sometimes even the simplicityand curiosity of a child or a
(02:11):
younger person around you mightcreate a pause and a way that
you can approach something witha beginner's mindset.
So I really feel that lessonscome from unexpected sources.
Feel that lessons come fromunexpected sources.
I'll also offer that.
You know I used to leave my NewYork City apartment and walk
the same way every day and abouta block away I would pass the
(02:32):
landscaping crew that would beworking on beautifying the front
of this building and every day,unless it was pouring or like
snowing, this man would say goodmorning, have a nice day.
It did not matter if he sensedsomeone was walking by, he
stopped what he was doing andsaid hello.
And over years I mean it wasyears that this man said hello
(02:55):
to me until he retired and overthe years it really occurred to
me like what an impact he had onme in such a small, profound
way of just one letting me knowthat I mattered and I existed.
And walking by and so much ofleadership is displaying who it
is that you want to be andtherefore giving other people to
(03:17):
be the same way.
And what would be possible ifwe offered that level of
kindness to the people thatwe're meeting with and the
people that we are engaging with.
Even if it is a toughnegotiation Negotiations don't
always have to be aggressivewhat if we came from kindness
(03:37):
that authentic leadership isn'tabout proving what you know?
And I understand sometimes itfeels fearful or vulnerable to
not be in the know.
No, and I understand sometimesit feels fearful or vulnerable
to not be in the no.
But what if you create spacefor yourself to breathe and
learn, and also for others andgrow.
I'll ask you who in your dailylife might be an unexpected
(03:59):
teacher and what insight mightthey offer you if you paid a
little bit closer attention.
Leadership is not about justdoing action right.
I offer you that leadership isabout watching, in a world that
values actions.
Leaders often feel that theyneed to speak direct or like
decide quickly, and some of ourmost valuable leadership
(04:20):
insights come from simplyobserving.
Ready for this one, I recall atime where I was newly promoted
and then transferred into adifferent business unit in order
to lead a new team, we'll say.
And there was a huge clientmeeting and it was on my second
day in the business unit.
(04:41):
They did a completely differentaction and work than what my
previous business unit had done.
And the morning of this hugeclient meeting, the boss told me
that he wasn't attending andthat's a completely other story
for another time.
But he had prepared thepresentation, and this is now
(05:01):
again two days on.
The job was not a reason toreschedule.
He was like no, you're goingand you're giving my
presentation.
I'll just tell you.
I'd love to tell you a herostory here.
It was an absolute disaster and, yes, I had barely time to
review the presentation in thetaxi on the way over to the
(05:22):
meeting and I completely fumbledthrough it.
But it was also the day thatanother teammate had started
with the company, so their firstexperience was this disaster of
a meeting and me witnessing mymessiness and my failure.
I never recovered with thatemployee and again, that's
(05:43):
another podcast for another time.
But when I think back about myaccountability and my role in
this, is what if I went intothat meeting with curiosity
instead of someone else's script?
Again, I was told under nouncircumstant turns that this is
the presentation I'm to giveand this is what is expected of
me.
And it's understandable that Iwould be nervous and I'd receive
(06:07):
no training, no support.
Again, I'm effectively two daysinto the job, even though it
was a rotation within thecompany.
And yeah, sometimes things arecompletely unfair and, as one of
my mentors would say to me withone of the best Southern
accents you could possiblymuster up, would that be the
state fair or the county fair,because there ain't no fair in
(06:30):
business.
There's been plenty of neverbeen done before experiences.
It's called life Jill and theclient was informed by my boss
that he wasn't coming and thatshe was getting the new person.
I could have used that time tobuild a relationship with her
rather than talk at her.
(06:51):
I could have asked herquestions about the business
challenges she was receiving orthat she was going through.
Based on the little bit of abrief I received.
I could have had her talkingand then used the presentation
as a little bit of an outlineand touch in and out or weave in
and out of it versus oh, I wastold to give this presentation,
(07:13):
I have to give this presentation.
I mean, it's just such aridiculous amount of pressure
that I put on myself to thinkthat within what?
