Unpacked with Ron Harvey
People Always Matter. Join Ron as he unpacks leadership with his guests.
Unpacked with Ron Harvey
Embracing Heart-Centered Leadership and the Power of Coaching in Entrepreneurship
Can you imagine transitioning from a stable corporate career to the thrilling uncertainties of entrepreneurship? Our special guest, Kathy Hadizadeh, knows this journey all too well. A former technology executive turned leadership coach, Kathy joins Ron Harvey on Unpacked to unravel her path from corporate leadership to launching her own coaching and advisory company. Discover the critical skills that leaders need today, including coaching, conflict resolution, and fostering diversity, equity, and inclusion. Kathy's insights into mental and emotional health, mindfulness, and resilience are invaluable for maintaining a healthy and productive workforce.
Have you ever felt disconnected from your true passions? Kathy shares a transformative case study about an aerospace engineering client who rekindled his passion through guided meditation and visualization. This journey not only reignited his motivations but also led him to embrace greater responsibilities. Our discussion highlights how societal norms often steer us away from our true desires and underscores the crucial role of coaching in reconnecting with one's inner dialogue and joy. Understanding and nurturing what truly brings energy and fulfillment is essential for heart-centered leadership.
Navigating the stigma around asking for help, especially in leadership roles, is no small feat. We explore the common misconception that seeking assistance equates to weakness and dissect strategies to build trust and distinguish coaching from therapy. Through personal anecdotes and powerful examples, we illustrate how small actions can change mindsets and how gratitude plays a pivotal role in recognizing the support we receive. Kathy also shares her journey to focus on leadership development and executive coaching, emphasizing the power of fearless leaders to create impactful work environments. Join us every Monday for new episodes filled with practical advice, heartfelt stories, and leadership insights that promise to add value to your journey.
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Just Make A Difference: Leading Under Pressure by Ron Harvey
“If you don’t have something to measure your growth, you won’t be self-aware or intentional about your growth.”
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The views and opinions expressed in this podcast are those of the speakers and guests and do not necessarily reflect the official policy or position of any organization or entity. The information provided in this podcast is intended for educational and informational purposes only and should not be considered as professional advice. Listeners should consult with their own professional advisors before implementing any suggestions or recommendations made in this podcast. The speakers and guests are not responsible for any actions taken by listeners based on the information presented in this podcast. The podcast is not intended to be a substitute for professional advice or services. The speakers and guests make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the information, products, services, or related graphics contained in this ...
Welcome to Unpacked Podcast with your host leadership consultant, Ron Harvey of Global Core Strategies and Consulting. Ron's delighted to have you join us as he unpacks and shares his leadership experience, designed to help you in your leadership journey. Ron believes that leadership is the fundamental driver towards making a difference. So now to find out more of what it means to unpack leadership, here's your host, Ron Harvey.
Speaker 2:Good morning. This is Ron Harvey. I'm the Vice President and the Chief Operating Officer for Global Core Strategies and Consulting, and we're a leadership firm based out of Columbia, south Carolina, been in business for just over 10 years, my wife and I. All of our work is really about the culture of an organization. We do that through the lens of a leader, and our job really, when we go to organizations, is really how do we develop leaders where they can take care of the people that they're responsible for and responsible to, which is a heavy lift In today's society. There's just so much that leaders have to know how to do, like coaching and conflict management and building trust and diversity, equity and inclusion and all the other things that come along with their job, and so we try to help them do that really really well. So we enjoy it, we love it, but what we do is we started a podcast and the podcast has grown to where. How do we have real conversations with leaders across the board, from all organizations, all walks of life, about what's working, what's not working, what are some of the best practices, what are some of the things we learned and we failed at? So we let you behind the curtain the challenging part of this is none of us know the questions. All we know is we're going to talk about leadership. I'm not sure what I'm going to ask next. I'm not sure what they're going to say next.
Speaker 2:All of my guests have agreed to come on and enjoy the conversation and be transparent and be real. Our goal is to add something to your tool bag that makes you more effective, makes you better at what you're trying to get accomplished, whether it's entrepreneurial, whether that's leading in a federal organization, whether that's leading in your community or running a business or working in your church. Wherever you are, we're going to meet you there and have a conversation that hopefully adds value to you. So I'll get started. I'd love to invite our guest. She's with us all the way from California, so she's on a different time zone, and so, kathy, let me get it right.
