Leadership consultant Dr. Cornelia Shipley Bearyman shares how bringing humanity to work creates competitive advantage for businesses and why innovation happens at the intersection of differing viewpoints. She reveals why understanding that leadership is fundamentally about "bringing the weather" transforms organizational culture and performance.
• Leadership is about setting the context in which work gets done
• Innovation happens at the point of conflict when diverse minds come together
• Leaders often make the mistake of expecting everyone to think like them
• Personal bias can cost leaders everything from talent to entire businesses
• The difference between being "kind" (valuable) vs being "nice" (disingenuous)
• Traditional hierarchical leadership models stifle innovation
• Leaders must recognize all business problems are people problems
• Mentorship and coaching are essential for continuous growth
• Your life reflects the five people you spend the most time with
• You don't get what you deserve in life—you get what you tolerate
Join us at the Unpacked Leadership Conference on October 3rd! For more resources on conscious leadership, visit drcornelia.com/podcast.
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Just Make A Difference: Leading Under Pressure by Ron Harvey
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome to Unpacked Podcast with your host
leadership consultant, ronHarvey of Global Core Strategies
and Consulting.
Ron believes that leadership isthe fundamental driver towards
making a difference.
So now to find out more of whatit means to unpack leadership,
here's your host, ron Harvey.
Speaker 2 (00:20):
Well, good morning.
This is Ron Harvey.
I'm the vice president, thechief operating officer for
Global Core Strategies andConsulting.
We're a professional servicesfirm that do all leadership,
development and training fororganizations and, to really
make it easy for you tounderstand, we spend all of our
time making sure our leaders arebetter connected to their
workforce the people whoactually do the work and help
(00:40):
companies be successful.
That's in the hour after hourafter hour getting the strategic
plan done, if you will, theheavy lifting of that.
So we help our leaders bebetter connected.
But every single week we bringguests on our show and we do
unpack with Ron Harvey.
So I'm happy to have thepodcast going.
Thank you all for following usand all that do follow us.
I'm super excited about ourguests and if you follow me, you
(01:00):
know I never introduced them.
I really invite them tointroduce themselves for two
reasons I don't want to mess upwhat they want to talk about and
who they are and what they do,and it doesn't require me to
remember all of it either.
So I want to take the routethat's probably most effective
not easy, but effective allowthem to introduce themselves.
So I'm super excited to have DrCornelia with us, who's been a
good friend for a long time, acolleague, a peer, a mentor.
(01:23):
I probably mentored her acouple of times as well, but we
did a lot together and soexcited to have her.
Plus, she's coming to ourleadership conference on October
the 3rd.
So, Dr Cornelia, let me handyou the microphone.
Speaker 3 (01:34):
Well, first of all, Ron, it's wonderful to see you.
Please tell Maya and Linda thatI said hello.
I haven't seen them in so long.
I can't believe she's graduatedLike.
That's insane.
But I'm Dr Cornelia ShipleyBerryman, CEO and founder of 3C
Consulting, a firm thatspecializes in the retention and
advancement of mission criticaltalent.
(01:56):
So, similar to Global CoreStrategies, we work at the
intersection of leadership,development, people, strategy
and culture.
I'm the author of thebest-selling book, which is
right there, called Design yourLife how to Create a Meaningful
Life, Advance your Career andLive your Dreams.
My PhD is in consciousleadership and conscious
(02:16):
business, and we helporganizations really think about
understanding the metaphysicalprinciples and the conscious
leadership principles that driveall of the results that you get
in your life, whether you thinkyou're governed by them or not,
and so super excited to be hereto have this conversation with
you today.
Speaker 2 (02:36):
Yes, I'm excited.
We've been talking about thisfor a while.
You know one thing I tell hershe puts the work in and she's
like look, we've been talkingabout this when I'm coming on
the show, Ron, I'm so happy tohave you on the show.
You've done phenomenal inwatching your work.
I tell everybody that follow us, especially me as a business
owner, Dr Keneally is peoplethat do what you do.
(02:57):
How do you build partnershipsand relationships?
I think oftentimes we get itconfused, competing against
people that you can collaboratewith.
You've done a phenomenal job,so thank you for your friendship
and your partnerships, and aswe do the work together, we're
in different communities andit's a joy to watch.
Speaker 3 (03:13):
congratulations on becoming dr cornelia thank you,
thank you, thank you.
Yeah, I mean, you're right,we've been collaborating now
it's been a decade, if I have mymath right.
Um, between you know work youand your team have done with my
for my clients, and work me andmy team have done for your
clients, and I think, ultimately, both you and I have a similar
(03:37):
philosophy.
Right, it's really about sayingwhat is the thing that the
client needs?
Yes, who is the person that canbest deliver what needs to be
delivered in service to ourclients?
And you know, I have teammembers now that I met through
you, right, and you have teammembers now that you met through
me.
(03:57):
So, yeah, it's been a wonderfulopportunity to collaborate
together.
You know, you were there whenwe celebrated my PhD, and so
this has been a journey around,both personally and
professionally, getting a chanceto support each other and be a
part of each other's lives andfamilies, and all of that.
Speaker 2 (04:15):
Yes, yes, thank you so much.
So we get to talk about Unpack,we have real conversations.
We kind of let people behindthe curtain.
What I found over my years ofdoing this work and we've both
grown a lot, we've learned a lot.
We've changed our businessmodels and our mindset a lot.
You supported Partner toEmpower, which is a program that
helps entrepreneurs.
You're coming to our leadershipconference Unpacked Leadership
(04:37):
Conference on October 3rd.
So you're always looking forways to help, but you also are
reaching out to get people tohelp you in your organization.
When you think about leadershipin the space and it's changed
drastically over the years.
We've known each other and evenbefore we knew each other.
What do you enjoy most aboutthe work that you do in
leadership?
Speaker 3 (04:56):
You know, I think there are two things I would say
that I enjoy most.
I shared this last week when Iwas in South Carolina.
Right, ultimately, leadershipis about understanding that you
bring the weather, you set thecontext in which work gets done,
and if you aren't setting upthe right circumstances, people
can't thrive, they don't feelwhole, they're not able to fully
(05:19):
contribute, they're not able tobring their relevant self to
the workplace.
Yes, I said relevant, notauthentic.
We can talk about that later ifyou want, but at the end of the
day, what I love about doingthis is helping organizations
which is really the people andthe leadership in organizations
understand what does it mean tobring humanity to work and how
(05:43):
does that create competitiveadvantage for your business?
Because we know it does andoftentimes we act like it
doesn't.
Speaker 2 (05:50):
You know.
So, before we dive into a tonof questions which I do have,
you know, in the time we'llspend with everyone I want to
pause briefly, though.
You're going to be releasing apodcast, so I would love to
market that, because this isabout marketing, but it's also
about adding value to you and Iand to the people that listen to
us.
So we want to be a service, sogo ahead If you could drop that.
You got this podcast coming up.
