The Power of Authenticity | Episode # 160 | Encore Episode # 21

Empowered Living With Jeff Byrd.

Welcome to Empowered Living. Listen as Jeff tackles critical issues in a way that brings "Insight for business, leadership, and life!

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Episode Transcript

Speaker 1 (00:29):
Hello, this is Gabriella on the scene today with Top
Network Radio.

Speaker 2 (00:34):
We have a real treat for you.

Speaker 1 (00:37):
Just around the corner, and that is Empowered Living with
Jeff Bird.

Speaker 2 (00:42):
Jeff is the owner of Jeffrey for Coaching and he will.

Speaker 1 (00:46):
Be coming to you weekly to teach you more about
empowered living. Now let's join Jeff already in the studio.

Speaker 3 (00:56):
Hello and welcome. This is Jeff Bird with Jeffrey Bird
Coaching and this is Empowered Living. I'm so pleased that
you're able to join me today and tune in today.
We're going to be talking about the subject the power
of authenticity. A power of authenticity. Now, to be honest
with you, today we're recording a couple of shows that

(01:18):
I hadn't planned on recording right now. I had a
very good friend, been friends actually since kindergarten, and she
was lined up. I was going to do an interview
on the new book launch that she has coming up
for the book she's written. But there was a tragedy
and a family that's friends of ours, and so she
wasn't able to join us today, but she'll be in soon.
So what I did was I put out a post

(01:39):
on social media asking for what topics folks would like
to have covered, and one of them that came back
was authenticity and transparency. And I thought, boy, that's a
good one. So we're going to take that on today.
I want to start by something that the apostle Paul
said in the New Testament, in the Book of Second
Corinthians six vers. Eleven. He said, writing to these Corinthian friends,

(02:03):
our mouth has spoken freely to you. Our heart is
opened wide. So what we see here is that what
was going on on the inside was the same thing
being communicated on the outside. There was no discrepancy, there
was no hidden agenda, there were no unseen motives, there
was no falsehood. He didn't just say things that sounded good.

(02:24):
He actually opened his heart and everything in it to
them as well, because of his love, because of his
compassion for them, because of his belief in them. And
that's that's what authentic. I looked at the word authentic.
That's what it means. It means it's genuine, it's real,
and it's supported by unquestionable evidence. So many times we

(02:46):
see things on TV, we hear stories. We may know
people and it just seems that you know what they're
what they're putting forth and the good sounding spiel they're
giving you, that that's not really what's in stock on
the shelves, so to speak, what's on in the store window,
they don't have in stock on the shelves. And it's
that way with us. Sometimes we talk a good game,
but then when you really scrutinize and analyze, it's not

(03:08):
the same thing as what's going on on the inside.
That's actually where the word confess comes from. And when
we think of that in a spiritual realm, we've often
been trained to think of it as admitting something wrong
that we've done well. It has that application, but it
also has other applications. It can be very much admitting
what's right, admitting what's right about us, admitting the truth

(03:28):
about something, admitting the truth about God and about his
nature and about his goodness. What it actually means is
to speak sameness. To speak sameness, that's what the word
confess means. It means that what I'm saying is an
absolute and true reflection of what the reality is. There's
no difference. Nobody's going to come along and do an

(03:50):
investigation or scrutinize me and find out that what's really
happening is different than what I'm saying on the outside.
It would be nicely we lived in a world that
was like that, where we did have a problem, we
could all get together and go, Okay, here's the problem
that let's put our best thinking together to fix it. Right.
That often doesn't happen. But what happens is when we
are authentic, and especially in leadership, when authenticity abounds, a

(04:12):
lot of good can come. You know, we say that
something that's claimed to be a valuable object or a
relic from the past, you know, they have to go
get a certificate of authenticity, And sometimes I just wish
we had that for people. You know, it states that
what the thing is claimed to be is what it
actually is. And it'd be nice if what we claim
to be sometimes was exactly what we actually are, you know.

