September 25, 2025 • 34 mins
What if your biggest business mistakes could become your greatest marketing opportunities? What if teenagers could successfully run million-dollar operations? Dr. Mark Leonard, human performance expert and certified high-performance coach, challenges conventional wisdom about leadership, success, and the younger generation.
Having studied human psychology for over two decades, Dr. Leonard shares the fascinating insights that led him to develop a leadership approach based on coaching rather than dictating. He draws a powerful parallel between how we encourage toddlers learning to walk and how we should approach failures in business and life. "We're meant to struggle," he explains, "but what if you could be successful and happy? What if you could be successful and giving? What if, at the end of the day, you weren't exhausted but fulfilled?"
The conversation takes an unexpected turn when Dr. Leonard reveals how he and his wife entrust teenagers to operate their Jeremiah's Italian Ice franchise locations. Rather than subscribing to negative stereotypes about younger workers, he's created a culture where these "toddlers in the workplace" flourish as leaders. His secret? Teaching them to ask questions, make decisions, and transform mistakes into opportunities.
Perhaps most revolutionary is his approach to errors: "I love when my employees make mistakes. I can make money off of mistakes." By encouraging employees to create "the prettiest mistake they've ever made," these imperfect products become donations to schools, food banks, and local businesses—building community relationships while simultaneously serving as innovative marketing.
Whether you're a business owner, manager, parent, or simply someone interested in human potential, this episode offers practical wisdom for creating environments where people thrive. Learn how kindness and empathy aren't just nice values—they're powerful tools for building successful businesses and meaningful relationships.
Connect with Dr. Leonard at thehappinessbreakthrough.com and discover how his coaching can transform your approach to leadership, success, and fulfillment.
This podcast is a proud member of the Mayday Media Network. If you have an idea for a podcast and need some production assistance or have a podcast and are looking for a supportive network to join, check out maydaymedianetwork.com.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hello everyone and welcome to the Kindness Matters
podcast.
I'm your host, mike Rathbun.
On this podcast, we promotepositivity, empathy and
compassion because we believethat kindness is alive and well,
and there are people andorganizations that you may not
(00:21):
have heard of in the world,making their communities a
better place for everyone, andwe want you to hear their
stories.
On this podcast, we talk aboutmatters of kindness because
kindness matters.
Hey everybody, thanks forjoining us today.
(00:41):
I am so happy that you made theconscious effort to take 30-ish
minutes of your time and joinme today with my amazing guest.
It just shows kindness, I guess.
I'm grateful for every singleone of you that tunes in and
(01:03):
listens every single week.
So thank you from the bottom ofmy heart.
Don't forget to subscribewherever you're listening to
this podcast on, whether it'sYouTube or Spotify or Apple or
any of the other platforms outthere.
And speaking of subscribe, Inow have a newsletter that will
(01:26):
be going out every month withgreat stories stories about
kindness, about hope, aboutinspiration.
August is about a pizza shopowner that found out he had
people eating out of hisdumpster and what he did to
rectify that situation.
It's a great story, so go aheadand sign up.
(01:49):
There'll be a link in the shownotes, but it's
thekindnessmatterspodcastcombackslash contacts.
And now we get to talk aboutsomething really cool.
My guest today is Dr MarkLeonard.
He's a human performance expert, industry-leading certified
(02:10):
high-performance coach.
That's a mouthful thoughtleader, psychological capital
expert and public speaker.
And he's also an entrepreneur,because he apparently had spare
time in his life, I don't know.
Welcome to the show, mark.
Thank you so much for beinghere.
Speaker 2 (02:30):
I appreciate it.
Thank you, looking forward tobeing here.
Speaker 1 (02:33):
Yeah, okay.
So what exactly is a humanperformance expert?
Are we talking physicalperformance or mental
performance?
Speaker 2 (02:45):
I love that question.
I am a mental performanceexpert.
Just if you think about all ofthe professional sports right
now, they have lots of differenttypes of coaches.
I am a mindset coach, but Ifocus instead of athletes.
I'm business owners andentrepreneurs.
Speaker 1 (03:03):
Oh, fantastic, okay.
So, and how does one gravitateto?
Speaker 2 (03:19):
that particular skill set slash career choice.
If you have ever failed and youtry to figure out why that
happened, you might become acoach in the future.
If you have ever haddifficulties in trying to figure
out, wow, why is it thateveryone else around me seems to
be so successful and I continueto struggle, and you're looking
(03:39):
for the answer.
Once you find it, you mightbecome a high-performance coach.
That's probably the easiest,quickest way to say it, but I've
been studying human psychologyfor over two decades now.
I'm fascinated by this wholeconcept and idea of why people
(03:59):
are successful and why otherscontinue to struggle, and I want
to help people have thatbreakthrough, because I believe
that this is a world ofabundance.
I believe that there's so muchout there.
I would just love to see morepeople be successful.
That's why I do what I do.
Speaker 1 (04:15):
Yeah, that's amazing.
I'm also fascinated about whypeople make the choices they do.
And then you know, becauseevery day we wake up, we're
faced with a multitude ofchoices and we make them right,
and some are good and some arebad, and and yeah, but I've
always, I've always wondered,especially for myself, because
(04:38):
you were talking about you knowwhy, when I fail, did I ever ask
why did I fail?
And the answer is yes,sometimes I came up with the
answer, sometimes I didn't.
It was that stupid, so-and-so.
Speaker 2 (04:54):
Oh yes, the blame game.
Yes, Well, it's easy.
Speaker 1 (04:58):
It's an easy way out, isn't it it really?
Speaker 2 (05:01):
is.
It really is an easy way out.
By the way, I've never failedin business.
I have only learned.
(05:25):
I have a belief backed byscience, but I have a belief
that we are meant to struggle,we're meant to grapple, we're
meant to try to understand, andI think one of the big
difference makers in people thatare happier and people that are
really making a difference intheir life, they're the ones
that they look at this failureas nothing more than a learning
opportunity.
What did I learn in thisinstance?
What could I have donedifferently?
And when we begin to dissectand really look at internally,
(05:50):
what were our decisions, howcould we have done it
differently?
All that is telling us is thereare lots of ways to succeed.
Let me give a quick example.
Yeah, have you ever?
If you have children, when yourchild is young, or your
grandchild, they are beginningto walk?
(06:10):
When they trip and fall, do youberate them?
Do you yell at them?
Do you spank them?
Do you make them feel stupidfor all of the things that they
did because they tripped?
No, of course not.
We pick them back up and weallow them to try again.
So then, why is it that people,when we make mistakes.
As adults, we berate ourselves,we beat ourselves up, we begin
(06:35):
to believe that we're stupid,when the reality is no, you're
learning.