Speaker 2:Adiza, did I get it right? Awesome, yes, yes, I love names and I always want to get them right. They are very, very important to me. So one of the first lessons as a leader learn people name. Don't say it the way you want to say it Like it shows that you paid attention and you care enough. So learn someone's name. So, kathy, thank you for coming on, thank you for saying yes. I'm going to hand the microphone to you and ask you to introduce yourself. What do you want us to know? Who you are, what you do, what you're excited about? So I'm going to leave it alone and let you go where you want to go.
Speaker 3:Thank you so much, ron, for having me and for the introduction to this show. Well, my name is Kathy Havizadeh, as Ron mentioned to you, and I am a former technology executive. I started a coaching and advisory company about eight years ago and our focus is on bringing human-centered leadership to the world, very much in line with what just Ron mentioned. So in my organization we offer one-on-one opportunities for leaders. We also offer group coaching for leaders especially, we have programs tailored for women leaders in tech, product and engineering. And we also do one more thing that is more geared towards, pretty much, I think, everybody who is listening to you who might have an interest, which is how we can improve our brain health and emotional health by building more of mindfulness and resilience in our brains.
Speaker 2:Yes, that is a very, very hot topic right now mental health, brain health because we've worked our bodies so long and we really haven't done a good job.
Speaker 2:Matter of fact, if you talked about that years ago, someone would be looking at you like something was wrong with you for bringing it up. And so we've changed and we realized the importance of it and the way to do it right and effective if you want to keep the workforce healthy and yourself healthy. So I love that you're doing that, and so for all of our leaders that are listening, all of our audience, we love talking about things that add value we from a lens of leaders. So, technology you were in corporate for a while and you transitioned out of corporate, so there has to be some experiences or some lessons learned from transitioning from corporate to being an entrepreneur. What was the difference in leadership or what were some things that you'll share with us? That wouldn't be helpful, because some of our guests have transitioned or they're thinking about transitioning either from corporate or into corporate, based on what's happening in their lives.
Speaker 3:What are some of the lessons learned? Lovely, so you know, in full transparency. Actually, one of the programs that we offer is transition coaching, especially for high achievers. Sometimes you get to a point that you're like I'm not sure if corporate america is anymore in the cards for me, but what else is out there and who am I? Without my corporate america title and the bigger question right, you can live in a society that, I think. Maybe the third question they ask you in a social setting is what do you do?
Speaker 3:yes you have an answer somewhere up your sleeve. So there is a very big difference between corporate world and going on your own and starting your own journey of self-employment or starting a business. Aside from the paycheck, yes, the constant entity when you are in a corporate world that you can rely on what number you get every year, every month, every two weeks, whatever the case is. In the business world you don't have that kind of content, but there is a beauty to it that there is no limit to. You're not waiting for that three percent merit increase per year after your performance review and after you had hit, met or exceeded in all the things that they ask you. So that's a really big thing. The sky is the limit, in a way. So there's some beauty in there. But at the same time, I think for me one of the biggest things has been to have more guts. Yes, very hard. It's hard when I make a mistake. Well, who can I blame other than myself in the mirror?
Speaker 2:Yes, there's nobody else to look around like. Oh, that was on me, yes.
Speaker 3:I have coaches and I talk to them. That's something good, but at the end of the day, I have to sit with myself frankly and analyze what did I do wrong or right, or how can I learn about my next step? And that sense of you are responsible for your decisions.
Speaker 2:Yes, it's amazing that you say that. You know you said a couple of things. That was super important is there's a beauty to working in corporate and there's a beauty to being an entrepreneur in corporate. You know you wait on the 3%. You look at the pay rate, you look at the evaluations and that determines and there's a cap on it. And when you go into entrepreneurship, if you want to be a business owner, there's no cap but it's determined by your work ethic.
Speaker 2:Like you got to get up every morning and you don't get to feel bad. You know, hour after hour after hour, when you mess something up. You got to recover really, really fast so you can get your head back in the game and you can go back and start doing great things, because you're going to have some bad moments. Kathy, for a second, where was the time when you went on this journey where you were concerned and things weren't going the way? How did you recover? Because resiliency pops up. But how do you recover when you're a leader and things are going totally sideways? They're just not going according to plan and you had a strategic plan and you've been brief and the slides look great, but it all fell apart.
Speaker 3:How do you help?
Speaker 2:leaders recover from that mentally.
