August 4, 2025 • 35 mins
Leadership is a privilege that requires serving those you lead through collaboration and distributed responsibility, not command and control.
• Leaders must transition from technical expertise to leadership by building a professional leadership library, hiring a coach, and accepting their new role
• The first 90 days in a leadership position are critical: you have 30-60 days before people start evaluating your leadership capabilities
• Regular check-ins with team members should discuss current projects, professional development, and self-care
• Leaders must hire the right people, empower them, and maintain accountability through consistent feedback
• Mentorship is crucial: seek mentors both within and outside your field, and be prepared with specific questions
• Confidence based in knowledge and humility is the "secret sauce" of leadership
• The three C's of leadership success: character, courage, and connections
• Your social media presence reflects your character and is not separate from your professional life
• Build connections by helping others first, not by asking for help
Visit kimdmoore.com to learn more about Dr. Kim D. Moore's leadership coaching, blog posts, and podcast. Her book "You're in the Leadership Chair. Now What?" is available in hardback, softback, and Kindle formats on her website and Amazon.
Connect with Ron
Just Make A Difference: Leading Under Pressure by Ron Harvey
“If you don’t have something to measure your growth, you won’t be self-aware or intentional about your growth.”
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The views and opinions expressed in this podcast are those of the speakers and guests and do not necessarily reflect the official policy or position of any organization or entity. The information provided in this podcast is intended for educational and informational purposes only and should not be considered as professional advice. Listeners should consult with their own professional advisors before implementing any suggestions or recommendations made in this podcast. The speakers and guests are not responsible for any actions taken by listeners based on the information presented in this podcast. The podcast is not intended to be a substitute for professional advice or services. The speakers and guests make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the information, products, services, or related graphics contained in this ...
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Episode Transcript
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Speaker 1 (00:01):
Welcome to Unpacked Podcast with your host
leadership consultant, ronHarvey of GlobalCore Strategies
and Consulting.
Ron believes that leadership isthe fundamental driver towards
making a difference.
So now to find out more of whatit means to unpack leadership,
here's your host, ron Harvey.
Speaker 2 (00:20):
Good morning.
This is Ron Harvey, the vicepresident, the chief operating
officer for Global CourseStrategies and Consulting, which
is a leadership firm.
We're based out of Columbia,south Carolina, and we spend all
of our time really helping ourleaders be better connected to
their workforce and taking careof people to get things done and
see them more than just aninstrument within the
organization.
But do you really know yourpeople and your team and do you
(00:41):
really care about them so theycan help things take place and
get done in your organization?
So we love what we do, but wepause and do a podcast and we
bring guests from around theworld with different backgrounds
to share the things and thelessons learned behind the
curtain.
So you're going to get a lot ofinformation from this
particular interview aboutleadership and coming out of the
boots to boardrooms and doingdifferent things outside of the
(01:04):
uniform, so you'll enjoy.
This guest is with us thismorning.
We'll have fun.
I don't know what I'm going toask her other than we're going
to talk about leadership.
You know how we do it on theshow.
If you're following us, youknow how we really bring like
real transparent conversationfor you to learn something from
our experiences and hopefullyyou become a better leader than
what we've done in the past, andwe feel like we've done well,
(01:28):
but we want you to be betterthan us, so that's why we do
this particular podcast.
So we're going to dive in andI'm happy to say that I have a
friend, a colleague, someonethat is near and dear to Linda
and I in our organization, drKim Moore, and I'll let her
introduce herself.
But, dr Kim Moore, thank youfor saying yes without even
knowing the questions.
I appreciate it.
So let me invite you to thetable to introduce yourself
however you wish, and then we'llreally get into the
conversation.
Speaker 3 (01:48):
Well, good morning, ron, and thank you for this
privilege to be on your podcasttoday.
And so, as you said, we arefriends, colleagues, we work
well together because we areboth part of Maxwell Leadership,
and so I agreed to do thispodcast not just for you, ron,
but really for my friend, linda.
So please make sure Linda knowsthat I'm here because of Linda.
(02:13):
As you said, I am Kim Moore.
I am a leadership coach.
I write a weekly blog post andpodcast all around leadership
and that's how you and Iactually connected was on our
journey of how do we help peoplebe better leaders, because
(02:33):
leadership is a privilege, it isnot a right, and so, as leaders
, we have to always take inconsideration that we are there
to serve.
I know the title implies we'rethe ones in charge and we do
have responsibility andaccountability, but we're really
there to serve the people.
We have the privilege to lead,and that's what I do in my
(02:54):
business of consulting andtraining and speaking is I
encourage people to one, improvetheir leadership, embrace the
journey of being a leader, butunderstanding the responsibility
that comes along with being aleader.
Speaker 2 (03:10):
Yes, yes, thanks, kim .
So, kim, you know, we've gottento know each other over the
years.
You've been in Columbia with usand gotten to know the families
, and we sat down and had dinner.
When you think about thejourney that you've taken, when
you think of leadership, whenyou think about the journey that
you've taken, when you think ofleadership, what do you think
are some of the biggestchallenges today that leaders
are struggling with across allindustries and different sectors
and spaces throughout?
Speaker 3 (03:36):
What do you think are some of the biggest challenges
we are facing with leadership ingeneral is that when leaders,
especially young leaders, getinto that chair, they don't
always know what it is that theyneed to be doing.
They've worked hard to getthere, but those strategies
won't help you stay in thatchair, and so I published a book
(03:58):
on that particular topic.
It's called You're in theLeadership Chair Now what?
And it's really 10 strategiesthat will help primarily women,
but for men, also be successfulonce they're in the chair.
I have seen, unfortunately,leaders who are really focused
(04:22):
on themselves and not on thepeople they have the privilege
to lead.
Speaker 2 (04:27):
Thank you for highlighting the book.
We have the book and we've beengifted and we support the book.
And I tell everybody listen,support other business owners.
If they have a book, if theyhave a program, ask questions.
Small businesses make up alarge part of our society and
they need your support.
So everybody's listening andwatching.
I bring people on for a coupleof things One, to share and help
educate.
But two, they're businessowners.
They can use your support justas much.
(04:48):
So thank you for sharing that.
And at the end I want to makesure people know how to get to
your book.
But let's go back a little bit.
You work really hard, youbecome the technical expert and
you get promoted because of that.
How do you get past that?
Because it's easy to revertback to what you're good at,
that you shine at.
That makes you feel good andstrokes your ego, but that's not
necessarily what people want.
(05:09):
Once you become a leader, howdo you help us make the
adjustment?
Speaker 3 (05:12):
So it's a combination of approaches.
First and foremost, when Imentor, coach young leaders, the
first thing I ask them is whatis in your professional library?
Yes, because everyone shouldhave a professional library, and
most of the time it's thetechnical materials that they
needed to do the job that theywere in before.
(05:34):
So they may have a lot of booksaround sales if they're in
sales or whatever their area isbut they don't have books that
talk to them and help thembecome leaders.
So what's in your professionallibrary?
Who are you looking at to helpyou grow in that new position?
The second thing I talked tothem about is hiring a coach.
(05:56):
If you think about the greatestathletes in the world, tiger
Woods had a coach, serenaWilliams had a coach.
They were phenomenal athletes,world title winners, but they
had a coach.
Why?
Because the coach helps bringout of you the skills that you
need to be successful at thatlevel.
(06:19):
So that's the second thing Italked to them about.
And the third is I remind themthat they are no longer doing
the job that they had before asa leader.
You get about 30 to 60 days ofthat 90 day window where people
will give you the benefit of thedoubt, but after about 60 days
(06:39):
they're looking to see reallywhat are you doing as a leader
and you need to be prepared.
So how do you set yourself upfor success for the 90-day plan?
So when I work with clients,that's one of the things we talk
about and we work through whatdoes the 90-day plan look like?
And then we also talk about howyou now have to shift.