Speaker 3 (06:09):
Yeah, so I do have a podcast that's coming out with a
co-host of mine.
It's called the Rules haveChanged, and we started
recording conversations verysimilar, ron, to the
conversations you and I havebehind the scenes and we said
you know, the world needs tohear these conversations about
how the rules have changed inlife, in love, in work, right,
(06:33):
the way in which we live, theway in which we do.
Life has evolved, and peoplearen't talking about the fact
that the way in which you had tonavigate your life yesterday
and the way in which you need tonavigate your life today are
not the same.
They're just not the same, andso giving people an opportunity
(06:55):
to understand that and to beable to have the skills and the
tools and the resourcesnecessary to navigate that it's
critically important, and sothat's what we're hoping to do
with the Rules have Changed.
Speaker 2 (07:09):
Oh, yes, yes, I love it.
The Rules have Changed, so staytuned.
It's coming out, Dr Cornelia,and I know it's going to be.
You know she's really authenticabout the conversations, as she
mentioned earlier.
So please, please, we'll dropmore information at the end.
I wanted to pause just to makesure we recognize what you're
doing and other people can findother resources, which we both
want to provide resources.
So, Dr Cornelia, I want to diveinto some of the things I'm
(07:32):
thinking as I listen and as Iknow you pretty well and the
work that you do.
You've watched a lot of leaders.
You know over time what aresome of the common mistakes that
leaders make when they'retrying to develop others and
what should they avoid.
Mistakes that leaders make whenthey're trying to develop
others and what should theyavoid.
So, when you think about me asrunning a company, I have to
develop my talent on my team.
What are some common mistakesyou see leaders making when
they're developing others?
Speaker 3 (07:59):
I think the biggest mistake.
There are two.
I think one is that they expectpeople to be like them, to
think like them, to solveproblems like them, to approach
work like them, and innovationhappens at the point of conflict
, and conflict doesn't happenunless you have people who think
differently than you, who seethe world differently than you.
And then I think the secondmistake that people make is they
get caught up in their own bias, and when they get caught in
(08:21):
their own bias, it can literallycost you everything.
I think about two nonprofits Onemade the news, one did not,
both of which went out ofbusiness because their founder
did something that wasinappropriate, right, and it was
steeped in their bias, right.
I think about a very well-knowncoach.
(08:43):
I won't say her name justbecause I won't be sued for
slander, but you know she postedsomething in her community
after george floyd died and itwent viral and she lost millions
of dollars because of her ownlack of awareness and her own
bias and her own preconceivednotions.
(09:04):
And so I think leaders have toreally get clear that your bias
is costing you and your desireto surround yourself with people
who are like you is preventingyou from innovating and creating
new spaces and opportunity foryour business.
Speaker 2 (09:22):
Can you unpack a little bit?
I mean you spoke of it reallyquick there that innovation
happens at this place ofconflict.
Can you share more about that,because it sounds like real good
?
I said wait time out.
She flew past that, let's backup.
Can you share more?
Help us understand that.
Speaker 3 (09:39):
I agree with it, but I don't know if everybody gets
it, yeah, so the way in whichinnovation happens is you have
to have a point of tension,right, something that is
sparking people to do somethingdifferent.
Innovation is about change,right?
Not the way you do things today.
(10:00):
It's about doing somethingdifferent.
And, ultimately, the way thatthat tension happens is in the
normal day to day conversation,where you think one way and I
think another way, and in whatNapoleon Hill says when two
minds come together, somethingmagical happens.
(10:20):
When two minds come together,something magical happens.
He refers to it as themastermind, the third eye, the
third mind, and that's whereinnovation happens.
It happens in the ability tosay I see it this way, you see
it that way.
Oh, based on that, what mightwe create out of those two
worldviews?
That's not present today.
Speaker 2 (10:40):
Wow, how do you help leaders under Dr Cornelia?
How do you help leaders thatget stuck and I have to have the
answer or it's my project, orit's my company, or it's my
organization.
Ego is the easiest word,probably, to explain what I'm
talking about here.
How do you help leaders thatego get in the way of letting
that really happen?
Speaker 3 (10:57):
I think it's two things, ron.
I think it's ego, and I thinkit's two things, ron.
Speaker 2 (11:00):
I think it's ego and I think it's fear.
Speaker 3 (11:02):
Okay, right, people say that they are afraid of
change.
No one is afraid of change.
If you were afraid of change,you wouldn't get married, get
divorced, have a baby, buy a newhouse, buy a new car.
You wouldn't do any of that ifyou were afraid of change.
What people are afraid of isbeing out of control, and so the
conversations we have withleaders is about this false
(11:26):
construct called control,because the truth of the matter
is, the only thing you cancontrol is yourself, and
sometimes you can't even controlthat.
Speaker 2 (11:34):
Absolutely.
Speaker 3 (11:35):
Right, and so, if you understand that this notion of
control is a false construct,you can then start to engage
with people in a way that allowsyou to have clear intent.
Right, what is it that you'retrying to do?
But be open to how that unfolds, because what we get attached
(11:56):
to is the how yes, that weexpect it to happen a certain
way to look, look a certain wayto unfold in a certain way, and
if we can let that go and getclear about, here's the thing I
want you to do.
I need you to create thispowerpoint.
Here are the standards in whichit needs to, you know, happen.
It needs to, you know, have ourbrand colors and it needs this
(12:17):
and it needs this content.
Right, but if the person doesit at two in the morning or two
in the afternoon, does it reallymatter, as long as you have it
in time for delivery, right, weget caught up in how people do
stuff.
We want to control the processand, if you can let go and get
clear, I need to do my part.
(12:38):
Right, you said earlier, I putin the work.
Right, I got to do my partright.
Right, you said earlier, I putin the work.
Right, I got to do my partright.
We were talking before westarted recording in the green
room today about the fact that Ihave been releasing weight
physically in my life.
Right To do that.
I got to do the work rightBefore we got on this call.
I went for a walk this morning.
I took a shower, you're right,I did the things necessary right
(13:01):
.
When we get off this phone, apiece of salmon and a salad is
waiting for me because I got todo the work, but I can't control
how fast I lose the weight.
I can't control.
I can't control that.
I can control my controllables.
Yes, right, I think the otherthing the ego part of it is
people get so caught up in whatother people think about them
(13:24):
and so if you don't understand,you don't understand that other
people's opinion of you is noneof your business, because it's
not driven by you.
It's not.
It's driven by how they see theworld and what they think is
supposed to happen and what theythink is important and what
they think matters.
And if you don't understand,that people's opinion of you is
(13:45):
not about you, it's about howthey see the world through you.
Right, I'm going to say itagain it's not about you.
It's about the way people seethe world.
Through you you do an action,they get triggered because of
their damaged and broken theirlife experience, and so, if you
can understand that, it makes iteasier for you to make the
(14:08):
authentic choice for yourself,what matters most to you, right?