Speaker 3:I think that's a really good question and especially if you are, as I said, going on a journey on your own, I'm going to say an answer that I think, if people are listening, they have to take it to heart. I think this is pretty good nugget for them to take away from this conversation, which is, before going into any journey whether it is working for corporate, whether it is working for corporate, whether it is working for a particular boss, whether it's working for yourself really, really spend time and energy to answer why, why do I want to do this? What is the impact of my existence if I do this in the world? Because anybody in the world can have bad days. I mean, there's Richard Branson.
Speaker 3:I really like this person. I think he even probably can have bad days. Probably, I don't know. He always posts about really good days in Caribbean. So I really don't know. But I'm just saying really knowing your why and the impact you want to make in the world, that brings you back and that helps you get aligned in those moments kind of quickly yes, I love it.
Speaker 2:Simon Sinek writes a book on it. No know your why? Find your? Why exactly in the work that you're doing and figuring it out? How does someone go about that, whether I just got a new leadership role, or whether it's you know I'm starting this venture, or because why I can apply to everything in life?
Speaker 3:how do you do it? There are different approaches to that, okay, and I have to say like I can give you some of the stories and that can maybe bring up something in the audience's mind. For example, a lot of people forget about their dreams from their childhood.
Speaker 2:Yes.
Speaker 3:And that's where we really had a chance to decide what we want to do or what we really enjoy. We got all the bells and whistles and I have to pay the bills and those kind of things. So going back to that space can be beneficial for people. I give you an example I have a client. He's pretty genius and he is in charge of programs that helps us, as humans, send rockets to the sky, basically. And one point he's under a lot of stress as you can imagine, it's a very stressful job. And at one point he's under a lot of stress as you can imagine, it's a very stressful job and at one point he wasn't sure if all this stress is worth it. So one thing that one exercise that we did together I wrote actually guided meditation and visualization, and we walked through. Why did he even go to Caltech to study aerospace engineering? Where was that coming from? And that ignited him to go and talk to one of the people that he respected tremendously in his field and from there we were able to really get some renewed energy in the way that he was looking at his path, really get some renewed energy in the way that he was looking at his path, and he decided to stay with that company and even took more responsibilities, believe it or not. So that is possible.
Speaker 3:But there are different ways of approaching, and I always look at the psychology of the people and you have to be working with people for a little while to understand. What does this person respond to? How can I bypass their thinking mind and get to their subconscious, to their really. What is it that they really, really, really want? And not just, oh yeah, I have to be this and I have to be that, and my husband wants me to be that and my mom wanted me to be that. I mean, we all have a lot of conditioning in our minds. Frankly, this talk came to me, ron, yesterday as I was exercising in the park that the mom was running after the kid like a one and a half year old kid in diaper and was saying I believe in you. And I was like, wow, they start early, I believe in you. And I was like, wow, they start early. I didn't grow up with somebody running with me when I was in diapers, saying, I believe in you.
Speaker 3:I didn't grow up that way. I think a lot of people didn't grow up that way. So the generation is changing and you have to meet people where they are based, on all their conditionings and their background.
Speaker 2:I love that. You tie back psychology. You learn where does it start at? Go back to your childhood Phenomenal. So if you're listening, it was amazing when I was younger and you think about the risk I took, the dreams I had, and then you get older, you stop dreaming, it's just like no, I need a strategic plan. I got to have this written out and I looked at your site and I did this research and had the team figure and you talk about the heart and you talk about the psychology of this and oftentimes people leave their heart out of what they really are doing. It becomes almost like being a robot just going through the motions. How do you get past just going through the motions and really the subconscious level of enjoying life?
Speaker 3:How do you get there? That's a really important topic of how you get back to the heart in the middle of a society that it is always about. Does this make sense? Yes, right, I mean, that's the thing. I remember. I was changing jobs years ago and, honestly, I was in the middle of a mess and I didn't know why I'm in the middle of a mess. I was grieving the loss of my grandmother, but I didn't know that you can be grieving for a period of time. I was thinking, oh, I did it, for I don't know, it's three months past, so I should be okay.
Speaker 3:That kind of thinking and this position felt like it has a lot of good opportunities, but my heart wasn't in it, beginning from the people I talked to. The boss I talked to, it was too far from my house and I had two little kids. My heart was in it, but you know what I was doing, ron Swear, to God, the funniest thing. I was running around and talking to everybody in the world asking their opinion, as if they know what is right for me, if I cannot decide what is right for myself. Yes, I mean, what do they know of my life? I mean they were polite and they listened to me frankly and they gave me their advice. But at the end of the day, that was wrong approach because I was avoiding sitting and connecting with here, with this heart, and say does this sound right to you, kathy? Is this what you want to do? Rather than thinking, oh, the pay is better and the position is higher and I'm going to do this and I'm going to do that. Position is higher and I'm going to do this and I'm going to do that. So you see, that's where we get lost. Now you're asking how do we get back to this heart thing?
