March 10, 2025 • 37 mins
Discover how introverted leaders can harness their unique strengths to thrive in today’s workplace. In this episode, leadership coach Sharissa Deppen provides valuable insights on effective leadership, focusing on the importance of authenticity, trust, and coaching for growth.
• Sharissa's journey from software development to leadership coaching
• Importance of introverted leaders in fostering genuine connections
• Overcoming misconceptions about introversion and leadership
• Building trust within teams for successful leadership
• Coaching as a tool for leaders to gain new perspectives
• Strategies for introverted leaders to leverage their strengths
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 (00:03):
Welcome to Turning Point Leadership Podcast with
your host, ron Harvey of GlobalCore Strategies and Consulting.
Ron's delighted you joined usand excited to discuss and help
you navigate your journeytowards becoming an effective
leader.
During this podcast, ron willshare his core belief that
effective leadership is one ofthe key drivers towards change.
So together let's grow asleaders.
(00:25):
Here's Ron Harvey.
Speaker 2 (00:29):
Good afternoon, it's afternoon, we're right at a
little bit after 12 o'clock.
Ron Harvey, vice president andchief operating officer of
Global Core Strategies andConsulting.
We're a leadership developmentfirm and we focus on helping
leaders be better connected tothe workforce.
That's the easiest way to putit, and we do that through a lot
of things, but we're excited.
My wife and I have been in thiscompany, running the company,
for 11 years, and so what wealso do is we stop and we do a
(00:51):
podcast, which is, you know,every single week we release
another episode of our podcastwith leaders from around the
globe, with all backgrounds, andit's called Unpacked with Ron
Harvey, and the goal of thispodcast is two things to give
you some really, really greatinformation to help you be more
effective as a leader, but toalso make our services available
to you.
So every guest I bring on, theytalk about their books and they
talk about their products ortheir services, but they also
(01:13):
share things that you normallydon't see or hear or may not
find on their website about howyou can be more effective.
So we put that out in front ofyou for about 25 minutes.
So today I'm super excited.
I got someone coming from myhome state of Florida that's
joining us, and so I'd love forher to introduce herself, and
then we're going to dive intosome questions.
But I always let our guestsintroduce themselves and share
whatever they wish to share, soI'll hand the microphone over.
Speaker 3 (01:36):
Thank you so much, ron.
Thanks again for theopportunity and, of course, I've
been a big fan of your podcastand so I'm so excited to have
the opportunity to chat with youtoday.
But, for your audience, my nameis Charissa Sebastian-Deppen
and what I do is I'm aleadership and executive coach,
and I founded a company calledLeadership Mastery Alliance, and
we focus primarily onintroverted servant leaders and
also women in particular, whenit comes to who we serve and how
(02:00):
we help and support those womenin the corporate landscape.
So that's a little bit about meand what I do and, again, very
excited, can't wait to jump intoour conversation today.
Speaker 2 (02:09):
Awesome.
I'm excited.
I don't know if I've hadanybody share with us that talks
about introverted women orleadership, and it's good that
you have a niche of where youwant to focus at, because, as an
entrepreneur, if you'relistening from that lens as our
podcast, how important was itfor you to really segment out
who was going to be yourpotential client or who did you
want to focus on.
How did you get so?
I mean really very specific.
(02:30):
You know what you're lookingfor.
How did you get there?
Speaker 3 (02:33):
I think a big piece of that puzzle was just simply
experience.
Like I've been doing this forover 10 years now and in that 10
year period of doing this somuch, day in and day out,
speaking to incredible leadersall over the world, you know
from different companies,different industries, different
backgrounds, cultures, all thethings there's so much you learn
right, and that whole processof just talking to people, being
curious and you know, leaninginto, understanding and just
(02:54):
learning from them Like what isit that they struggle with, what
is it that they would like,what are their aspirations, and
all of that and through thatwhole journey I started off as a
coach in the career space.
So basically, when Itransitioned over into coaching,
I had a passion for helpingwomen not feel the way that I
did when I was in towards theend of my corporate career.
They just were a lot of thingsthat weren't working well.
I felt very stuck, I washeading towards burnout and I
(03:15):
just couldn't figure it out onmy own.
I was like, okay, I just Idon't know where to go with this
.
That's all I know Like.
So my background is actually insoftware development, so that's
where I started.
That's my undergrad degree, wentright into software engineering
as my first career, and so as Iprogressed in that career, I
eventually ended up inleadership, which I love.
There's so much aboutleadership that I love, which is
why that's the area I focus onnow, but at the same time, there
(03:36):
were a lot of things in thatspace that just weren't working
for me, so I wasn't completelyaligned with where I was
supposed to be, and it was onlythrough finding a coach
interesting enough, I didn'tknow anything about coaching at
that time, didn't even know thehelp was available found my very
first coach on Groupon of allplaces.
And so from that point on, as Ileaned into the coaching
process and discovered so muchabout myself and how I'm wired
(03:58):
and all of that, and so, forthose listening, I definitely
identified that introvertedservant leader.
But that's actually not how Iended up focusing on that
particular Through that 10-yearprocess.
I started off focusing onhelping women in their careers.
I transitioned into leadershipspecifically and I spent many,
many years focusing onleadership in general and
helping companies andindividuals really step up and
(04:19):
help them to feel more confidentin their leadership and have
more impact, influence and alsonot sacrifice who they are and
their ambitions outside of workand their work-life balance and
all of that.
And then after a while, Istarted to notice like going
back to what I was sayingearlier about just learning from
that experience I started tonotice that I tended to attract
a lot of these introvertedservant leaders, and so let me
break that down for you.
What I mean by introvertedservant leaders is and I think a
(04:41):
lot of people are familiar withintroversion versus
extroversion in general, right,so the reason I focus
particularly on introvertedservant leaders is I find that
people that just have a heartfor others, they want to just do
good in the world, they want tohave that positive impact, that
think of others first and say,okay, how can I serve, how can I
do well as a leader, how can Ijust impact the people that I
have the ability to influence?
(05:01):
I just really have a passion forhelping people like that to
navigate that space of it's notabout me, it's about how I can
be of service, how I can addvalue.
But of course, that comes withits own challenges, especially
for introverts, and I'm surewe'll get into this in more
detail in our conversation,because a lot of times the
extroversion tends to be, youknow, celebrated right in the
workplace, and thankfully we'renow putting more of a spotlight
(05:22):
in this kind of day and age onintroverted leadership and what
that looks like and why thatshould be celebrated and why
there's just so much benefit tohelping those introverted
leaders succeed in a way thatmakes sense for them and in a
way where they can really shine.
And so that's how I ended up inthe space of serving
introverted leaders and it'sjust been an absolute pleasure
and privilege and joy to do that.
Speaker 2 (05:43):
Yeah, thank you.
I mean a lot of greatinformation in how you got to
where you are.
Is there a misconception aboutpeople that are introverted not
being great leaders?
Speaker 3 (05:52):
That is such a good question.
A lot of times, what I hearfrom my leaders is that there's
this idea of a lot of them gettold they need to have more
visibility, they need to get output themselves out there more.
They need to be more vocal inthese meetings or these
situations and things like that.
And that message is not alwayseven though the intention is
good right.
And so these are people thatare saying, hey, we see an
opportunity for you to step upand to grow.
(06:12):
It's to an introvert.
Sometimes that can feeloverwhelming, that can feel like
, oh, that feels souncomfortable, it feels like
somebody I'm not, like I'mtrying to be somebody, I'm not.
I'm trying to be somebody I'mnot.
And that can lead to otherthings like that, what I call
the comparison trap.
Right, comparing themselves toother leaders that are more
extroverted and saying, okay,well, I just don't have that
ability.
How do I now get ahead in a waythat makes sense for me or that
(06:32):
works for me?
And so there's so much untappedpotential in introverts and I
think a lot of times weundervalue simply because we
don't have that level ofunderstanding.
It's not with intentionality,but a lot of times because we
don't know what we don't knowabout introverts and how they
function.
It's very easy for theexpectation to be that they
should function in a slightlydifferent way or they should
show up in a different way, whenreally, if we tap into their
(06:54):
true potential and how they'rewide and how God created them to
be, oh my goodness, the impactis incredible and the results
are incredible.
Speaker 2 (07:02):
Yes, wow.
So when you're dealing with youknow the introverted servant
leaders, what are you noticingas some of the things that
you're helping them get through?
You know?
So if you had to name twothings that say, hey, when I
come into it and thisintroverted servant leader is
struggling with, I got to stepup or I got to be seen or I got
to behave this way, but it's notbeing the authentic self, how
do you help them be theauthentic self and still become
(07:25):
more of what they need to be orwant to be to be a leader,
without being overwhelmed?
What are you showing them?
What are you helping themthrough?
Speaker 3 (07:33):
Right, and I love that you mentioned your
authentic self, because itreally starts with that.
If we are not truly groundedand confident and clear on who
we are and what we bring to thetable, it's very hard to fully
step into our confidence andhave those conversations and
have that impact.
And so I have a process withinmy organization.
It's something called theleadership zone of genius, and
what that is is getting reallyaligned with who you are at your
(07:55):
core.
Who is that authentic leaderthat you already are?
Right, there's so many strengthsthat we have based you know,
there's things based on ourexperience.
We have talents, we haveaspirations.
We have so many things thatmake us unique, that give us a
particular value that we bringinto the world, and a lot of
times, without having a clearfocus on that, it's very hard to
then step into a world becauseit's very easy to compare
(08:16):
ourselves right, to goexternally and say, okay, I'm
not good enough in this area orthat area.