How do you live thatauthentically, instead of
getting caught up in what peoplethink you should want, should
do, should say, should wear,should act?
Speaker 2 (14:21):
I mean, kenia has so much for me to unpack here, but
I'm going to say some of thatbecause she'll be joining us on
October 3rd at a conference andyou'll get to hear some more and
she's also a speaker and she'straveling, so we'll give you, as
they do in SAMS, we'll give youa sample today, so that way you
can want to know more and go toher podcast and her platform as
well.
What are you currently learningor unlearning about leadership
(14:41):
now?
Speaker 3 (14:42):
What I'm learning about leadership is one kindness
always matters, right, and Iwant to draw the different
distinction between being kindand being nice.
Like nice is not a value, right?
You and I have had thatconversation before.
Right, like nice is not thething.
And it's not the thing becauseit's often disingenuous.
(15:05):
Right, but kind is what youwant to be, and the best way
that you can be kind to otherpeople is to be clear.
Right, and I've seen it wherepeople have not been clear, have
been manipulative, haveattempted to move their agenda
forward without kind of tryingto throw a stone and hide their
(15:29):
hand by moving their agendaforward.
So I think this notion of beingpresent and being kind is
something I'm learning has hugeimpact for the retention and
advancement of mission criticaltalent.
Right.
At the end of the day, ifpeople feel respected, that's
part of the reason why they feelrespected, because you've just
been kind, said another way,you're treating people in a
(15:53):
humane manner.
I think the thing that we needto unlearn is the notion and
listen.
Thank you for your service.
I'm about to make a militaryanalogy, so don't get your gun
out, but I think the hierarchyof our military systems, which
was how leadership was firstframed right when organizations
(16:17):
started.
We took the military model andapplied it to the workplace, and
I think what has done us adisservice in that model is that
innovation can come fromanywhere.
A good idea can come fromanywhere, and when you have a
hierarchical structure, you canoften miss the good ideas people
(16:38):
have.
That would move your businessforward exponentially faster.
In metaphysics, we talk aboutmaking a quantum leap.
You've seen it happen withstartups.
Right?
I'll use Instagram as theexample.
Right, they wanted to sellInstagram I think it was, for it
was like for $1 billion, andthey sold it to Meta for 10
billion, like it was.
It was a ridiculous deal.
(17:00):
They made a quantum leap.
They did that in part becauseMark Zuckerberg knew the
vertical integration that wasgoing to happen with Facebook
and that he was going to turn itinto a billion dollar business.
Yes, but that would not havehappened if the people, if he
was of the mindset that said youknow, nobody here but me has a
good idea, cause I would bet awhole lot of money that somebody
(17:23):
else in meta was like hey, thisthing is happening in Instagram
, let's vertically integrate itand do blah, blah, blah, blah,
blah.
Right, same thing happened withSteve Jobs.
Steve Jobs came up with a lotof ideas, but I'm telling you
whether it was the iPad, theiPhone, the iMini, the MacBook
Pro XYZ.
Somebody else came up with someof those ideas and had those
(17:47):
leaders been stuck in, it has tobe my idea, it has to be my ego
.
Their businesses wouldn't haveexploded the way that they have.
They just wouldn't have becauseit wouldn't have been possible.
Speaker 2 (17:58):
Wow, I love it.
I'm learning about how to getout of your own way.
Like, the best ideas don'talways come from the top Matter
of fact, very rarely do theycome from me.
In my organization, there are alot of smart people, and how do
you intentionally create spacefor people to be smart?
Like, intentionally create anenvironment where people can be
smart and can bring it to workevery day?
Which leads me to our nextquestion.
(18:20):
As we look at our time here, wetalk a lot about culture.
We talk a lot about strategy.
You and I spend tons of time inthere.
What is it that?
A company?
But for all our people that arein companies, that are
listening, that are inleadership roles, what would
they notice about theircompany's culture that says, hey
, you may want to call either onor Dr Cornelia, what's
happening that can be verydisruptive, that they will
(18:42):
notice?
Speaker 3 (18:42):
Yeah, so understand who your canary in the coal mine
is Right, based on yourbusiness and based on who your
mission critical talent is.
Do you understand the triggersthat are causing those key
people to leave yourorganization, to be disgruntled?
That's thing one.
If you understand the canary inthe coal mine and they're
(19:03):
starting to behave differently,complain, whatever, you probably
need to call one of us.
If you're in your environment,the physical place, the physical
space that you're in, and yourecognize it's not humane, it's
not designed for humans to dowork, you probably need to call
us.
If you're in a situation andcircumstance where you're having
(19:27):
problems you don't understand,you should call us because all
business problems are peopleproblems.
There's not a single problem inyour business that you have
that's not a people problem.
And if you don't understandwhat's happening, it means you
don't understand pieces of thehuman condition that are
contributing to the negativebusiness results that you're
getting.
So you should call us.
(19:47):
And then, lastly, if you'relooking to grow Right, because
we don't just solve problems, wehelp people strategize on how
they're going to grow theirbusiness and how they're going
to expand the capacity of theirpeople.
And so if you're really readyor you're experiencing a huge
growth spurt and opportunity.
(20:07):
You absolutely should becalling us Absolutely.
Speaker 2 (20:11):
Yes, yes, yes, love it.
Dr Keneally, when you thinkabout who you are, what you've
done, the question I have foryou that's coming to mind, for
all those that are listening, ishow important was it for you to
have mentors and I say thatplural and coaches along the way
, because oftentimes you want todo it by yourself or you don't
want to hire a coach because youdon't want to make the
investment and you've made a tonof investments in your
(20:33):
professional development.
How important has that been toyou being who you are today?
Speaker 3 (20:41):
So you know, I mean my very first mentor, as you
know, is the vice president ofmy company today, right, and
she's had a distinguished careerin her own right as a senior
vice president and chief XYZofficer of her long time
employer.
I have probably spent, on mymindset alone, six figures,
right.
I worked with one of thenation's top mindset coaches.
(21:03):
Every day for three years,every morning at 9am, I was on a
call with him and about ahundred other entrepreneurs
talking about what I'm thinkingabout and how that's impacting
my ability to do work, and thatwas not clearly six figures is
not a cheap investment, right?
So it's been invaluable to me.
(21:26):
I mean, I'm working with acoach right now and she last
week I was preparing to sharethe stage with some very
well-known speakers and we weretalking about strategizing, like
what happens when I get off thestage.
She's an eight-figure businessowner and she's been doing this
a long time and she gave me somereally great strategies that
(21:49):
are paying off and gettingtraction, right, and so if you
think you have all the rightanswers, you will stay exactly
where you are, and if you stayexactly where you are, you're
actually losing ground.
Speaker 2 (22:03):
Yes.
Speaker 3 (22:04):
And so you don't understand that you are either
growing or you're dying.
Right, you're either movingforward because there is no
stagnant Right, everything isalways in motion.