40 minutes of getting apresentation, knew on a job that
I was going to go in and excelthere.
And yes, there was of course,the risk then of going back to
my boss and saying I didn't givethat presentation.
But I feel like creating thewin with the client would have
(07:36):
been a better approach.
But I feel like creating thewin with the client would have
been a better approach.
But I couldn't see that in thetime I could have tapped into my
training of all my years, evenas a certified meditation
instructor.
Right, I could have tapped intomy years of intuition and
noticed that I was presenting toher versus engaging with her.
I was so wrapped up in I'm incharge, I have to lead, and my
(07:59):
desire to look good that itmeant I lost my ability to see
the situation differently orrecognize patterns and look.
Sometimes the most effectiveleaders need to say the least
and notice the most.
Great leadership isn't justabout taking action or making
moves.
It's also about making theright moves at the right time,
(08:22):
which comes when you slow downand start listening right.
Two ears, one mouth use themproportionally.
So you might be thinking God,jill, you're being very hard on
yourself.
All right, maybe I'm definitelyGen X, so I think we tend to be
a little tougher on ourselves.
But I like that.
(08:44):
I strive for excellence.
I like that.
I strive to maximizeefficiencies and create the best
relationships.
In all, how can I up-level asituation whenever I'm in it?
I like that about myself, Itell you.
The good news is I never madethat mistake again.
I always went for building therelationship and the connection
first, versus being like wall ofinformation, like my friend Jay
(09:08):
calls it.
Let me be in thought leadershipmode and be the wall of
information, the expert with allthe data and the points.
I forgot who I was in themoment of being nervous, and
again, that's the part of graceI do give myself.
Of course, this would havehappened, but now that I know in
retrospect, building this inthe rear view mirror, my top
(09:28):
strengths are futuristic,intuitive empathy, the ability
to spot patterns and trends andbehaviors and reactions.
That's my excellence, or one ofmy excellence.
It's what has always made me anexcellent strategist, but I
tossed that all out the windowbecause I had to look good and
be the leader.
So I'll offer you what do younotice and what might you have
(09:54):
missed before?
Listen, you don't need to goback through all the archives of
your experiences, but if youpulled out a couple of recent
experiences that you didn't feelso great about and really
looked at yourself and thought,how much in that experience was
I listening and observing versusleading and doing the talking
and part of observing, you couldabsolutely ask questions.
That's what I'm sayingListening, observing, asking
(10:15):
questions, being curious.
So that would be one of thefirst things I would say.
That, like in the classroom, isaround you, everywhere.
You can learn from everyone.
So where are you finding thosepoints?
Next is the thirst for knowledge.
A lot of times leaders feelthat they're in charge and that
they've got to keep doing andpracticing what they know and
(10:35):
like doubling down on that.
Great leaders never stoplearning.
You are actively seeking newideas, challenges, want to
challenge your own assumptionand continually refine your
skills.
Some of my best insights camefrom gospel choir practice or
botanical formulation and yes, Ihave very diverse hobbies.
(10:56):
But reading business books,exploring psychology, philosophy
, art, history.
I used to take my team once aquarter to a museum where we had
a day where we were just goingto wander through a section of a
museum to get inspiration andthat was part of our time to be
in possibility and inspiration.
(11:18):
Can you surround yourself withmore diverse thinkers?
Right, diversity is amazing.
It's diversity of thought asmuch as it is representative
diversity.
You are going to learn fromother people's lived experiences
.
If, again, you be quiet andactually start observing or
asking them questions and beingcurious, can you build a network
of people who think differentlythan you but you have an agreed
(11:42):
level of respect that we're nothere to antagonize each other
and to have disagreements.
We're here to sort of be in aphilosophic conversation and a
debate.
It's not about winning orsomeone being right or wrong.
It's about opening your mind todifferent possibilities,
because I often find it's whenyou step away from those
conversations and marinate onthem is when you find new
(12:06):
insight.
Can you include new or youngeremployees or less experienced
employers, or even those fromoutside your core industry into
your set of diverse thinking?