(04:33):
And sometimes in all of our lives, we find that
we come up a little short of that of what
we'd really like to be and what we would like
to have others think of it. And then but that's
not the end of anything. That's hope because now we
know what areas to work on to improve, in to
get better, in to have people help us in. So,
I want to want to go through a list of
the benefits of authenticity today, and I've got a list
of six things I want to give you. The first

(04:56):
benefit of authenticity is trust. Authenticity breeds trust people who
always own who they really are. And this is regardless
of how much or little they share. They're still what
they are sharing, and just their whole demeanor is true
to who they really are. They inspire trust in others

(05:17):
since nobody ever comes along and finds them faults and
saying one thing while doing another. So the first thing
it breeds is trust. People just send if you're an
authentic person, no matter how much or little you're able
to share it in a particular context when it's always
seen to be true, when nobody ever finds that, oh man,
they're just they're just giving me a line and the

(05:37):
reality is something very else. When when that happens, when
then trust is built in followers. The second thing is
it breeds authenticity breeds connectedness. Connectedness. Once we trust somebody,
now we're able to begin to connect with it. We
cannot really connect to someone who isn't honest about who

(05:59):
they really are. That's very, very hard to connect with
a person like that, because they're always doing what's in
their own best interest and they're showing you whatever face
and whatever side they think is going to get them
by get them the advantage. But you don't know who
they really are, so you can't really connect with somebody.
Those people need to get to know themselves first. They
need to spend some time doing some self evaluation, as

(06:20):
we all do at times, before others can truly know
and connect with them. They get in touch with ourselves first,
and then we have something to share. We understand our
own story, and it's very easy. I spent many, many
years not really understanding and the more I've gotten over
the years to understand my story, the more authentic I
can be, the more genuine I can be, the more

(06:40):
I can really tell about my own experience and the
ups and the downs and again downs. I just want
to want to emphasize that finding a weakness, finding a
trouble spot, finding something that isn't want it ought to be,
that is never the end. That's the end of the beginning,
like Churchill said, When we get now to have the
opportunity to start working on that, to get resources to

(07:01):
find people who are farther down the road and have
overcome those things and to get their help or maybe
get their books or maybe their podcast, and to start growing.
And that leads to the third thing next. The third thing.
That benefit of authenticity is that it generates inspiration and growth.
Honest stories that own personal weakness but show resolved to

(07:25):
improve and demonstrate growth and results. That's highly motivating for
other people. I'm not motivated by somebody who's just doing
great and super successful and they've never had a problem
in their life. That doesn't inspire me. The ones who
have had the problems and who are honest about it.
I love to hear somebody, you know. I was talking
to a colleague the other day and he explained how

(07:46):
we had been through a bankruptcy. Now I haven't been
through bankruptcy, thankfully, but I had some rough times, especially
launching this business. And what I do now that I
hope is very meaningful and helpful to other people. Boy,
there's some serious ups and downs when you strike out
on your own, like that boy here in his story
and what he had been through, and other people like
Les Brown who had a dream but he slept on

(08:08):
his brother's couch for fourteen years before he ever came
into his own and was able to take care of himself.
Now he's one of the most sought after speakers in
the world. But to hear those kind of stories of
people who have been where you are, had the problems
you have, and then they've made it and they're open
about it. They're authentic when they share with you their
story and they're honest, they're not trying to pretend there's
something that they're not. Those are the people who inspire

(08:31):
others and who help them to grow and encourage them
to keep at it. Number four of the benefits of
authenticity is it lowers the defenses in a team, allowing
for all to express their best thoughts freely and openly,
not having fear that if they're honest they're going to
have some repercussion or someone putting them down because they

(08:53):
have a better idea to know. It's going to lower
the defenses and say, hey, listen, we can all be open,
we all want the best for everybody. If you have
halfway healthy team, everybody wants the best for everybody and
for the organization, and having an authentic leader and authentic
people on that team, that lowers the defenses. We don't
feel like, hey, we need to guard ourselves because we're
going to be criticized, we're going to be judged, we're

(09:14):
going to be put down. It's like, no, if there's
a problem, let's bring it up openly. It's nothing as
good as saying, hey, you know, I think I really
blew it over here. Could y'all help me look at
this and see how we might be able to fix this,
Or saying to somebody else, hey, you know I haven't
seen your worth and your true value properly. I didn't
speak to you correctly. I haven't been thinking about you right.
Would you forgive me and for the way I acted

(09:36):
to you? Or reaching out and saying hey, you're better
at this than I am. You know you are more
skilled in this area. Could you please, I'd like to
bar your eyes for a minute to look at this
project we've got going on. See if you can give
me some ideas and some pointers here and everybody can
come together and say, okay, listen, we've got some issues,
but this is where we are in truth and honesty.

(09:57):
Nobody wants to be here, but we're here. How do
we move forward most effectively and get those ideas and
that free thinking, and nobody's afraid to do so those
defenses go down and the productivity and the good thinking
goes up. Number five, this is the fifth benefit of
authenticity is it greatly enhances leadership authal to an effective leader.