(07:01):
You are now responsible to makedecisions, but you don't do
that in a vacuum.
How do you delegateappropriately?
How do you follow up?
What are your meetingstructures?
It's those simple things thatwe don't think about that really
indicate to people whether weare prepared to sit in that
chair.
Speaker 2 (07:19):
Yes, yes, thank you, Kim.
So, kim, you have a militarybackground as well as I do, and
leadership has changed over time, you know, and it's constantly
changing, even faster than itdid over the decades we've been
in leadership.
So, coming from the military asa command and control, I mean,
which is which an expectation isthe military?
But it's changed drasticallyfrom this command and control.
What do you notice in?
(07:39):
The biggest changes have gonefrom this command and control,
as people are leadingdifferently, because those days
are almost over.
Tell me, and I just do it,because you said, do it.
That's a change away fromcommand and control.
What do you see as the newstyle of leadership that's most
effective today?
Speaker 3 (07:55):
So the new style of leadership is collaboration and
it's distributed leadership.
And you're right, ron, when wecame into the military and I had
that privilege of serving for20 years and retiring it was my
way or the highway.
The soldiers did what I toldthem to do because I was the
boss, I had the rank on mycollar, and what I said is what
(08:18):
was done.
That's not the world that welive in today, especially when
we take our uniform off andenter into corporate America and
put a different uniform on.
So, as a leader and I'mcurrently a CEO of a large
organization I cannot justdemand or direct or dictate.
What I do is I buildcollaboration and I never give
(08:44):
up my responsibility.
As the leader, I always havethe authority that comes with
the title and theresponsibilities of my duty, but
I also understand that I don'tknow everything and that the
people closest to the problemnormally have the solution, so
it's my responsibility to pullthem into the discussion and
(09:07):
have conversation.
Therefore, I get the bestinformation to make the best
decision.
So, as a leader, I believe indistributive leadership and
being a collaborative leader inwhich everyone in my
organization is empowered to dothe best job that they can do
and help me do the best job thatI can do.
Speaker 2 (09:29):
I love it.
I want to unpack something here, though.
I mean because it sounds easierthan it is to do, easier to say
than do.
Yeah, because I hear you and Igot it.
When your name is on the line,your title is on the line, your
reputation and your brand is onthe line, how do you get to this
place of trusting other peoplewith your career?
Because your evaluation isgoing to hinge on that.
Your performance metrics andyour KPIs are going to hinge on
(09:50):
what other people do.
How do you get to the place, orwhat did you do to get to the
place, where you're not alwaysokay but you know it has to
happen?
How do you get there?
Speaker 3 (09:58):
Well, first and foremost, you're absolutely
right about that.
At the end of the day, as HarryTruman said, the buck stops
here, Right?
The same thing with you.
The buck stops here, and we arethe people held responsible by
the, by the people that hire us,our boards, our community, the
public.
You know that holds usaccountable and our customers
(10:27):
accountable, and our customers.
So for me, as I tell youngleaders this all the time the
first thing that you have to do,and one of the most important
things, is you have to hire theright people.
That is critical.
Hire the right people, peoplethat you know can do the job
that you need them to do.
And that's what I do.
I hire people based upon skillsets that I know that they need
(10:51):
to be successful, because Icannot afford to do their job.
And my job and I'm very clearwith my leaders is that if I
have to do your job, then Idon't need you.
I need you to do your job, thatyou've been hired because I
trust you to do what it is thatwe need to get done.
So I cast a vision, I hire well, and then I empower people.
(11:17):
But the last step of that isaccountability.
You have to hold peopleaccountable for the things that
they are responsible for, andthat means as a leader, you have
to have tough conversationssometimes and you know, as a
woman of faith, I always go backto what the Bible tells me.
I speak the truth in love, so Ihold people accountable.
(11:39):
I'll give you an example.
We're coming into evaluationseason in my organization.
I'll give you an example.
We're coming into evaluationseason in my organization.
As I tell my folks, evaluationshould never be a surprise
because you and I have beenmeeting monthly normally twice a
month, depending on the levelof the person and we are having
(12:09):
conversations.
So you know if you're doingwhat I need you to do and you
you should know if you're not,because I've given you feedback.
So your evaluation should notbe a surprise to you because
we've had conversationthroughout this year around
expectations as well as outcomesthat we need to see.
Speaker 2 (12:17):
I got to go back a little.
I put a card in reverse alittle bit for us because we
made an assumption that peopleare doing what you said.
But I love it, but I want toprocess it if we can.
You mentioned it shouldn't be asurprise.
Can you walk back through thesteps?
How often as a leader shouldyou be giving your people
feedback and updates?
You know, to make sure thatthere are no surprises, because
not everybody's sitting downweekly or monthly.
I would love to say that's true, but I know it's not because of
(12:39):
the work I do.
Speaker 3 (12:40):
Ron, I too have experienced that in previous
roles.
You know where people didn't.
We didn't have meetings, andthat's why, to me, it's very
important to do that.
So what I would say to those,to those leaders, if I was
coaching that leader, is do youlike surprises?
Yes, to something personalwhere people can connect to.
(13:08):
Do you want your board oftrustees to surprise you in a
meeting?
The answer is no.
No one wants that.
Do you want to do a good job?
Yes, everybody wants to do agood job.
Well, in order for me to do agood job, I need feedback on
what I'm doing.
And so, as a leader once againgoing back to your new role of
responsibilities, you're nolonger the person doing the work
(13:29):
, you're the person leading thework.
So you've got to work in thework and on the work, and that's
what most people young leadersespecially don't understand
about their business.
Yes, you need to work in thebusiness, but you got to work on
the business also.
And meeting with the people thatyou have the privilege to lead
on a regular basis.
(13:50):
It does not have to be athree-hour meeting.
It can be a 30-minute check-in.
Mine are one hour that I sitdown I ask my people to bring
with them an agenda of what themeeting will be topics they want
to talk about to one pagersthat explain anything that is
(14:12):
new or continuing to work on.
I ask for that up front so Ican then be prepared when they
come in.
Now, if something is not goingthe way it's supposed to go, I
don't wait to that biweeklymeeting or monthly meeting.
I will wait, sit down with thatperson and ask questions.
(14:34):
I find that when I askquestions, I can get to the
person's thinking.
Once I understand theirthinking, then I can talk
through better ways to makedecisions as well as to take
different actions, and so I tryto structure my meetings in a
way that I'm using my coachingskills instead of my military
(14:59):
skills.
Right, because nobody wants tocome in and get chewed out or
fussed at, because then you shutdown creativity and innovation.
What you want is to help thatperson understand where they
made a mistake or how they couldhave done something differently
and move it forward.
(15:20):
So in my various leadershiproles, one of the things I've
always done is I've always beenvery upfront with my people.
I will take all of theresponsibility because I'm the
leader.
That's my job.
Please don't put me in thatposition, though, to have to
take responsibility forsomething that is not right, so
(15:41):
if there's a problem, if youmake a mistake, come to me and
let me know.
I don't throw people under thebus.
I take responsibility, but weneed to fix it.
Speaker 2 (15:51):
I love it.
I mean, and I love that you'rewalking through that, because I
told you know the analogy I usefor people, kim.
You know, for our daughter inschool I said how would you feel
if they didn't give her everyfour and a half weeks or weekly
updates and then at the end ofthe year you realize that your
child is not getting promoted ornot graduating?
I say it's actually unfair.
The school system has aphenomenal way of saying we want
to update you so your child hasa chance to recover.
(16:12):
They know where they stand andyou're going to report.
If you follow along as aninvolved parent, you should know
exactly where your child isthat every day, every week,
every month, every quarterwithin that school system, if
you do your part as a parent aswell.
So what role do as a leader?
What role do we play to makesure our people feel like they
(16:34):
are involved and engaged intheir own success of their
career?
