March 18, 2024 • 23 mins
Ever feel like you're on the cusp of a career metamorphosis but unsure how to spread your wings? Join us as industry expert Carly Vivian and I take a deep dive into the world of career reinvention and leadership strategies, mapping out the path from a job switch to a full-blown career transformation. Together, we dissect the signs that whisper (or scream) it's time for a change and strategize on how to combat the dreaded imposter syndrome that often accompanies new beginnings.
For leaders, we navigate the 'three E's' of nurturing innovation—example, empowerment, and experimentation—to foster teams that aren't just ready for change but are actively driving it.
Additionally, we delve into the fascinating concept of biomimicry in business, learning from nature to drive sustainability and efficiency.
This conversation is not just about changing jobs but transforming how you see your work and leadership in the context of today's dynamic business landscape. From overcoming fears to embracing change, we provide the tools, stories, and inspiration needed to make your career reinvention a resounding success.
For more insights from our guest expert, visit www.carlyvivian.com
For us for actionable tools & tips for your leadership journey
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Jen (00:01):
Today I'm speaking with Carly Vivian, who has decades of
experience guiding majorclients through organizational
transformations and steeringcareers into exciting new paths.
Her knack for transformationwas utilized at Coca Cola and
then at the Federal Reserve Bankof San Francisco, where she was
a vice president.
Carly (00:19):
Looking inside yourself and starting to understand what
are some of your core values,what are your strengths and your
passions and those things thatyou enjoy doing.
It's not just about what youmight be good at doing, but it's
what brings you a certain senseof joy in fulfillment.
Jen (00:38):
In this episode, we'll discuss the process of leading
yourself through a purposefuland fulfilling career
reinvention.
We'll provide insights on howto overcome imposter syndrome
and offer leadership skills thatare required to spark
innovation and change within ateam.
Let's dive in, carly Vivian,you are a longtime friend and I
(01:00):
am excited for today.
You have a wealth of wisdom,knowledge and industry expertise
.
When you think careerreinvention, and career
reinvention done in such a waywhere someone is in a transition
and they're doing it withpurpose, what is the definition
of that from your perspective?
Carly (01:20):
Doing it, I think, from a standpoint of purpose, is
really making sure that it'sconnected to you as an
individual, that it connectsinto what your why is, what
drives you, what motivates you,what makes you feel like you can
go to work and do your work andjust sing.
Jen (01:40):
I guess the first question I'm having in the back of my
mind is how would I know I'mthere?
So maybe it's not forced uponme, maybe it's out, maybe a year
ahead, or maybe it's right now,but what are some common things
that you see that peopledisplay when they're really
ready for that careerreinvention?
Carly (01:58):
A lot of my clients, for example, are individuals that
have been doing something forquite a while and there's just a
feeling.
It doesn't necessarily have tobe burnout, but it's just that
they're at a point where theywant to do something different.
There's job transition and thenthere's career transition or
(02:23):
reinvention, and they're not thesame thing.
What would be the difference,carly?
The job transition is whenyou're aware of your skills and
you're working somewhere in acertain environment and you want
to do something different.
So you want to work for adifferent company or in a
(02:45):
different environment, but youwant to do essentially the same
thing.
So career reinvention is whereyou're really looking at doing
something totally different,where you want to do it from the
standpoint of connecting towhat's important to you, kind of
(03:09):
like what I mentioned before,where you are interested in
maybe leaving a bigger footprintthan you had before.
You're really looking totransform from what you were
doing before, and oftentimes itrequires new skills.
It requires doing the skillsthat you have in a very
(03:31):
different way.
It requires Really making surethat your career going forward,
you, the path that is in frontof you, is something that is,
that is connected to what youcan do what you'd love to do and
(03:52):
what you, what you want toleave behind when people come to
you and you're doing coachingor consulting for them.
Jen (04:00):
What are some of the strategies that you give people
to help them really know thatthey're in that spot, and can
you share some of those tipswith us?
Carly (04:10):
Yes, well, some of the strategies.