Let me work on my weaknesses.
And I hear this so much from myleaders Like, okay, tell me
what my weaknesses are so I cango and work on that when really
I think it makes more sense tostart.
Not that weaknesses are not anarea to focus on, but there's
another thing we kind of processthrough with the weaknesses,
like what weaknesses make senseto address and I use that term
(08:36):
weaknesses loosely becausethere's a lot of different ways
that people can interpret that.
But but it really starts withyour strengths and knowing who
you are and your unique value,and from that place it's so much
easier to have that level ofconfidence.
And I can even use my ownexperience.
For example, if you had told me10 years ago or more than 10
years ago, when I was working inthe corporate world, that I
would be doing things like this,that I would have done a TED
(08:56):
talk or something like that, Iwould have said absolutely not,
I'm an introvert, I don't dothat.
That's just not something I'mcomfortable doing.
However, when I got aligned inmy own leadership zone of genius
and I started to embrace theway I made and my strengths and
what I'm really passionate about, the passion took the front
seat and I was like okay, I knowwhat I'm here to do, I know
clearly my purpose and you knowhow I can serve in the best
(09:18):
possible way.
So that's where my confidencecomes in.
Anytime I have an opportunityto do one of these interviews or
to really speak about this areathat I think can help so many
people.
I'm just so driven to do thatthat it's easier for me to step
into that leadership zone ofgenius and overcome any kind of
fear or anything else that mightcome up.
Speaker 2 (09:35):
Yeah, I love that you're sharing that.
You got to first define who youare and it will serve you well,
but I think it's so importantto define who you are so you can
be of service.
I think it's the service toyourself when you think about
some of the things that's mostcommon that female leaders face
in corporate America.
You've dealt with it and nowyou get to train around it.
What are some of the challengesthat the top three, if you will
(09:56):
that you're seeing womenleaders face in today's society,
and it's still a male dominatedsociety.
When it comes to when you lookat corporate boardrooms or you
look at women in leadership,we're not there yet.
Let's just put it that way.
I think we're making greatprogress, but we're not there
yet.
What are some of the challengesyou're noticing, even on your
own journey of women inleadership?
Speaker 3 (10:14):
Yeah, I think one of the core things the first thing
that came to mind when you askedthe question is like feeling
understood.
We have such a strong desire ashumans to feel understood, to
feel like we matter and peoplelike we truly cared for and
we're valued.
And so I think if you can startthere whether you're working
with introverts or extroverts, alot of times especially
introverted women in theworkplace if they feel like
(10:35):
they're in an environment thatdoesn't really get them, that
doesn't understand them, thatdoesn't know how to engage with
them, it becomes so much morechallenging right to navigate
that.
And I think the other thing forintroverts that's number one is
they feel misunderstood a lotof times and they also feel like
people don't take the time toreally want to understand you
know, understand who they are,understand how they work best
(10:55):
and things like that.
But there's also aresponsibility on the introvert
right to advocate for themselvesand to make sure that people
you know understand what's thebest way.
And so that's another area thatI coach on is how to help
introverts really communicateand have effective relationships
with those around them so thatthey can function more in their
zone of genius and they're moreaware of that zone of genius in
other people around them, right,whether they're working with
(11:15):
introverts or extroverts.
So I would say that's the onething.
And then the second thing, asfar as what they struggle with
is exactly that.
So that relationship building,relationship building how do I,
as an introvert, engage reallywell with people that are
different than me?
That I just why different,right, have different
personalities, are extroverted,you know, show up in a different
way, have a different culturalbackground.
So, and that's why I alwaystalk about, like, leaning into
(11:37):
curiosity and understanding, sothat you can build a solid
foundation on which to buildthose relationships, because the
more you can create thatpsychological safety in your,
the easier it's going to be toengage with those relationships
and feel like, okay, people areactually taking the time to know
who I am and they want to workwith me, they want to engage
with me.
So I think that you know thosetwo things, that relationship
building sometimes can be astruggle.
(11:58):
And then it's also the you knowlike just making sure that they
feel like people are taking thetime to understand who they are
.
And then the third thing that Ihear a lot is this aspect of
visibility, right, so everybodyhas their own interpretation of
what visibility means, but a lotof times my introverts will
interpret that like, oh, I justneed to be vocal, I just need to
go out there and speak, andpeople are expecting me to be
more visible, so that means Ijust have to push myself into
(12:20):
the limelight, and that's notnecessarily what they, and they
struggle with that because it'slike well then, how do I do?
That feels like I'm not using myown authenticity and who I am,
and so that's another area thatwe navigate within.
Coaching is you can still bevisible from an introverted
perspective in a way that helpsyou feel really good about how
you show up and helps you bereally confident.
It starts with understandingthat leadership zone of genius,
(12:40):
and part of that leadership zoneof genius is being aligned with
the work that you do.
So if you really are on mission, if you feel like the work that
you do matters, if you feellike you're making a difference
and that you are aligning moreclosely with your passion and
your purpose, it's a little biteasier to then guard and have
that level of visibility thatfeels good to you because you're
talking about, you're engagingon a level where you already
have an interest you alreadyfeel passionate about.
(13:02):
You know your place and youknow how you can add value, so
it's a little bit easier.
Speaker 2 (13:14):
So I address your question twofold.
One is what are the things theystruggle with and what are some
of the things to focus on tohelp to overcome some of those
challenges?
Yes, yes, you talk aboutintrovert and extrovert and some
people may think I like peopleor I don't like people.
Can you spend a little timeunpacking the difference between
the two so those that arelistening?
They've never been explained.
What does that look like?
How do I know whether you knowwhat is the introvert and
extrovert?
I think it's like or not likepeople.
Speaker 3 (13:32):
Oh, that's so good, because there's so many
misconceptions out there andthere's also lots of different
definitions of introversionversus extroversion.
So I will say, for the purposesof the work that I do, the way
I look at it is it's very simplyabout where you get your energy
from, right.
So introverts it's not thatthey're antisocial or anything
like that, and, to be honestwith you, this is from my own
personal experience.
When I grew up because theywasn't those examples of like
(13:54):
introverts and they weren't, youknow, celebrated, I thought I
was antisocial and I got labeledas antisocial because I wasn't,
you know, functioning in a waythat other people expected or
wanted me to.
And so just understanding thatyou know introverts are, it's
simply about how they get theenergy.
So I'll give you somecharacteristics of introverts
because I think that will helpanswer the question as well.
Introverts usually will get theenergy from being by themselves,
(14:16):
because they like to.
They're very introspective, sothey take in information, they
absorb information.
They need a moment to kind ofinternally process and make
sense of the information and theenvironment and all of those
things that are coming through,and so they're going to probably
be very thoughtful in the waythey process what's going on in
(14:37):
the external world.
They are often very curious, sothey're going to be especially
in that one-on-one or smallsetting with people.
They're going to be verycurious and they're going to pay
attention, so being aware oftheir surroundings, aware of how
people are showing up, and sothey engage with people, and
sometimes on a very differentlevel.
They also like to be preparedfor situations, situations
especially when they're engagingwith others.
So they more they know aboutwhat's expected of them in a
meeting setting, for example, ifthey need to do a presentation,
(14:58):
the easier it is for them tosay okay, I can mentally prepare
for this before I.
They don't like being put onthe spot a lot of.
And again, these are.
You know I am usinggeneralizations.
Not every introvert is like this, but generally speaking, this
is how you can identify theintroverts in your space.
They oftentimes are not goingto be the first people to speak
up, especially in a groupsetting, but that's not because
they don't want to engage inconversation or be part of the
(15:19):
conversation.
A lot of times they're justtaking in what's going on,
giving other people the abilityto speak, and they're often
really good at activelylistening as well.
So those are somecharacteristics.
So, going back to your question, introverts just get the energy
from, you know, taking the timeto be by themselves.
It's not that they don't liketo engage with others.
They do that and they enjoydoing that and being around
other people.
But there's certain things toconsider when you know, to make
(15:41):
that situation with thoseenvironments more conducive so
that they can really shine andbe there.
You know the most authenticself.
Now, on the opposite spectrum,as far as extroverts go,
extroverts tend to processexternally, right, so they're
often going to be the personthat's going to speak up, you
know, speak up, or even if theyhaven't quite got to a decision
or anything like that, a lot oftimes they're going to speak out
loud and kind of figure it outas they're processing externally
(16:05):
or processing verbally in asituation, and so they're not
going to.
You know, a lot of timesextroverts are not going to
hesitate to do that in thatsetting where they're with
others.
And then they also get theenergy from being in the space
with other people.
They like being around otherpeople.
It's not that introverts don't.
They're just a little bitopposite in terms of where they
gain the energy.
And fundamentally, that'sreally how I distinguish between
the introverts and extroverts.
So that's how I define it.
(16:25):
It's introverts just get theenergy from kind of withdrawing
from that space where there's alot of other people and that are
going to require thatengagement and they fill up
their tank and then they'reready to go back out and engage,
whereas extroverts tend to gettheir tanks filled by being
around other people.
Speaker 2 (16:41):
So you think about introvert, extrovert is any of
that?
Can it be culturally based,especially where you know, when
I was growing up, culturallybased or when it came to gender,
women were quieter and theywere taught to be quieter.
But now the world is changingaround super fast and women, you
know, are doing great things.
But if I've been taughtculturally to be reserved and be
quiet, can that be something?
(17:02):
Is it just a?
It can be culturally driven,but it also can be behavior
driven.
Is that accurate or inaccurate?
Speaker 3 (17:08):
Yeah, absolutely.