Speaker 3 (16:39):
How do you make sure that they're leaning in and
they're being a part of it andyou're just not the leader
telling them and giving them allthe answers?
Well, I'm so glad you askedthat question, ron, because in
my meeting with my leaders, Ihave two additional questions
that I ask them.
Of course, we always talk aboutwhat's going on in their
department.
Where are we at in reaching ourKPIs?
What are we doing to make surethat the vision that I've cast
is moving forward in the rightdirection?
But the two other questionsthat I ask is what are you doing
(17:01):
for your professional growth?
And we have a conversationaround where do you see yourself
in five years?
What is it that you want to bedoing?
Where do you want to go?
And so, because I'm dealingwith senior leaders, several of
them want to actually be the CEOof a organization.
So we talk about where are youcurrently at and what are you
(17:25):
doing to enhance your skill set,put more tools in your toolbox
to get you to that position, andthen how can I support you?
I'm not a leader that likes tohold on to people or hold people
back.
Because I look at it from thisperspective, if I help you get
what you want.
Now I have a friend that I cancall and help me when I need
(17:46):
help.
We have to be collaborative andsupport each other, but I also
want to make sure that you'reready for that opportunity, and
so that's where we talk aboutwhat else is in your
professional library, who areyou listening to?
What podcasts, what books areyou reading?
We talk about what conferencesthat you may be attending.
What are you doing outside ofyour normal workday to set
(18:07):
yourself up for that success,and how are you building all of
that so that when your resume isplaced in front of someone, it
is enough to get you theinterview, because the resume
only gets you in the door.
Your interview is where youhave an opportunity to really
shine and demonstrate the skillsthat you bring to the table.
(18:28):
So that's one question that Iasked them.
The second question that I askedthem is what are you doing for
self-care?
Because in today's world,there's a lot of pressure on
leaders and we have to have abalance in our life.
I don't believe in workforcebalance because, depending on
your job your work maybe sixdays a week, like mine at
(18:54):
different points of time, but Ialso make sure that I do find
time in my calendar forself-care, and that's spending
time with my family doing thingsthat we like to do, taking a
vacation.
I'm a big proponent of peopletaking their time off.
I expect them to work whenwe're at work, but when you have
(19:15):
vacation, take your vacationand enjoy it.
So you have to have thatself-care component as well as
what is your professionaldevelopment or professional
learning that you need to do toget to where you want to go.
I have a coach as the CEO.
I still have a coach.
I still have a professionallearning plan, because I don't
(19:37):
know everything and I need tocontinue to sharpen my skills
because I cannot give what Idon't have, and so it's just an
integral into who I am andthat's why I'm passionate about
it and that's why I ask myleaders about it.
Speaker 2 (19:52):
Yes, and what you made me think of when you say
hey, you know, at my level, evenI have a coach.
You know, one of the thingsJohn Maxwell says is that you
know you got to grow with yourteam, otherwise you're not
putting a lid on them becauseyou haven't gotten better.
So, kim, as you talk about it,I want to you know there are a
(20:13):
couple of things I'd love tounpack.
The leader that says you knowwhat?
I don't have time to do allthose check-ins because there's
so much to expect out of leadersand time is very valuable.
And what do you tell the leaderthat said I don't have time to
do all of that?
I hear you, kim, but I don'thave time to check in like that.
Speaker 3 (20:27):
And then I would say we need to look at your calendar
because you're spending time inother areas.
If you go back to Eisenhower'smatrix of the four quadrants
urgent, important, not important, not urgent you may be in
quadrant three, which means youshould be delegating more things
(20:47):
that are not yourresponsibility anymore, and
quadrant four time wasters.
Who else is responsible forthat?
So I'll give you an example.
My calendar is controlled by myexecutive assistant.
I don't put things, I rarelyput things on my calendar,
because that requires me to dothe things that I need to do in
(21:11):
my job, not the things I like todo.
I would love to do some otherthings, and if it was left up to
me, that's what my calendarwould be full of, but it's not.
And John Maxwell says this ifyou want to know what's
important to people as leaders,look at their calendar, and so
you have to make time to meetwith the people who directly
(21:34):
report to you.
They are the ones doing thework.
So if you don't want to spendtime explaining folks and taking
responsibility for poordecisions or poor outcomes,
spend time with the people doingthe work, giving them the
guidance that you are in thechair to do as the leader, and
so that's why, in my book, Igive strategies that will set up
(21:58):
that leader to be successful,and if you do that, you will
increase your chances ofachieving the outcomes that you
want.
So that's what I would say tothat person is let's look at
your calendar and let's see howthe things that you're doing
line up with the four quadrantsof Eisenhower's matrix.
Speaker 2 (22:17):
Absolutely, and I will tell you, as you're
listening get her book.
The strategies are in there.
So you're in the leadershipchair.
Now what?
There's some strategies thatwe'll be able to talk about the
book.
The last question I askedbefore we really get into you
know how people reach out to youand get in touch with you is
you didn't make it here withoutmentorship.
What role did mentors play inyour life and how do you select
one?
Speaker 3 (22:38):
So you are absolutely right, my journey has been full
of twists and turns.
You know, the path that Istarted on is not where I have
ended up, and it's reallybecause of mentorship.
So I learned early in my careerthat I needed to have mentors.
So I went to people who werenot just my boss, but people who
(22:59):
were their bosses and askedthem can I have just 30 minutes
of your time?
I have a few questions I wouldlike to ask and I have found
that 90% of leaders will takethat 30 minutes to sit down and
when you come, come preparedwith questions.
So I came prepared withquestions and as a result of
that, several of those peopledecided hey, I'd like to work
(23:23):
and support you.
Sometimes that work and supportas a young officer was on the
golf course.
I played golf in a golf leagueand I'm a terrible golfer with
my colonel, not my boss leagueand I'm a terrible golfer with
my colonel not my boss, actuallytwo levels above me.
But I had met him.
I did a little informationinterview with him and he said I
(23:44):
need a golf partner.
I said well, I really don'tknow how to play, sir.
He said I'll teach you andevery week we played golf in a
golf league.
Now the benefit of that wasevery week I had to leave on
time.
My colleagues were like whereare you going?
I said play golf with theColonel, and they didn't like
that.
But that's okay.
I was the only female officerand it didn't bother me, because
(24:06):
I was determined to achieve ata level that I thought I could
reach and he would coach me.
He would mentor me in that timethat we were together.
So I always encourage everyoneto find mentors.
Remember your mentor's time isprecious, so always come to the
meeting prepared.
(24:26):
The other thing is we have nownot just books, we have podcasts
.
We have conferences that peoplecan go to.
I look for people who have donewhat I am currently doing, but
done it with great success, andso some of my mentors are my
peers.
They've just been in the chairlonger than I have and have
(24:46):
achieved phenomenal success.
Other people like John Maxwell.
John has been a mentor to methrough his books when I was a
young second lieutenant.
Then, when he started hiscoaching company, I was a
founding member.
I joined right away.
He is one of my mentors and nowhe actually even endorsed my
(25:07):
book.
Do I see John and talk to Johnevery day.
No, it's primarily through hispodcast, through his books, that
he still mentors me, but thereare many ways that we can
enhance our skill set and putmore tools in our toolbox.
The last thing I'm going to sayabout that is don't only look
at people in your particularfield of expertise, because
(25:31):
leadership is leadership.
It transfers to every businessfield.
So look at other people.
One of the folks that I reallylike is Alan Malawi.
Yes, alan Malawi was the CEO ofBoeing and then he became the
CEO of Ford Two very differentindustries, but leadership is
(25:52):
leadership.
Speaker 2 (25:53):
Yes, yes, I thought I had one last question, but I
thought that was it.
But you made me think ofsomething.
I know there had to be a timein your career where you're
nervous or afraid of the nextthing, but you wanted to do it.
How do you help leaders getpast?
Because fear does show up butit also paralyzes you.
How did you get past thosemoments?