Speaker 1 (06:41):
Right, right, that's a great example, though, because
, yeah, he wouldn't berate achild because they tripped and
fell.
Now I will say, when my kidswere teenagers and they would do
silly stuff, stuff that maybewasn't quite, and they got hurt,
I think my answer was what wasmy answer?
(07:04):
Oh, I think my answer to thatwas did you learn anything?
Speaker 2 (07:09):
Yeah, right, so there it is.
What did you learn?
You know, I made the mistakeonce of asking one of my teenage
boys, you know, I found outthat he was wrestling a 12-foot
alligator without training.
Sure, and yeah.
And I decided not to ask himwhat did he learn?
(07:33):
Because his response would havebeen oh, I learned that I can
wrestle an alligator and live.
Maybe not the best approach, soI could definitely see the
loopholes in that question, butwe could begin to ask ourselves
all right, so you don't havetraining in this?
(07:54):
Yeah, what did you learn aboutthe alligator that could have
been dangerous for you?
He goes oh, that tail.
Yeah, that tail, when it whipsaround, is designed to trip you.
Yeah, so that the alligator canthen attack and get you.
So, all right, what if itdidn't go?
(08:14):
Well, well, it did, dad, it did.
I know, I know you're superman,you're a teenage boy, but what
if it didn't?
Let's, so then we begin topractice the idea of what
happens when things go wrong andhow can we be successful in
that?
Speaker 1 (08:31):
yeah, wow how does one go about wrestling a 12-foot
alligator I?
That's the first question in myhead.
Speaker 2 (08:41):
That's probably not the right question, but that's
the first one that came into myhead um, I think I think my, my
dad, you know, my inner teenageboy was like oh, that's so cool.
What was that like and what wasthe conversation that led to
that?
And he laughs.
Speaker 1 (09:03):
So many questions.
Speaker 2 (09:05):
Yeah, so many questions, but let's have a
conversation about what couldyou do differently?
All right, so you want towrestle?
Do you want to get training inthat?
We lived in Central Florida,would you like?
Some training so you can dothat without putting yourself in
as much danger.
You know it's ways to phrase it.
Start looking at it.
Speaker 1 (09:26):
Yeah, yeah, absolutely.
And that was going to be mynext question was because I know
now you're in Arizona, I'm like, do they have a lot of
alligators in Arizona?
So that answered that question.
So, and so this whole, thiscuriosity about the human mind
(09:48):
and performance, mentalperformance that led you into
the happiness, the happinessbreakthrough.
Speaker 2 (09:58):
It did.
It did.
So.
It started with my studies formy doctorate, okay, and I was
looking at sales teams and I wastrying to understand, if you
take a very large nationalorganization that has regional
sales teams, why was one sosuccessful and one was not?
I was one so successful and onewas not, and it was part of
(10:18):
that study that I fell uponcoaching and leaders that coach,
as opposed to leaders that tellor dictate or leaders that are
hands-off, tend to have salesteams that perform better.
Now here's one of the funnythings we sometimes put on our
junior high hat and weremembered what it was like in
(10:41):
junior high and the coach or thePE teacher would yell and say
no, we don't do that.
Blah, blah, blah.
That's not leading and that'snot coaching.
Coaching is an exploratorypractice wherein we understand
where is their currentcapability, we measure that,
(11:02):
what would they like theircapability to be?
We begin to forecast and putthat into the future and then we
look at what are the skill setsthat someone needs in order to
achieve that.
So coaching practice looksright back at, ironically enough
, my master's degree, which wasthe psychological study of how
(11:24):
to create learning environments.
So we do the same type ofmental modeling of where is
someone, where do they want tobe?
Let's measure it, let'sunderstand the habits that are
going to drive someone to thatsuccessful point.
Speaker 1 (11:42):
Yeah, perfect yeah, and we talk about coaches and
coaching, and you mentionedsports, and all I can think of
is there's no earthly way BobbyKnight should have been as
successful as he was with hisstyle of coaching, right?
Speaker 2 (12:05):
You know, but aren't there CEOs that are irate and
mean and angry and successful?
Speaker 1 (12:14):
Yeah, I guess.
Well, there are.
I can't think of any off thetop of my head, but who?
Speaker 2 (12:20):
well, uh, steve jobs was not, oh my god, yes, I
forgot a leader who was alistener.
He was a teller and a dictator.
Yep, yeah, so he, but he stillcreated products that ubiquitous
.
Almost everyone uses some formof an Apple product, yep, so was
he successful?
(12:41):
Can you be successful doing itthat way?
Yes, but what if you could besuccessful and happy?
What if you could be successfuland giving?
What if, at the end of the day,you weren't exhausted but you
were fulfilled?
What would your life look likeif you could do those things?
(13:03):
That's the real goal, isn't it?
Well, it is.
It is for me and it is for mostof my clients.
In fact, honestly, I don'taccept everyone as a client Most
of my clients, in fact.
Honestly, I don't accepteveryone as a client.
I only accept those who have agoal that they're working
(13:24):
towards, that they're strugglingwith, but they want to be good
humans in the process.
They want to grow in theprocess, they want to go through
difficulties, and it's okay tohave difficulties.
Yeah, and I'm not sure if Iasked permission, so I guess
(13:46):
I'll.
I'll say it, and if you don'tlike it, you can edit this part
out, but go for it.
Okay, the apostle Paul.
He talks about having joy inyour tribulations.
Whoa, that's mind-blowing.
Over 2,000 years ago, we hadsomeone who was saying life can
(14:08):
be tough, life is hard, you'regoing to have difficulty.
What if you had joy in thatprocess?
What if you felt fulfilled?
What if you felt love in thatprocess?
What if you felt fulfilled?
What if you felt love in thatprocess of difficulty?
Yeah, my clients align withthat belief.
Speaker 1 (14:27):
And that's a fantastic belief.
I really think that the worldwould be a better place if a lot
more people subscribed to thattheory and practiced that every
day.
And this is kind of going intothe kindness thing.
But besides your coaching,you're also an entrepreneur, you
(14:52):
and your wife, right?
Yes, absolutely.
Speaker 2 (14:56):
It's a joint thing.
So it is.
Yeah, we own a couple offranchise locations of a dessert
shop called Jeremiah's ItalianIce, and I love that.
In the introduction you said,oh, because Mark didn't have
enough to do, he decided to ownmore.
But that's the funny thingabout being high performing is
(15:19):
when you have it all figured out, you could do all those things
that derive and bring a lot ofjoy, that bring a lot of
happiness, that give a lot ofopportunity, and you're doing it
without feeling overwhelmed orstressed.
Now, do I have difficult days?
Of course who doesn't?