I think a starting point isdoing a deep personal assessment
, so Really looking insideyourself and starting to
understand what are some of yourcore values, what are your
strengths and your passions andthose things that you enjoy
(04:30):
doing, and it's it's not justabout what you might be good at
doing, but it's what brings youa certain sense of joy and
fulfillment.
Yeah another is what with amarket bear?
So it's a certain sense ofmarket alignment because, let's
face it, it won't do you anygood to to Try and reinvent into
(04:53):
something where nobody's gonnapay you to do it.
Another thing that's reallyimportant is is to do networking
Connect with, talk, to engagewith individuals that are doing
something that you're interestedin.
You don't have to necessarilybe locked into it and know that.
Well, this is the final thingthat I want to do, but start the
(05:14):
process about having thoseconversations and Connecting
with people so that you can getsome insights and understand
what the opportunities are thatare there, and that also helps
you to build your network ofsupport.
Jen (05:31):
I'm thinking to the individual who is right there
and perhaps they are in betweentheir old world and their new
world, on their careerreinvention, and there's always
that space in between.
It takes a little courage and Ithink our confidence is really
Put to the test in those momentsbecause there can be headwinds,
(05:54):
there can be a lot of unknowns.
You know what's being talked alot about is this concept of
imposter syndrome, and so fromyour perspective, carly, what is
imposter syndrome and how doesit show up at this Juncture when
people are making this change?
Carly (06:10):
what that really is is when people have a persistent
feeling that either they feellike they're going to be found
out to be a fraud or that theydon't know how to do something.
When there's actual evidencethat they do know how to do it,
it might be something thatthey've been doing for a long
time, but you get this internalfeeling sometimes of that fear,
(06:32):
and so imposter syndrome can Canhit a lot of people, even some
people that we would very rarelysuspect that they have it.
I'll even admit I had feltimposter syndrome myself before,
and so some of the ways aroundthat are to Number one, just to
(06:54):
really stop and ask yourself isthat the truth?
Kind of think about what it isthat you have done in the past.
That is an evidence of success.
So it's a way to to just reallykind of push the pause button
and Get that little inner voiceto stop and then assess what is
(07:18):
the truth, what is fact fromthat feeling that's going on.
Another thing that I like torecommend is doing volunteer
things.
So if you're interested insomething, try doing a project
or see if you can help out orvolunteer or something there on
a very small basis.
(07:40):
That can get your feet wet.
Jen (07:43):
It can be another way to kind of test the waters as it
relates to Thinking aboutinnovation and leadership and
driving change from within.
What are some ways that leaderscan really think about this?
So this is not necessarily theperson who is in a career change
for themselves, but they reallyhave to foster a mindset of
(08:06):
innovation and change withintheir teams.
What are some effective waysthat leaders can go about doing
that and really foster a cultureand an environment that is
conducive to that?
Carly (08:17):
I'd like to think about it as the three E's Example
empowerment and experimentation.
So, by example, if you're aleader with a team and you are
really wanting to grow that, tofoster that within your team,
it's important for you as aleader to demonstrate that,
(08:39):
provide an example of it, showthat you have a personal
willingness yourself to explorenew ideas, because obviously
your team is going to eitherfollow the example that you give
in that or judge what you saythat you're wanting if you're
(09:00):
not walking the talk.
So it's really important to leadby example.
That second thing empower them.
Give them an opportunity to beautonomous, to pursue creative
solutions and to make somedecisions and to have a sense of
ownership and responsibilitytoward new things, toward new
(09:23):
ideas.
So give them an opportunity todemonstrate and don't expect
perfection from them as if thisis something that's new, that's
really being introduced andeverything has been done a
certain way by the book or theseare the old processes, the way
(09:44):
that we've always done.
That when you're trying toshift gears into a new culture
or a new way of being, it'sgoing to take some time.
So recognize that.
That's what leads into thatthird thing that I was
mentioning about experimentation.
So, when you think aboutexperimentation, make sure you
create a safe space for yourfolks.
Make sure that the environmentis one where a learning process
(10:12):
is welcome and you'reencouraging it without fear of
repercussions or that thingshave to be perfect.
Jen (10:21):
I also think too, carly you're just saying that it's
giving people time to processtoo has been a helpful strategy
for me.