Because sometimes we makepeople think we're not afraid of
anything.
I've been nervous at times andI got promoted like oh crap, now
(26:13):
they're going to know what Idon't know.
How do you get past that fearor insecurity of thinking you
got to know it all or you don'tknow it all?
How do you get past fear andleadership?
Speaker 3 (26:25):
Well, first and foremost, you surround yourself
with good people, so who is inyour inner circle that holds you
accountable, that speaks truthto you as well as supports and
uplifts you?
The second is I call this thesecret sauce of leadership, and
it's one of the principles in mybook, and it's confidence,
confidence that's based inknowledge and humility, not
arrogance.
It is perfectly okay to beafraid.
(26:48):
When I took this position thatI'm currently in, I did not know
everything I needed to know,and I still don't know
everything that I need to know,and that's where asking great
questions as a leader makes adifference.
But I'm also comfortable enoughwith my skill set and who I am
to be able to say to people Idon't understand that.
Please explain that to me.
(27:11):
I recently had a conversationwith one of our financial
advisors around bonds and bondmarketing, the bond market, and
what I said to this person isexplain this to me as, because I
am a neophyte, like I ammanaging my own personal budget,
break it down to that level ofsimplicity for me, because I
(27:32):
have to make some decisions thatare significant and are going
to impact the financial statusof our organization, so I need
to know at a level that I feelcomfortable with, and it's OK
because that is not my area ofexpertise to be able to say that
.
So what I would say is, yes, weall experience fear every one
(27:55):
of us does but it's.
How do we handle that fear?
Confidence is our secret sauce.
In order us for us to beconfident, we have to have
knowledge and we have to behumble.
Speaker 2 (28:07):
Yes, I love it.
I love it, kim.
It's been phenomenal.
I mean a lot of great.
So I'll go ahead and ask earlywhy everybody's listening.
They get to hear your response.
I would love for you to comeback in about another, another
three to four months, because Iwant to be able to speak to
something that you touched on.
Two things, quite honestly ishow do you deal with some of the
conflict that shows up forleaders and women in leadership?
Because you know I'd love to beable to bring you on and you'll
(28:30):
be able to speak to that.
You know my wife speaks to it,you'll be able to speak to it,
so I would love to be able togive our guests another
opportunity to go in a differentdirection leadership.
So what I would like to wrap upwith you do have your book, you
do have a company, you know.
Can you highlight where can weget your book at?
You know, show it to us andshare it with us and then tell
us how we reach you.
Speaker 3 (28:50):
Well, thank you, Ron.
I'm very proud of this book.
I wrote this book primarilybecause everybody that I would
talk to and coach and speak towould say do you have a book?
And I'd be like, no, I don'thave.
They're like you should have abook.
You've got a lot of greatthings.
So my book is titled You're inthe Chair, the Leadership Chair.
Now what?
So you can find this book on mywebsite, which is kimdmoorecom,
(29:14):
or on Amazon.
It is available in hardback,softback and Kindle.
I'm just very proud of it, andwhat I like to tell people up
front is this is my journey ofhow I got to be where I am today
, how did I get to this chairand how have I been successful
in staying in the chair.
And I tell young folks there'ssome things in here that you're
(29:36):
going to see that you don't like.
For example, I talk about dresscode, because every
organization has a dress code.
Whether it's written down, likein the military or not, there's
a dress code.
You may not like that dresscode, but you're not looking to.
You're not there to determinethe dress code.
You're there to get to anotherlevel, to achieve the goals that
(29:57):
you have set.
So you need to know what thedress code is of your
organization and decide whetheryou want to comply or not, and
if you don't, that's okay too.
There's plenty of otherorganizations that you can go.
So they think I'm a little oldfashioned sometimes, but that's
okay, because I believe inhaving real talk with young
leaders around what is expectedof them.
(30:20):
We talk about things likesocial media and that, and so I
write a weekly blog post and Ido have a podcast.
All of that information is onmy website of kimdmoorecom.
Speaker 2 (30:33):
Yes, yes, kimdmoorecom, easy for you to
find.
Her book is out there,phenomenal.
And let me tell you, I get tosee her.
She is about that dress code.
She dressed, you know, butthere's the secret behind that
dress later We'll talk aboutthat another time.
But she does dress.
Every single time I've seen her, she's been dressed and she
believes in it.
But she's also down to earthand personable and accessible,
you know.
So she's not hiding behind thewalls of her organization, she's
(30:55):
out in public facing and doingthe work and rolling up her
sleeves and participating andhaving fun.
So being able to reach that isthere.
Are there any tips that you'dlike to leave?
Are there three things or twothings?
Whatever that number may be?
They say hey, you know what.
I'd like to leave the audiencewith this.
Speaker 3 (31:10):
I would say yes, there are three C's.
I had the privilege of justrecently given a commencement
speech in which I gave thisgraduate seven C's of success.
Well, I'm just going to sharethree of those.
First and foremost is character.
Please remember your characteris what you do when people don't
see you.
Character is also reflected inyour social media posts and
(31:33):
young folks don't alwaysrecognize that.
They think that's my personallife.
It's separate from myprofessional life.
It is not.
It is a part of your life.
So please keep in mindcharacter and the company that
you keep.
That goes back to your questionaround mentorship who is in
your inner circle?
The second C I would say is tohave courage.
Courage means you stand up forthe things that you believe, not
(31:57):
in a belligerent way or acondescending way, but you have
to know who you are and what youstand for.
And that may mean that youcan't work certain places or
work for certain people, becauseyour integrity is on the line.
And, ron, you know this, wehear this in the military.
That's the first thing theyteach us is never put yourself
in a position where yourintegrity is questioned.
(32:19):
And the last one I will say isconnections.
That's the last C, because thatis a C that most people don't
really pay a lot of attention to, and it's building connections,
because you never know whoyou're going to meet and how you
can help that person, and Ialways like to think of from the
perspective how can I can helpyou, versus putting my hand out,
(32:41):
asking for you to help me.
But connections make a hugedifference because you need
sponsorship, not just mentorship.
Who is in that room that willsponsor you, that will speak
about you when you are not inthe room?
And that's where yourconnections become so important.
But the key to connecting isnot to have a hand out, but to
(33:01):
have a hand where you're helpingpeople up.
Speaker 2 (33:04):
Yes, yes, I love it.
I mean, kim is on the showbecause of the connections,
because of relationships and andwho's saying your name in rooms
that you're not in thisadvocating and sponsor?
I love that.
You, you know.
You talked about theconnections.
I love that you talk about yoursocial media.
That is so important that thatonce you post it on any device,
it's available to the world, andI think oftentimes we forget
(33:25):
that.
So, as you're listening, what,what, what Kim is sharing, it's
super important, um, build yourrelationships before you ask for
anything.
I think we've been knowing eachother for going on at least two
years, um, and now you're onthe show.
But we just kept having youknow, conversations and relate
and say, hey, how can I help you?
And so she's helping me bybeing on the show to come on and
say, here's what I want toshare, and for us it's a
connection.
But Kim and I do a lot of worktogether, almost the same type
(33:46):
of work.
We're not in competition.
We're cooperating with eachother to support our community
For all of our stakeholders.
The two of us can do a lot moretogether than we can do apart.
So figure out how to work withpeople that do what you do
without all the conflict in oursociety become a part of that.
So, thank you, kim, once again.
Can you show us the book andthen we're going to close out.
Yes, please go out, support her.
(34:08):
You're in the leadership chairNow what we do, have it.
My wife reads the book.
So, and she said it up frontyou know she signed a book for
Linda.
She didn't sign a book for me.
That went to Linda.
So, no, kim is on this showbecause she's doing this for
Linda and we say that, but shereally does support Linda and I
think we need to see more ofthat across the board.
So thank you for supportingLinda.
Thank you for supporting ourorganization as we continue to
(34:29):
do work and support ourcommunity together.