(10:20):
Nobody wants to follow somebody who's not authentic. And you know,
as we joke around in leaderships, sometimes we say that
he that thinks he leads when no one follows is
only taking a walk. You can think you're leading all
day long. You can have a position of leadership, but
if nobody's following you, you're not a leader. You're a hiker.
So this authenticity, just openly and honestly coming to the

(10:43):
people and saying hey, this is where I am, this
is what I'm going to at gains followers. People will
buy into that, especially if they see that, hey, we're
not just staying in this place. We're not going to
rent property in this bad place. We might be visiting here,
but we're going to come together and get some good
thinking and we're going to make it through. We're going
to find a way out. Patrick LYNCIONI he's a leadership
guru that I very much respect. And have learned a

(11:05):
whole lot from over the past few years. But he
says that people will walk through fire for a leader
that is true and human. Most of the time that
you see a leader that doesn't have people following them,
it's very, very often because there's something of that authenticity,
of the truth of a situation or of their own
humanity and just dropping that guard that's not present, and

(11:28):
that's why the team won't rally around. That's why they
can't get the leadership really in place. Dishonest leaders lose
committed followers and they gain shady ones with personal agendas.
That's not what you want if you're leading anything. That's
the last thing in the world that you need is
shady followers with personal agendas. You need committed followers who

(11:48):
know they can trust you, know that even if things
are bad, you'll be open with them, and that you're
going to find a solution together and move forward. And
number six, this is the last benefit that I have
for you of authenticity is authenticity minimize this backbiting and
secret complaining which demoralize a team very quickly. If you've

(12:09):
ever been on a team like that where the leadership
wasn't just really open and outright. You know, what happens
is there's a whole lot of backroom talk that starts happening,
and a lot of questions arise because things aren't clear,
and people don't feel that the truth is out there,
that they know what's going on, and that backbiting and
complaining that just spreads. You know. We sometimes I talk
about bad apples, you know, and you get a bad
apple somebody who's constantly doing that, and it just spreads

(12:31):
to all the other apples. It's a very very quick
way to infiltrate an organization with some bad juju. So
that needs to be addressed to where everyone can come
forth honestly and kindly to address all that needs to
be addressed and to find the best remedy and the
best success together. Okay, so those are the six benefits

(12:51):
of authenticity. Now I do have a couple of cautions
that I want to give you. And we find the
apostle Paul again saying again in the New Testament, and
he later said, we do speak a wisdom among the mature.
Everybody can't handle wisdom. Everybody, as you might remember in
a few good men, everybody can't handle the truth. Right,

(13:13):
So it's there. We have to take some precautions in
being open. We don't want to just give everything to everybody,
because depending on where they are in their maturity level,
they may not be able to handle it and it
may cause more problems than it does good. So here's
a few cautions. Number one, the immature may use your

(13:34):
openness against you. The less mature may not understand their
own humanity yet, their own weakness, their own shortcomings, their
own frailty. They may not understand that we all have
that and be able to be compassionate and be able
to respond in a healthy way. And sometimes they just
need more time to fail through their overconfidence. I was

(13:55):
leading a Sunday school class one time and we were
talking about some of the kids, and you know, they
knew all the right answers, but it just didn't seem real.
And I mentioned to the friend that was leading that group,
I said, well, I think they just haven't had enough
time to fail enough yet to actually learn how important
this is. And they said, wow, that is really the truth.
So just give them a little time to make a
few more mistakes and to fail a little bit so

(14:15):
that then they can understand that they're human too, and
they have just as many problems as the ones they're
finding fault with. It's like a friend of mine when
she was a young, younger woman, she was very critical
of other people, and she said that an older friend
of hers came alongside and called her name and said, hey,
you got a full time job sweeping your side of
the street, and frankly, you're not doing so hot. You know,

(14:37):
if we're spending if we have enough time to spend
criticizing other people, we've got enough time to spend building
ourselves and coming up with good solutions. That's never the
right answer. But the immature may use our openness against us.
They may see us as weak and encourage others to
do so as well. Now, the remedy to this is

(14:58):
first to discern your audience and to share only as
much as will be helpful. Now, in an organization, it's
very important that, especially when you're going through changes, that
everyone understands the context of where you've been, where you are,
where you need to go, and why the changes need