(15:40):
But I bounce back very quicklyfrom those difficulties that a
lot of people express.
Yeah, so we do.
We have 35 teenage employeeswho are running million dollar
stores.
That's crazy.
Notice what I said they arerunning million dollar stores.
(16:01):
Yeah, I am not on site everysingle day.
I trust teenagers to besuccessful leaders.
I coach them how to do that.
Speaker 1 (16:15):
You coached them how to do that.
Oh, absolutely Okay, Okay, Okay, yeah.
And you know, because it's very, it's kind of an in thing these
days, probably since thepandemic, to kind of blast what
are those?
Gen Alpha no, what generationwas that?
(16:37):
I don't remember Gen Alpha.
No, what generation was that?
I don't remember as being lazyor not willing to work, and that
seems to be a.
Anytime I see a story about abusiness going out of business
or closing its doors, you go tothe comments and it's all well,
(17:01):
that's.
They couldn't find workers,they couldn't find this, that
the other thing, or the workersthey had were teenagers and they
didn't want to work, and Idon't think that's the case at
all.
Speaker 2 (17:14):
No, the lies that people tell themselves about
that generation.
Yeah, no, the lies that peopletell themselves about that
generation, which is ironic,because let me go back to that
toddler learning to walk youdon't berate them.
And then, when someonegraduates college, you don't
berate them.
You don't berate the oldergeneration.
(17:35):
I don't sit here and berate myfather who you know he's 84
years old and stumbles.
I don't berate him.
But for some reason in ourculture we believe it's okay to
say a teenager, that's theexception.
They're no longer human at thispoint.
So let's berate them becausethey're lazy.
(17:56):
How about?
How about the owners take someresponsibility and say that's
the culture I was creating,that's the culture that I
allowed.
Were they lazy?
No, you were lazy as a leader.
You allowed that to happen.
Speaker 1 (18:12):
Yeah, yeah, and yeah, that's true, and it's so funny
because there are dozens anddozens, literally, of examples
of owners who fostered whatyou're talking about and trusted
the kids, and the kids camethrough for them.
Speaker 2 (18:36):
They absolutely do.
See, kids, teenagers, they'retoddlers in the workplace.
They're toddlers in theworkplace.
If they're a toddler in theworkplace and they make a
mistake, they may not know.
I remember one of my employees.
We said, okay, here we're goingto go to the back of house for
here's the recipe to make ourItalian ice.
(18:58):
And said here's the measuringspoons, here's the measuring
cups, here's all the ingredients.
And she turned and she saidwhat's a tablespoon?
Oh, oh, oh.
That was a real eye opener forme.
Yeah, that I she exposed aweakness in our hiring practice.
(19:22):
We didn't qualify that.
Yeah.
The other thing is well then,what's the choice?
Well, okay, I could fire her.
Great, you're firing someonebecause they didn't know
something.
Yeah, that sounds like a lazyleadership.
Or you coach them?
Awesome, let's pull thesethings out.
Little T, big T, right, yeah,but they want to be led, yeah.
Speaker 1 (19:48):
Well, and kudos to her for even asking, because I
think there are some people thatprobably if she had been a
little bit older I don't know ifyou said it was a she, it
doesn't matter.
If they had been a little bitolder, you know they may have
said that's a stupid question.
I'm not going to ask thatquestion, I don't want to look
stupid in front of my boss, butkudos to her for for doing that,
(20:09):
because that gave you anopportunity to then teach her so
.
Speaker 2 (20:14):
So I coached that, though in the interview process.
Pardon me no worries.
In the interview process, weask them to ask me a question,
and so, if they don't know howto ask a question which again
(20:37):
they're toddlers in theworkplace we again we rephrase
it and say hey, you have abusiness owner who I have six
kids, I have 13 grandchildren.
We own multiple businesses.
What question would you asksomeone Based on what you know
right now in high school?
What question would you asksomeone based on what you know
right now in high school?
What question would you asksomeone that was successful in
(20:58):
business?
And it starts them thinkingyeah, I get them right at the
interview process ask a question, ask a question.
Ask a question day one.
I present something and theysay, okay, now ask me a question
about this.
I'm teaching them to havecritical thinking skills.
Speaker 1 (21:18):
That's fantastic.
Speaker 2 (21:20):
That way, when there is an issue, they don't.
They don't clam up and they'renot sheepish.
They already have asked many,many questions.
They know how to ask thequestion.
Now I have someone that'smoldable absolutely absolutely
(21:41):
that is what sets them up forcollege.
That's what sets them up forthe next phase in life.
Whatever that is learning toask those questions, coaching
them through the process yeah,that's fantastic, that's so cool
.
Speaker 1 (21:57):
I was just thinking about learning to ask those
questions, coaching them throughthe process.
Yeah, that's fantastic, that'sso cool.
And I was just thinking about Idon't want to go into that
story, but an example I sawrecently of a bunch of teenagers
that kind of took over arestaurant when the owners had
to be out, and they actuallytrained each other how to do
different aspects of that job.
Whether and you know, I'm likeso not only were they, because
(22:24):
when they first started, when weall first start right, we're,
we're new and we're we'retrainees, but then they stepped
up and trained the newer people.
Those kids that work for youare going to be the leaders of
tomorrow, and that gives me hope.
Speaker 2 (22:46):
I've got to tell you, those kids are amazing and I
would put my young teenagers, myyoung ones, these toddlers, in
the workplace.
I would put them up against anyage workforce.
They work hard and they leadeach other.
(23:07):
One of my favorite questions Iasked them is you know when they
present a problem?
Hey, we've got this issue overhere and they're describing it
and I stop and I say, okay, ifyou were boss for the day, what
would you do?
See, again, I'm not dictating,I'm coaching.
What would you do?
(23:27):
Oh, I would do this.
Okay, Do that, Do that, andthen let me know, let's talk
about it.
That gives them confidence.
The other thing is, I love whenmy employees make mistakes.
I can make money off of mistakes.
(23:52):
Yes, it's because I'm a greatbusiness person.
But let me tell you why.
One I let these teenagers knowI need you to make mistakes.
And they look at me becausethey're in high school.
Well, we're not supposed tomake mistakes.
I said, oh, I'm so glad you'reperfect, but let's pretend
you're not and you're going tomake mistakes.
(24:14):
And I need you to make mistakesbecause, one, you're going to
learn the right way in a wrongway, and that's great and that's
valuable too.
You'll never make a mistakethat will cause me to go out of
business.
I have insurance.
If something happens, we'llfigure it out.
If something happens, we'llfigure it out.
Number three if you make amistake, I want you to make it
(24:38):
the prettiest mistake you'veever made.
You put it in the freezer andwe're going to go donate that.