And then also asking forfeedback.
I mean, sometimes you probablyhave heard the expression
feedback is a gift, even if youwant to punch yourself or the
(12:27):
person.
You don't have to agree withthe feedback.
You don't have to implement it,but hearing from your team,
your peers or, again, evencompetitors, can reveal blind
spots and spur innovativethinking.
You need to be intentional andmake learning part of your
practice and ensuring that inorder for your leadership to
continue to evolve in the highvelocity of business that you
(12:50):
need to be also evolving withthe world around you, and the
only way you do that is bybringing in diversity of thought
.
Then I also want you to thinkabout applying what you learn.
I keep what I call a leadershiplog and I've created it in
Notion.
It's basically a repositorythat helps me remember all that
I've absorbed.
Sometimes I have a gut feelingthat something is significant,
(13:13):
but I don't know why and I don'tknow how I'll use it.
This can be a quote, it can bea concept, it can be a book, it
can be really anything.
This has served me incrediblywell and, yes, this information
potentially could be searchable,meaning I could go Google and
try to find that quote again,but it's not going to have my
thought around it, my IP aroundit, and I certainly can't tag it
(13:37):
in the way that I want to inorder to bring it back up for a
later date.
For the last 20 or so years,I've evaluated myself weekly.
I learned from my own brilliantbrain that has created
multi-millions of dollars forbrands and businesses and people
.
And how can I learn from mybrain and show that I can apply
(13:59):
what I'm learning?
In order to scale my career, Ihave to scale my brain and show
that I can apply what I'mlearning.
In order to scale my career, Ihave to scale my brain.
So, in addition to anevaluation, which is like what
worked, what didn't work, whatwould I do differently, I'd also
offer having some sort ofweekly reflection where you ask
yourself what did I learn aboutleadership this week?
How can I apply this lesson inthe work or the project or
(14:23):
whatever initiative is in frontof me, and then who else might
benefit from this?
Or can I bring this concept tomy diverse thinking group and we
can stretch and pull on it alittle bit?
Your classroom is everywhere.
Are you paying attention?
The best leaders in the worlddo not just lead, they are
(14:45):
continuous learners.
Their education never stops.
You can get it from yourcolleagues, your team, your
competitor, your challenges,your neighbors, your gospel
choir groups.
All of it is a constantclassroom.
Every conversation, experienceor setback is an opportunity to
reflect and refine who you wantto be as an intentional leader
(15:05):
in this world.
Friends, who you getting yourcoaching from?
I would love to be yourexecutive coach and your
leadership strategist.
You can find all my informationin the show notes.
You can also check out mywebsite, where I list everything
and explain to you how I work,and I'd love to meet with you.
If you have any thoughts orfeedback on this particular
(15:26):
conversation, email me at helloat jillgriffincoachingcom.
I want to hear what is the mostunlikely source.
You've heard a leadershipinsight or a bit of wisdom from.
Makes it fun.
Share your story with me.
I'd love to hear it Again.
Hello at jillgriffincoachingcom.
All right, friends, have agreat week, be intentional,
(15:48):
reflect.
Learning is everywhere and bekind.
I'll see you soon.
Hey, I'm Jill Griffin , leadership and career
strategist and an executivecoach, and I spent the last 15
years helping professionalselevate their careers and boost
their workplace performance.
I help leaders be intentionalso that they can step up and be
the leaders they want to be andalso create capacity for the
people they serve.
When you know how to navigatechange with real world solutions
(00:21):
, you create a stronger leader,both in yourself and others.
So today I want to talk alittle bit more about leadership
, and your classroom iseverywhere.
Are you paying attention?
Leadership is often seen as aposition of authority that comes
with experience, expertise andconfidence Okay, sure, that is
(00:42):
all true, I'm down for that.
And confidence Okay, sure, thatis all true, I'm down for that.
But I also believe that thebest leaders aren't just experts
, they're also students.
Leadership isn't a destination.