Right, you're either movingforward because there is no
stagnant Right, everything isalways in motion, right.
And so, if you don't understand, you're moving one way or the
other, engaging in ways that aredesigned to help you unpack the
(22:41):
beliefs and the thoughtpatterns that you have that are
keeping you stuck, and the onlyway you can do that is through
mentorship and coaching andsponsorship.
That's it.
Speaker 2 (22:47):
Yes, yes, love it, Love it.
And you lined us perfectly upwith Dr Cornelia Unpack.
We're getting ready to hostUnpack Leadership Conference.
It's our first leadershipconference on our brand.
What do you anticipate bringingto our audience?
What would you give us a littlebit?
What do you plan to do?
I know you're going to do anactivation session.
What can people expect in thatsession with you?
Speaker 3 (23:07):
Yeah, I'm looking forward to it, because I think
oftentimes people go to eventslike this right and with no real
way to activate their learning,and so I'm looking forward to
supporting the process over thecourse of the day to help people
think through what are thethings that are important to
(23:27):
remember, to remember about thisexperience, and what are the
things that I want to integrateand who do I need to be?
Based on what I'm learning, notwhat do I need to do?
Who do I need to become?
What habits do I need to let goof?
What beliefs do I need to letgo of?
What thought patterns do I needto abandon?
What do I need to embrace?
(23:47):
What beliefs, thought patterns,actions do I need to take on to
become the leader I say I wantto be, and so helping people
unpack that no pun intended iswhat I'm really looking forward
to doing.
Speaker 2 (24:01):
Yes, yes, I'm excited .
I mean I'm getting ready forthe conference.
I'm excited at what you'redoing in your podcast, so I'll
tell everyone come join us.
It's not going to be yourtraditional conference.
For everyone that's listening.
We're not coming in and worriedabout the breakfast or the
lunch and you get to shake acouple of hands and you write a
couple of notes and then you'reoff back to business as usual.
This is going to be a coachable, transparent, lean in, do the
(24:25):
work, action planning conference.
This is going to be one of themost well-designed professional
development conferences thatwe're going to host in Columbia,
south Carolina, and we got somephenomenal speakers.
That's going to contribute tothat.
For you, what do you want toshare with anybody as we begin
to wind down about yourorganization, or what you want
to offer?
Any books, any programs,anything you want to share as we
(24:45):
begin to wrap up thisparticular segment of ourI-A?
So D-R-C-O-R-N-E-L-I-Acom slashpodcast.
Speaker 3 (25:02):
That's where I would send you.
There's some freebies therethat you can download about
consciously engineering yourculture for success and bringing
humanity into your workplace.
You can get the link to get thebook and there's some other
resources there.
There's also going to be a linkto the podcast when we get
ready to launch it, so you canfind out more about the podcast
(25:23):
there.
I think the biggest thing Iwould say to leaders and to
folks listening is the end ofthe day, you are a reflection of
the five people you spend themost time with, and your net
worth the studies show your networth is about within $10,000, I
think is the number of the fivepeople that you spend the most
(25:43):
time with, and so if you don'tlike what your life looks like
as a leader, you need to changethe people you're spending time
with.
If you don't like what yourbusiness looks like as a leader,
you need to change the peopleyou're spending time with.
If you don't like what yourbusiness looks like as a leader,
you need to change the peopleyou're spending time with.
If you don't like what yourmarriage looks like, what your
partnerships look like, whatyour family looks like, you need
to change the five people youspend the most time with,
(26:06):
because that is what's going toup level your ability to
actually do something different,because you're going to have
people who are doing differentthings, who can support you in a
different way.
Right, my coach, my currentcoach, last week was in Thailand
, right Over there, looking atacquiring three new businesses
(26:28):
in Thailand.
And so it is.
Your life is going to be areflection of the people that
you spend the most time with.
So do inventory.
You know, as Damon John said.
I heard him speak severalmonths ago and one of the things
he said is every year he purgeshis friend list, he takes a
(26:49):
look at all of his relationships, he evaluates them and says
where am I growing, where am Ibeing of contribution, where am
I being contributed to?
And if the list of hisrequirements aren't being met,
it's not that he kicks you tothe curb like you don't matter,
because everybody matters.
As you always say, peoplealways matter, right, but at the
(27:11):
end of the day, he has to makea decision because his time is
valuable.
Well, so do you, because yourtime is valuable too.
So think about who are thepeople that you're spending the
most time with and what are theygiving you?
Are they edifying you?
Are they supporting you?
Are they creating opportunityfor you to grow and develop?
Are they exposing you to newopportunities?
Are they helping you to staystuck in your current level of
(27:35):
mediocrity?
Speaker 2 (27:41):
Yes, yes, I love it.
I love it.
And I will tell you, we've beenaround each other for years and
the one thing that I doappreciate a lot about you is
always striving to be betterthan you was yesterday.
And I tell people, whateveryour best is today, there's
potential and room for it to bebetter tomorrow.
So don't get comfortable.
You did a great job today,thank you, awesome, but tomorrow
I do want better, and that's inyour marriage, that's in your
relationship, that's in yourhealth, that's in your finances.
(28:02):
It should be better every day,and so I love that you're saying
that, because I think sometimes, as people, we get comfortable
and complacent and we stay inthose circles because it doesn't
stretch us or require us to dosomething different.
So I'm telling you, on Unpackedor with Dr Cornelio and myself
and companies, that you get achance.
Please get a coach, please bearound a group of people that
want to see the best for you andmore for you.
And that's not just about money, that's about all of the parts
(28:26):
of your life, and I thinkoftentimes, dr Cornelio, people
want to just attribute it tomoney, or people will tell you
that money ain't everything.
I don't think it is, but itdrives a lot.
Let's be honest.
It's like oxygen you can't getstuff done without it.
So don't be afraid to makemoney, but people matter.
Dr Keneally, it's beenphenomenal.
You've been great on the show.
Any last minute remarks youwant to leave with us before we
wrap up.
Speaker 3 (28:46):
Listen.
In life, you don't get what youdeserve.
You get what you tolerate.
If you don't do anything else,don't listen to anything else
that I've said today.
Uple, don't do anything else.
Don't listen to anything elsethat I've said today.
Up-level your life byeliminating the things that you
tolerate.
It's the easiest place to start.
People often ask how can Ichange?
How can I actually live a lifethat I've designed?
One of the best ways to do thatis to eliminate the things that
(29:09):
you tolerate in your life, inyour relationships, in your
workplace.
If it's something that youdon't want to see there, do the
work to change it.
Speaker 2 (29:17):
Yes, yes.
Thank you so much, dr Cornelia,and thank y'all for hanging
with us.
Feel free to follow either oneof us.
You can go out and really seeus on LinkedIn.
It's probably a place you'llfind a lot of information about
both of us For all of you thatalways come to the show.
Thank y'all for supporting thepodcast.
Thank you for referring yourfriends Again.