We're going to go give that tosomebody.
Oh, oh, now there's tangiblevalue in their mistakes.
Yeah, a donation, a gift, aservice.
(24:59):
Yeah, for sure we take them downto the food bank, their
quote-unquote mistakes.
A mistake could be someonewanted vanilla instead of
chocolate, so you have to remakeit.
Okay, great, finish making itwrong.
Make it the best beautifulwrong you've ever made.
Someone will love it.
Yeah, absolutely yeah.
(25:21):
We take big piles of thesemistakes and quote unquote
mistakes and we bring them toother businesses.
It's a hot day today.
Today is nice and cool.
Here in Arizona it is currentlya hundred, so we are in a cold
snap right now.
But for us, we could take thesebag of all of these mistakes
(25:48):
and bring it to an office or toa school or to a church and we
donate it to them and it opensup a conversation.
See, I've built seven figurebusinesses off of mistakes that
give.
Speaker 1 (26:06):
I absolutely love that, and this is kind of what
you and I had talked aboutoffline before the show about
marketing using kindness, andthat kind of goes into what
you're talking about, isn't it.
Speaker 2 (26:21):
Yeah, absolutely, absolutely.
We are always willing to donateand to give so a mistake, as
long as it's salvageable, aslong as it looks good.
Speaker 1 (26:32):
It's not going to poison anybody food poisoning or
anything.
Speaker 2 (26:36):
Yeah, absolutely, and we donate that to another
business, we use it formarketing.
We'll call up a school andwe'll say, hey, do you have a
teacher in-service day coming up?
How many teachers do you have?
I have 30 treats.
Can I just bring those to youand I give it to them and I say
you know, we're your neighborsand we love partnering with
(27:00):
schools.
Speaker 1 (27:00):
Yeah.
Speaker 2 (27:01):
What else do you need ?
Do you have a reading programfor your kids?
I would love to give themcoupons for a free item.
That's so cool.
So what's happening here?
I'm creating trust.
I'm creating a relationshipwhere I'm giving and through
(27:23):
that giving process, it lowersthose barriers that people have.
When someone feels like they'vebeen served, when they feel
like they've received something,the barrier lowers and they're
going to be more open.
Now I can have a conversation.
We would love to donate 20% ofour sales to you.
(27:44):
Is there an organization inyour school that could use some
money?
Speaker 1 (27:48):
Yeah, of course there is.
Are you guys back in school yet?
Speaker 2 (27:56):
yeah, of course there is.
Are you guys back in school yet?
Oh, yeah, yeah, we start in midjuly.
Oh, wow, we have.
We have a modified year roundbecause it is so hot.
Yeah, uh, it's better for themto be in school, but then in the
fall and in the spring we havetwo weeks at each.
We have extra breaks throughoutthe year.
We have a longer Christmasbreak.
I don't know.
Speaker 1 (28:17):
It was great.
But yeah, when you're talking,I was going to say we're getting
ready to go back.
We go back the day after LaborDay.
I think, but I know there areother school districts that are
already back in and, yeah,that's just a fantastic idea.
But I know there are otherschool districts that are
already back in and, yeah,that's just a fantastic idea
Because I'm sure the teacherscould use all the help and
(28:40):
school supplies, that donationto go.
Speaker 2 (28:47):
It goes so far, yeah, but my favorites are the
reading programs or maybe theschool and this goes back to my
doctorate and looking atcreating cultures that thrive.
And if you want to see oneaspect of the culture continue
to grow, you reward that, yougive accolades to that, you make
(29:12):
it very well known.
Well, I'll walk into the schooland I'll bring in two 300
coupons for a free item at ourstore and I'll bring it to them
and say, hey, it says caught youdoing something cool.
Are there behaviors you wouldlike to see replicated and done
over and over and over again?
(29:33):
Hand this out to them, justgive it to them and then let the
teachers make a big deal aboutit.
And then, when they come intothe store, my teenage employees
go oh that's so cool, what didyou do to deserve that?
Speaker 1 (29:49):
That's so great.
Yeah, I can see that.
That's so great.
Yeah, I, I can see that one ofthose coupons and you, maybe
jimmy, saw tommy eating lunchalone and decided to go sit down
and talk to him and eat withhim and that's something cool
and rewarding that kind ofbehavior sets that too it does,
(30:10):
and the adults now are beingtuned to see it.
Speaker 2 (30:14):
Oh, now they're seeing positive behaviors
instead of negative behaviors,right?
Speaker 1 (30:20):
yeah, for sure, that's so cool.
So, so, so, so cool.
Um, I'm just looking over yep,this is.
I love what you do, mark.
I just I absolutely love thatand I love your giving nature
(30:42):
and I should schedule a one onone.
Speaker 2 (30:47):
I would love that, and I would love anyone in your
audience to do that as well.
I am going to have the link toyour website, would?
Speaker 1 (30:53):
love that and I would love anyone in your audience to
do that as well.
I am gonna have, I'll have thelink to your website.
It's again.
It's the happinessbreakthroughcom I moved away
from my microphone.
I hope that doesn't have screwedup the happiness
breakthroughcom.
And if you would like to workwith mark um, we could all be
better, right, no matter howgood we think we are, we could
(31:16):
all improve and I think DrLeonard has the key to that.
So if you want to move up inyour career and take it to the
next level, I would highlysuggest clicking on the link in
the show notes for that.
Speaker 2 (31:37):
I would love that they could follow me online on
all the social media.
The Happiness BreakthroughPerfect.
Speaker 1 (31:44):
Thank you so much for your time today, mark.
I do do do appreciate it.
Do do do it's better than do doAppreciate it.
Do do do it's better than do doAppreciate it, and this is
really something to think aboutand something we can all learn
from.
Speaker 2 (31:59):
Thank you, mike.
I appreciate you just doing thegood work out there.
Keep spreading kindness, keepspreading love.
Speaker 1 (32:06):
Will do, sir.
Take care and we'll talk soon.
Bye, I want to thank you fortaking the time to listen to
this episode with my guest, drMark Leonard.
I hope you were able to takesomething positive from the time
that you spent with us today.
Maybe you'll be inspired, maybeyou'll be motivated, maybe
(32:30):
you'll be moved.
If you experienced any of thosepositive feelings, please
consider sharing this podcastwith your friends and family.
I'm always striving to offeryou a better podcast, so give me
some feedback.
Let me know how you think I'mdoing.
You can email me, mike, atthekindnessmatterspodcastcom, or
(32:53):
leave a message on any of theplatforms that you're listening
to this podcast on, or on oursocial media pages like Facebook
, instagram, linkedin, tiktokyou name it.
Youtube I forgot about that one.