It's about a continuouslearning process, and the best
leaders cultivate a beginner'smind, the ability to approach
every interaction and challengeand opportunity with curiosity
(01:03):
and openness, and they recognizethat everyone and everything
and opportunity with curiosityand openness, and they recognize
that everyone and everythingand every experience around them
has potential to teach themsomething.
Let's dig in.
One of the biggest mistakesthat I see leaders often make is
(01:24):
that they assume they can onlylearn from people at their own
level or those that are abovethem on the credentialing chain.
But in reality, wisdom existsin many unexpected places and
leadership wisdom is one of theways in which you're going to
create capacity for yourself andothers to create or achieve
your goal.
A junior employee may havefresh ideas and I know sometimes
(01:47):
as leaders we sit there andwe're like, no, you don't
understand.
I've been here.
It doesn't work that way.
But I would just say, is therean opportunity to pause and hear
the person out?
And it might be something asthe way they're approaching the
conversation and less about whatthey're actually saying.
Is there an opportunity tolearn there?
Can you learn from a customer,a competitor?
Sometimes even the simplicityand curiosity of a child or a
(02:11):
younger person around you mightcreate a pause and a way that
you can approach something witha beginner's mindset.
So I really feel that lessonscome from unexpected sources.
Feel that lessons come fromunexpected sources.
I'll also offer that.
You know I used to leave my NewYork City apartment and walk
the same way every day and abouta block away I would pass the
(02:32):
landscaping crew that would beworking on beautifying the front
of this building and every day,unless it was pouring or like
snowing, this man would say goodmorning, have a nice day.
It did not matter if he sensedsomeone was walking by, he
stopped what he was doing andsaid hello.
And over years I mean it wasyears that this man said hello
(02:55):
to me until he retired and overthe years it really occurred to
me like what an impact he had onme in such a small, profound
way of just one letting me knowthat I mattered and I existed.
And walking by and so much ofleadership is displaying who it
is that you want to be andtherefore giving other people to
(03:17):
be the same way.
And what would be possible ifwe offered that level of
kindness to the people thatwe're meeting with and the
people that we are engaging with.
Even if it is a toughnegotiation Negotiations don't
always have to be aggressivewhat if we came from kindness
(03:37):
that authentic leadership isn'tabout proving what you know?
And I understand sometimes itfeels fearful or vulnerable to
not be in the know.
No, and I understand sometimesit feels fearful or vulnerable
to not be in the no.
But what if you create spacefor yourself to breathe and
learn, and also for others andgrow.
I'll ask you who in your dailylife might be an unexpected
(03:59):
teacher and what insight mightthey offer you if you paid a
little bit closer attention.
Leadership is not about justdoing action right.
I offer you that leadership isabout watching, in a world that
values actions.
Leaders often feel that theyneed to speak direct or like
decide quickly, and some of ourmost valuable leadership
(04:20):
insights come from simplyobserving.
Ready for this one, I recall atime where I was newly promoted
and then transferred into adifferent business unit in order
to lead a new team, we'll say.
And there was a huge clientmeeting and it was on my second
day in the business unit.
(04:41):
They did a completely differentaction and work than what my
previous business unit had done.
And the morning of this hugeclient meeting, the boss told me
that he wasn't attending andthat's a completely other story
for another time.
But he had prepared thepresentation, and this is now
(05:01):
again two days on.
The job was not a reason toreschedule.
He was like no, you're goingand you're giving my
presentation.
I'll just tell you.
I'd love to tell you a herostory here.
It was an absolute disaster and, yes, I had barely time to
review the presentation in thetaxi on the way over to the
(05:22):
meeting and I completely fumbledthrough it.
But it was also the day thatanother teammate had started
with the company, so their firstexperience was this disaster of
a meeting and me witnessing mymessiness and my failure.
I never recovered with thatemployee and again, that's
(05:43):
another podcast for another time.
But when I think back about myaccountability and my role in
this, is what if I went intothat meeting with curiosity
instead of someone else's script?
Again, I was told under nouncircumstant turns that this is
the presentation I'm to giveand this is what is expected of
me.
And it's understandable that Iwould be nervous and I'd receive
(06:07):
no training, no support.