Ron Harvey, with UnpackedLeadership, excited about the
work that we do and the valuethat we get to add to so many
(29:38):
people across this entirecountry.
I'm looking forward to you onthe next episode.
So until then, dr Keneally andI will sign off and we will see
you on the next episode, y'allhave a great day.
Speaker 1 (29:48):
Well, we hope you enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Remember to join us everyMonday as Ron unpacks sound
advice, providing real answersfor real leadership challenges.
Until next time, remember toadd value and make a difference,
where you are, for the peopleyou serve, because people always
(30:11):
matter.
Welcome to Unpacked Podcast with your host
leadership consultant, ronHarvey of Global Core Strategies
and Consulting.
Ron believes that leadership isthe fundamental driver towards
making a difference.
So now to find out more of whatit means to unpack leadership,
here's your host, ron Harvey.
Speaker 2 (00:20):
Well, good morning.
This is Ron Harvey.
I'm the vice president, thechief operating officer for
Global Core Strategies andConsulting.
We're a professional servicesfirm that do all leadership,
development and training fororganizations and, to really
make it easy for you tounderstand, we spend all of our
time making sure our leaders arebetter connected to their
workforce the people whoactually do the work and help
(00:40):
companies be successful.
That's in the hour after hourafter hour getting the strategic
plan done, if you will, theheavy lifting of that.
So we help our leaders bebetter connected.
But every single week we bringguests on our show and we do
unpack with Ron Harvey.
So I'm happy to have thepodcast going.
Thank you all for following usand all that do follow us.
I'm super excited about ourguests and if you follow me, you
(01:00):
know I never introduced them.
I really invite them tointroduce themselves for two
reasons I don't want to mess upwhat they want to talk about and
who they are and what they do,and it doesn't require me to
remember all of it either.
So I want to take the routethat's probably most effective
not easy, but effective allowthem to introduce themselves.
So I'm super excited to have DrCornelia with us, who's been a
good friend for a long time, acolleague, a peer, a mentor.
(01:23):
I probably mentored her acouple of times as well, but we
did a lot together and soexcited to have her.
Plus, she's coming to ourleadership conference on October
the 3rd.
So, Dr Cornelia, let me handyou the microphone.
Speaker 3 (01:34):
Well, first of all, Ron, it's wonderful to see you.
Please tell Maya and Linda thatI said hello.
I haven't seen them in so long.
I can't believe she's graduatedLike.
That's insane.
But I'm Dr Cornelia ShipleyBerryman, CEO and founder of 3C
Consulting, a firm thatspecializes in the retention and
advancement of mission criticaltalent.
(01:56):
So, similar to Global CoreStrategies, we work at the
intersection of leadership,development, people, strategy
and culture.
I'm the author of thebest-selling book, which is
right there, called Design yourLife how to Create a Meaningful
Life, Advance your Career andLive your Dreams.
My PhD is in consciousleadership and conscious
(02:16):
business, and we helporganizations really think about
understanding the metaphysicalprinciples and the conscious
leadership principles that driveall of the results that you get
in your life, whether you thinkyou're governed by them or not,
and so super excited to be hereto have this conversation with
you today.
Speaker 2 (02:36):
Yes, I'm excited.
We've been talking about thisfor a while.
You know one thing I tell hershe puts the work in and she's
like look, we've been talkingabout this when I'm coming on
the show, Ron, I'm so happy tohave you on the show.
You've done phenomenal inwatching your work.
I tell everybody that follow us, especially me as a business
owner, Dr Keneally is peoplethat do what you do.
(02:57):
How do you build partnershipsand relationships?
I think oftentimes we get itconfused, competing against
people that you can collaboratewith.
You've done a phenomenal job,so thank you for your friendship
and your partnerships, and aswe do the work together, we're
in different communities andit's a joy to watch.
Speaker 3 (03:13):
congratulations on becoming dr cornelia thank you,
thank you, thank you.
Yeah, I mean, you're right,we've been collaborating now
it's been a decade, if I have mymath right.
Um, between you know work youand your team have done with my
for my clients, and work me andmy team have done for your
clients, and I think, ultimately, both you and I have a similar
(03:37):
philosophy.
Right, it's really about sayingwhat is the thing that the
client needs?
Yes, who is the person that canbest deliver what needs to be
delivered in service to ourclients?
And you know, I have teammembers now that I met through
you, right, and you have teammembers now that you met through
me.
(03:57):
So, yeah, it's been a wonderfulopportunity to collaborate
together.
You know, you were there whenwe celebrated my PhD, and so
this has been a journey around,both personally and
professionally, getting a chanceto support each other and be a
part of each other's lives andfamilies, and all of that.
Speaker 2 (04:15):
Yes, yes, thank you so much.
So we get to talk about Unpack,we have real conversations.
We kind of let people behindthe curtain.
What I found over my years ofdoing this work and we've both
grown a lot, we've learned a lot.
We've changed our businessmodels and our mindset a lot.
You supported Partner toEmpower, which is a program that
helps entrepreneurs.
You're coming to our leadershipconference Unpacked Leadership
(04:37):
Conference on October 3rd.
So you're always looking forways to help, but you also are
reaching out to get people tohelp you in your organization.
When you think about leadershipin the space and it's changed
drastically over the years.
We've known each other and evenbefore we knew each other.
What do you enjoy most aboutthe work that you do in
leadership?
Speaker 3 (04:56):
You know, I think there are two things I would say
that I enjoy most.
I shared this last week when Iwas in South Carolina.
Right, ultimately, leadershipis about understanding that you
bring the weather, you set thecontext in which work gets done,
and if you aren't setting upthe right circumstances, people
can't thrive, they don't feelwhole, they're not able to fully
(05:19):
contribute, they're not able tobring their relevant self to
the workplace.
Yes, I said relevant, notauthentic.
We can talk about that later ifyou want, but at the end of the
day, what I love about doingthis is helping organizations
which is really the people andthe leadership in organizations
understand what does it mean tobring humanity to work and how
(05:43):
does that create competitiveadvantage for your business?
Because we know it does andoftentimes we act like it
doesn't.
Speaker 2 (05:50):
You know.
So, before we dive into a tonof questions which I do have,
you know, in the time we'llspend with everyone I want to
pause briefly, though.
You're going to be releasing apodcast, so I would love to
market that, because this isabout marketing, but it's also
about adding value to you and Iand to the people that listen to
us.
So we want to be a service, sogo ahead If you could drop that.
You got this podcast coming up.
Speaker 3 (06:09):
Yeah, so I do have a podcast that's coming out with a
co-host of mine.
It's called the Rules haveChanged, and we started
recording conversations verysimilar, ron, to the
conversations you and I havebehind the scenes and we said
you know, the world needs tohear these conversations about
how the rules have changed inlife, in love, in work, right,
(06:33):
the way in which we live, theway in which we do.
Life has evolved, and peoplearen't talking about the fact
that the way in which you had tonavigate your life yesterday
and the way in which you need tonavigate your life today are
not the same.