If I know a change is coming,how can I deliver things in
conceptually, giving them somesort of nugget within that to
consume meaning here?
(10:42):
Think about it.
I'd love to get your thoughtsin the next day or two about how
we could, and then that givesthem some time to process and
then come back when you thinkabout it.
Carly (10:54):
People have different processing styles and ways that
they take in information, and toprovide time for people to
digest, to take it in, that'skey to really make sure you're
bringing the whole team alongFrom the way that people process
information.
I like to think about it in oneof the tools that I use.
(11:16):
It's a, it's a, it's a quadrantmethod, and so, if you think of
four different quadrants andhow information occurs, some
people take in information in avery qualitative manner, so they
are.
They think about answeringquestions like this is what
we're going to do and the waythat we do it is because it's
(11:39):
going to deliver this specificprocess and it's so.
It's a very logical kind ofmethodology.
Another quadrant is whereindividuals take information in
a way that is, how are we goingto go out and do it?
So what are the steps thatwe're going to take?
How, how can I actuallyquantify that?
(11:59):
What's the risk that's involved?
It's operating from astandpoint that is much more
based on taking things in astep-by-step manner.
Another one of those quadrantsis to how people think, process
information and accept changehas to do with looking at the
big picture.
So those individuals are areones that are looking at things
(12:22):
at maybe a 30,000 foot level orholistic level, and so they're
asking questions that are likewhy are we doing this and what's
the big picture and, at the endof the day, where will we be
with it?
So that's how they're taking ininformation.
And then another one of thosequadrants is all about people
(12:46):
and relationships andindividuals and who's going to
be involved.
So, like from a relationshipstandpoint, they want to make
sure that there is that peopleaspect that's touched on.
So when you, when you thinkabout this with a team, I
guarantee you you're going tohave some of all of those people
involved in your team and ifyou only communicate one way,
(13:09):
you're going to leave somepeople where they're not going
to understand.
It can almost sound like whatyou're saying is foreign
language, because it's just notconnecting with them.
Jen (13:21):
And so, as you embark on this next chapter and journey
for yourself, carly, what areyou the most excited?
Carly (13:30):
about.
One of the things that I'mexcited about right now is is I
just recently got certified as acertified reinvention
practitioner.
You know, I've been in thisfield for 30 years.
And then there's there's changeand there's change management,
and that's that's at a scale ofwhat you do to help
(13:52):
organizations or teams or groupsto really figure out how to get
more clear, bring additionalknowledge and ability and things
of that nature with somethingon a small scale.
Then there's organizationaltransformation, which is larger.
It's often be done at aenterprise level, so it might be
(14:14):
taking different projects andfiguring out how are you going
to transform, how that's that'sdone.
Well, we're living in a verychaotic period of time, you know
.
There literally is there's,there's chaos, there's change,
there's the dynamics of howquickly things are speeding and
moving along, and so I'm notreally interested in this field
(14:38):
of reinvention.
What's different about it fromthose other aspects of change
and reinvention is really it'sabout learning how to protect
the life within a system, bothfor today and tomorrow.
It's really looking at andhelping to continuously innovate
(15:04):
and be on the lookout for howcan you grow as an organization
or as an entrepreneur or as ateam, the services that you do
or the products that you do orwho your client base is, and to
be able to change from apersonal growth standpoint and
leadership style standpoint, andwhat are some ways to be able
(15:29):
to do that?
And so that's kind of a longway around.
Why I'm really excited about allof this is because there are a
set of principles that you canreally use inside of Reinvention
, a set of tools that reallyhelp to make things easier, for
example, biomimicry.
(15:52):
Biomimicry is a great tool thatis used in Reinvention, where we
look at nature to learn thelessons that nature provides.
So in biomimicry, one of thethings that we can do there is
how do we embrace the variationin diversity?
(16:13):
From a business standpoint,applying that sense of diversity
would be in teams and thoughtsand solutions and approaches.
It could be a way that we'relooking at and utilizing that.
Another is how do we createsymbiotic relationships?
From a business standpoint,having cooperative relationships
(16:36):
is something that we can do andhow can we work together and
support from a broad network,also by being efficient with our
resources.