Culture and our upbringing andour belief system all of that
plays a part in how we show up,and so that's a really
interesting perspective becausea lot of different cultures are
going to.
You're going to noticedifferent things as far as what
we see when it comes tointroversion and extroversion.
Interestingly enough, I've doneso many studies in these
personality assessments andthings like that across the
(17:28):
board and even in the cultureswhere we tend to see them as
more say, introverted, as anexample, they do actually have
extroverts in that society.
But what tends to happen is,when it comes to introversion
and extroversion, that's usuallyyour first tendency.
I always think like I alwaystalk about it in terms of your
initial tendency.
Your first inclination is goingto be to align with either on
the introversion side or theextroversion, and is going to be
(17:49):
to align with either on theintroversion side or the
extroversion.
And then, of course, we have achoice.
We have a choice in how webehave.
So a lot of times, even thoughthat might be, our first
inclination is to either speakup if you're an extrovert and
you're going to want to do that,but if you're culturally taught
that that's not what you do andyou need to hold back.
Well then that's the secondstep in the process.
(18:13):
We're going to change mybehavior and behave, you know,
in a way that's conducive, andso sometimes that can become
very challenging to identifywhether you're an introvert or
extrovert, because if you'vetrained yourself for so many
years in your whole life you'velived based on a cultural norm,
then it's hard to identify okay,what am I really?
And so that's why a lot ofthose like the Myers-Briggs, for
example there's so many otherpersonality assessments out
there can be so so beneficial tohelp you to go back to.
(18:36):
Okay, who are you at your core?
How are you wired?
It doesn't mean that you haveto change the way you interacted
as you've been growing up oranything like that, but it just
gives you awareness.
Speaker 2 (18:50):
It gives you more input, so makes the most sense
for you going forward.
Yes, yes, thank you for theresponse.
I want to lean into.
The world is changing fast andsocial media, ai, it's important
.
I mean, it's almost like it'sgoing to happen.
What do you say to the personthat's an introverted and
everything is social mediadriven right now that says, yeah
, I just don't want to put thisout, I don't want to be on film,
I don't want you know.
Social media is really, reallyimportant today.
How do you help the personthat's naturally introverted
(19:12):
that's struggling with?
I hear what you're saying.
I need to be somewhere presentif I'm a leader, but they're not
comfortable being in front ofpeople, especially with social
media.
So at a high level, Okay.
Speaker 3 (19:23):
So the first thing I would think about is where is
this coming from?
Where is this idea of you'vegot to be in front of the camera
, you've got to be more, youknow, like online and social
media and things like thatcoming from?
Is it an internal thing, thatwhere you're deciding that
that's what you should do, or isit something external?
Is somebody telling you?
It's your leadership team, isyour?
Is it driven by some other?
So what is that driving forcebehind you getting on social
(19:44):
media?
So that's the first place Iwould start is this, because it
depends on where there's aninternal or external source as
far as what that is, and thenalso, just you know, asking
yourself does it make sense?
What you know?
Kind of like what Stephen Coveysays, right?
So, starting with the end inmind, what am I trying to
achieve by this?
Is it?
What is the end goal?
If it is more, you know, sayit's more visibility, for
example, right To get in frontof people more from a business
(20:13):
perspective, or even just tocreate that professional brand
and to have that, you know, thestrong professional brand.
If that's the case, what aresome other ways to consider that
maybe you know either is astepping stone to you, getting
to that place where you feelmore comfortable, or is there a
different direction?
Are there other ways that youcan still achieve that goal?
And then, if it's an externalinfluence, if somebody, if
you're seeing or hearing thatpeople are saying, oh, you
should be doing this, then ofcourse you know having those
conversations and getting to thecore of okay again, what is the
angle?
If you're telling me that Ishould be doing this, what is
(20:36):
the objective?
What are we trying to achievehere?
And is there another way to goabout doing that in a way that
feels more comfortable forintroverts, or are there other
avenues to get to that sameangle?
And I'll say, like, even frommy own experience, this is
something as a business ownerlike.
When I went into coaching, Iknew nothing about sales,
marketing, building a business.
I just launched into it becauseI had a passion for this and I
was like I will figure it out asI go, and so in doing that, I
(21:00):
had a steep learning curve whenit came to marketing and
advertising and all of that.
And one of the things that Iwas taught from that marketing
perspective from the beginningis well, you have to get out
there, you have to be in frontof the camera, you have to teach
, you have to do those things.
And I will tell you, just basedon going back to that
leadership zone of genius, whenI aligned with my passion and
the message that I feel sostrongly about, the media didn't
(21:22):
matter to me, so whether thatwas writing.
So I started off by writingarticles and that started to get
traction, and then I starteddoing more videos and then I did
the TED talk and all of that.
So for me, the passion drove.
How I got out in front ofpeople, even though, yes, it was
scary, but because I had thatpassion, that also helped me
have more confidence in gettingout there and being more visible
.
So there's so many differentelements of this, but that's how
(21:43):
I kind of unpack that with myclients.
And that's just a tip of theiceberg, like there's so much
more we get into under thesurface of like, okay, is that
actually the right thing for you?
Why, you know, why is it thatyou're pursuing that and what
makes you feel uncomfortable?
Is it something that can beaddressed so you can overcome
that, or are there other avenuesto get you to where you want to
be?
Speaker 2 (22:00):
One of the things that's shown up in leadership
across the globe is there's alow level of trust across
society, with the leadershipPeople not trusting leaders,
leaders not trusting theworkforce, and it's rampant,
whether I'm on the leadershipside, of not trusting my team or
the team not trusting theleader.
How do we help close thisdivide or this gap that's
happening between leaders andworkforce with trust?
Speaker 3 (22:21):
Oh, that's such a great topic.
I love this.
I love, love, love talkingabout a topic of trust.
So there's so many differentelements to this Right,
(22:48):
no-transcript discussion andopen dialogue, and you invite
the conversation, you invitedifferent ideas and things like
that, even if you completelydisagree.
So creating thatpsychologically safe space where
people feel safe to have adifferent opinion, right or to
point things out that might notbe going according to the way
(23:09):
they think should, and givinghonest feedback and things like
that.
So I think it starts there forthe leader to create that
environment, even if they feellike, okay, I don't know if I
can trust my team.
Create that space so that youas a leader can then observe and
lean into curiosity, startasking really good questions to
understand where your you knowyour individual employees are
coming from, and help themfunction in zone of genius.
(23:31):
I mean, there's a reason thatthey're on that team, there's a
reason that they're in thoseparticular roles.
So drawing that out of them andengaging them in that
conversation.
So it's not, they don't feellike they just have to do what
you say, but you're actuallythat type of leader that is open
.
Now, it doesn't mean that yougive up your authority.
It's not to say that you haveto lead by consensus, but it's
simply being open and havingthat, creating the space so that
people feel comfortable sharingwith you, still knowing that
(23:54):
ultimately in a lot of thosesituations, you are going to be
the decision maker.
But when people feel heard andunderstood, even when you make a
decision to go in a differentdirection based on their opinion
, they can still agree todisagree and still commit right,
so they can disagree and commit, and so that creates an
environment.
It's a healthy environmentwhere there's open communication
and dialogue.
They feel respected and they'regoing to reciprocate and also
(24:16):
celebrating celebrating who theyare, celebrating what they're
doing and how you see them showup is going to help so much.
It's going to help them trustyou more as a leader when they
feel like, oh, my goodness, myleader cares enough to point out
the things that I'm doingreally well.
It's just going to help themfeel more engaged.
It's going to help them be moreopen to, especially when
there's good and there's alwaysgoing to be some opportunity for
difficult conversations orthere's going to be conflict,
(24:38):
right, because we're humans andwe work with each other, and so
that's we're all different andthat's going to create some
level of conflict, but I thinkabout it in terms of.
There's actually a concept thatI want to share with you, that I
share with my clients, and it'scalled a relationship bank
account.
So there's'd like to describe isa relationship bank account,
meaning that if you, as a leader, take the time to positively
(24:59):
support your, your team, taketime to listen to them, take
time to support them, even inthe little ways, go above and
beyond and see them as you knowpeople first and help them and
encourage them and all thosethings, those are deposits in
that bank account and over time,as you build on that, you know
those deposits.
You're building on the trust.
You're building on that.
You know those deposits.
You're building on the trust.
You're building on that rapportwith your team and all of that.
And so when it comes time tomake withdrawals like asking to
(25:19):
work on a weekend, for example,or having a difficult
conversation and things likethat those withdrawals because
you've been so intentional inmaking those deposits, those
positive deposits thosewithdrawals are not going to
tank your relationship with youremployees, right, you're still,
because you've been sointentional with building that
relationship and building thattrust along the way.
It makes those difficultconversations and addressing
conflict that much easier.
(25:40):
But it takes a lot ofintentionality and it takes
consistency from a leadershipstandpoint.
Speaker 2 (25:45):
Phenomenal.
I mean talking about trust,because it's one of the
conversations that leaders arehaving across the globe, and how
do they establish it?
How do they continue tomaintain it?
You know it's super important.
Continue to maintain it, youknow, is super important when
you think about leading acrossmultiple generations, which is
where leaders are faced with now.
I mean, the world is verydiverse, generations are all
over and people are strugglingwith, first, some of the
(26:05):
stereotypical conversationsaround what they think each
generation should do.
So I will tell you to stay outof that space.
But how do you help a leader beeffective with five generations
in the workforce andeverybody's looking for
something different, wantingsomething different, and they're
looking to their leaders to beable to understand.
How do you help a leader leadeffectively with five
generations?