They're just not the same, andso giving people an opportunity
(06:55):
to understand that and to beable to have the skills and the
tools and the resourcesnecessary to navigate that it's
critically important, and sothat's what we're hoping to do
with the Rules have Changed.
Speaker 2 (07:09):
Oh, yes, yes, I love it.
The Rules have Changed, so staytuned.
It's coming out, Dr Cornelia,and I know it's going to be.
You know she's really authenticabout the conversations, as she
mentioned earlier.
So please, please, we'll dropmore information at the end.
I wanted to pause just to makesure we recognize what you're
doing and other people can findother resources, which we both
want to provide resources.
So, Dr Cornelia, I want to diveinto some of the things I'm
(07:32):
thinking as I listen and as Iknow you pretty well and the
work that you do.
You've watched a lot of leaders.
You know over time what aresome of the common mistakes that
leaders make when they'retrying to develop others and
what should they avoid.
Mistakes that leaders make whenthey're trying to develop
others and what should theyavoid.
So, when you think about me asrunning a company, I have to
develop my talent on my team.
What are some common mistakesyou see leaders making when
they're developing others?
Speaker 3 (07:59):
I think the biggest mistake.
There are two.
I think one is that they expectpeople to be like them, to
think like them, to solveproblems like them, to approach
work like them, and innovationhappens at the point of conflict
, and conflict doesn't happenunless you have people who think
differently than you, who seethe world differently than you.
And then I think the secondmistake that people make is they
get caught up in their own bias, and when they get caught in
(08:21):
their own bias, it can literallycost you everything.
I think about two nonprofits Onemade the news, one did not,
both of which went out ofbusiness because their founder
did something that wasinappropriate, right, and it was
steeped in their bias, right.
I think about a very well-knowncoach.
(08:43):
I won't say her name justbecause I won't be sued for
slander, but you know she postedsomething in her community
after george floyd died and itwent viral and she lost millions
of dollars because of her ownlack of awareness and her own
bias and her own preconceivednotions.
(09:04):
And so I think leaders have toreally get clear that your bias
is costing you and your desireto surround yourself with people
who are like you is preventingyou from innovating and creating
new spaces and opportunity foryour business.
Speaker 2 (09:22):
Can you unpack a little bit?
I mean you spoke of it reallyquick there that innovation
happens at this place ofconflict.
Can you share more about that,because it sounds like real good
?
I said wait time out.
She flew past that, let's backup.
Can you share more?
Help us understand that.
Speaker 3 (09:39):
I agree with it, but I don't know if everybody gets
it, yeah, so the way in whichinnovation happens is you have
to have a point of tension,right, something that is
sparking people to do somethingdifferent.
Innovation is about change,right?
Not the way you do things today.
(10:00):
It's about doing somethingdifferent.
And, ultimately, the way thatthat tension happens is in the
normal day to day conversation,where you think one way and I
think another way, and in whatNapoleon Hill says when two
minds come together, somethingmagical happens.
(10:20):
When two minds come together,something magical happens.
He refers to it as themastermind, the third eye, the
third mind, and that's whereinnovation happens.
It happens in the ability tosay I see it this way, you see
it that way.
Oh, based on that, what mightwe create out of those two
worldviews?
That's not present today.
Speaker 2 (10:40):
Wow, how do you help leaders under Dr Cornelia?
How do you help leaders thatget stuck and I have to have the
answer or it's my project, orit's my company, or it's my
organization.
Ego is the easiest word,probably, to explain what I'm
talking about here.
How do you help leaders thatego get in the way of letting
that really happen?
Speaker 3 (10:57):
I think it's two things, ron.
I think it's ego, and I thinkit's two things, ron.
Speaker 2 (11:00):
I think it's ego and I think it's fear.
Speaker 3 (11:02):
Okay, right, people say that they are afraid of
change.
No one is afraid of change.
If you were afraid of change,you wouldn't get married, get
divorced, have a baby, buy a newhouse, buy a new car.
You wouldn't do any of that ifyou were afraid of change.
What people are afraid of isbeing out of control, and so the
conversations we have withleaders is about this false
(11:26):
construct called control,because the truth of the matter
is, the only thing you cancontrol is yourself, and
sometimes you can't even controlthat.
Speaker 2 (11:34):
Absolutely.
Speaker 3 (11:35):
Right, and so, if you understand that this notion of
control is a false construct,you can then start to engage
with people in a way that allowsyou to have clear intent.
Right, what is it that you'retrying to do?
But be open to how that unfolds, because what we get attached
(11:56):
to is the how yes, that weexpect it to happen a certain
way to look, look a certain wayto unfold in a certain way, and
if we can let that go and getclear about, here's the thing I
want you to do.
I need you to create thispowerpoint.
Here are the standards in whichit needs to, you know, happen.
It needs to, you know, have ourbrand colors and it needs this
(12:17):
and it needs this content.
Right, but if the person doesit at two in the morning or two
in the afternoon, does it reallymatter, as long as you have it
in time for delivery, right, weget caught up in how people do
stuff.
We want to control the processand, if you can let go and get
clear, I need to do my part.
(12:38):
Right, you said earlier, I putin the work.
Right, I got to do my partright.
Right, you said earlier, I putin the work.
Right, I got to do my partright.
We were talking before westarted recording in the green
room today about the fact that Ihave been releasing weight
physically in my life.
Right To do that.
I got to do the work rightBefore we got on this call.
I went for a walk this morning.
I took a shower, you're right,I did the things necessary right
(13:01):
.
When we get off this phone, apiece of salmon and a salad is
waiting for me because I got todo the work, but I can't control
how fast I lose the weight.
I can't control.
I can't control that.
I can control my controllables.
Yes, right, I think the otherthing the ego part of it is
people get so caught up in whatother people think about them
(13:24):
and so if you don't understand,you don't understand that other
people's opinion of you is noneof your business, because it's
not driven by you.
It's not.
It's driven by how they see theworld and what they think is
supposed to happen and what theythink is important and what
they think matters.
And if you don't understand,that people's opinion of you is
(13:45):
not about you, it's about howthey see the world through you.
Right, I'm going to say itagain it's not about you.
It's about the way people seethe world.
Through you you do an action,they get triggered because of
their damaged and broken theirlife experience, and so, if you
can understand that, it makes iteasier for you to make the
(14:08):
authentic choice for yourself,what matters most to you, right?
How do you live thatauthentically, instead of
getting caught up in what peoplethink you should want, should
do, should say, should wear,should act?
Speaker 2 (14:21):
I mean, kenia has so much for me to unpack here, but
I'm going to say some of thatbecause she'll be joining us on
October 3rd at a conference andyou'll get to hear some more and
she's also a speaker and she'straveling, so we'll give you, as
they do in SAMS, we'll give youa sample today, so that way you
can want to know more and go toher podcast and her platform as
well.
What are you currently learningor unlearning about leadership
(14:41):
now?