For all you that are listening,feel free If you know guests
that will come and add value toour community.
That's super important.
It's not so much about gettingin front of the camera or
getting on the show.
It's what are you going to doto help us do the work that
we're really trying to do.
No time is more important thannow for leaders to show up and
support one another and putpositive messages out.
So, Kim, thank you for comingon, Thank you for everyone that
(34:50):
stayed with us to listen to theshow we release every single
Monday, and we love adding valueand making a difference.
That's what we stand for.
People always matter.
Until next time, kim and I willsign off and tell you to enjoy
your day, and thank you forjoining Unpacked with Ron Harvey
.
Speaker 1 (35:05):
Well, we hope you enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Remember to join us everyMonday as Ron unpacks sound
advice, providing real answersfor real leadership challenges.
Until next time, remember toadd value and make a difference
where you are, for the peopleyou serve, because people always
(35:29):
matter.
Welcome to Unpacked Podcast with your host
leadership consultant, ronHarvey of GlobalCore Strategies
and Consulting.
Ron believes that leadership isthe fundamental driver towards
making a difference.
So now to find out more of whatit means to unpack leadership,
here's your host, ron Harvey.
Speaker 2 (00:20):
Good morning.
This is Ron Harvey, the vicepresident, the chief operating
officer for Global CourseStrategies and Consulting, which
is a leadership firm.
We're based out of Columbia,south Carolina, and we spend all
of our time really helping ourleaders be better connected to
their workforce and taking careof people to get things done and
see them more than just aninstrument within the
organization.
But do you really know yourpeople and your team and do you
(00:41):
really care about them so theycan help things take place and
get done in your organization?
So we love what we do, but wepause and do a podcast and we
bring guests from around theworld with different backgrounds
to share the things and thelessons learned behind the
curtain.
So you're going to get a lot ofinformation from this
particular interview aboutleadership and coming out of the
boots to boardrooms and doingdifferent things outside of the
(01:04):
uniform, so you'll enjoy.
This guest is with us thismorning.
We'll have fun.
I don't know what I'm going toask her other than we're going
to talk about leadership.
You know how we do it on theshow.
If you're following us, youknow how we really bring like
real transparent conversationfor you to learn something from
our experiences and hopefullyyou become a better leader than
what we've done in the past, andwe feel like we've done well,
(01:28):
but we want you to be betterthan us, so that's why we do
this particular podcast.
So we're going to dive in andI'm happy to say that I have a
friend, a colleague, someonethat is near and dear to Linda
and I in our organization, drKim Moore, and I'll let her
introduce herself.
But, dr Kim Moore, thank youfor saying yes without even
knowing the questions.
I appreciate it.
So let me invite you to thetable to introduce yourself
however you wish, and then we'llreally get into the
conversation.
Speaker 3 (01:48):
Well, good morning, ron, and thank you for this
privilege to be on your podcasttoday.
And so, as you said, we arefriends, colleagues, we work
well together because we areboth part of Maxwell Leadership,
and so I agreed to do thispodcast not just for you, ron,
but really for my friend, linda.
So please make sure Linda knowsthat I'm here because of Linda.
(02:13):
As you said, I am Kim Moore.
I am a leadership coach.
I write a weekly blog post andpodcast all around leadership
and that's how you and Iactually connected was on our
journey of how do we help peoplebe better leaders, because
(02:33):
leadership is a privilege, it isnot a right, and so, as leaders
, we have to always take inconsideration that we are there
to serve.
I know the title implies we'rethe ones in charge and we do
have responsibility andaccountability, but we're really
there to serve the people.
We have the privilege to lead,and that's what I do in my
(02:54):
business of consulting andtraining and speaking is I
encourage people to one, improvetheir leadership, embrace the
journey of being a leader, butunderstanding the responsibility
that comes along with being aleader.
Speaker 2 (03:10):
Yes, yes, thanks, kim .
So, kim, you know, we've gottento know each other over the
years.
You've been in Columbia with usand gotten to know the families
, and we sat down and had dinner.
When you think about thejourney that you've taken, when
you think of leadership, whenyou think about the journey that
you've taken, when you think ofleadership, what do you think
are some of the biggestchallenges today that leaders
are struggling with across allindustries and different sectors
and spaces throughout?
Speaker 3 (03:36):
What do you think are some of the biggest challenges
we are facing with leadership ingeneral is that when leaders,
especially young leaders, getinto that chair, they don't
always know what it is that theyneed to be doing.
They've worked hard to getthere, but those strategies
won't help you stay in thatchair, and so I published a book
(03:58):
on that particular topic.
It's called You're in theLeadership Chair Now what?
And it's really 10 strategiesthat will help primarily women,
but for men, also be successfulonce they're in the chair.
I have seen, unfortunately,leaders who are really focused
(04:22):
on themselves and not on thepeople they have the privilege
to lead.
Speaker 2 (04:27):
Thank you for highlighting the book.
We have the book and we've beengifted and we support the book.
And I tell everybody listen,support other business owners.
If they have a book, if theyhave a program, ask questions.
Small businesses make up alarge part of our society and
they need your support.
So everybody's listening andwatching.
I bring people on for a coupleof things One, to share and help
educate.
But two, they're businessowners.
They can use your support justas much.
(04:48):
So thank you for sharing that.
And at the end I want to makesure people know how to get to
your book.
But let's go back a little bit.
You work really hard, youbecome the technical expert and
you get promoted because of that.
How do you get past that?
Because it's easy to revertback to what you're good at,
that you shine at.
That makes you feel good andstrokes your ego, but that's not
necessarily what people want.
(05:09):
Once you become a leader, howdo you help us make the
adjustment?
Speaker 3 (05:12):
So it's a combination of approaches.
First and foremost, when Imentor, coach young leaders, the
first thing I ask them is whatis in your professional library?
Yes, because everyone shouldhave a professional library, and
most of the time it's thetechnical materials that they
needed to do the job that theywere in before.
(05:34):
So they may have a lot of booksaround sales if they're in
sales or whatever their area isbut they don't have books that
talk to them and help thembecome leaders.
So what's in your professionallibrary?
Who are you looking at to helpyou grow in that new position?
The second thing I talked tothem about is hiring a coach.
(05:56):
If you think about the greatestathletes in the world, tiger
Woods had a coach, serenaWilliams had a coach.
They were phenomenal athletes,world title winners, but they
had a coach.
Why?
Because the coach helps bringout of you the skills that you
need to be successful at thatlevel.
(06:19):
So that's the second thing Italked to them about.
And the third is I remind themthat they are no longer doing
the job that they had before asa leader.
You get about 30 to 60 days ofthat 90 day window where people
will give you the benefit of thedoubt, but after about 60 days
(06:39):
they're looking to see reallywhat are you doing as a leader
and you need to be prepared.
So how do you set yourself upfor success for the 90-day plan?
So when I work with clients,that's one of the things we talk
about and we work through whatdoes the 90-day plan look like?
And then we also talk about howyou now have to shift.
(07:01):
You are now responsible to makedecisions, but you don't do
that in a vacuum.
How do you delegateappropriately?
How do you follow up?
What are your meetingstructures?
It's those simple things thatwe don't think about that really
indicate to people whether weare prepared to sit in that
chair.
Speaker 2 (07:19):
Yes, yes, thank you, Kim.
So, kim, you have a militarybackground as well as I do, and
leadership has changed over time, you know, and it's constantly
changing, even faster than itdid over the decades we've been
in leadership.
So, coming from the military asa command and control, I mean,
which is which an expectation isthe military?
But it's changed drasticallyfrom this command and control.
What do you notice in?
(07:39):
The biggest changes have gonefrom this command and control,
as people are leadingdifferently, because those days
are almost over.
Tell me, and I just do it,because you said, do it.
That's a change away fromcommand and control.
What do you see as the newstyle of leadership that's most
effective today?