Speaker 3 (26:22):
Yeah, that's a very interesting challenge, or it
could be.
Well, let's look at it as anopportunity, right, there's an
interesting opportunity thatwe're faced with.
Well, a lot of times I get thatas far as like, when leaders
come to me as, okay, this is achallenge, but really, if you
flip the script, we can seethere's actually an incredible
opportunity for leaders.
To number one, be really honestabout how they're showing up as
a leader.
Are you really open toembracing how people show up,
(26:46):
based on the differentgenerations and what they feel
are important and all that?
One other thing I will mention,and this is something I've
actually been studying a lotrecently and there's a ton of
information.
We live in a world where there'sno shortage of information,
right, and so, looking at theresearch and looking at there's
so much that's put out there asfar as the, you know, like the
different generations and howthey function, what is their
primary like belief systemaround, what their expectations
(27:07):
are in the workplace, what arethey looking for from their
leadership, from you know thecompany or the type of job, even
the type of job that they'relooking for, what is top of mind
, and the way this is normallycategorized is by generation,
right?
So you go from Gen X to, like,millennials and Gen Z and all of
these and alpha and all of that, right?
So there's a lot of researchalready out there that will give
you some insight.
And, of course, this isgeneralization right?
(27:28):
So there's a lot of generalinformation as far as these
different generations and howthey all show up in the
workplace.
Now, having said that, though,of course you have to be careful
because you don't want togeneralize based on that and
treat people based on someresearch study that you've seen.
So it kind of goes back to whatwe were talking about so leaning
in with that curiosity andunderstanding, really having
those conversations and it's soimportant to not just have that
mindset, from a leadershipperspective, of being open,
(27:51):
being curious, not assuming youknow the answer, but going in
and saying, okay, I'm going togive you the benefit of the
doubt.
I want to learn about you, Iwant to know how you function,
what's important to you as aperson, not just an employee,
but as a person, because themore we get to know people as
individuals and understand whothey are and what their belief
systems are, what are importantto them, things like that it's
so much easier from that levelof understanding to then decide
(28:13):
as a leader how do we navigateand how do we lead them as
individuals.
But then also you get a sensefor what does that team dynamic
look like?
Right, and how do we reallyembrace these different
generations and what areimportant to each of the
generations, even in terms ofsomething like you know, as far
as communication, how do we alllike to communicate with each
other, how do we engage as ateam?
And so I always tell my leadersyou want to be proactive with
(28:33):
that.
You want to talk about how arewe going to address, how are we
going to deal with conflict whenit comes up before you're in
the conflict situation.
Right, you want to talk withyour team about how do we
address communication externally, outside of our team.
How do we address ourcommunication within our team?
How do we want to addressconflict and things like that?
When you know your team asindividuals first, it's a lot
easier to come together and see,okay, who are we now as a
(28:53):
united team and how do wefunction really well together,
proactively, before we get intoa situation where we need to
make sure that you know we'reall on the same page.
So that comes down to teamvalues, different things like
that, but that's what I wouldsay, because there's so many
nuances within generations tooright.
So it's not just about boxingpeople into this generation or
that generation.
We have to take the time to.
Yes, you can use that as aframework, as a starting point,
(29:15):
but we have to also understandpeople on an individual level,
and that means really beingcurious and really truly caring
for them and making them feellike they matter, and that's
their opinion.
You know matches as well yes,yes.
Speaker 2 (29:28):
so as I'm listening to you, I'm like man, this
sounds exhausting as a leader.
What if I'm that leader?
Says you know what?
I hear you, but I don't havetime to do all of that.
I got work to do, I got metricsto meet, I got deadlines and
goals.
I need to make a profit.
I don't have time to do allthis thing that you're saying
that take time to get to know.
I just want them to do theirjob.
What if I'm that leader?
How do you?
Speaker 3 (29:48):
help?
Oh, great question, becausepretty much 100% of my leaders
they have so manyresponsibilities and they are
very, very crunched on time,right?
None of my leaders come to meand say, oh, I have a ton of
time.
I don't know how to you know howdo I help me use all this time?
It's never the case, and soactually what we do in our
leadership program is helpleaders being very strategic
(30:09):
with how they spend their timeand making the most out of those
, especially those one-on-oneengagements, but just working
with them to try to figure outhow do you still, you know, have
these elements of connectionwith your employees?
And it doesn't have to take aton of time.
You just have to know how to dothat and how to engage and
asking the right questions, andit doesn't have to take a ton of
time.
And so we have, like a lot ofmy leaders have one-on-ones with
(30:29):
their employees or with theirskip levels and things like that
.
Right, so they already havethese connection points built in
.
It's just a matter of how do youmake sure that you're using
that time in the most effectivemanner and actually, to be
honest with you, a lot of timeswe can actually cut down on some
of that time.
When we take a look at you knowhow they're spending their time
during those meetings, duringthe you know engagements, and
how they engage with their teams, we can actually save a ton of
(30:51):
time if they can use the littletime that they have more
effectively.
So it's all about beingeffective in how you use the
limited time that you have.
It's not about adding more timeso that you can get to know
your team.
It's okay.
How do we use the time wealready have to do this to
accomplish this, and the resultsI mean it would just skyrocket
once leaders understand how todo that really, really well.
It doesn't have to be a factorof time.
Speaker 2 (31:19):
Yes, yes, and I love that you're addressing the issue
.
The last one, then we're goingto go to.
You know how do people contactyou if you have any books or
anything out to a program?
When you think of in aleadership role today, do you
think every leader should have acoach?
If so, why and if not, why notoh?
Yes.
Speaker 3 (31:30):
That was an easy, easy question.
Yes, and I will tell you why.
It doesn't necessarily have tobe somebody with a coach title,
right, so you can be somebodythat's acting in a coaching
capacity.
So it could be a mentor who's,you know, has that coaching
mindset and can approachconversation with you from that
mindset.
But here's the beauty, I mean,there's so many benefits.
But the first thing that comesto mind when you ask that
(31:50):
question is coaching just givesyou a different perspective.
It helps you look at thingsfrom a different angle, because
a lot of times when we're in gomode, right, there's so much on
our to-do list we're constantlytrying to get to the next thing
and check up our list and moveon, and so we don't normally
take the time.
It's not kind of in our naturein the way we normally function.
Society functions right now.
To be reflective, right To takea step back to say did I
(32:11):
address that?
What are some good questions Ican ask myself to give me to
maybe even challenge some of mybeliefs, challenge how I'm doing
certain things and help me toengage in a better way.
And so that's where a coach canbe so effective to bring in a
different perspective and tohelp you to navigate that in the
quickest and fastest andeasiest way possible.
We're not designed to live byourselves.
We know this that we'resupposed to function within a
(32:33):
community and that means leaninginto your support system,
leaning into help, getting helpfrom a coach or mentor or
whoever it is that's going tohelp you to see things from a
different perspective and helpyou to be more authentic, be
more of who you are and alsojust be on the same page as far
as your success, and it's justas bought into what you're
trying to achieve and yoursuccess as you are.
Speaker 2 (32:59):
So they can be that champion that cheerleader but
also can have those difficultconversations with you when it's
most needed to get you to whereyou want to go.
Yes, yes, thank you for sharing.
So you've shared a lot with ouraudience.
As you're listening, I mean,she's putting a lot of
information out that's withinher industry and her space.
So how do people find you?
Is it LinkedIn?
Do you want to send them toyour website?
Do you have a book or anythingout?
(33:19):
Can you tell us a little?
Speaker 3 (33:20):
bit about if you have anything out that we should be
interested in and how do wereach you?
Absolutely, thank you forasking.
So there's a couple ofdifferent ways.
I would love to connect withanyone that's listening right
now through LinkedIn.
That's where I share a lot ofvideos and podcast episodes and
all kinds of information.
So if this is an area you'reinterested in, feel free to
search for my name.
So it's Charissa SebastianDeppin, and you'll find me on
LinkedIn.
And then our website isleadershipmasteryaliancecom and
(33:42):
we have got an incredibleeight-week program.
It's a foundational leadershipprogram that is so powerful and
it kind of ties in all of whatwe've discussed today, in
addition to other areas, toreally help you have that solid
foundation of leadership andhelp you to shine from that
leadership zone of genius sothat you can have the level of
impact and influence that youwant without burning yourself
out and while still enjoyingyour life outside of work.
(34:04):
So that's called the LeadershipMastery Alliance, mastermind,
and you can find that on mywebsite at
leadershipmasteryaliancecom.
And if you have any questions,if there's something that
sparked a question from today'sconversation, feel free to email
me at info I-N-F-O atleadershipmasteryalliancecom.
I would love to hear from you.
Speaker 2 (34:23):
Awesome, awesome, thank you.
Thank you for sharing with theaudience and all of our
listeners and viewers.
It's been fun, it's beenexciting.
You shared a lot.
If everybody is listening,continue to do professional
development Now listen to apodcast, read a book you know,
go to an event, join amastermind something that
continues to help your abilityto lead effectively.
And as the world changes,leaders have to continue to grow
(34:44):
.
So never stop growing as aleader.
Your team expects for you to bebetter, just as we expect for
them to get better.
So thank you for all of youthat are listening and joining
Unpacked with Ron Harvey, anduntil next time, charissa and I
will sign off and we hope thatyou share this with a friend or
a colleague, and if you knowsomeone that may be a good guest
, we'll be happy to reach out tous and we love to have them on
the show as well.
So until next time we will signoff and you have a wonderful
(35:05):
day, and we'll talk to you onthe next podcast.