You can leave a message theretoo.
Just let me know how you thinkI'm doing.
Let me know if there'ssomething you'd like to see or
(33:16):
hear on the podcast.
And yeah, let's stay in touch,let's engage, shall we?
This podcast is part of theMayday Media Network.
If you have an idea for apodcast and you need some
technical or productionassistance, or you already have
(33:37):
a podcast and you're looking fora supportive network to join,
check out maydaymedianetworkcomand check out the many different
shows they have, likeAfrocentric Spoil, my Movie
Generation Mixtape In a PickleRadio Show, wake Up and Dream
(33:58):
with D'Anthony Palin, stacks ofPacks and the amazing Time Pals
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They are amazing, but that'snot part of the name.
We'll be back again next weekwith a brand new episode and we
would be honored if you wouldjoin us for that.
(34:19):
You've been listening to theKindness Matters Podcast.
I'm your host, mike Rathbun.
Have a fantastic week.
Hello everyone and welcome to the Kindness Matters
podcast.
I'm your host, mike Rathbun.
On this podcast, we promotepositivity, empathy and
compassion because we believethat kindness is alive and well,
and there are people andorganizations that you may not
(00:21):
have heard of in the world,making their communities a
better place for everyone, andwe want you to hear their
stories.
On this podcast, we talk aboutmatters of kindness because
kindness matters.
Hey everybody, thanks forjoining us today.
(00:41):
I am so happy that you made theconscious effort to take 30-ish
minutes of your time and joinme today with my amazing guest.
It just shows kindness, I guess.
I'm grateful for every singleone of you that tunes in and
(01:03):
listens every single week.
So thank you from the bottom ofmy heart.
Don't forget to subscribewherever you're listening to
this podcast on, whether it'sYouTube or Spotify or Apple or
any of the other platforms outthere.
And speaking of subscribe, Inow have a newsletter that will
(01:26):
be going out every month withgreat stories stories about
kindness, about hope, aboutinspiration.
August is about a pizza shopowner that found out he had
people eating out of hisdumpster and what he did to
rectify that situation.
It's a great story, so go aheadand sign up.
(01:49):
There'll be a link in the shownotes, but it's
thekindnessmatterspodcastcombackslash contacts.
And now we get to talk aboutsomething really cool.
My guest today is Dr MarkLeonard.
He's a human performance expert, industry-leading certified
(02:10):
high-performance coach.
That's a mouthful thoughtleader, psychological capital
expert and public speaker.
And he's also an entrepreneur,because he apparently had spare
time in his life, I don't know.
Welcome to the show, mark.
Thank you so much for beinghere.
Speaker 2 (02:30):
I appreciate it.
Thank you, looking forward tobeing here.
Speaker 1 (02:33):
Yeah, okay.
So what exactly is a humanperformance expert?
Are we talking physicalperformance or mental
performance?
Speaker 2 (02:45):
I love that question.
I am a mental performanceexpert.
Just if you think about all ofthe professional sports right
now, they have lots of differenttypes of coaches.
I am a mindset coach, but Ifocus instead of athletes.
I'm business owners andentrepreneurs.
Speaker 1 (03:03):
Oh, fantastic, okay.
So, and how does one gravitateto?
Speaker 2 (03:19):
that particular skill set slash career choice.
If you have ever failed and youtry to figure out why that
happened, you might become acoach in the future.
If you have ever haddifficulties in trying to figure
out, wow, why is it thateveryone else around me seems to
be so successful and I continueto struggle, and you're looking
(03:39):
for the answer.
Once you find it, you mightbecome a high-performance coach.
That's probably the easiest,quickest way to say it, but I've
been studying human psychologyfor over two decades now.
I'm fascinated by this wholeconcept and idea of why people
(03:59):
are successful and why otherscontinue to struggle, and I want
to help people have thatbreakthrough, because I believe
that this is a world ofabundance.
I believe that there's so muchout there.
I would just love to see morepeople be successful.
That's why I do what I do.
Speaker 1 (04:15):
Yeah, that's amazing.
I'm also fascinated about whypeople make the choices they do.
And then you know, becauseevery day we wake up, we're
faced with a multitude ofchoices and we make them right,
and some are good and some arebad, and and yeah, but I've
always, I've always wondered,especially for myself, because
(04:38):
you were talking about you knowwhy, when I fail, did I ever ask
why did I fail?
And the answer is yes,sometimes I came up with the
answer, sometimes I didn't.
It was that stupid, so-and-so.
Speaker 2 (04:54):
Oh yes, the blame game.
Yes, Well, it's easy.
Speaker 1 (04:58):
It's an easy way out, isn't it it really?
Speaker 2 (05:01):
is.
It really is an easy way out.
By the way, I've never failedin business.
I have only learned.
(05:25):
I have a belief backed byscience, but I have a belief
that we are meant to struggle,we're meant to grapple, we're
meant to try to understand, andI think one of the big
difference makers in people thatare happier and people that are
really making a difference intheir life, they're the ones
that they look at this failureas nothing more than a learning
opportunity.
What did I learn in thisinstance?
What could I have donedifferently?
And when we begin to dissectand really look at internally,
(05:50):
what were our decisions, howcould we have done it
differently?
All that is telling us is thereare lots of ways to succeed.
Let me give a quick example.
Yeah, have you ever?
If you have children, when yourchild is young, or your
grandchild, they are beginningto walk?
(06:10):
When they trip and fall, do youberate them?
Do you yell at them?
Do you spank them?
Do you make them feel stupidfor all of the things that they
did because they tripped?
No, of course not.
We pick them back up and weallow them to try again.
So then, why is it that people,when we make mistakes.
As adults, we berate ourselves,we beat ourselves up, we begin
(06:35):
to believe that we're stupid,when the reality is no, you're
learning.
Speaker 1 (06:41):
Right, right, that's a great example, though, because
, yeah, he wouldn't berate achild because they tripped and
fell.
Now I will say, when my kidswere teenagers and they would do
silly stuff, stuff that maybewasn't quite, and they got hurt,
I think my answer was what wasmy answer?
(07:04):
Oh, I think my answer to thatwas did you learn anything?
Speaker 2 (07:09):
Yeah, right, so there it is.
What did you learn?
You know, I made the mistakeonce of asking one of my teenage
boys, you know, I found outthat he was wrestling a 12-foot
alligator without training.
Sure, and yeah.
And I decided not to ask himwhat did he learn?
(07:33):
Because his response would havebeen oh, I learned that I can
wrestle an alligator and live.
Maybe not the best approach, soI could definitely see the
loopholes in that question, butwe could begin to ask ourselves
all right, so you don't havetraining in this?
(07:54):
Yeah, what did you learn aboutthe alligator that could have
been dangerous for you?