Speaker 3 (07:55):
So the new style of leadership is collaboration and
it's distributed leadership.
And you're right, ron, when wecame into the military and I had
that privilege of serving for20 years and retiring it was my
way or the highway.
The soldiers did what I toldthem to do because I was the
boss, I had the rank on mycollar, and what I said is what
(08:18):
was done.
That's not the world that welive in today, especially when
we take our uniform off andenter into corporate America and
put a different uniform on.
So, as a leader and I'mcurrently a CEO of a large
organization I cannot justdemand or direct or dictate.
What I do is I buildcollaboration and I never give
(08:44):
up my responsibility.
As the leader, I always havethe authority that comes with
the title and theresponsibilities of my duty, but
I also understand that I don'tknow everything and that the
people closest to the problemnormally have the solution, so
it's my responsibility to pullthem into the discussion and
(09:07):
have conversation.
Therefore, I get the bestinformation to make the best
decision.
So, as a leader, I believe indistributive leadership and
being a collaborative leader inwhich everyone in my
organization is empowered to dothe best job that they can do
and help me do the best job thatI can do.
Speaker 2 (09:29):
I love it.
I want to unpack something here, though.
I mean because it sounds easierthan it is to do, easier to say
than do.
Yeah, because I hear you and Igot it.
When your name is on the line,your title is on the line, your
reputation and your brand is onthe line, how do you get to this
place of trusting other peoplewith your career?
Because your evaluation isgoing to hinge on that.
Your performance metrics andyour KPIs are going to hinge on
(09:50):
what other people do.
How do you get to the place, orwhat did you do to get to the
place, where you're not alwaysokay but you know it has to
happen?
How do you get there?
Speaker 3 (09:58):
Well, first and foremost, you're absolutely
right about that.
At the end of the day, as HarryTruman said, the buck stops
here, Right?
The same thing with you.
The buck stops here, and we arethe people held responsible by
the, by the people that hire us,our boards, our community, the
public.
You know that holds usaccountable and our customers
(10:27):
accountable, and our customers.
So for me, as I tell youngleaders this all the time the
first thing that you have to do,and one of the most important
things, is you have to hire theright people.
That is critical.
Hire the right people, peoplethat you know can do the job
that you need them to do.
And that's what I do.
I hire people based upon skillsets that I know that they need
(10:51):
to be successful, because Icannot afford to do their job.
And my job and I'm very clearwith my leaders is that if I
have to do your job, then Idon't need you.
I need you to do your job, thatyou've been hired because I
trust you to do what it is thatwe need to get done.
So I cast a vision, I hire well, and then I empower people.
(11:17):
But the last step of that isaccountability.
You have to hold peopleaccountable for the things that
they are responsible for, andthat means as a leader, you have
to have tough conversationssometimes and you know, as a
woman of faith, I always go backto what the Bible tells me.
I speak the truth in love, so Ihold people accountable.
(11:39):
I'll give you an example.
We're coming into evaluationseason in my organization.
I'll give you an example.
We're coming into evaluationseason in my organization.
As I tell my folks, evaluationshould never be a surprise
because you and I have beenmeeting monthly normally twice a
month, depending on the levelof the person and we are having
(12:09):
conversations.
So you know if you're doingwhat I need you to do and you
you should know if you're not,because I've given you feedback.
So your evaluation should notbe a surprise to you because
we've had conversationthroughout this year around
expectations as well as outcomesthat we need to see.
Speaker 2 (12:17):
I got to go back a little.
I put a card in reverse alittle bit for us because we
made an assumption that peopleare doing what you said.
But I love it, but I want toprocess it if we can.
You mentioned it shouldn't be asurprise.
Can you walk back through thesteps?
How often as a leader shouldyou be giving your people
feedback and updates?
You know, to make sure thatthere are no surprises, because
not everybody's sitting downweekly or monthly.
I would love to say that's true, but I know it's not because of
(12:39):
the work I do.
Speaker 3 (12:40):
Ron, I too have experienced that in previous
roles.
You know where people didn't.
We didn't have meetings, andthat's why, to me, it's very
important to do that.
So what I would say to those,to those leaders, if I was
coaching that leader, is do youlike surprises?
Yes, to something personalwhere people can connect to.
(13:08):
Do you want your board oftrustees to surprise you in a
meeting?
The answer is no.
No one wants that.
Do you want to do a good job?
Yes, everybody wants to do agood job.
Well, in order for me to do agood job, I need feedback on
what I'm doing.
And so, as a leader once againgoing back to your new role of
responsibilities, you're nolonger the person doing the work
(13:29):
, you're the person leading thework.
So you've got to work in thework and on the work, and that's
what most people young leadersespecially don't understand
about their business.
Yes, you need to work in thebusiness, but you got to work on
the business also.
And meeting with the people thatyou have the privilege to lead
on a regular basis.
(13:50):
It does not have to be athree-hour meeting.
It can be a 30-minute check-in.
Mine are one hour that I sitdown I ask my people to bring
with them an agenda of what themeeting will be topics they want
to talk about to one pagersthat explain anything that is
(14:12):
new or continuing to work on.
I ask for that up front so Ican then be prepared when they
come in.
Now, if something is not goingthe way it's supposed to go, I
don't wait to that biweeklymeeting or monthly meeting.
I will wait, sit down with thatperson and ask questions.
(14:34):
I find that when I askquestions, I can get to the
person's thinking.
Once I understand theirthinking, then I can talk
through better ways to makedecisions as well as to take
different actions, and so I tryto structure my meetings in a
way that I'm using my coachingskills instead of my military
(14:59):
skills.
Right, because nobody wants tocome in and get chewed out or
fussed at, because then you shutdown creativity and innovation.
What you want is to help thatperson understand where they
made a mistake or how they couldhave done something differently
and move it forward.
(15:20):
So in my various leadershiproles, one of the things I've
always done is I've always beenvery upfront with my people.
I will take all of theresponsibility because I'm the
leader.
That's my job.
Please don't put me in thatposition, though, to have to
take responsibility forsomething that is not right, so
(15:41):
if there's a problem, if youmake a mistake, come to me and
let me know.
I don't throw people under thebus.
I take responsibility, but weneed to fix it.
Speaker 2 (15:51):
I love it.
I mean, and I love that you'rewalking through that, because I
told you know the analogy I usefor people, kim.
You know, for our daughter inschool I said how would you feel
if they didn't give her everyfour and a half weeks or weekly
updates and then at the end ofthe year you realize that your
child is not getting promoted ornot graduating?
I say it's actually unfair.
The school system has aphenomenal way of saying we want
to update you so your child hasa chance to recover.
(16:12):
They know where they stand andyou're going to report.
If you follow along as aninvolved parent, you should know
exactly where your child isthat every day, every week,
every month, every quarterwithin that school system, if
you do your part as a parent aswell.
So what role do as a leader?
What role do we play to makesure our people feel like they
(16:34):
are involved and engaged intheir own success of their
career?
Speaker 3 (16:39):
How do you make sure that they're leaning in and
they're being a part of it andyou're just not the leader
telling them and giving them allthe answers?
Well, I'm so glad you askedthat question, ron, because in
my meeting with my leaders, Ihave two additional questions
that I ask them.
Of course, we always talk aboutwhat's going on in their
department.
Where are we at in reaching ourKPIs?
What are we doing to make surethat the vision that I've cast
is moving forward in the rightdirection?
But the two other questionsthat I ask is what are you doing
(17:01):
for your professional growth?
And we have a conversationaround where do you see yourself
in five years?
What is it that you want to bedoing?
Where do you want to go?
And so, because I'm dealingwith senior leaders, several of
them want to actually be the CEOof a organization.
So we talk about where are youcurrently at and what are you
(17:25):
doing to enhance your skill set,put more tools in your toolbox
to get you to that position, andthen how can I support you?
I'm not a leader that likes tohold on to people or hold people
back.