Speaker 1 (35:09):
We hope you enjoyed this edition of Turning Point
Leadership with your host, RonHarvey.
We're so glad you joined us.
Remember to join us every firstand third Mondays and expect to
receive real answers for realleadership challenges.
Until next time, make adifference where you are and
with what you have.
There are those who arecounting on you for effective
(35:30):
leadership.
Welcome to Turning Point Leadership Podcast with
your host, ron Harvey of GlobalCore Strategies and Consulting.
Ron's delighted you joined usand excited to discuss and help
you navigate your journeytowards becoming an effective
leader.
During this podcast, ron willshare his core belief that
effective leadership is one ofthe key drivers towards change.
So together let's grow asleaders.
(00:25):
Here's Ron Harvey.
Speaker 2 (00:29):
Good afternoon, it's afternoon, we're right at a
little bit after 12 o'clock.
Ron Harvey, vice president andchief operating officer of
Global Core Strategies andConsulting.
We're a leadership developmentfirm and we focus on helping
leaders be better connected tothe workforce.
That's the easiest way to putit, and we do that through a lot
of things, but we're excited.
My wife and I have been in thiscompany, running the company,
for 11 years, and so what wealso do is we stop and we do a
(00:51):
podcast, which is, you know,every single week we release
another episode of our podcastwith leaders from around the
globe, with all backgrounds, andit's called Unpacked with Ron
Harvey, and the goal of thispodcast is two things to give
you some really, really greatinformation to help you be more
effective as a leader, but toalso make our services available
to you.
So every guest I bring on, theytalk about their books and they
talk about their products ortheir services, but they also
(01:13):
share things that you normallydon't see or hear or may not
find on their website about howyou can be more effective.
So we put that out in front ofyou for about 25 minutes.
So today I'm super excited.
I got someone coming from myhome state of Florida that's
joining us, and so I'd love forher to introduce herself, and
then we're going to dive intosome questions.
But I always let our guestsintroduce themselves and share
whatever they wish to share, soI'll hand the microphone over.
Speaker 3 (01:36):
Thank you so much, ron.
Thanks again for theopportunity and, of course, I've
been a big fan of your podcastand so I'm so excited to have
the opportunity to chat with youtoday.
But, for your audience, my nameis Charissa Sebastian-Deppen
and what I do is I'm aleadership and executive coach,
and I founded a company calledLeadership Mastery Alliance, and
we focus primarily onintroverted servant leaders and
also women in particular, whenit comes to who we serve and how
(02:00):
we help and support those womenin the corporate landscape.
So that's a little bit about meand what I do and, again, very
excited, can't wait to jump intoour conversation today.
Speaker 2 (02:09):
Awesome.
I'm excited.
I don't know if I've hadanybody share with us that talks
about introverted women orleadership, and it's good that
you have a niche of where youwant to focus at, because, as an
entrepreneur, if you'relistening from that lens as our
podcast, how important was itfor you to really segment out
who was going to be yourpotential client or who did you
want to focus on.
How did you get so?
I mean really very specific.
(02:30):
You know what you're lookingfor.
How did you get there?
Speaker 3 (02:33):
I think a big piece of that puzzle was just simply
experience.
Like I've been doing this forover 10 years now and in that 10
year period of doing this somuch, day in and day out,
speaking to incredible leadersall over the world, you know
from different companies,different industries, different
backgrounds, cultures, all thethings there's so much you learn
right, and that whole processof just talking to people, being
curious and you know, leaninginto, understanding and just
(02:54):
learning from them Like what isit that they struggle with, what
is it that they would like,what are their aspirations, and
all of that and through thatwhole journey I started off as a
coach in the career space.
So basically, when Itransitioned over into coaching,
I had a passion for helpingwomen not feel the way that I
did when I was in towards theend of my corporate career.
They just were a lot of thingsthat weren't working well.
I felt very stuck, I washeading towards burnout and I
(03:15):
just couldn't figure it out onmy own.
I was like, okay, I just Idon't know where to go with this
.
That's all I know Like.
So my background is actually insoftware development, so that's
where I started.
That's my undergrad degree, wentright into software engineering
as my first career, and so as Iprogressed in that career, I
eventually ended up inleadership, which I love.
There's so much aboutleadership that I love, which is
why that's the area I focus onnow, but at the same time, there
(03:36):
were a lot of things in thatspace that just weren't working
for me, so I wasn't completelyaligned with where I was
supposed to be, and it was onlythrough finding a coach
interesting enough, I didn'tknow anything about coaching at
that time, didn't even know thehelp was available found my very
first coach on Groupon of allplaces.
And so from that point on, as Ileaned into the coaching
process and discovered so muchabout myself and how I'm wired
(03:58):
and all of that, and so, forthose listening, I definitely
identified that introvertedservant leader.
But that's actually not how Iended up focusing on that
particular Through that 10-yearprocess.
I started off focusing onhelping women in their careers.
I transitioned into leadershipspecifically and I spent many,
many years focusing onleadership in general and
helping companies andindividuals really step up and
(04:19):
help them to feel more confidentin their leadership and have
more impact, influence and alsonot sacrifice who they are and
their ambitions outside of workand their work-life balance and
all of that.
And then after a while, Istarted to notice like going
back to what I was sayingearlier about just learning from
that experience I started tonotice that I tended to attract
a lot of these introvertedservant leaders, and so let me
break that down for you.
What I mean by introvertedservant leaders is and I think a
(04:41):
lot of people are familiar withintroversion versus
extroversion in general, right,so the reason I focus
particularly on introvertedservant leaders is I find that
people that just have a heartfor others, they want to just do
good in the world, they want tohave that positive impact, that
think of others first and say,okay, how can I serve, how can I
do well as a leader, how can Ijust impact the people that I
have the ability to influence?
(05:01):
I just really have a passion forhelping people like that to
navigate that space of it's notabout me, it's about how I can
be of service, how I can addvalue.
But of course, that comes withits own challenges, especially
for introverts, and I'm surewe'll get into this in more
detail in our conversation,because a lot of times the
extroversion tends to be, youknow, celebrated right in the
workplace, and thankfully we'renow putting more of a spotlight
(05:22):
in this kind of day and age onintroverted leadership and what
that looks like and why thatshould be celebrated and why
there's just so much benefit tohelping those introverted
leaders succeed in a way thatmakes sense for them and in a
way where they can really shine.
And so that's how I ended up inthe space of serving
introverted leaders and it'sjust been an absolute pleasure
and privilege and joy to do that.
Speaker 2 (05:43):
Yeah, thank you.
I mean a lot of greatinformation in how you got to
where you are.
Is there a misconception aboutpeople that are introverted not
being great leaders?
Speaker 3 (05:52):
That is such a good question.
A lot of times, what I hearfrom my leaders is that there's
this idea of a lot of them gettold they need to have more
visibility, they need to get output themselves out there more.
They need to be more vocal inthese meetings or these
situations and things like that.
And that message is not alwayseven though the intention is
good right.
And so these are people thatare saying, hey, we see an
opportunity for you to step upand to grow.
(06:12):
It's to an introvert.
Sometimes that can feeloverwhelming, that can feel like
, oh, that feels souncomfortable, it feels like
somebody I'm not, like I'mtrying to be somebody, I'm not.
I'm trying to be somebody I'mnot.
And that can lead to otherthings like that, what I call
the comparison trap.
Right, comparing themselves toother leaders that are more
extroverted and saying, okay,well, I just don't have that
ability.
How do I now get ahead in a waythat makes sense for me or that
(06:32):
works for me?
And so there's so much untappedpotential in introverts and I
think a lot of times weundervalue simply because we
don't have that level ofunderstanding.
It's not with intentionality,but a lot of times because we
don't know what we don't knowabout introverts and how they
function.
It's very easy for theexpectation to be that they
should function in a slightlydifferent way or they should
show up in a different way, whenreally, if we tap into their
(06:54):
true potential and how they'rewide and how God created them to
be, oh my goodness, the impactis incredible and the results
are incredible.
Speaker 2 (07:02):
Yes, wow.
So when you're dealing with youknow the introverted servant
leaders, what are you noticingas some of the things that
you're helping them get through?
You know?
So if you had to name twothings that say, hey, when I
come into it and thisintroverted servant leader is
struggling with, I got to stepup or I got to be seen or I got
to behave this way, but it's notbeing the authentic self, how
do you help them be theauthentic self and still become
(07:25):
more of what they need to be orwant to be to be a leader,
without being overwhelmed?
What are you showing them?
What are you helping themthrough?
Speaker 3 (07:33):
Right, and I love that you mentioned your
authentic self, because itreally starts with that.
If we are not truly groundedand confident and clear on who
we are and what we bring to thetable, it's very hard to fully
step into our confidence andhave those conversations and
have that impact.
And so I have a process withinmy organization.
It's something called theleadership zone of genius, and
what that is is getting reallyaligned with who you are at your
(07:55):
core.
Who is that authentic leaderthat you already are?
Right, there's so many strengthsthat we have based you know,
there's things based on ourexperience.
We have talents, we haveaspirations.
We have so many things thatmake us unique, that give us a
particular value that we bringinto the world, and a lot of
times, without having a clearfocus on that, it's very hard to
then step into a world becauseit's very easy to compare
(08:16):
ourselves right, to goexternally and say, okay, I'm
not good enough in this area orthat area.
Let me work on my weaknesses.
And I hear this so much from myleaders Like, okay, tell me
what my weaknesses are so I cango and work on that when really
I think it makes more sense tostart.
Not that weaknesses are not anarea to focus on, but there's
another thing we kind of processthrough with the weaknesses,
like what weaknesses make senseto address and I use that term
(08:36):
weaknesses loosely becausethere's a lot of different ways
that people can interpret that.