He goes oh, that tail.
Yeah, that tail, when it whipsaround, is designed to trip you.
Yeah, so that the alligator canthen attack and get you.
So, all right, what if itdidn't go?
(08:14):
Well, well, it did, dad, it did.
I know, I know you're superman,you're a teenage boy, but what
if it didn't?
Let's, so then we begin topractice the idea of what
happens when things go wrong andhow can we be successful in
that?
Speaker 1 (08:31):
yeah, wow how does one go about wrestling a 12-foot
alligator I?
That's the first question in myhead.
Speaker 2 (08:41):
That's probably not the right question, but that's
the first one that came into myhead um, I think I think my, my
dad, you know, my inner teenageboy was like oh, that's so cool.
What was that like and what wasthe conversation that led to
that?
And he laughs.
Speaker 1 (09:03):
So many questions.
Speaker 2 (09:05):
Yeah, so many questions, but let's have a
conversation about what couldyou do differently?
All right, so you want towrestle?
Do you want to get training inthat?
We lived in Central Florida,would you like?
Some training so you can dothat without putting yourself in
as much danger.
You know it's ways to phrase it.
Start looking at it.
Speaker 1 (09:26):
Yeah, yeah, absolutely.
And that was going to be mynext question was because I know
now you're in Arizona, I'm like, do they have a lot of
alligators in Arizona?
So that answered that question.
So, and so this whole, thiscuriosity about the human mind
(09:48):
and performance, mentalperformance that led you into
the happiness, the happinessbreakthrough.
Speaker 2 (09:58):
It did.
It did.
So.
It started with my studies formy doctorate, okay, and I was
looking at sales teams and I wastrying to understand, if you
take a very large nationalorganization that has regional
sales teams, why was one sosuccessful and one was not?
I was one so successful and onewas not, and it was part of
(10:18):
that study that I fell uponcoaching and leaders that coach,
as opposed to leaders that tellor dictate or leaders that are
hands-off, tend to have salesteams that perform better.
Now here's one of the funnythings we sometimes put on our
junior high hat and weremembered what it was like in
(10:41):
junior high and the coach or thePE teacher would yell and say
no, we don't do that.
Blah, blah, blah.
That's not leading and that'snot coaching.
Coaching is an exploratorypractice wherein we understand
where is their currentcapability, we measure that,
(11:02):
what would they like theircapability to be?
We begin to forecast and putthat into the future and then we
look at what are the skill setsthat someone needs in order to
achieve that.
So coaching practice looksright back at, ironically enough
, my master's degree, which wasthe psychological study of how
(11:24):
to create learning environments.
So we do the same type ofmental modeling of where is
someone, where do they want tobe?
Let's measure it, let'sunderstand the habits that are
going to drive someone to thatsuccessful point.
Speaker 1 (11:42):
Yeah, perfect yeah, and we talk about coaches and
coaching, and you mentionedsports, and all I can think of
is there's no earthly way BobbyKnight should have been as
successful as he was with hisstyle of coaching, right?
Speaker 2 (12:05):
You know, but aren't there CEOs that are irate and
mean and angry and successful?
Speaker 1 (12:14):
Yeah, I guess.
Well, there are.
I can't think of any off thetop of my head, but who?
Speaker 2 (12:20):
well, uh, steve jobs was not, oh my god, yes, I
forgot a leader who was alistener.
He was a teller and a dictator.
Yep, yeah, so he, but he stillcreated products that ubiquitous
.
Almost everyone uses some formof an Apple product, yep, so was
he successful?
(12:41):
Can you be successful doing itthat way?
Yes, but what if you could besuccessful and happy?
What if you could be successfuland giving?
What if, at the end of the day,you weren't exhausted but you
were fulfilled?
What would your life look likeif you could do those things?
(13:03):
That's the real goal, isn't it?
Well, it is.
It is for me and it is for mostof my clients.
In fact, honestly, I don'taccept everyone as a client Most
of my clients, in fact.
Honestly, I don't accepteveryone as a client.
I only accept those who have agoal that they're working
(13:24):
towards, that they're strugglingwith, but they want to be good
humans in the process.
They want to grow in theprocess, they want to go through
difficulties, and it's okay tohave difficulties.
Yeah, and I'm not sure if Iasked permission, so I guess
(13:46):
I'll.
I'll say it, and if you don'tlike it, you can edit this part
out, but go for it.
Okay, the apostle Paul.
He talks about having joy inyour tribulations.
Whoa, that's mind-blowing.
Over 2,000 years ago, we hadsomeone who was saying life can
(14:08):
be tough, life is hard, you'regoing to have difficulty.
What if you had joy in thatprocess?
What if you felt fulfilled?
What if you felt love in thatprocess?
What if you felt fulfilled?
What if you felt love in thatprocess of difficulty?
Yeah, my clients align withthat belief.
Speaker 1 (14:27):
And that's a fantastic belief.
I really think that the worldwould be a better place if a lot
more people subscribed to thattheory and practiced that every
day.
And this is kind of going intothe kindness thing.
But besides your coaching,you're also an entrepreneur, you
(14:52):
and your wife, right?
Yes, absolutely.
Speaker 2 (14:56):
It's a joint thing.
So it is.
Yeah, we own a couple offranchise locations of a dessert
shop called Jeremiah's ItalianIce, and I love that.
In the introduction you said,oh, because Mark didn't have
enough to do, he decided to ownmore.
But that's the funny thingabout being high performing is
(15:19):
when you have it all figured out, you could do all those things
that derive and bring a lot ofjoy, that bring a lot of
happiness, that give a lot ofopportunity, and you're doing it
without feeling overwhelmed orstressed.
Now, do I have difficult days?
Of course who doesn't?
(15:40):
But I bounce back very quicklyfrom those difficulties that a
lot of people express.
Yeah, so we do.
We have 35 teenage employeeswho are running million dollar
stores.
That's crazy.
Notice what I said they arerunning million dollar stores.
(16:01):
Yeah, I am not on site everysingle day.
I trust teenagers to besuccessful leaders.
I coach them how to do that.
Speaker 1 (16:15):
You coached them how to do that.
Oh, absolutely Okay, Okay, Okay, yeah.
And you know, because it's very, it's kind of an in thing these
days, probably since thepandemic, to kind of blast what
are those?
Gen Alpha no, what generationwas that?
(16:37):
I don't remember Gen Alpha.
No, what generation was that?
I don't remember as being lazyor not willing to work, and that
seems to be a.
Anytime I see a story about abusiness going out of business
or closing its doors, you go tothe comments and it's all well,
(17:01):
that's.