How can we really adoptmultifunctional ways of doing
things so that it reduces theamount of time and effort that
we apply and we do things.
(16:57):
All of these are things that wecan look at the examples
provided by nature and reallyapply them in a business setting
, and it really can help us tobe more forward thinking.
Jen (17:11):
I don't think we've thought about how do you apply nature
in business, but, as I thinkabout what's going to be
required in the next 10 years,it's not more information and
it's not more knowledge, but itis definitely a new
infrastructure for how weoperate within the speed of
change that we're going to be in.
What is your thought on wherewe are with all of that?
Carly (17:34):
As business people, regardless of what environment
we're in, whether we're anentrepreneur, whether we're a
leader in an organization, youcan't live in a bubble.
You have to be looking to stayahead and ensure that you're
able to change and willing tochange.
(17:55):
There's an example I'd like toshare with you.
That caused the titanic to sink.
Jen (18:04):
Oh no, I'm remembering different images from the
Titanic not necessarily thesinking.
Carly (18:09):
Well, one of the things a lot of people first think about
is the Titanic hit an icebergand it sunk after hitting that
iceberg, but one of the thingsthat is so interesting in in the
history behind it.
It makes a wonderful parallel.
The crew ignored warnings.
(18:31):
They were warned, actually sixdifferent times by ships that
passed by, that there wereicebergs ahead, but they ignored
them.
And so, yeah, now you stop andthink about, well, why would
they ignore the those warnings?
It was because they were busydoing other things.
They were doing things thatthey thought were more important
, like they were setting up theschedule for some of their
(18:55):
important guests that were there.
They hadn't practiced, theyhadn't run a lot of test runs.
Another thing that they did wasthey they relied too much on
past success.
But in the time between whenthe crew of the Titanic actually
(19:15):
saw the iceberg and when itcollided with it, there were 37
seconds, and that officer reliedon his past success to make
decisions.
He made executive decisions inthe moment and unfortunately,
history tells us that thosedecisions that he made, that he
relied on, were the wrongdecisions.
But then, one of the otherthings that I love about this,
(19:39):
this lesson from the Titanic isthat they didn't have binoculars
.
So it was a clear night, thewater was still, and yet they
didn't see the the iceberg.
And so you know you're thinkingwhy in the world didn't they
have binoculars?
A person on the lookout shouldhave binoculars.
There's a story behind it andthe story is because I'm
(20:02):
actually one of the persons thatwas on Lookout, survived and
told the story.
So there were some last minuteleadership decisions that were
made and a person who had thekeys to a cabinet where the
binoculars were kept.
At the last minute it wasdecided that he wasn't going to
go on this, on this journey, andso he left and, disappointed
(20:27):
and leaving at the last minute,he forgot to turn the keys to
the cabinet over to hisreplacement.
And so how do we relate allthat to business?
Number one as a business, makesure that you you avail yourself
of warnings.
Talk to people, engage withother thought leaders, interact
(20:51):
with them, be on platforms likeyou know LinkedIn and Twitter
and industry specific specificforums, so that you can can be
aware of what's going on in yourfield, in, in in your area of
expertise.
Attend industry events so thatyou can participate in practice
(21:12):
and engage in webinars andthings that help you to stay
informed.
Another thing that's importantis not being overconfident of
past successes.
A lot of leaders ororganizations can be cocky and
feel like, well, that's notgoing to happen to me or we're
too big to fail.
But then one of the mostimportant things is learn to
(21:36):
look data and leverage data andanalyze it.
Those are your binoculars.
That's your way to see andidentify patterns and behaviors
and trends.
All of that is critical toreally being able to to survive
in a turbulent time like we'rein right now in business.
Jen (21:58):
Well, Carly, we've traveled many different threads and
roads within this topic andyou've just provided a bounty of
wisdom for everyone, and Ican't thank you enough for being
on and sharing your journey,your history and also all of the
tips and strategies and mapsthat you've just given everyone
(22:22):
that we can take away with usthrough this rich conversation.
If people want to learn moreabout finding you, where can
they go?
Carly (22:30):
They can go to my website .
It's wwwcarlyvibioncom.
It doesn't get more simple.