Speaker 3 (14:42):
What I'm learning about leadership is one kindness
always matters, right, and Iwant to draw the different
distinction between being kindand being nice.
Like nice is not a value, right?
You and I have had thatconversation before.
Right, like nice is not thething.
And it's not the thing becauseit's often disingenuous.
(15:05):
Right, but kind is what youwant to be, and the best way
that you can be kind to otherpeople is to be clear.
Right, and I've seen it wherepeople have not been clear, have
been manipulative, haveattempted to move their agenda
forward without kind of tryingto throw a stone and hide their
(15:29):
hand by moving their agendaforward.
So I think this notion of beingpresent and being kind is
something I'm learning has hugeimpact for the retention and
advancement of mission criticaltalent.
Right.
At the end of the day, ifpeople feel respected, that's
part of the reason why they feelrespected, because you've just
been kind, said another way,you're treating people in a
(15:53):
humane manner.
I think the thing that we needto unlearn is the notion and
listen.
Thank you for your service.
I'm about to make a militaryanalogy, so don't get your gun
out, but I think the hierarchyof our military systems, which
was how leadership was firstframed right when organizations
(16:17):
started.
We took the military model andapplied it to the workplace, and
I think what has done us adisservice in that model is that
innovation can come fromanywhere.
A good idea can come fromanywhere, and when you have a
hierarchical structure, you canoften miss the good ideas people
(16:38):
have.
That would move your businessforward exponentially faster.
In metaphysics, we talk aboutmaking a quantum leap.
You've seen it happen withstartups.
Right?
I'll use Instagram as theexample.
Right, they wanted to sellInstagram I think it was, for it
was like for $1 billion, andthey sold it to Meta for 10
billion, like it was.
It was a ridiculous deal.
(17:00):
They made a quantum leap.
They did that in part becauseMark Zuckerberg knew the
vertical integration that wasgoing to happen with Facebook
and that he was going to turn itinto a billion dollar business.
Yes, but that would not havehappened if the people, if he
was of the mindset that said youknow, nobody here but me has a
good idea, cause I would bet awhole lot of money that somebody
(17:23):
else in meta was like hey, thisthing is happening in Instagram
, let's vertically integrate itand do blah, blah, blah, blah,
blah.
Right, same thing happened withSteve Jobs.
Steve Jobs came up with a lotof ideas, but I'm telling you
whether it was the iPad, theiPhone, the iMini, the MacBook
Pro XYZ.
Somebody else came up with someof those ideas and had those
(17:47):
leaders been stuck in, it has tobe my idea, it has to be my ego
.
Their businesses wouldn't haveexploded the way that they have.
They just wouldn't have becauseit wouldn't have been possible.
Speaker 2 (17:58):
Wow, I love it.
I'm learning about how to getout of your own way.
Like, the best ideas don'talways come from the top Matter
of fact, very rarely do theycome from me.
In my organization, there are alot of smart people, and how do
you intentionally create spacefor people to be smart?
Like, intentionally create anenvironment where people can be
smart and can bring it to workevery day?
Which leads me to our nextquestion.
(18:20):
As we look at our time here, wetalk a lot about culture.
We talk a lot about strategy.
You and I spend tons of time inthere.
What is it that?
A company?
But for all our people that arein companies, that are
listening, that are inleadership roles, what would
they notice about theircompany's culture that says, hey
, you may want to call either onor Dr Cornelia, what's
happening that can be verydisruptive, that they will
(18:42):
notice?
Speaker 3 (18:42):
Yeah, so understand who your canary in the coal mine
is Right, based on yourbusiness and based on who your
mission critical talent is.
Do you understand the triggersthat are causing those key
people to leave yourorganization, to be disgruntled?
That's thing one.
If you understand the canary inthe coal mine and they're
(19:03):
starting to behave differently,complain, whatever, you probably
need to call one of us.
If you're in your environment,the physical place, the physical
space that you're in, and yourecognize it's not humane, it's
not designed for humans to dowork, you probably need to call
us.
If you're in a situation andcircumstance where you're having
(19:27):
problems you don't understand,you should call us because all
business problems are peopleproblems.
There's not a single problem inyour business that you have
that's not a people problem.
And if you don't understandwhat's happening, it means you
don't understand pieces of thehuman condition that are
contributing to the negativebusiness results that you're
getting.
So you should call us.
(19:47):
And then, lastly, if you'relooking to grow Right, because
we don't just solve problems, wehelp people strategize on how
they're going to grow theirbusiness and how they're going
to expand the capacity of theirpeople.
And so if you're really readyor you're experiencing a huge
growth spurt and opportunity.
(20:07):
You absolutely should becalling us Absolutely.
Speaker 2 (20:11):
Yes, yes, yes, love it.
Dr Keneally, when you thinkabout who you are, what you've
done, the question I have foryou that's coming to mind, for
all those that are listening, ishow important was it for you to
have mentors and I say thatplural and coaches along the way
, because oftentimes you want todo it by yourself or you don't
want to hire a coach because youdon't want to make the
investment and you've made a tonof investments in your
(20:33):
professional development.
How important has that been toyou being who you are today?
Speaker 3 (20:41):
So you know, I mean my very first mentor, as you
know, is the vice president ofmy company today, right, and
she's had a distinguished careerin her own right as a senior
vice president and chief XYZofficer of her long time
employer.
I have probably spent, on mymindset alone, six figures,
right.
I worked with one of thenation's top mindset coaches.
(21:03):
Every day for three years,every morning at 9am, I was on a
call with him and about ahundred other entrepreneurs
talking about what I'm thinkingabout and how that's impacting
my ability to do work, and thatwas not clearly six figures is
not a cheap investment, right?
So it's been invaluable to me.
(21:26):
I mean, I'm working with acoach right now and she last
week I was preparing to sharethe stage with some very
well-known speakers and we weretalking about strategizing, like
what happens when I get off thestage.
She's an eight-figure businessowner and she's been doing this
a long time and she gave me somereally great strategies that
(21:49):
are paying off and gettingtraction, right, and so if you
think you have all the rightanswers, you will stay exactly
where you are, and if you stayexactly where you are, you're
actually losing ground.
Speaker 2 (22:03):
Yes.
Speaker 3 (22:04):
And so you don't understand that you are either
growing or you're dying.
Right, you're either movingforward because there is no
stagnant Right, everything isalways in motion.
Right, you're either movingforward because there is no
stagnant Right, everything isalways in motion, right.
And so, if you don't understand, you're moving one way or the
other, engaging in ways that aredesigned to help you unpack the
(22:41):
beliefs and the thoughtpatterns that you have that are
keeping you stuck, and the onlyway you can do that is through
mentorship and coaching andsponsorship.
That's it.
Speaker 2 (22:47):
Yes, yes, love it, Love it.
And you lined us perfectly upwith Dr Cornelia Unpack.
We're getting ready to hostUnpack Leadership Conference.