They couldn't find workers,they couldn't find this, that
the other thing, or the workersthey had were teenagers and they
didn't want to work, and Idon't think that's the case at
all.
Speaker 2 (17:14):
No, the lies that people tell themselves about
that generation.
Yeah, no, the lies that peopletell themselves about that
generation, which is ironic,because let me go back to that
toddler learning to walk youdon't berate them.
And then, when someonegraduates college, you don't
berate them.
You don't berate the oldergeneration.
(17:35):
I don't sit here and berate myfather who you know he's 84
years old and stumbles.
I don't berate him.
But for some reason in ourculture we believe it's okay to
say a teenager, that's theexception.
They're no longer human at thispoint.
So let's berate them becausethey're lazy.
(17:56):
How about?
How about the owners take someresponsibility and say that's
the culture I was creating,that's the culture that I
allowed.
Were they lazy?
No, you were lazy as a leader.
You allowed that to happen.
Speaker 1 (18:12):
Yeah, yeah, and yeah, that's true, and it's so funny
because there are dozens anddozens, literally, of examples
of owners who fostered whatyou're talking about and trusted
the kids, and the kids camethrough for them.
Speaker 2 (18:36):
They absolutely do.
See, kids, teenagers, they'retoddlers in the workplace.
They're toddlers in theworkplace.
If they're a toddler in theworkplace and they make a
mistake, they may not know.
I remember one of my employees.
We said, okay, here we're goingto go to the back of house for
here's the recipe to make ourItalian ice.
(18:58):
And said here's the measuringspoons, here's the measuring
cups, here's all the ingredients.
And she turned and she saidwhat's a tablespoon?
Oh, oh, oh.
That was a real eye opener forme.
Yeah, that I she exposed aweakness in our hiring practice.
(19:22):
We didn't qualify that.
Yeah.
The other thing is well then,what's the choice?
Well, okay, I could fire her.
Great, you're firing someonebecause they didn't know
something.
Yeah, that sounds like a lazyleadership.
Or you coach them?
Awesome, let's pull thesethings out.
Little T, big T, right, yeah,but they want to be led, yeah.
Speaker 1 (19:48):
Well, and kudos to her for even asking, because I
think there are some people thatprobably if she had been a
little bit older I don't know ifyou said it was a she, it
doesn't matter.
If they had been a little bitolder, you know they may have
said that's a stupid question.
I'm not going to ask thatquestion, I don't want to look
stupid in front of my boss, butkudos to her for for doing that,
(20:09):
because that gave you anopportunity to then teach her so
.
Speaker 2 (20:14):
So I coached that, though in the interview process.
Pardon me no worries.
In the interview process, weask them to ask me a question,
and so, if they don't know howto ask a question which again
(20:37):
they're toddlers in theworkplace we again we rephrase
it and say hey, you have abusiness owner who I have six
kids, I have 13 grandchildren.
We own multiple businesses.
What question would you asksomeone Based on what you know
right now in high school?
What question would you asksomeone based on what you know
right now in high school?
What question would you asksomeone that was successful in
(20:58):
business?
And it starts them thinkingyeah, I get them right at the
interview process ask a question, ask a question.
Ask a question day one.
I present something and theysay, okay, now ask me a question
about this.
I'm teaching them to havecritical thinking skills.
Speaker 1 (21:18):
That's fantastic.
Speaker 2 (21:20):
That way, when there is an issue, they don't.
They don't clam up and they'renot sheepish.
They already have asked many,many questions.
They know how to ask thequestion.
Now I have someone that'smoldable absolutely absolutely
(21:41):
that is what sets them up forcollege.
That's what sets them up forthe next phase in life.
Whatever that is learning toask those questions, coaching
them through the process yeah,that's fantastic, that's so cool
.
Speaker 1 (21:57):
I was just thinking about learning to ask those
questions, coaching them throughthe process.
Yeah, that's fantastic, that'sso cool.
And I was just thinking about Idon't want to go into that
story, but an example I sawrecently of a bunch of teenagers
that kind of took over arestaurant when the owners had
to be out, and they actuallytrained each other how to do
different aspects of that job.
Whether and you know, I'm likeso not only were they, because
(22:24):
when they first started, when weall first start right, we're,
we're new and we're we'retrainees, but then they stepped
up and trained the newer people.
Those kids that work for youare going to be the leaders of
tomorrow, and that gives me hope.
Speaker 2 (22:46):
I've got to tell you, those kids are amazing and I
would put my young teenagers, myyoung ones, these toddlers, in
the workplace.
I would put them up against anyage workforce.
They work hard and they leadeach other.
(23:07):
One of my favorite questions Iasked them is you know when they
present a problem?
Hey, we've got this issue overhere and they're describing it
and I stop and I say, okay, ifyou were boss for the day, what
would you do?
See, again, I'm not dictating,I'm coaching.
What would you do?
(23:27):
Oh, I would do this.
Okay, Do that, Do that, andthen let me know, let's talk
about it.
That gives them confidence.
The other thing is, I love whenmy employees make mistakes.
I can make money off of mistakes.
(23:52):
Yes, it's because I'm a greatbusiness person.
But let me tell you why.
One I let these teenagers knowI need you to make mistakes.
And they look at me becausethey're in high school.
Well, we're not supposed tomake mistakes.
I said, oh, I'm so glad you'reperfect, but let's pretend
you're not and you're going tomake mistakes.
(24:14):
And I need you to make mistakesbecause, one, you're going to
learn the right way in a wrongway, and that's great and that's
valuable too.
You'll never make a mistakethat will cause me to go out of
business.
I have insurance.
If something happens, we'llfigure it out.
If something happens, we'llfigure it out.
Number three if you make amistake, I want you to make it
(24:38):
the prettiest mistake you'veever made.
You put it in the freezer andwe're going to go donate that.
We're going to go give that tosomebody.
Oh, oh, now there's tangiblevalue in their mistakes.
Yeah, a donation, a gift, aservice.
(24:59):
Yeah, for sure we take them downto the food bank, their
quote-unquote mistakes.
A mistake could be someonewanted vanilla instead of
chocolate, so you have to remakeit.
Okay, great, finish making itwrong.
Make it the best beautifulwrong you've ever made.
Someone will love it.
Yeah, absolutely yeah.
(25:21):
We take big piles of thesemistakes and quote unquote
mistakes and we bring them toother businesses.
It's a hot day today.
Today is nice and cool.
Here in Arizona it is currentlya hundred, so we are in a cold
snap right now.
But for us, we could take thesebag of all of these mistakes
(25:48):
and bring it to an office or toa school or to a church and we
donate it to them and it opensup a conversation.
See, I've built seven figurebusinesses off of mistakes that
give.