(15:19):
to happen, and how it will benefit everyone when you
get there. So we want to share as much as possible,
but we don't want to give so much information that
the immature can turn it around, twist it and use
it against us and damage our relationships or damage the organization.
The other remedy for that is to affirm and over

(15:40):
affirm the resolve to find solutions and to grow both
personally and corporately, and then to do it so. In
other words, if you're bringing up an issue that needs
to be addressed and you just want to be open
and authentic about it, don't just share the weakness. Don't
give the IMPRESSI and that Hey, we're just weak and

(16:00):
we're just going to stay here and it's just all
bad now. Anytime that that happens, people respect people who
own their weaknesses but are resolved to grow and actually
do so and to overcome those weaknesses. Those are some
of the most amazing stories sometimes, like if you watch
the Olympics or you know athletes who have been through
terrible disasters and tragedies and physical injuries, but they've worked

(16:22):
their way back. They didn't just stay there. They were
open about the fact of it. They couldn't help but
be They couldn't hide it very well like sometimes we can.
But they were resolved to come back and they have
a comeback story, and we all love those comeback stories.
So let your people, if it's your family, if it's
your organizational team, if it's whoever it happens to be,
let them know that, Hey, this might be where we are,

(16:43):
but this is not where we're going to stay. I
am personally committed and committed to this organization that we
are going to find better ways forward and we're going
to move there together. Might not be easy, but it's
going to be valuable and it's going to be worthwhile
at the end. Number two, being on authentic and open
may promote clanging among the needy who want to find

(17:07):
common ground with you based on the weaknesses that you
share and not in your resolve to find remedies. Now
let me give you personal illustration. There's there are times
when I love to just be wide open, authentic, vulnerable,
just let down the guards. Those times are when I'm
around somebody else who I know understands where I'm at

(17:29):
and they have pressed through and they have gained ground
and they have gained greater success because I know they're
going to understand. I know they're not going to throw
the book at me. I know they're not going to
condemn me. I know they're going to be able to
help me because they know what it feels like and
they've been there themselves. Now that's the positive. The negative
is when there's somebody who just wants me to be

(17:49):
weak because they see themselves as weak and unable to grow,
and they just want to have a buddy. They can
hang out and commiserate about how bad it is, you know,
how bad it is that they're like chicken little, how
bad it is that the sky's falling, how bad it's
going to be when it falls, and how heavy it's
going to be to put back up. You know, there's
a lot of people like that. I don't want to
share with those people. I don't want to have them

(18:10):
try to grab me into their pity party and keep
me there. No, I'm sharing the weakness not because I
want people to stay there with And I'm not trying
to get a club of weak people together. I'm trying
to own the weakness so we can get the best
thinking and the best result of the best thinking towards
the best results together and move ahead together. I'm not
trying to rent space there. I might have visited there,
but I want to see that place in my rear
view mirror just as soon as possible. So the remedy

(18:33):
for this is to realize that the difference between the
weak and the strong is not that they don't have weaknesses.
We all have problems, We all have weaknesses. The difference
is in thy resolve to do something about it. Okay,
somebody said one time that a pig and a sheep
may both fall into the same mud hole. But while

(18:54):
the pig is squealing in delight just doesn't have any
desire to get out, the sheep is going to be
bleeding its head off trying to climb out and seeking
both end up in the same mud hole with the
same problems. It's what's going to be our response to that. Okay, Now,
some would rather wallow in self pity and failure than
to do something that will get them recognition and praise
for doing something positive. So many people they just don't

(19:16):
see value in themselves. And that's one of the things
I try to do always is help people see value
in themselves. That hey, you're valuable. You know, God loves you,
he gave everything for you. You've got gifts, you've got strength,
you've got abilities, that this world needs, but you've got
to be willing to develop them. God's gift to us
is our gifts and abilities. Our gift back to him

(19:37):
is developing them and doing something with them that benefit
our fellow man and can actually build ourselves as want
as well. We have to do that, We have to
find those ways to get forward. But some people, when
they see that we're not going to commiserate with him
and stay stuck in wallowing and the self pity and
the weakness, they may try to find fault with us

(19:57):
to make themselves feel better. If they can't have a
buddy that'll just pat them on the back and tell
them everything's okay. When they're stuck and they see somebody growing,
they may actually attack that person growing and try to
pull them down so that they can feel better instead
of actually doing something good that they can feel good
about and developing themselves and getting themselves out of that
mud hole using their God given gifts and the resources

(20:20):
and the friendships that are available to them. So our
constant devotion to growth and improvement will silence those type
of people. And if they refuse to grow, if you
got somebody on your team and they refuse to grow
in a way that's healthy for the organization. They need
to be removed as soon as possible. Do everything to

(20:40):
give them every opportunity, provide them the context, show them
why their behavior does not line up with the organizational
mission and values in the context, and the culture, the
healthy culture that you want to have. But if they're
not going to grow, they need to go one or
the other. Grow or go. But if they start attacking us,
our constant devotion to growth and improvement will ultimately silence them.