Jen (22:38):
We'll link everything to in the show notes for people so
that they can quickly look youup and connect if they feel so.
Thank you so much, Carly.
This has been a wonderfulconversation.
Carly (22:48):
Thank you for being on oh Jen, thank you so much for
inviting me.
Jen (22:52):
Thank you for joining us.
Don't forget to follow us onInstagram and LinkedIn, where we
transform the wisdom from ourpodcast into practical tips,
tools and takeaways for yourleadership journey.
Find us at gritgracepodcast.
See you next week.
Thank you.
Today I'm speaking with Carly Vivian, who has decades of
experience guiding majorclients through organizational
transformations and steeringcareers into exciting new paths.
Her knack for transformationwas utilized at Coca Cola and
then at the Federal Reserve Bankof San Francisco, where she was
a vice president.
Carly (00:19):
Looking inside yourself and starting to understand what
are some of your core values,what are your strengths and your
passions and those things thatyou enjoy doing.
It's not just about what youmight be good at doing, but it's
what brings you a certain senseof joy in fulfillment.
Jen (00:38):
In this episode, we'll discuss the process of leading
yourself through a purposefuland fulfilling career
reinvention.
We'll provide insights on howto overcome imposter syndrome
and offer leadership skills thatare required to spark
innovation and change within ateam.
Let's dive in, carly Vivian,you are a longtime friend and I
(01:00):
am excited for today.
You have a wealth of wisdom,knowledge and industry expertise
.
When you think careerreinvention, and career
reinvention done in such a waywhere someone is in a transition
and they're doing it withpurpose, what is the definition
of that from your perspective?
Carly (01:20):
Doing it, I think, from a standpoint of purpose, is
really making sure that it'sconnected to you as an
individual, that it connectsinto what your why is, what
drives you, what motivates you,what makes you feel like you can
go to work and do your work andjust sing.
Jen (01:40):
I guess the first question I'm having in the back of my
mind is how would I know I'mthere?
So maybe it's not forced uponme, maybe it's out, maybe a year
ahead, or maybe it's right now,but what are some common things
that you see that peopledisplay when they're really
ready for that careerreinvention?
Carly (01:58):
A lot of my clients, for example, are individuals that
have been doing something forquite a while and there's just a
feeling.
It doesn't necessarily have tobe burnout, but it's just that
they're at a point where theywant to do something different.
There's job transition and thenthere's career transition or
(02:23):
reinvention, and they're not thesame thing.
What would be the difference,carly?
The job transition is whenyou're aware of your skills and
you're working somewhere in acertain environment and you want
to do something different.
So you want to work for adifferent company or in a
(02:45):
different environment, but youwant to do essentially the same
thing.
So career reinvention is whereyou're really looking at doing
something totally different,where you want to do it from the
standpoint of connecting towhat's important to you, kind of
(03:09):
like what I mentioned before,where you are interested in
maybe leaving a bigger footprintthan you had before.
You're really looking totransform from what you were
doing before, and oftentimes itrequires new skills.
It requires doing the skillsthat you have in a very
(03:31):
different way.
It requires Really making surethat your career going forward,
you, the path that is in frontof you, is something that is,
that is connected to what youcan do what you'd love to do and
(03:52):
what you, what you want toleave behind when people come to
you and you're doing coachingor consulting for them.
Jen (04:00):
What are some of the strategies that you give people
to help them really know thatthey're in that spot, and can
you share some of those tipswith us?
Carly (04:10):
Yes, well, some of the strategies.
I think a starting point isdoing a deep personal assessment
, so Really looking insideyourself and starting to
understand what are some of yourcore values, what are your
strengths and your passions andthose things that you enjoy
(04:30):
doing, and it's it's not justabout what you might be good at
doing, but it's what brings youa certain sense of joy and
fulfillment.
Yeah another is what with amarket bear?
So it's a certain sense ofmarket alignment because, let's
face it, it won't do you anygood to to Try and reinvent into
(04:53):
something where nobody's gonnapay you to do it.
Another thing that's reallyimportant is is to do networking
Connect with, talk, to engagewith individuals that are doing
something that you're interestedin.
You don't have to necessarilybe locked into it and know that.