Because I look at it from thisperspective, if I help you get
what you want.
Now I have a friend that I cancall and help me when I need
(17:46):
help.
We have to be collaborative andsupport each other, but I also
want to make sure that you'reready for that opportunity, and
so that's where we talk aboutwhat else is in your
professional library, who areyou listening to?
What podcasts, what books areyou reading?
We talk about what conferencesthat you may be attending.
What are you doing outside ofyour normal workday to set
(18:07):
yourself up for that success,and how are you building all of
that so that when your resume isplaced in front of someone, it
is enough to get you theinterview, because the resume
only gets you in the door.
Your interview is where youhave an opportunity to really
shine and demonstrate the skillsthat you bring to the table.
(18:28):
So that's one question that Iasked them.
The second question that I askedthem is what are you doing for
self-care?
Because in today's world,there's a lot of pressure on
leaders and we have to have abalance in our life.
I don't believe in workforcebalance because, depending on
your job your work maybe sixdays a week, like mine at
(18:54):
different points of time, but Ialso make sure that I do find
time in my calendar forself-care, and that's spending
time with my family doing thingsthat we like to do, taking a
vacation.
I'm a big proponent of peopletaking their time off.
I expect them to work whenwe're at work, but when you have
(19:15):
vacation, take your vacationand enjoy it.
So you have to have thatself-care component as well as
what is your professionaldevelopment or professional
learning that you need to do toget to where you want to go.
I have a coach as the CEO.
I still have a coach.
I still have a professionallearning plan, because I don't
(19:37):
know everything and I need tocontinue to sharpen my skills
because I cannot give what Idon't have, and so it's just an
integral into who I am andthat's why I'm passionate about
it and that's why I ask myleaders about it.
Speaker 2 (19:52):
Yes, and what you made me think of when you say
hey, you know, at my level, evenI have a coach.
You know, one of the thingsJohn Maxwell says is that you
know you got to grow with yourteam, otherwise you're not
putting a lid on them becauseyou haven't gotten better.
So, kim, as you talk about it,I want to you know there are a
(20:13):
couple of things I'd love tounpack.
The leader that says you knowwhat?
I don't have time to do allthose check-ins because there's
so much to expect out of leadersand time is very valuable.
And what do you tell the leaderthat said I don't have time to
do all of that?
I hear you, kim, but I don'thave time to check in like that.
Speaker 3 (20:27):
And then I would say we need to look at your calendar
because you're spending time inother areas.
If you go back to Eisenhower'smatrix of the four quadrants
urgent, important, not important, not urgent you may be in
quadrant three, which means youshould be delegating more things
(20:47):
that are not yourresponsibility anymore, and
quadrant four time wasters.
Who else is responsible forthat?
So I'll give you an example.
My calendar is controlled by myexecutive assistant.
I don't put things, I rarelyput things on my calendar,
because that requires me to dothe things that I need to do in
(21:11):
my job, not the things I like todo.
I would love to do some otherthings, and if it was left up to
me, that's what my calendarwould be full of, but it's not.
And John Maxwell says this ifyou want to know what's
important to people as leaders,look at their calendar, and so
you have to make time to meetwith the people who directly
(21:34):
report to you.
They are the ones doing thework.
So if you don't want to spendtime explaining folks and taking
responsibility for poordecisions or poor outcomes,
spend time with the people doingthe work, giving them the
guidance that you are in thechair to do as the leader, and
so that's why, in my book, Igive strategies that will set up
(21:58):
that leader to be successful,and if you do that, you will
increase your chances ofachieving the outcomes that you
want.
So that's what I would say tothat person is let's look at
your calendar and let's see howthe things that you're doing
line up with the four quadrantsof Eisenhower's matrix.
Speaker 2 (22:17):
Absolutely, and I will tell you, as you're
listening get her book.
The strategies are in there.
So you're in the leadershipchair.
Now what?
There's some strategies thatwe'll be able to talk about the
book.
The last question I askedbefore we really get into you
know how people reach out to youand get in touch with you is
you didn't make it here withoutmentorship.
What role did mentors play inyour life and how do you select
one?
Speaker 3 (22:38):
So you are absolutely right, my journey has been full
of twists and turns.
You know, the path that Istarted on is not where I have
ended up, and it's reallybecause of mentorship.
So I learned early in my careerthat I needed to have mentors.
So I went to people who werenot just my boss, but people who
(22:59):
were their bosses and askedthem can I have just 30 minutes
of your time?
I have a few questions I wouldlike to ask and I have found
that 90% of leaders will takethat 30 minutes to sit down and
when you come, come preparedwith questions.
So I came prepared withquestions and as a result of
that, several of those peopledecided hey, I'd like to work
(23:23):
and support you.
Sometimes that work and supportas a young officer was on the
golf course.
I played golf in a golf leagueand I'm a terrible golfer with
my colonel, not my boss leagueand I'm a terrible golfer with
my colonel not my boss, actuallytwo levels above me.
But I had met him.
I did a little informationinterview with him and he said I
(23:44):
need a golf partner.
I said well, I really don'tknow how to play, sir.
He said I'll teach you andevery week we played golf in a
golf league.
Now the benefit of that wasevery week I had to leave on
time.
My colleagues were like whereare you going?
I said play golf with theColonel, and they didn't like
that.
But that's okay.
I was the only female officerand it didn't bother me, because
(24:06):
I was determined to achieve ata level that I thought I could
reach and he would coach me.
He would mentor me in that timethat we were together.
So I always encourage everyoneto find mentors.
Remember your mentor's time isprecious, so always come to the
meeting prepared.
(24:26):
The other thing is we have nownot just books, we have podcasts
.
We have conferences that peoplecan go to.
I look for people who have donewhat I am currently doing, but
done it with great success, andso some of my mentors are my
peers.
They've just been in the chairlonger than I have and have
(24:46):
achieved phenomenal success.
Other people like John Maxwell.
John has been a mentor to methrough his books when I was a
young second lieutenant.
Then, when he started hiscoaching company, I was a
founding member.
I joined right away.
He is one of my mentors and nowhe actually even endorsed my
(25:07):
book.
Do I see John and talk to Johnevery day.
No, it's primarily through hispodcast, through his books, that
he still mentors me, but thereare many ways that we can
enhance our skill set and putmore tools in our toolbox.
The last thing I'm going to sayabout that is don't only look
at people in your particularfield of expertise, because
(25:31):
leadership is leadership.
It transfers to every businessfield.
So look at other people.
One of the folks that I reallylike is Alan Malawi.
Yes, alan Malawi was the CEO ofBoeing and then he became the
CEO of Ford Two very differentindustries, but leadership is
(25:52):
leadership.
Speaker 2 (25:53):
Yes, yes, I thought I had one last question, but I
thought that was it.
But you made me think ofsomething.
I know there had to be a timein your career where you're
nervous or afraid of the nextthing, but you wanted to do it.
How do you help leaders getpast?
Because fear does show up butit also paralyzes you.
How did you get past thosemoments?
Because sometimes we makepeople think we're not afraid of
anything.
I've been nervous at times andI got promoted like oh crap, now
(26:13):
they're going to know what Idon't know.
How do you get past that fearor insecurity of thinking you
got to know it all or you don'tknow it all?
How do you get past fear andleadership?
Speaker 3 (26:25):
Well, first and foremost, you surround yourself
with good people, so who is inyour inner circle that holds you
accountable, that speaks truthto you as well as supports and
uplifts you?
The second is I call this thesecret sauce of leadership, and
it's one of the principles in mybook, and it's confidence,
confidence that's based inknowledge and humility, not
arrogance.
It is perfectly okay to beafraid.
(26:48):
When I took this position thatI'm currently in, I did not know
everything I needed to know,and I still don't know
everything that I need to know,and that's where asking great
questions as a leader makes adifference.
But I'm also comfortable enoughwith my skill set and who I am
to be able to say to people Idon't understand that.