But but it really starts withyour strengths and knowing who
you are and your unique value,and from that place it's so much
easier to have that level ofconfidence.
And I can even use my ownexperience.
For example, if you had told me10 years ago or more than 10
years ago, when I was working inthe corporate world, that I
would be doing things like this,that I would have done a TED
(08:56):
talk or something like that, Iwould have said absolutely not,
I'm an introvert, I don't dothat.
That's just not something I'mcomfortable doing.
However, when I got aligned inmy own leadership zone of genius
and I started to embrace theway I made and my strengths and
what I'm really passionate about, the passion took the front
seat and I was like okay, I knowwhat I'm here to do, I know
clearly my purpose and you knowhow I can serve in the best
(09:18):
possible way.
So that's where my confidencecomes in.
Anytime I have an opportunityto do one of these interviews or
to really speak about this areathat I think can help so many
people.
I'm just so driven to do thatthat it's easier for me to step
into that leadership zone ofgenius and overcome any kind of
fear or anything else that mightcome up.
Speaker 2 (09:35):
Yeah, I love that you're sharing that.
You got to first define who youare and it will serve you well,
but I think it's so importantto define who you are so you can
be of service.
I think it's the service toyourself when you think about
some of the things that's mostcommon that female leaders face
in corporate America.
You've dealt with it and nowyou get to train around it.
What are some of the challengesthat the top three, if you will
(09:56):
that you're seeing womenleaders face in today's society,
and it's still a male dominatedsociety.
When it comes to when you lookat corporate boardrooms or you
look at women in leadership,we're not there yet.
Let's just put it that way.
I think we're making greatprogress, but we're not there
yet.
What are some of the challengesyou're noticing, even on your
own journey of women inleadership?
Speaker 3 (10:14):
Yeah, I think one of the core things the first thing
that came to mind when you askedthe question is like feeling
understood.
We have such a strong desire ashumans to feel understood, to
feel like we matter and peoplelike we truly cared for and
we're valued.
And so I think if you can startthere whether you're working
with introverts or extroverts, alot of times especially
introverted women in theworkplace if they feel like
(10:35):
they're in an environment thatdoesn't really get them, that
doesn't understand them, thatdoesn't know how to engage with
them, it becomes so much morechallenging right to navigate
that.
And I think the other thing forintroverts that's number one is
they feel misunderstood a lotof times and they also feel like
people don't take the time toreally want to understand you
know, understand who they are,understand how they work best
(10:55):
and things like that.
But there's also aresponsibility on the introvert
right to advocate for themselvesand to make sure that people
you know understand what's thebest way.
And so that's another area thatI coach on is how to help
introverts really communicateand have effective relationships
with those around them so thatthey can function more in their
zone of genius and they're moreaware of that zone of genius in
other people around them, right,whether they're working with
(11:15):
introverts or extroverts.
So I would say that's the onething.
And then the second thing, asfar as what they struggle with
is exactly that.
So that relationship building,relationship building how do I,
as an introvert, engage reallywell with people that are
different than me?
That I just why different,right, have different
personalities, are extroverted,you know, show up in a different
way, have a different culturalbackground.
So, and that's why I alwaystalk about, like, leaning into
(11:37):
curiosity and understanding, sothat you can build a solid
foundation on which to buildthose relationships, because the
more you can create thatpsychological safety in your,
the easier it's going to be toengage with those relationships
and feel like, okay, people areactually taking the time to know
who I am and they want to workwith me, they want to engage
with me.
So I think that you know thosetwo things, that relationship
building sometimes can be astruggle.
(11:58):
And then it's also the you knowlike just making sure that they
feel like people are taking thetime to understand who they are
.
And then the third thing that Ihear a lot is this aspect of
visibility, right, so everybodyhas their own interpretation of
what visibility means, but a lotof times my introverts will
interpret that like, oh, I justneed to be vocal, I just need to
go out there and speak, andpeople are expecting me to be
more visible, so that means Ijust have to push myself into
(12:20):
the limelight, and that's notnecessarily what they, and they
struggle with that because it'slike well then, how do I do?
That feels like I'm not using myown authenticity and who I am,
and so that's another area thatwe navigate within.
Coaching is you can still bevisible from an introverted
perspective in a way that helpsyou feel really good about how
you show up and helps you bereally confident.
It starts with understandingthat leadership zone of genius,
(12:40):
and part of that leadership zoneof genius is being aligned with
the work that you do.
So if you really are on mission, if you feel like the work that
you do matters, if you feellike you're making a difference
and that you are aligning moreclosely with your passion and
your purpose, it's a little biteasier to then guard and have
that level of visibility thatfeels good to you because you're
talking about, you're engagingon a level where you already
have an interest you alreadyfeel passionate about.
(13:02):
You know your place and youknow how you can add value, so
it's a little bit easier.
Speaker 2 (13:14):
So I address your question twofold.
One is what are the things theystruggle with and what are some
of the things to focus on tohelp to overcome some of those
challenges?
Yes, yes, you talk aboutintrovert and extrovert and some
people may think I like peopleor I don't like people.
Can you spend a little timeunpacking the difference between
the two so those that arelistening?
They've never been explained.
What does that look like?
How do I know whether you knowwhat is the introvert and
extrovert?
I think it's like or not likepeople.
Speaker 3 (13:32):
Oh, that's so good, because there's so many
misconceptions out there andthere's also lots of different
definitions of introversionversus extroversion.
So I will say, for the purposesof the work that I do, the way
I look at it is it's very simplyabout where you get your energy
from, right.
So introverts it's not thatthey're antisocial or anything
like that, and, to be honestwith you, this is from my own
personal experience.
When I grew up because theywasn't those examples of like
(13:54):
introverts and they weren't, youknow, celebrated, I thought I
was antisocial and I got labeledas antisocial because I wasn't,
you know, functioning in a waythat other people expected or
wanted me to.
And so just understanding thatyou know introverts are, it's
simply about how they get theenergy.
So I'll give you somecharacteristics of introverts
because I think that will helpanswer the question as well.
Introverts usually will get theenergy from being by themselves,
(14:16):
because they like to.
They're very introspective, sothey take in information, they
absorb information.
They need a moment to kind ofinternally process and make
sense of the information and theenvironment and all of those
things that are coming through,and so they're going to probably
be very thoughtful in the waythey process what's going on in
(14:37):
the external world.
They are often very curious, sothey're going to be especially
in that one-on-one or smallsetting with people.
They're going to be verycurious and they're going to pay
attention, so being aware oftheir surroundings, aware of how
people are showing up, and sothey engage with people, and
sometimes on a very differentlevel.
They also like to be preparedfor situations, situations
especially when they're engagingwith others.
So they more they know aboutwhat's expected of them in a
meeting setting, for example, ifthey need to do a presentation,
(14:58):
the easier it is for them tosay okay, I can mentally prepare
for this before I.
They don't like being put onthe spot a lot of.
And again, these are.
You know I am usinggeneralizations.
Not every introvert is like this, but generally speaking, this
is how you can identify theintroverts in your space.
They oftentimes are not goingto be the first people to speak
up, especially in a groupsetting, but that's not because
they don't want to engage inconversation or be part of the
(15:19):
conversation.
A lot of times they're justtaking in what's going on,
giving other people the abilityto speak, and they're often
really good at activelylistening as well.
So those are somecharacteristics.
So, going back to your question, introverts just get the energy
from, you know, taking the timeto be by themselves.
It's not that they don't liketo engage with others.
They do that and they enjoydoing that and being around
other people.
But there's certain things toconsider when you know, to make
(15:41):
that situation with thoseenvironments more conducive so
that they can really shine andbe there.
You know the most authenticself.
Now, on the opposite spectrum,as far as extroverts go,
extroverts tend to processexternally, right, so they're
often going to be the personthat's going to speak up, you
know, speak up, or even if theyhaven't quite got to a decision
or anything like that, a lot oftimes they're going to speak out
loud and kind of figure it outas they're processing externally
(16:05):
or processing verbally in asituation, and so they're not
going to.
You know, a lot of timesextroverts are not going to
hesitate to do that in thatsetting where they're with
others.
And then they also get theenergy from being in the space
with other people.
They like being around otherpeople.
It's not that introverts don't.
They're just a little bitopposite in terms of where they
gain the energy.
And fundamentally, that'sreally how I distinguish between
the introverts and extroverts.
So that's how I define it.
(16:25):
It's introverts just get theenergy from kind of withdrawing
from that space where there's alot of other people and that are
going to require thatengagement and they fill up
their tank and then they'reready to go back out and engage,
whereas extroverts tend to gettheir tanks filled by being
around other people.
Speaker 2 (16:41):
So you think about introvert, extrovert is any of
that?
Can it be culturally based,especially where you know, when
I was growing up, culturallybased or when it came to gender,
women were quieter and theywere taught to be quieter.
But now the world is changingaround super fast and women, you
know, are doing great things.
But if I've been taughtculturally to be reserved and be
quiet, can that be something?
(17:02):
Is it just a?
It can be culturally driven,but it also can be behavior
driven.
Is that accurate or inaccurate?
Speaker 3 (17:08):
Yeah, absolutely.
Culture and our upbringing andour belief system all of that
plays a part in how we show up,and so that's a really
interesting perspective becausea lot of different cultures are
going to.
You're going to noticedifferent things as far as what
we see when it comes tointroversion and extroversion.