Well, this is the final thingthat I want to do, but start the
(05:14):
process about having thoseconversations and Connecting
with people so that you can getsome insights and understand
what the opportunities are thatare there, and that also helps
you to build your network ofsupport.
Jen (05:31):
I'm thinking to the individual who is right there
and perhaps they are in betweentheir old world and their new
world, on their careerreinvention, and there's always
that space in between.
It takes a little courage and Ithink our confidence is really
Put to the test in those momentsbecause there can be headwinds,
(05:54):
there can be a lot of unknowns.
You know what's being talked alot about is this concept of
imposter syndrome, and so fromyour perspective, carly, what is
imposter syndrome and how doesit show up at this Juncture when
people are making this change?
Carly (06:10):
what that really is is when people have a persistent
feeling that either they feellike they're going to be found
out to be a fraud or that theydon't know how to do something.
When there's actual evidencethat they do know how to do it,
it might be something thatthey've been doing for a long
time, but you get this internalfeeling sometimes of that fear,
(06:32):
and so imposter syndrome can Canhit a lot of people, even some
people that we would very rarelysuspect that they have it.
I'll even admit I had feltimposter syndrome myself before,
and so some of the ways aroundthat are to Number one, just to
(06:54):
really stop and ask yourself isthat the truth?
Kind of think about what it isthat you have done in the past.
That is an evidence of success.
So it's a way to to just reallykind of push the pause button
and Get that little inner voiceto stop and then assess what is
(07:18):
the truth, what is fact fromthat feeling that's going on.
Another thing that I like torecommend is doing volunteer
things.
So if you're interested insomething, try doing a project
or see if you can help out orvolunteer or something there on
a very small basis.
(07:40):
That can get your feet wet.
Jen (07:43):
It can be another way to kind of test the waters as it
relates to Thinking aboutinnovation and leadership and
driving change from within.
What are some ways that leaderscan really think about this?
So this is not necessarily theperson who is in a career change
for themselves, but they reallyhave to foster a mindset of
(08:06):
innovation and change withintheir teams.
What are some effective waysthat leaders can go about doing
that and really foster a cultureand an environment that is
conducive to that?
Carly (08:17):
I'd like to think about it as the three E's Example
empowerment and experimentation.
So, by example, if you're aleader with a team and you are
really wanting to grow that, tofoster that within your team,
it's important for you as aleader to demonstrate that,
(08:39):
provide an example of it, showthat you have a personal
willingness yourself to explorenew ideas, because obviously
your team is going to eitherfollow the example that you give
in that or judge what you saythat you're wanting if you're
(09:00):
not walking the talk.
So it's really important to leadby example.
That second thing empower them.
Give them an opportunity to beautonomous, to pursue creative
solutions and to make somedecisions and to have a sense of
ownership and responsibilitytoward new things, toward new
(09:23):
ideas.
So give them an opportunity todemonstrate and don't expect
perfection from them as if thisis something that's new, that's
really being introduced andeverything has been done a
certain way by the book or theseare the old processes, the way
(09:44):
that we've always done.
That when you're trying toshift gears into a new culture
or a new way of being, it'sgoing to take some time.
So recognize that.
That's what leads into thatthird thing that I was
mentioning about experimentation.
So, when you think aboutexperimentation, make sure you
create a safe space for yourfolks.
Make sure that the environmentis one where a learning process
(10:12):
is welcome and you'reencouraging it without fear of
repercussions or that thingshave to be perfect.
Jen (10:21):
I also think too, carly you're just saying that it's
giving people time to processtoo has been a helpful strategy
for me.
If I know a change is coming,how can I deliver things in
conceptually, giving them somesort of nugget within that to
consume meaning here?
(10:42):
Think about it.
I'd love to get your thoughtsin the next day or two about how
we could, and then that givesthem some time to process and
then come back when you thinkabout it.
Carly (10:54):
People have different processing styles and ways that
they take in information, and toprovide time for people to
digest, to take it in, that'skey to really make sure you're
bringing the whole team alongFrom the way that people process
information.
I like to think about it in oneof the tools that I use.