Again, I'm effectively two daysinto the job, even though it
was a rotation within thecompany.
And yeah, sometimes things arecompletely unfair and, as one of
my mentors would say to me withone of the best Southern
accents you could possiblymuster up, would that be the
state fair or the county fair,because there ain't no fair in
(06:30):
business.
There's been plenty of neverbeen done before experiences.
It's called life Jill and theclient was informed by my boss
that he wasn't coming and thatshe was getting the new person.
I could have used that time tobuild a relationship with her
rather than talk at her.
(06:51):
I could have asked herquestions about the business
challenges she was receiving orthat she was going through.
Based on the little bit of abrief I received.
I could have had her talkingand then used the presentation
as a little bit of an outlineand touch in and out or weave in
and out of it versus oh, I wastold to give this presentation,
(07:13):
I have to give this presentation.
I mean, it's just such aridiculous amount of pressure
that I put on myself to thinkthat within what?
40 minutes of getting apresentation, knew on a job that
I was going to go in and excelthere.
And yes, there was of course,the risk then of going back to
my boss and saying I didn't givethat presentation.
But I feel like creating thewin with the client would have
(07:36):
been a better approach.
But I feel like creating thewin with the client would have
been a better approach.
But I couldn't see that in thetime I could have tapped into my
training of all my years, evenas a certified meditation
instructor.
Right, I could have tapped intomy years of intuition and
noticed that I was presenting toher versus engaging with her.
I was so wrapped up in I'm incharge, I have to lead, and my
(07:59):
desire to look good that itmeant I lost my ability to see
the situation differently orrecognize patterns and look.
Sometimes the most effectiveleaders need to say the least
and notice the most.
Great leadership isn't justabout taking action or making
moves.
It's also about making theright moves at the right time,
(08:22):
which comes when you slow downand start listening right.
Two ears, one mouth use themproportionally.
So you might be thinking God,jill, you're being very hard on
yourself.
All right, maybe I'm definitelyGen X, so I think we tend to be
a little tougher on ourselves.
But I like that.
(08:44):
I strive for excellence.
I like that.
I strive to maximizeefficiencies and create the best
relationships.
In all, how can I up-level asituation whenever I'm in it?
I like that about myself, Itell you.
The good news is I never madethat mistake again.
I always went for building therelationship and the connection
first, versus being like wall ofinformation, like my friend Jay
(09:08):
calls it.
Let me be in thought leadershipmode and be the wall of
information, the expert with allthe data and the points.
I forgot who I was in themoment of being nervous, and
again, that's the part of graceI do give myself.
Of course, this would havehappened, but now that I know in
retrospect, building this inthe rear view mirror, my top
(09:28):
strengths are futuristic,intuitive empathy, the ability
to spot patterns and trends andbehaviors and reactions.
That's my excellence, or one ofmy excellence.
It's what has always made me anexcellent strategist, but I
tossed that all out the windowbecause I had to look good and
be the leader.
So I'll offer you what do younotice and what might you have
(09:54):
missed before?
Listen, you don't need to goback through all the archives of
your experiences, but if youpulled out a couple of recent
experiences that you didn't feelso great about and really
looked at yourself and thought,how much in that experience was
I listening and observing versusleading and doing the talking
and part of observing, you couldabsolutely ask questions.
That's what I'm sayingListening, observing, asking
(10:15):
questions, being curious.
So that would be one of thefirst things I would say.
That, like in the classroom, isaround you, everywhere.
You can learn from everyone.
So where are you finding thosepoints?
Next is the thirst for knowledge.
A lot of times leaders feelthat they're in charge and that
they've got to keep doing andpracticing what they know and
(10:35):
like doubling down on that.
Great leaders never stoplearning.
You are actively seeking newideas, challenges, want to
challenge your own assumptionand continually refine your
skills.
Some of my best insights camefrom gospel choir practice or
botanical formulation and yes, Ihave very diverse hobbies.
(10:56):
But reading business books,exploring psychology, philosophy
, art, history.