It's our first leadershipconference on our brand.
What do you anticipate bringingto our audience?
What would you give us a littlebit?
What do you plan to do?
I know you're going to do anactivation session.
What can people expect in thatsession with you?
Speaker 3 (23:07):
Yeah, I'm looking forward to it, because I think
oftentimes people go to eventslike this right and with no real
way to activate their learning,and so I'm looking forward to
supporting the process over thecourse of the day to help people
think through what are thethings that are important to
(23:27):
remember, to remember about thisexperience, and what are the
things that I want to integrateand who do I need to be?
Based on what I'm learning, notwhat do I need to do?
Who do I need to become?
What habits do I need to let goof?
What beliefs do I need to letgo of?
What thought patterns do I needto abandon?
What do I need to embrace?
(23:47):
What beliefs, thought patterns,actions do I need to take on to
become the leader I say I wantto be, and so helping people
unpack that no pun intended iswhat I'm really looking forward
to doing.
Speaker 2 (24:01):
Yes, yes, I'm excited .
I mean I'm getting ready forthe conference.
I'm excited at what you'redoing in your podcast, so I'll
tell everyone come join us.
It's not going to be yourtraditional conference.
For everyone that's listening.
We're not coming in and worriedabout the breakfast or the
lunch and you get to shake acouple of hands and you write a
couple of notes and then you'reoff back to business as usual.
This is going to be a coachable, transparent, lean in, do the
(24:25):
work, action planning conference.
This is going to be one of themost well-designed professional
development conferences thatwe're going to host in Columbia,
south Carolina, and we got somephenomenal speakers.
That's going to contribute tothat.
For you, what do you want toshare with anybody as we begin
to wind down about yourorganization, or what you want
to offer?
Any books, any programs,anything you want to share as we
(24:45):
begin to wrap up thisparticular segment of ourI-A?
So D-R-C-O-R-N-E-L-I-Acom slashpodcast.
Speaker 3 (25:02):
That's where I would send you.
There's some freebies therethat you can download about
consciously engineering yourculture for success and bringing
humanity into your workplace.
You can get the link to get thebook and there's some other
resources there.
There's also going to be a linkto the podcast when we get
ready to launch it, so you canfind out more about the podcast
(25:23):
there.
I think the biggest thing Iwould say to leaders and to
folks listening is the end ofthe day, you are a reflection of
the five people you spend themost time with, and your net
worth the studies show your networth is about within $10,000, I
think is the number of the fivepeople that you spend the most
(25:43):
time with, and so if you don'tlike what your life looks like
as a leader, you need to changethe people you're spending time
with.
If you don't like what yourbusiness looks like as a leader,
you need to change the peopleyou're spending time with.
If you don't like what yourbusiness looks like as a leader,
you need to change the peopleyou're spending time with.
If you don't like what yourmarriage looks like, what your
partnerships look like, whatyour family looks like, you need
to change the five people youspend the most time with,
(26:06):
because that is what's going toup level your ability to
actually do something different,because you're going to have
people who are doing differentthings, who can support you in a
different way.
Right, my coach, my currentcoach, last week was in Thailand
, right Over there, looking atacquiring three new businesses
(26:28):
in Thailand.
And so it is.
Your life is going to be areflection of the people that
you spend the most time with.
So do inventory.
You know, as Damon John said.
I heard him speak severalmonths ago and one of the things
he said is every year he purgeshis friend list, he takes a
(26:49):
look at all of his relationships, he evaluates them and says
where am I growing, where am Ibeing of contribution, where am
I being contributed to?
And if the list of hisrequirements aren't being met,
it's not that he kicks you tothe curb like you don't matter,
because everybody matters.
As you always say, peoplealways matter, right, but at the
(27:11):
end of the day, he has to makea decision because his time is
valuable.
Well, so do you, because yourtime is valuable too.
So think about who are thepeople that you're spending the
most time with and what are theygiving you?
Are they edifying you?
Are they supporting you?
Are they creating opportunityfor you to grow and develop?
Are they exposing you to newopportunities?
Are they helping you to staystuck in your current level of
(27:35):
mediocrity?
Speaker 2 (27:41):
Yes, yes, I love it.
I love it.
And I will tell you, we've beenaround each other for years and
the one thing that I doappreciate a lot about you is
always striving to be betterthan you was yesterday.
And I tell people, whateveryour best is today, there's
potential and room for it to bebetter tomorrow.
So don't get comfortable.
You did a great job today,thank you, awesome, but tomorrow
I do want better, and that's inyour marriage, that's in your
relationship, that's in yourhealth, that's in your finances.
(28:02):
It should be better every day,and so I love that you're saying
that, because I think sometimes, as people, we get comfortable
and complacent and we stay inthose circles because it doesn't
stretch us or require us to dosomething different.
So I'm telling you, on Unpackedor with Dr Cornelio and myself
and companies, that you get achance.
Please get a coach, please bearound a group of people that
want to see the best for you andmore for you.
And that's not just about money, that's about all of the parts
(28:26):
of your life, and I thinkoftentimes, dr Cornelio, people
want to just attribute it tomoney, or people will tell you
that money ain't everything.
I don't think it is, but itdrives a lot.
Let's be honest.
It's like oxygen you can't getstuff done without it.
So don't be afraid to makemoney, but people matter.
Dr Keneally, it's beenphenomenal.
You've been great on the show.
Any last minute remarks youwant to leave with us before we
wrap up.
Speaker 3 (28:46):
Listen.
In life, you don't get what youdeserve.
You get what you tolerate.
If you don't do anything else,don't listen to anything else
that I've said today.
Uple, don't do anything else.
Don't listen to anything elsethat I've said today.
Up-level your life byeliminating the things that you
tolerate.
It's the easiest place to start.
People often ask how can Ichange?
How can I actually live a lifethat I've designed?
One of the best ways to do thatis to eliminate the things that
(29:09):
you tolerate in your life, inyour relationships, in your
workplace.
If it's something that youdon't want to see there, do the
work to change it.
Speaker 2 (29:17):
Yes, yes.
Thank you so much, dr Cornelia,and thank y'all for hanging
with us.
Feel free to follow either oneof us.
You can go out and really seeus on LinkedIn.
It's probably a place you'llfind a lot of information about
both of us For all of you thatalways come to the show.
Thank y'all for supporting thepodcast.
Thank you for referring yourfriends Again.
Ron Harvey, with UnpackedLeadership, excited about the
work that we do and the valuethat we get to add to so many
(29:38):
people across this entirecountry.
I'm looking forward to you onthe next episode.
So until then, dr Keneally andI will sign off and we will see
you on the next episode, y'allhave a great day.
Speaker 1 (29:48):
Well, we hope you enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Remember to join us everyMonday as Ron unpacks sound
advice, providing real answersfor real leadership challenges.
Until next time, remember toadd value and make a difference,
where you are, for the peopleyou serve, because people always
(30:11):
matter.
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