Speaker 3:And one of the hardest things to do to get back to the heart is to sit with yourself. Yes, devoted, undivided attention to the talks. The inner dialogue of your heart not your mind and the heart is something that the inner dialogue comes through your body, not just here through your body, like if you are thinking about an idea and just the thought of it makes you go like this because your heart doesn't like it. But if you are feeling this vastness, when you are even thinking about an idea, you feel like your heart is exploding with joy and you feel renewed energy in you. That is telling you something.
Speaker 3:So there are signs, but people do not slow down to connect with these signs because we are always on the go and if you stop you feel like you're missing something in this big race that everybody is running, because that's the conditioning of our society and that's one of the beauties of the coaching and the work that I do we hold the space for people so that they can connect with that heart and not just run like a headless chicken from one thing to another. And does this work? Does it make sense? Blah, blah, blah.
Speaker 2:You're so spot on that we are. It's hard to sit by yourself with yourself and so, as you're listening, I don't you think it's like a light switch. It's super easy, it can be. I mean because you really it's. Everything slows down and you feel like, as you were saying, kathy, you feel like you're missing something, like I can be doing something else with my time. Well, probably the most important thing you can do with your time is get yourself together so you can be a better service to yourself and to the others around you. So I love that you say you know slow down and listen to your heart, and you even say our heart tells us stuff. Oftentimes we fly through that like a yellow light. We're in a rush to the next event or the next person or the next phone call, the next meeting or the next, whatever it is, and we don't really pay attention to what our heart is telling us, which, as leaders, as you're listening to it. How do you help leaders begin to appreciate what's not working for them?
Speaker 2:or not best for them, because sometimes you're looking at the corporate ladder and you just keep going and keep going. Then you get to the top and realize you're not happy. And I've seen it, I've been there before. Chase this thing that the world says we ought to have. What corporate said well, to be successful, you got to live here, you got to do this, you got to drive this, you got to have this degree, you got to have have this title, you gotta make this much money. And then you get it like, well, is this all it is? Is this what success? It may be success, but is it really happiness?
Speaker 3:I love this and I want to tell a story again because I love it and I can't tell the stories from my clients because it is very true, and when you are a lot of high achievers and leaders are ambitious people. Yes, ambition is part of the game. Now, ambition is an amazing thing because it helps us plan and it helps us go after it and execute. And when we execute, the moment that we are done with one part I think maybe about a week or two then we start looking at the next plan. So we are on the lookout for the next and the next and the next. And well, it can be exhausting on your nervous system, but the adrenaline rush is amazing. So you go on with it until you get to the top and then you're like what was I thinking? And this is very lonely, because the top is very lonely. Who can you talk to? You can only talk to your executive coach and be honest, or maybe your therapist, if you have one, but other than that, there's not much you can share with a lot of people. It's a lonely place. So I'm going to tell a story from one of my clients, because there is some good that can come out of it when we are able to connect with the whole of us and not think of our career and leadership in piecemeal. It's the piecemeal thinking that will get us to that isolation and sense of so what when we look at the whole person, every one of these ambitious people can have? Every one of these ambitious people can have other goals and desires that are bigger than themselves, and it is proven scientifically that we thrive out of connecting and doing something selfless for people other than ourselves. That is one of the pillars of even mental health. That's why people go into charity and work in the soup kitchens and all of that.
Speaker 3:Now I give you this example of a client who we connected like a little bit more than a year and a half ago and he was VP and he was super talented and technical and he came and said my ambition is to get to the c-suite, but the company I work for they are saying that you need to be radically human. That's their mentality, and I really don't know what they mean that I should be doing to be radically human, or what does that mean? First of all, there is gold in being honest and being vulnerable. Yes, frankly, and then we looked into what does that mean for you as a person. Forget about this entity that you're working for. You have a child, you have a family, you live in this world, you are human, so what does that mean for you?