I used to take my team once aquarter to a museum where we had
a day where we were just goingto wander through a section of a
museum to get inspiration andthat was part of our time to be
in possibility and inspiration.
(11:18):
Can you surround yourself withmore diverse thinkers?
Right, diversity is amazing.
It's diversity of thought asmuch as it is representative
diversity.
You are going to learn fromother people's lived experiences
.
If, again, you be quiet andactually start observing or
asking them questions and beingcurious, can you build a network
of people who think differentlythan you but you have an agreed
(11:42):
level of respect that we're nothere to antagonize each other
and to have disagreements.
We're here to sort of be in aphilosophic conversation and a
debate.
It's not about winning orsomeone being right or wrong.
It's about opening your mind todifferent possibilities,
because I often find it's whenyou step away from those
conversations and marinate onthem is when you find new
(12:06):
insight.
Can you include new or youngeremployees or less experienced
employers, or even those fromoutside your core industry into
your set of diverse thinking?
And then also asking forfeedback.
I mean, sometimes you probablyhave heard the expression
feedback is a gift, even if youwant to punch yourself or the
(12:27):
person.
You don't have to agree withthe feedback.
You don't have to implement it,but hearing from your team,
your peers or, again, evencompetitors, can reveal blind
spots and spur innovativethinking.
You need to be intentional andmake learning part of your
practice and ensuring that inorder for your leadership to
continue to evolve in the highvelocity of business that you
(12:50):
need to be also evolving withthe world around you, and the
only way you do that is bybringing in diversity of thought
.
Then I also want you to thinkabout applying what you learn.
I keep what I call a leadershiplog and I've created it in
Notion.
It's basically a repositorythat helps me remember all that
I've absorbed.
Sometimes I have a gut feelingthat something is significant,
(13:13):
but I don't know why and I don'tknow how I'll use it.
This can be a quote, it can bea concept, it can be a book, it
can be really anything.
This has served me incrediblywell and, yes, this information
potentially could be searchable,meaning I could go Google and
try to find that quote again,but it's not going to have my
thought around it, my IP aroundit, and I certainly can't tag it
(13:37):
in the way that I want to inorder to bring it back up for a
later date.
For the last 20 or so years,I've evaluated myself weekly.
I learned from my own brilliantbrain that has created
multi-millions of dollars forbrands and businesses and people
.
And how can I learn from mybrain and show that I can apply
(13:59):
what I'm learning?
In order to scale my career, Ihave to scale my brain and show
that I can apply what I'mlearning.
In order to scale my career, Ihave to scale my brain.
So, in addition to anevaluation, which is like what
worked, what didn't work, whatwould I do differently, I'd also
offer having some sort ofweekly reflection where you ask
yourself what did I learn aboutleadership this week?
How can I apply this lesson inthe work or the project or
(14:23):
whatever initiative is in frontof me, and then who else might
benefit from this?
Or can I bring this concept tomy diverse thinking group and we
can stretch and pull on it alittle bit?
Your classroom is everywhere.
Are you paying attention?
The best leaders in the worlddo not just lead, they are
(14:45):
continuous learners.
Their education never stops.
You can get it from yourcolleagues, your team, your
competitor, your challenges,your neighbors, your gospel
choir groups.
All of it is a constantclassroom.
Every conversation, experienceor setback is an opportunity to
reflect and refine who you wantto be as an intentional leader
(15:05):
in this world.
Friends, who you getting yourcoaching from?
I would love to be yourexecutive coach and your
leadership strategist.
You can find all my informationin the show notes.
You can also check out mywebsite, where I list everything
and explain to you how I work,and I'd love to meet with you.
If you have any thoughts orfeedback on this particular
(15:26):
conversation, email me at helloat jillgriffincoachingcom.
I want to hear what is the mostunlikely source.
You've heard a leadershipinsight or a bit of wisdom from.
Makes it fun.
Share your story with me.
I'd love to hear it Again.
Hello at jillgriffincoachingcom.
All right, friends, have agreat week, be intentional,
(15:48):
reflect.
Learning is everywhere and bekind.
I'll see you soon.
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