(11:16):
It's a, it's a, it's a quadrantmethod, and so, if you think of
four different quadrants andhow information occurs, some
people take in information in avery qualitative manner, so they
are.
They think about answeringquestions like this is what
we're going to do and the waythat we do it is because it's
(11:39):
going to deliver this specificprocess and it's so.
It's a very logical kind ofmethodology.
Another quadrant is whereindividuals take information in
a way that is, how are we goingto go out and do it?
So what are the steps thatwe're going to take?
How, how can I actuallyquantify that?
(11:59):
What's the risk that's involved?
It's operating from astandpoint that is much more
based on taking things in astep-by-step manner.
Another one of those quadrantsis to how people think, process
information and accept changehas to do with looking at the
big picture.
So those individuals are areones that are looking at things
(12:22):
at maybe a 30,000 foot level orholistic level, and so they're
asking questions that are likewhy are we doing this and what's
the big picture and, at the endof the day, where will we be
with it?
So that's how they're taking ininformation.
And then another one of thosequadrants is all about people
(12:46):
and relationships andindividuals and who's going to
be involved.
So, like from a relationshipstandpoint, they want to make
sure that there is that peopleaspect that's touched on.
So when you, when you thinkabout this with a team, I
guarantee you you're going tohave some of all of those people
involved in your team and ifyou only communicate one way,
(13:09):
you're going to leave somepeople where they're not going
to understand.
It can almost sound like whatyou're saying is foreign
language, because it's just notconnecting with them.
Jen (13:21):
And so, as you embark on this next chapter and journey
for yourself, carly, what areyou the most excited?
Carly (13:30):
about.
One of the things that I'mexcited about right now is is I
just recently got certified as acertified reinvention
practitioner.
You know, I've been in thisfield for 30 years.
And then there's there's changeand there's change management,
and that's that's at a scale ofwhat you do to help
(13:52):
organizations or teams or groupsto really figure out how to get
more clear, bring additionalknowledge and ability and things
of that nature with somethingon a small scale.
Then there's organizationaltransformation, which is larger.
It's often be done at aenterprise level, so it might be
(14:14):
taking different projects andfiguring out how are you going
to transform, how that's that'sdone.
Well, we're living in a verychaotic period of time, you know
.
There literally is there's,there's chaos, there's change,
there's the dynamics of howquickly things are speeding and
moving along, and so I'm notreally interested in this field
(14:38):
of reinvention.
What's different about it fromthose other aspects of change
and reinvention is really it'sabout learning how to protect
the life within a system, bothfor today and tomorrow.
It's really looking at andhelping to continuously innovate
(15:04):
and be on the lookout for howcan you grow as an organization
or as an entrepreneur or as ateam, the services that you do
or the products that you do orwho your client base is, and to
be able to change from apersonal growth standpoint and
leadership style standpoint, andwhat are some ways to be able
(15:29):
to do that?
And so that's kind of a longway around.
Why I'm really excited about allof this is because there are a
set of principles that you canreally use inside of Reinvention
, a set of tools that reallyhelp to make things easier, for
example, biomimicry.
(15:52):
Biomimicry is a great tool thatis used in Reinvention, where we
look at nature to learn thelessons that nature provides.
So in biomimicry, one of thethings that we can do there is
how do we embrace the variationin diversity?
(16:13):
From a business standpoint,applying that sense of diversity
would be in teams and thoughtsand solutions and approaches.
It could be a way that we'relooking at and utilizing that.
Another is how do we createsymbiotic relationships?
From a business standpoint,having cooperative relationships
(16:36):
is something that we can do andhow can we work together and
support from a broad network,also by being efficient with our
resources.
How can we really adoptmultifunctional ways of doing
things so that it reduces theamount of time and effort that
we apply and we do things.
(16:57):
All of these are things that wecan look at the examples
provided by nature and reallyapply them in a business setting
, and it really can help us tobe more forward thinking.
Jen (17:11):
I don't think we've thought about how do you apply nature
in business, but, as I thinkabout what's going to be
required in the next 10 years,it's not more information and
it's not more knowledge, but itis definitely a new
infrastructure for how weoperate within the speed of
change that we're going to be in.
What is your thought on wherewe are with all of that?