Interestingly enough, I've doneso many studies in these
personality assessments andthings like that across the
(17:28):
board and even in the cultureswhere we tend to see them as
more say, introverted, as anexample, they do actually have
extroverts in that society.
But what tends to happen is,when it comes to introversion
and extroversion, that's usuallyyour first tendency.
I always think like I alwaystalk about it in terms of your
initial tendency.
Your first inclination is goingto be to align with either on
the introversion side or theextroversion, and is going to be
(17:49):
to align with either on theintroversion side or the
extroversion.
And then, of course, we have achoice.
We have a choice in how webehave.
So a lot of times, even thoughthat might be, our first
inclination is to either speakup if you're an extrovert and
you're going to want to do that,but if you're culturally taught
that that's not what you do andyou need to hold back.
Well then that's the secondstep in the process.
(18:13):
We're going to change mybehavior and behave, you know,
in a way that's conducive, andso sometimes that can become
very challenging to identifywhether you're an introvert or
extrovert, because if you'vetrained yourself for so many
years in your whole life you'velived based on a cultural norm,
then it's hard to identify okay,what am I really?
And so that's why a lot ofthose like the Myers-Briggs, for
example there's so many otherpersonality assessments out
there can be so so beneficial tohelp you to go back to.
(18:36):
Okay, who are you at your core?
How are you wired?
It doesn't mean that you haveto change the way you interacted
as you've been growing up oranything like that, but it just
gives you awareness.
Speaker 2 (18:50):
It gives you more input, so makes the most sense
for you going forward.
Yes, yes, thank you for theresponse.
I want to lean into.
The world is changing fast andsocial media, ai, it's important
.
I mean, it's almost like it'sgoing to happen.
What do you say to the personthat's an introverted and
everything is social mediadriven right now that says, yeah
, I just don't want to put thisout, I don't want to be on film,
I don't want you know.
Social media is really, reallyimportant today.
How do you help the personthat's naturally introverted
(19:12):
that's struggling with?
I hear what you're saying.
I need to be somewhere presentif I'm a leader, but they're not
comfortable being in front ofpeople, especially with social
media.
So at a high level, Okay.
Speaker 3 (19:23):
So the first thing I would think about is where is
this coming from?
Where is this idea of you'vegot to be in front of the camera
, you've got to be more, youknow, like online and social
media and things like thatcoming from?
Is it an internal thing, thatwhere you're deciding that
that's what you should do, or isit something external?
Is somebody telling you?
It's your leadership team, isyour?
Is it driven by some other?
So what is that driving forcebehind you getting on social
(19:44):
media?
So that's the first place Iwould start is this, because it
depends on where there's aninternal or external source as
far as what that is, and thenalso, just you know, asking
yourself does it make sense?
What you know?
Kind of like what Stephen Coveysays, right?
So, starting with the end inmind, what am I trying to
achieve by this?
Is it?
What is the end goal?
If it is more, you know, sayit's more visibility, for
example, right To get in frontof people more from a business
(20:13):
perspective, or even just tocreate that professional brand
and to have that, you know, thestrong professional brand.
If that's the case, what aresome other ways to consider that
maybe you know either is astepping stone to you, getting
to that place where you feelmore comfortable, or is there a
different direction?
Are there other ways that youcan still achieve that goal?
And then, if it's an externalinfluence, if somebody, if
you're seeing or hearing thatpeople are saying, oh, you
should be doing this, then ofcourse you know having those
conversations and getting to thecore of okay again, what is the
angle?
If you're telling me that Ishould be doing this, what is
(20:36):
the objective?
What are we trying to achievehere?
And is there another way to goabout doing that in a way that
feels more comfortable forintroverts, or are there other
avenues to get to that sameangle?
And I'll say, like, even frommy own experience, this is
something as a business ownerlike.
When I went into coaching, Iknew nothing about sales,
marketing, building a business.
I just launched into it becauseI had a passion for this and I
was like I will figure it out asI go, and so in doing that, I
(21:00):
had a steep learning curve whenit came to marketing and
advertising and all of that.
And one of the things that Iwas taught from that marketing
perspective from the beginningis well, you have to get out
there, you have to be in frontof the camera, you have to teach
, you have to do those things.
And I will tell you, just basedon going back to that
leadership zone of genius, whenI aligned with my passion and
the message that I feel sostrongly about, the media didn't
(21:22):
matter to me, so whether thatwas writing.
So I started off by writingarticles and that started to get
traction, and then I starteddoing more videos and then I did
the TED talk and all of that.
So for me, the passion drove.
How I got out in front ofpeople, even though, yes, it was
scary, but because I had thatpassion, that also helped me
have more confidence in gettingout there and being more visible
.
So there's so many differentelements of this, but that's how
(21:43):
I kind of unpack that with myclients.
And that's just a tip of theiceberg, like there's so much
more we get into under thesurface of like, okay, is that
actually the right thing for you?
Why, you know, why is it thatyou're pursuing that and what
makes you feel uncomfortable?
Is it something that can beaddressed so you can overcome
that, or are there other avenuesto get you to where you want to
be?
Speaker 2 (22:00):
One of the things that's shown up in leadership
across the globe is there's alow level of trust across
society, with the leadershipPeople not trusting leaders,
leaders not trusting theworkforce, and it's rampant,
whether I'm on the leadershipside, of not trusting my team or
the team not trusting theleader.
How do we help close thisdivide or this gap that's
happening between leaders andworkforce with trust?
Speaker 3 (22:21):
Oh, that's such a great topic.
I love this.
I love, love, love talkingabout a topic of trust.
So there's so many differentelements to this Right,
(22:48):
no-transcript discussion andopen dialogue, and you invite
the conversation, you invitedifferent ideas and things like
that, even if you completelydisagree.
So creating thatpsychologically safe space where
people feel safe to have adifferent opinion, right or to
point things out that might notbe going according to the way
(23:09):
they think should, and givinghonest feedback and things like
that.
So I think it starts there forthe leader to create that
environment, even if they feellike, okay, I don't know if I
can trust my team.
Create that space so that youas a leader can then observe and
lean into curiosity, startasking really good questions to
understand where your you knowyour individual employees are
coming from, and help themfunction in zone of genius.
(23:31):
I mean, there's a reason thatthey're on that team, there's a
reason that they're in thoseparticular roles.
So drawing that out of them andengaging them in that
conversation.
So it's not, they don't feellike they just have to do what
you say, but you're actuallythat type of leader that is open
.
Now, it doesn't mean that yougive up your authority.
It's not to say that you haveto lead by consensus, but it's
simply being open and havingthat, creating the space so that
people feel comfortable sharingwith you, still knowing that
(23:54):
ultimately in a lot of thosesituations, you are going to be
the decision maker.
But when people feel heard andunderstood, even when you make a
decision to go in a differentdirection based on their opinion
, they can still agree todisagree and still commit right,
so they can disagree and commit, and so that creates an
environment.
It's a healthy environmentwhere there's open communication
and dialogue.
They feel respected and they'regoing to reciprocate and also
(24:16):
celebrating celebrating who theyare, celebrating what they're
doing and how you see them showup is going to help so much.
It's going to help them trustyou more as a leader when they
feel like, oh, my goodness, myleader cares enough to point out
the things that I'm doingreally well.
It's just going to help themfeel more engaged.
It's going to help them be moreopen to, especially when
there's good and there's alwaysgoing to be some opportunity for
difficult conversations orthere's going to be conflict,
(24:38):
right, because we're humans andwe work with each other, and so
that's we're all different andthat's going to create some
level of conflict, but I thinkabout it in terms of.
There's actually a concept thatI want to share with you, that I
share with my clients, and it'scalled a relationship bank
account.
So there's'd like to describe isa relationship bank account,
meaning that if you, as a leader, take the time to positively
(24:59):
support your, your team, taketime to listen to them, take
time to support them, even inthe little ways, go above and
beyond and see them as you knowpeople first and help them and
encourage them and all thosethings, those are deposits in
that bank account and over time,as you build on that, you know
those deposits.
You're building on the trust.
You're building on that.
You know those deposits.
You're building on the trust.
You're building on that rapportwith your team and all of that.
And so when it comes time tomake withdrawals like asking to
(25:19):
work on a weekend, for example,or having a difficult
conversation and things likethat those withdrawals because
you've been so intentional inmaking those deposits, those
positive deposits thosewithdrawals are not going to
tank your relationship with youremployees, right, you're still,
because you've been sointentional with building that
relationship and building thattrust along the way.
It makes those difficultconversations and addressing
conflict that much easier.
(25:40):
But it takes a lot ofintentionality and it takes
consistency from a leadershipstandpoint.
Speaker 2 (25:45):
Phenomenal.
I mean talking about trust,because it's one of the
conversations that leaders arehaving across the globe, and how
do they establish it?
How do they continue tomaintain it?
You know it's super important.
Continue to maintain it, youknow, is super important when
you think about leading acrossmultiple generations, which is
where leaders are faced with now.
I mean, the world is verydiverse, generations are all
over and people are strugglingwith, first, some of the
(26:05):
stereotypical conversationsaround what they think each
generation should do.
So I will tell you to stay outof that space.
But how do you help a leader beeffective with five generations
in the workforce andeverybody's looking for
something different, wantingsomething different, and they're
looking to their leaders to beable to understand.
How do you help a leader leadeffectively with five
generations?
Speaker 3 (26:22):
Yeah, that's a very interesting challenge, or it
could be.
Well, let's look at it as anopportunity, right, there's an
interesting opportunity thatwe're faced with.
Well, a lot of times I get thatas far as like, when leaders
come to me as, okay, this is achallenge, but really, if you
flip the script, we can seethere's actually an incredible
opportunity for leaders.