Speaker 1 (26:06):
I absolutely love that, and this is kind of what
you and I had talked aboutoffline before the show about
marketing using kindness, andthat kind of goes into what
you're talking about, isn't it.
Speaker 2 (26:21):
Yeah, absolutely, absolutely.
We are always willing to donateand to give so a mistake, as
long as it's salvageable, aslong as it looks good.
Speaker 1 (26:32):
It's not going to poison anybody food poisoning or
anything.
Speaker 2 (26:36):
Yeah, absolutely, and we donate that to another
business, we use it formarketing.
We'll call up a school andwe'll say, hey, do you have a
teacher in-service day coming up?
How many teachers do you have?
I have 30 treats.
Can I just bring those to youand I give it to them and I say
you know, we're your neighborsand we love partnering with
(27:00):
schools.
Speaker 1 (27:00):
Yeah.
Speaker 2 (27:01):
What else do you need ?
Do you have a reading programfor your kids?
I would love to give themcoupons for a free item.
That's so cool.
So what's happening here?
I'm creating trust.
I'm creating a relationshipwhere I'm giving and through
(27:23):
that giving process, it lowersthose barriers that people have.
When someone feels like they'vebeen served, when they feel
like they've received something,the barrier lowers and they're
going to be more open.
Now I can have a conversation.
We would love to donate 20% ofour sales to you.
(27:44):
Is there an organization inyour school that could use some
money?
Speaker 1 (27:48):
Yeah, of course there is.
Are you guys back in school yet?
Speaker 2 (27:56):
yeah, of course there is.
Are you guys back in school yet?
Oh, yeah, yeah, we start in midjuly.
Oh, wow, we have.
We have a modified year roundbecause it is so hot.
Yeah, uh, it's better for themto be in school, but then in the
fall and in the spring we havetwo weeks at each.
We have extra breaks throughoutthe year.
We have a longer Christmasbreak.
I don't know.
Speaker 1 (28:17):
It was great.
But yeah, when you're talking,I was going to say we're getting
ready to go back.
We go back the day after LaborDay.
I think, but I know there areother school districts that are
already back in and, yeah,that's just a fantastic idea.
But I know there are otherschool districts that are
already back in and, yeah,that's just a fantastic idea
Because I'm sure the teacherscould use all the help and
(28:40):
school supplies, that donationto go.
Speaker 2 (28:47):
It goes so far, yeah, but my favorites are the
reading programs or maybe theschool and this goes back to my
doctorate and looking atcreating cultures that thrive.
And if you want to see oneaspect of the culture continue
to grow, you reward that, yougive accolades to that, you make
(29:12):
it very well known.
Well, I'll walk into the schooland I'll bring in two 300
coupons for a free item at ourstore and I'll bring it to them
and say, hey, it says caught youdoing something cool.
Are there behaviors you wouldlike to see replicated and done
over and over and over again?
(29:33):
Hand this out to them, justgive it to them and then let the
teachers make a big deal aboutit.
And then, when they come intothe store, my teenage employees
go oh that's so cool, what didyou do to deserve that?
Speaker 1 (29:49):
That's so great.
Yeah, I can see that.
That's so great.
Yeah, I, I can see that one ofthose coupons and you, maybe
jimmy, saw tommy eating lunchalone and decided to go sit down
and talk to him and eat withhim and that's something cool
and rewarding that kind ofbehavior sets that too it does,
(30:10):
and the adults now are beingtuned to see it.
Speaker 2 (30:14):
Oh, now they're seeing positive behaviors
instead of negative behaviors,right?
Speaker 1 (30:20):
yeah, for sure, that's so cool.
So, so, so, so cool.
Um, I'm just looking over yep,this is.
I love what you do, mark.
I just I absolutely love thatand I love your giving nature
(30:42):
and I should schedule a one onone.
Speaker 2 (30:47):
I would love that, and I would love anyone in your
audience to do that as well.
I am going to have the link toyour website, would?
Speaker 1 (30:53):
love that and I would love anyone in your audience to
do that as well.
I am gonna have, I'll have thelink to your website.
It's again.
It's the happinessbreakthroughcom I moved away
from my microphone.
I hope that doesn't have screwedup the happiness
breakthroughcom.
And if you would like to workwith mark um, we could all be
better, right, no matter howgood we think we are, we could
(31:16):
all improve and I think DrLeonard has the key to that.
So if you want to move up inyour career and take it to the
next level, I would highlysuggest clicking on the link in
the show notes for that.
Speaker 2 (31:37):
I would love that they could follow me online on
all the social media.
The Happiness BreakthroughPerfect.
Speaker 1 (31:44):
Thank you so much for your time today, mark.
I do do do appreciate it.
Do do do it's better than do doAppreciate it.
Do do do it's better than do doAppreciate it, and this is
really something to think aboutand something we can all learn
from.
Speaker 2 (31:59):
Thank you, mike.
I appreciate you just doing thegood work out there.
Keep spreading kindness, keepspreading love.
Speaker 1 (32:06):
Will do, sir.
Take care and we'll talk soon.
Bye, I want to thank you fortaking the time to listen to
this episode with my guest, drMark Leonard.
I hope you were able to takesomething positive from the time
that you spent with us today.
Maybe you'll be inspired, maybeyou'll be motivated, maybe
(32:30):
you'll be moved.
If you experienced any of thosepositive feelings, please
consider sharing this podcastwith your friends and family.
I'm always striving to offeryou a better podcast, so give me
some feedback.
Let me know how you think I'mdoing.
You can email me, mike, atthekindnessmatterspodcastcom, or
(32:53):
leave a message on any of theplatforms that you're listening
to this podcast on, or on oursocial media pages like Facebook
, instagram, linkedin, tiktokyou name it.
Youtube I forgot about that one.
You can leave a message theretoo.
Just let me know how you thinkI'm doing.
Let me know if there'ssomething you'd like to see or
(33:16):
hear on the podcast.
And yeah, let's stay in touch,let's engage, shall we?
This podcast is part of theMayday Media Network.
If you have an idea for apodcast and you need some
technical or productionassistance, or you already have
(33:37):
a podcast and you're looking fora supportive network to join,
check out maydaymedianetworkcomand check out the many different
shows they have, likeAfrocentric Spoil, my Movie
Generation Mixtape In a PickleRadio Show, wake Up and Dream
(33:58):
with D'Anthony Palin, stacks ofPacks and the amazing Time Pals
or actually the name of the showis the Time Pals.
They are amazing, but that'snot part of the name.
We'll be back again next weekwith a brand new episode and we
would be honored if you wouldjoin us for that.
(34:19):
You've been listening to theKindness Matters Podcast.
I'm your host, mike Rathbun.
Have a fantastic week.
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