Please explain that to me.
(27:11):
I recently had a conversationwith one of our financial
advisors around bonds and bondmarketing, the bond market, and
what I said to this person isexplain this to me as, because I
am a neophyte, like I ammanaging my own personal budget,
break it down to that level ofsimplicity for me, because I
(27:32):
have to make some decisions thatare significant and are going
to impact the financial statusof our organization, so I need
to know at a level that I feelcomfortable with, and it's OK
because that is not my area ofexpertise to be able to say that
.
So what I would say is, yes, weall experience fear every one
(27:55):
of us does but it's.
How do we handle that fear?
Confidence is our secret sauce.
In order us for us to beconfident, we have to have
knowledge and we have to behumble.
Speaker 2 (28:07):
Yes, I love it.
I love it, kim.
It's been phenomenal.
I mean a lot of great.
So I'll go ahead and ask earlywhy everybody's listening.
They get to hear your response.
I would love for you to comeback in about another, another
three to four months, because Iwant to be able to speak to
something that you touched on.
Two things, quite honestly ishow do you deal with some of the
conflict that shows up forleaders and women in leadership?
Because you know I'd love to beable to bring you on and you'll
(28:30):
be able to speak to that.
You know my wife speaks to it,you'll be able to speak to it,
so I would love to be able togive our guests another
opportunity to go in a differentdirection leadership.
So what I would like to wrap upwith you do have your book, you
do have a company, you know.
Can you highlight where can weget your book at?
You know, show it to us andshare it with us and then tell
us how we reach you.
Speaker 3 (28:50):
Well, thank you, Ron.
I'm very proud of this book.
I wrote this book primarilybecause everybody that I would
talk to and coach and speak towould say do you have a book?
And I'd be like, no, I don'thave.
They're like you should have abook.
You've got a lot of greatthings.
So my book is titled You're inthe Chair, the Leadership Chair.
Now what?
So you can find this book on mywebsite, which is kimdmoorecom,
(29:14):
or on Amazon.
It is available in hardback,softback and Kindle.
I'm just very proud of it, andwhat I like to tell people up
front is this is my journey ofhow I got to be where I am today
, how did I get to this chairand how have I been successful
in staying in the chair.
And I tell young folks there'ssome things in here that you're
(29:36):
going to see that you don't like.
For example, I talk about dresscode, because every
organization has a dress code.
Whether it's written down, likein the military or not, there's
a dress code.
You may not like that dresscode, but you're not looking to.
You're not there to determinethe dress code.
You're there to get to anotherlevel, to achieve the goals that
(29:57):
you have set.
So you need to know what thedress code is of your
organization and decide whetheryou want to comply or not, and
if you don't, that's okay too.
There's plenty of otherorganizations that you can go.
So they think I'm a little oldfashioned sometimes, but that's
okay, because I believe inhaving real talk with young
leaders around what is expectedof them.
(30:20):
We talk about things likesocial media and that, and so I
write a weekly blog post and Ido have a podcast.
All of that information is onmy website of kimdmoorecom.
Speaker 2 (30:33):
Yes, yes, kimdmoorecom, easy for you to
find.
Her book is out there,phenomenal.
And let me tell you, I get tosee her.
She is about that dress code.
She dressed, you know, butthere's the secret behind that
dress later We'll talk aboutthat another time.
But she does dress.
Every single time I've seen her, she's been dressed and she
believes in it.
But she's also down to earthand personable and accessible,
you know.
So she's not hiding behind thewalls of her organization, she's
(30:55):
out in public facing and doingthe work and rolling up her
sleeves and participating andhaving fun.
So being able to reach that isthere.
Are there any tips that you'dlike to leave?
Are there three things or twothings?
Whatever that number may be?
They say hey, you know what.
I'd like to leave the audiencewith this.
Speaker 3 (31:10):
I would say yes, there are three C's.
I had the privilege of justrecently given a commencement
speech in which I gave thisgraduate seven C's of success.
Well, I'm just going to sharethree of those.
First and foremost is character.
Please remember your characteris what you do when people don't
see you.
Character is also reflected inyour social media posts and
(31:33):
young folks don't alwaysrecognize that.
They think that's my personallife.
It's separate from myprofessional life.
It is not.
It is a part of your life.
So please keep in mindcharacter and the company that
you keep.
That goes back to your questionaround mentorship who is in
your inner circle?
The second C I would say is tohave courage.
Courage means you stand up forthe things that you believe, not
(31:57):
in a belligerent way or acondescending way, but you have
to know who you are and what youstand for.
And that may mean that youcan't work certain places or
work for certain people, becauseyour integrity is on the line.
And, ron, you know this, wehear this in the military.
That's the first thing theyteach us is never put yourself
in a position where yourintegrity is questioned.
(32:19):
And the last one I will say isconnections.
That's the last C, because thatis a C that most people don't
really pay a lot of attention to, and it's building connections,
because you never know whoyou're going to meet and how you
can help that person, and Ialways like to think of from the
perspective how can I can helpyou, versus putting my hand out,
(32:41):
asking for you to help me.
But connections make a hugedifference because you need
sponsorship, not just mentorship.
Who is in that room that willsponsor you, that will speak
about you when you are not inthe room?
And that's where yourconnections become so important.
But the key to connecting isnot to have a hand out, but to
(33:01):
have a hand where you're helpingpeople up.
Speaker 2 (33:04):
Yes, yes, I love it.
I mean, kim is on the showbecause of the connections,
because of relationships and andwho's saying your name in rooms
that you're not in thisadvocating and sponsor?
I love that.
You, you know.
You talked about theconnections.
I love that you talk about yoursocial media.
That is so important that thatonce you post it on any device,
it's available to the world, andI think oftentimes we forget
(33:25):
that.
So, as you're listening, what,what, what Kim is sharing, it's
super important, um, build yourrelationships before you ask for
anything.
I think we've been knowing eachother for going on at least two
years, um, and now you're onthe show.
But we just kept having youknow, conversations and relate
and say, hey, how can I help you?
And so she's helping me bybeing on the show to come on and
say, here's what I want toshare, and for us it's a
connection.
But Kim and I do a lot of worktogether, almost the same type
(33:46):
of work.
We're not in competition.
We're cooperating with eachother to support our community
For all of our stakeholders.
The two of us can do a lot moretogether than we can do apart.
So figure out how to work withpeople that do what you do
without all the conflict in oursociety become a part of that.
So, thank you, kim, once again.
Can you show us the book andthen we're going to close out.
Yes, please go out, support her.
(34:08):
You're in the leadership chairNow what we do, have it.
My wife reads the book.
So, and she said it up frontyou know she signed a book for
Linda.
She didn't sign a book for me.
That went to Linda.
So, no, kim is on this showbecause she's doing this for
Linda and we say that, but shereally does support Linda and I
think we need to see more ofthat across the board.
So thank you for supportingLinda.
Thank you for supporting ourorganization as we continue to
(34:29):
do work and support ourcommunity together.
For all you that are listening,feel free If you know guests
that will come and add value toour community.
That's super important.
It's not so much about gettingin front of the camera or
getting on the show.
It's what are you going to doto help us do the work that
we're really trying to do.
No time is more important thannow for leaders to show up and
support one another and putpositive messages out.
So, Kim, thank you for comingon, Thank you for everyone that
(34:50):
stayed with us to listen to theshow we release every single
Monday, and we love adding valueand making a difference.
That's what we stand for.
People always matter.
Until next time, kim and I willsign off and tell you to enjoy
your day, and thank you forjoining Unpacked with Ron Harvey
.
Speaker 1 (35:05):
Well, we hope you enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Remember to join us everyMonday as Ron unpacks sound
advice, providing real answersfor real leadership challenges.
Until next time, remember toadd value and make a difference
where you are, for the peopleyou serve, because people always
(35:29):
matter.
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