To number one, be really honestabout how they're showing up as
a leader.
Are you really open toembracing how people show up,
(26:46):
based on the differentgenerations and what they feel
are important and all that?
One other thing I will mention,and this is something I've
actually been studying a lotrecently and there's a ton of
information.
We live in a world where there'sno shortage of information,
right, and so, looking at theresearch and looking at there's
so much that's put out there asfar as the, you know, like the
different generations and howthey function, what is their
primary like belief systemaround, what their expectations
(27:07):
are in the workplace, what arethey looking for from their
leadership, from you know thecompany or the type of job, even
the type of job that they'relooking for, what is top of mind
, and the way this is normallycategorized is by generation,
right?
So you go from Gen X to, like,millennials and Gen Z and all of
these and alpha and all of that, right?
So there's a lot of researchalready out there that will give
you some insight.
And, of course, this isgeneralization right?
(27:28):
So there's a lot of generalinformation as far as these
different generations and howthey all show up in the
workplace.
Now, having said that, though,of course you have to be careful
because you don't want togeneralize based on that and
treat people based on someresearch study that you've seen.
So it kind of goes back to whatwe were talking about so leaning
in with that curiosity andunderstanding, really having
those conversations and it's soimportant to not just have that
mindset, from a leadershipperspective, of being open,
(27:51):
being curious, not assuming youknow the answer, but going in
and saying, okay, I'm going togive you the benefit of the
doubt.
I want to learn about you, Iwant to know how you function,
what's important to you as aperson, not just an employee,
but as a person, because themore we get to know people as
individuals and understand whothey are and what their belief
systems are, what are importantto them, things like that it's
so much easier from that levelof understanding to then decide
(28:13):
as a leader how do we navigateand how do we lead them as
individuals.
But then also you get a sensefor what does that team dynamic
look like?
Right, and how do we reallyembrace these different
generations and what areimportant to each of the
generations, even in terms ofsomething like you know, as far
as communication, how do we alllike to communicate with each
other, how do we engage as ateam?
And so I always tell my leadersyou want to be proactive with
(28:33):
that.
You want to talk about how arewe going to address, how are we
going to deal with conflict whenit comes up before you're in
the conflict situation.
Right, you want to talk withyour team about how do we
address communication externally, outside of our team.
How do we address ourcommunication within our team?
How do we want to addressconflict and things like that?
When you know your team asindividuals first, it's a lot
easier to come together and see,okay, who are we now as a
(28:53):
united team and how do wefunction really well together,
proactively, before we get intoa situation where we need to
make sure that you know we'reall on the same page.
So that comes down to teamvalues, different things like
that, but that's what I wouldsay, because there's so many
nuances within generations tooright.
So it's not just about boxingpeople into this generation or
that generation.
We have to take the time to.
Yes, you can use that as aframework, as a starting point,
(29:15):
but we have to also understandpeople on an individual level,
and that means really beingcurious and really truly caring
for them and making them feellike they matter, and that's
their opinion.
You know matches as well yes,yes.
Speaker 2 (29:28):
so as I'm listening to you, I'm like man, this
sounds exhausting as a leader.
What if I'm that leader?
Says you know what?
I hear you, but I don't havetime to do all of that.
I got work to do, I got metricsto meet, I got deadlines and
goals.
I need to make a profit.
I don't have time to do allthis thing that you're saying
that take time to get to know.
I just want them to do theirjob.
What if I'm that leader?
How do you?
Speaker 3 (29:48):
help?
Oh, great question, becausepretty much 100% of my leaders
they have so manyresponsibilities and they are
very, very crunched on time,right?
None of my leaders come to meand say, oh, I have a ton of
time.
I don't know how to you know howdo I help me use all this time?
It's never the case, and soactually what we do in our
leadership program is helpleaders being very strategic
(30:09):
with how they spend their timeand making the most out of those
, especially those one-on-oneengagements, but just working
with them to try to figure outhow do you still, you know, have
these elements of connectionwith your employees?
And it doesn't have to take aton of time.
You just have to know how to dothat and how to engage and
asking the right questions, andit doesn't have to take a ton of
time.
And so we have, like a lot ofmy leaders have one-on-ones with
(30:29):
their employees or with theirskip levels and things like that
.
Right, so they already havethese connection points built in
.
It's just a matter of how do youmake sure that you're using
that time in the most effectivemanner and actually, to be
honest with you, a lot of timeswe can actually cut down on some
of that time.
When we take a look at you knowhow they're spending their time
during those meetings, duringthe you know engagements, and
how they engage with their teams, we can actually save a ton of
(30:51):
time if they can use the littletime that they have more
effectively.
So it's all about beingeffective in how you use the
limited time that you have.
It's not about adding more timeso that you can get to know
your team.
It's okay.
How do we use the time wealready have to do this to
accomplish this, and the resultsI mean it would just skyrocket
once leaders understand how todo that really, really well.
It doesn't have to be a factorof time.
Speaker 2 (31:19):
Yes, yes, and I love that you're addressing the issue
.
The last one, then we're goingto go to.
You know how do people contactyou if you have any books or
anything out to a program?
When you think of in aleadership role today, do you
think every leader should have acoach?
If so, why and if not, why notoh?
Yes.
Speaker 3 (31:30):
That was an easy, easy question.
Yes, and I will tell you why.
It doesn't necessarily have tobe somebody with a coach title,
right, so you can be somebodythat's acting in a coaching
capacity.
So it could be a mentor who's,you know, has that coaching
mindset and can approachconversation with you from that
mindset.
But here's the beauty, I mean,there's so many benefits.
But the first thing that comesto mind when you ask that
(31:50):
question is coaching just givesyou a different perspective.
It helps you look at thingsfrom a different angle, because
a lot of times when we're in gomode, right, there's so much on
our to-do list we're constantlytrying to get to the next thing
and check up our list and moveon, and so we don't normally
take the time.
It's not kind of in our naturein the way we normally function.
Society functions right now.
To be reflective, right To takea step back to say did I
(32:11):
address that?
What are some good questions Ican ask myself to give me to
maybe even challenge some of mybeliefs, challenge how I'm doing
certain things and help me toengage in a better way.
And so that's where a coach canbe so effective to bring in a
different perspective and tohelp you to navigate that in the
quickest and fastest andeasiest way possible.
We're not designed to live byourselves.
We know this that we'resupposed to function within a
(32:33):
community and that means leaninginto your support system,
leaning into help, getting helpfrom a coach or mentor or
whoever it is that's going tohelp you to see things from a
different perspective and helpyou to be more authentic, be
more of who you are and alsojust be on the same page as far
as your success, and it's justas bought into what you're
trying to achieve and yoursuccess as you are.
Speaker 2 (32:59):
So they can be that champion that cheerleader but
also can have those difficultconversations with you when it's
most needed to get you to whereyou want to go.
Yes, yes, thank you for sharing.
So you've shared a lot with ouraudience.
As you're listening, I mean,she's putting a lot of
information out that's withinher industry and her space.
So how do people find you?
Is it LinkedIn?
Do you want to send them toyour website?
Do you have a book or anythingout?
(33:19):
Can you tell us a little?
Speaker 3 (33:20):
bit about if you have anything out that we should be
interested in and how do wereach you?
Absolutely, thank you forasking.
So there's a couple ofdifferent ways.
I would love to connect withanyone that's listening right
now through LinkedIn.
That's where I share a lot ofvideos and podcast episodes and
all kinds of information.
So if this is an area you'reinterested in, feel free to
search for my name.
So it's Charissa SebastianDeppin, and you'll find me on
LinkedIn.
And then our website isleadershipmasteryaliancecom and
(33:42):
we have got an incredibleeight-week program.
It's a foundational leadershipprogram that is so powerful and
it kind of ties in all of whatwe've discussed today, in
addition to other areas, toreally help you have that solid
foundation of leadership andhelp you to shine from that
leadership zone of genius sothat you can have the level of
impact and influence that youwant without burning yourself
out and while still enjoyingyour life outside of work.
(34:04):
So that's called the LeadershipMastery Alliance, mastermind,
and you can find that on mywebsite at
leadershipmasteryaliancecom.
And if you have any questions,if there's something that
sparked a question from today'sconversation, feel free to email
me at info I-N-F-O atleadershipmasteryalliancecom.
I would love to hear from you.
Speaker 2 (34:23):
Awesome, awesome, thank you.
Thank you for sharing with theaudience and all of our
listeners and viewers.
It's been fun, it's beenexciting.
You shared a lot.
If everybody is listening,continue to do professional
development Now listen to apodcast, read a book you know,
go to an event, join amastermind something that
continues to help your abilityto lead effectively.
And as the world changes,leaders have to continue to grow
(34:44):
.
So never stop growing as aleader.
Your team expects for you to bebetter, just as we expect for
them to get better.
So thank you for all of youthat are listening and joining
Unpacked with Ron Harvey, anduntil next time, charissa and I
will sign off and we hope thatyou share this with a friend or
a colleague, and if you knowsomeone that may be a good guest
, we'll be happy to reach out tous and we love to have them on
the show as well.
So until next time we will signoff and you have a wonderful
(35:05):
day, and we'll talk to you onthe next podcast.
Speaker 1 (35:09):
We hope you enjoyed this edition of Turning Point
Leadership with your host, RonHarvey.
We're so glad you joined us.
Remember to join us every firstand third Mondays and expect to
receive real answers for realleadership challenges.
Until next time, make adifference where you are and
with what you have.
There are those who arecounting on you for effective
(35:30):
leadership.
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