(21:04):
It's sooner or later it's going to be noticed that, Hey,
that guy, that's that's the real deal. Boy, he's putting up.
He's bodying under a lot of pressure. He's doing a
lot of stuff, and he's even though he's not saying
a lot about it, he's committed to grow and do
what he says he's going to do for the for
his or her good and also for the organization. Now,

(21:25):
this is a note on that one intuition may tell
you if someone has the potential and the dormant desire
to grow. Sometimes people may seem like they're just stuck,
but really, on the inside, there's that little seed waiting
to take root and grow and sometimes you can't just

(21:45):
not invest in them. In a case like that, if
your intuition tells you, hey, this person's kind of stuck,
but there's something in there. I just know there's something,
and there's this seed that's going to take root and grow.
In that case, being more personally open with them may
help give them hope. My recommendation is to give a
little at a time, though, don't tell them everything about

(22:05):
your life. Give them a little bit at a time,
and give them a give them a remedial course of
action so that they can do something to take a
step in the right direction, and then let them pass
the testat watch and see how they do with that.
And if they do that well, and if they if
they start showing that, hey, that seeds growing and taking
then you can be more open. Then you can give
them more without worrying about them trying to twist it

(22:26):
around and attack you and doing something that damages your organization. Okay,
so we're gonna take a I know this is a
lot to digest, but this is recorded. You can listen
to it again. You can message me right here on
the page where if you're looking at it on the
Facebook page, you can you can type in a comment
or a question there. If you're on the radio show,

(22:46):
you can get my email address from it and you
can send me an email and then we'll address those.
But this is so important because what happens is a
lot of times I'm talking to managers and I'm talking
to directors, and what they say is I want to
be open. But every time I'm open, people just tramp.
They just trample me underfoot and use it against me.
And I say, what I think is the key is
being as open as is appropriate, but letting people know

(23:09):
you are committed to overcoming and to growing as an
individual and taking the team forward. And when they see
that that you're not going to put up with anything
that stays in a week area or isn't committed to growing.
When they see that, the respect is going to be there,
and if it's not there, it's probably time to start
working towards a transition plan to get them off of
the team and get the right people in the right

(23:30):
seats on the bus on your team and get the
bus going in the right direction. So we're going to
take a short break and I'm going to come back
with some closing applications. Jack will be.

Speaker 2 (23:39):
Back shortly to wrap up today's message.

Speaker 1 (23:42):
This is Gabriela Stelund Scene Today with Top Network Radio.
If you're just tuning in, you're listening to Empowered Living
with Jeff BYRN. If you've missed any part of today's message,
you can hear it again online as well as the
entire archive of them Powered Living at www dot dot

(24:04):
Network Radio dot com or search keyword hashtag Empoweredliving. We
would like to acknowledge our music partners, Sound Ideas for
Corporate to the Max and Kevin McLeod for Airport Lounge.
Any scriptures read during this broadcast are from.

Speaker 4 (24:22):
The New American Standard version of the Holy Bible. If
you would like to learn more about Jeffreybird Coaching, visit
www dot Jeffbirdcoaching dot com. That is j E F
F b y r D Coaching dot com.

Speaker 2 (24:41):
Do a Facebook search for add coaching Rocks, or drop
Jeff a line at Jeff at Jeffbirdcaching dot com Again
j E F F B y r D Coaching dot com.
Let Jeff's coaching rocks be the building blocks of your
forward success. Now let's go back to Jeff for the

(25:03):
rest of.

Speaker 1 (25:04):
Today's message.