Carly (17:34):
As business people, regardless of what environment
we're in, whether we're anentrepreneur, whether we're a
leader in an organization, youcan't live in a bubble.
You have to be looking to stayahead and ensure that you're
able to change and willing tochange.
(17:55):
There's an example I'd like toshare with you.
That caused the titanic to sink.
Jen (18:04):
Oh no, I'm remembering different images from the
Titanic not necessarily thesinking.
Carly (18:09):
Well, one of the things a lot of people first think about
is the Titanic hit an icebergand it sunk after hitting that
iceberg, but one of the thingsthat is so interesting in in the
history behind it.
It makes a wonderful parallel.
The crew ignored warnings.
(18:31):
They were warned, actually sixdifferent times by ships that
passed by, that there wereicebergs ahead, but they ignored
them.
And so, yeah, now you stop andthink about, well, why would
they ignore the those warnings?
It was because they were busydoing other things.
They were doing things thatthey thought were more important
, like they were setting up theschedule for some of their
(18:55):
important guests that were there.
They hadn't practiced, theyhadn't run a lot of test runs.
Another thing that they did wasthey they relied too much on
past success.
But in the time between whenthe crew of the Titanic actually
(19:15):
saw the iceberg and when itcollided with it, there were 37
seconds, and that officer reliedon his past success to make
decisions.
He made executive decisions inthe moment and unfortunately,
history tells us that thosedecisions that he made, that he
relied on, were the wrongdecisions.
But then, one of the otherthings that I love about this,
(19:39):
this lesson from the Titanic isthat they didn't have binoculars
.
So it was a clear night, thewater was still, and yet they
didn't see the the iceberg.
And so you know you're thinkingwhy in the world didn't they
have binoculars?
A person on the lookout shouldhave binoculars.
There's a story behind it andthe story is because I'm
(20:02):
actually one of the persons thatwas on Lookout, survived and
told the story.
So there were some last minuteleadership decisions that were
made and a person who had thekeys to a cabinet where the
binoculars were kept.
At the last minute it wasdecided that he wasn't going to
go on this, on this journey, andso he left and, disappointed
(20:27):
and leaving at the last minute,he forgot to turn the keys to
the cabinet over to hisreplacement.
And so how do we relate allthat to business?
Number one as a business, makesure that you you avail yourself
of warnings.
Talk to people, engage withother thought leaders, interact
(20:51):
with them, be on platforms likeyou know LinkedIn and Twitter
and industry specific specificforums, so that you can can be
aware of what's going on in yourfield, in, in in your area of
expertise.
Attend industry events so thatyou can participate in practice
(21:12):
and engage in webinars andthings that help you to stay
informed.
Another thing that's importantis not being overconfident of
past successes.
A lot of leaders ororganizations can be cocky and
feel like, well, that's notgoing to happen to me or we're
too big to fail.
But then one of the mostimportant things is learn to
(21:36):
look data and leverage data andanalyze it.
Those are your binoculars.
That's your way to see andidentify patterns and behaviors
and trends.
All of that is critical toreally being able to to survive
in a turbulent time like we'rein right now in business.
Jen (21:58):
Well, Carly, we've traveled many different threads and
roads within this topic andyou've just provided a bounty of
wisdom for everyone, and Ican't thank you enough for being
on and sharing your journey,your history and also all of the
tips and strategies and mapsthat you've just given everyone
(22:22):
that we can take away with usthrough this rich conversation.
If people want to learn moreabout finding you, where can
they go?
Carly (22:30):
They can go to my website .
It's wwwcarlyvibioncom.
It doesn't get more simple.
Jen (22:38):
We'll link everything to in the show notes for people so
that they can quickly look youup and connect if they feel so.
Thank you so much, Carly.
This has been a wonderfulconversation.
Carly (22:48):
Thank you for being on oh Jen, thank you so much for
inviting me.
Jen (22:52):
Thank you for joining us.
Don't forget to follow us onInstagram and LinkedIn, where we
transform the wisdom from ourpodcast into practical tips,
tools and takeaways for yourleadership journey.
Find us at gritgracepodcast.
See you next week.
Thank you.
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