Speaker 3 (25:09):
And welcome back. This is Jeff Burden. You're listening to
Empowered Living and we're talking about the power of authenticity
today and want to close out today's message and broadcast
with five applications. The first application when it comes to
being open and authentic and just dropping the guard being

(25:31):
vulnerable with anyone, with a friend, with your family, especially
with a business organization. The first one is to discern
your audience. Discern your audience and if they're not mature
enough to be able to help and to be part
of the answer to the problem, don't give them information

(25:52):
that they can use against you, don't do that. Discern
your audience. Number two is share what they need to
know them now. We want to give them as much
as they can handle. We want to be as transparent
as is possible without harming the group through casting doubt.
If there's just a whole lot of problems going on,

(26:14):
you might not want to bring every single thing to
the table at the first conversation. Be open with them,
always be true to the reality. But it doesn't mean
you have to give the entire reality all at once.
Somebody said that a leadership is a disappointing people at
a rate they can tolerate. So sometimes you don't want
to give them everything all at once, but then give

(26:35):
them some work towards the solutions, and as you start
getting momentum at working through things, then give them more
as they can handle it. So be as open as
is constructive. If your greater openness tends towards not being constructive,
then just wait on that. Go with what you can
give them and get that momentum going, get the ball

(26:57):
rolling in a good direction, and then give more as
they get to the point where they can handle it.
Number three, assure and reassure your people, your team, your
family of your commitment to growth personally as a leader
and as a team. But now don't just assure them
that just growing and being open to feedback. You know,

(27:20):
some of the best questions a leader can ask are
very short sentences. They are what am I missing? What
do you think? How can I improve? Be open to
that feedback as a leader and let them give that,
and don't crumble under it. If they give you bad things,
thank them for it. Look for the nuggative gold of truth,
even if it's given with a poor attitude. There might
be a nuggetive gold of truth there that you can

(27:43):
take and make something out of that and really improve
and help everybody around you as well. So assure and
reassure your commitment to growth, and then back it up
by doing it and being open. And then number four,
own your organization issues head on. Own them head on,

(28:04):
don't skirt them, don't avoid them, don't let them fester.
Take them head on, look for them, bring them out
on the table for conversation, and then engage in the
practice of healthy conflict in order to find remedies. Now,
what I mean by healthy conflict is this, When you
have unhealthy conflict, people are fighting for their personal agendas,

(28:26):
they're fighting for their own egos, they're just trying to
be right, they're putting other people down. That's very unhealthy
interpersonal conflict. That can lead to some mean spirited, ugly stuff.
That's not the kind of conflict we want. But I
mean when I say healthy conflict, healthy conflict is looking
for the best idea to move forward. It's putting personal

(28:48):
egos and agendas and even departmental agendas aside to find
what's best for everybody, for the organization and for those
that they serve. So own those organizational issues head on,
do not let them fester till they're out of hand,
and then practice healthy conflict to find the remedy. And
then lastly, number five has deal with problem attitudes and

(29:11):
behaviors immediately as soon as they arise. I have a
friend who's a director at an assistant living facility, and
she told me the story about a woman they brought
on and she was very qualified, but she had an
abrasive attitude. She said. She called her in immediately as
soon as she became aware of it, and they sat
down and she said, Okay, this is who we are,
this is how we behave, this is why we exist

(29:32):
to help people. And this attitude that I'm hearing about,
this is this abrasive attitude. This isn't in alignment with that,
and so I'm going to need to work with you
to see if we can get you aligned with that
or else we're going to need to make some other
arrangements and you're gonna have to find something else. Well,
that woman took that to heart and they worked together
and she became so valuable. There was a she was

(29:54):
a med card technician. She delivered the medicines to people,
and a family came in to meet with the sales person.
The salesperson was tied up, they talked to this medtech
and they were so impressed with the medtech that they
signed up and moved their family member into the community
because they said, Hey, this is the kind of people
we want taking care of our of our parent. So
sometimes when you do address things, always do it with

(30:16):
the context of the organization, what its purpose is, what
its behavior is like, and providing the willingness to work
with them to bring that behavior and those attitudes back
in alignment with the organizational priorities, and so that everybody
can move forward together and they have the opportunity, just
like that woman, to become a very valuable part of

(30:38):
the team. So I thank you. This is this is
a pretty serious conversation we've had today. This is applicable
in so many areas, and I see the need for
this so often in my own life and in the
life of those around me. I hope that this has
been beneficial to you, that you'll take some of these
to heart, think over them, think over the applications for you,
for your teams. And I believe that if you do

(31:02):
and do the tough work of working through this, then
a lot of good can come from it. I'm so
glad that you joined me again. I'm jeff Bird with
Jeffrey Bird Coaching, and this is empowered living