Speaker 3:And little by little, we started building something together of how he can change towards his own team. We used and this might be interesting for the people listening to us there's a lot of assessments out there, absolutely, and companies pay for assessments for their employees and a lot of times, employees get very excited. Oh my God, the assessment CD is that you know, somebody did. Maybe, if you're lucky, they hire somebody to debrief you rather than sending it to you via an email. And we some of those DISC assessments, in this case to look at the formation of his team and see how do they work together. What does being radically human mean in terms of the formation of this team and these different personalities that work for him? How can he approach them differently? How can they approach their teams differently? And it became bigger than him because it became about all these other people that were under his leadership. Yes, he got promoted to the C-level a couple weeks ago and they recognized him for his humanity when they wrote the press release.
Speaker 3:But the thing is, this is the thing that made me very happy more than everything else. He came and said you know what I have been thinking in this field he's in the field of cyber security there are not enough talent, there is not enough education for the kids made available in this field. That's why there is such a big shortage of talent. Well, I didn't know, because I do not follow the news on that particular industry. I was like, oh okay, and he gave me the example of what one of the executives at Microsoft is doing to bring more awareness to the education in that particular field. And he connected with one of his old friends. He went to a college, he talked to the people about what does it take to go into that route. He loved it and he's planning on doing it in a broader scale. See, there can be a lot of opportunities.
Speaker 2:Yes, thank you for sharing, kathy, which I want to unpack for a second, because oftentimes, as leaders, we feel like we have to have our own answers. We got to know everything and what I've noticed observed is most executives are not really good at asking for help and not very good at receiving it when it shows up. How do you help executives ask for help and receive it when it shows up, because it can be very lonely but nobody does it by themselves.
Speaker 3:Well, I certainly have a struggle with it myself.
Speaker 2:Yes, all of us can raise our hand like I got it, I got it. I have to roll up your sleeves. And people are there waiting like I'm here to help you and you're hand like I got it, I got it. I have to roll up your sleeves. And if people are there waiting like I'm here to help you and you're like I got it, they're like will you just go down somewhere?
Speaker 3:we're here to help, all transparency. There is a correlation in the mind between asking for help in the mind of some people. It's not a scientific fact that there is a correlation from a neuroscience perspective, but in the mind of people there can be this correlation that they can lose their credibility if they ask for help, or it can be a sign of weakness. And it is a matter of how do we deal with those stories or those narratives in the mind of a person, and I have to tell you it is not easy because, especially I can tell you, these people are where they are because of their hard work and ethics and a lot of good things. So the first step is to build trust that they can feel like I'm talking about a coaching relationship because I'm a foreign entity to them. I mean, I am sitting in a place that I have worked with what more than I don't know? 1,500 people, and this is a spiel that I have worked with what more than I don't know? 1500 people, and this is a spiel that I'm more familiar with. But for them I am a foreign entity and some of them are having this experience for the first time and it is very important to give them peace of mind.
Speaker 3:And one of the most important things in the coaching and one of the biggest things that I saw very, very beginning of my journey was some of the people were coming and commenting hmm, why is coaching different from therapy? Yes, you asked me about my emotions. You asked me about how I feel. This is not therapy, and so it is very important to make those distinctions for people at the get-go. Why do I ask about your emotions? Why do I ask you about your feelings?
Speaker 3:And no, I'm not a therapist. I'm not. I know a lot about neuroscience and brain and psychology because it is requirement of coaching, in my opinion, as a whole person coaching, but I'm in no way or form or shape calling myself a therapist. So, making these distinctions and giving people some education and knowledge from the get-go, I think it is key for building that trust so that the other things that you suggest to them when it comes to changing the narrative, they can be more receptive to it. Now, one of the biggest things is that I'm trained in integral coaching and be looking to understanding what is one's narrative and how can we change the narrative of a person through actions. So a lot of times we start with tiny baby steps to make that change, like one of the things that when I was in my coaching school they told me to do and I still laugh about it is that I am not a plant person.
Speaker 3:I still laugh about it is that I am not a plant person. I think I have even the ability to kill plastic flowers. I'm that amazing in that sense. So when I was in coaching school, one of the exercises they gave me was that no-transcript. Hello, have you met me? But, ron, that action shifted something in my psychology. Yes, so it is. Through these kind of narratives and I design whatever my client needs to do. Little by little action, you get them more familiar with possibility of what asking for help looks like. How can you go about it without having all those feelings come up? And how can you, little by little, change the narrative that asking for help sometimes it even shows that you are the stronger person?
Speaker 2:Yes, I love that story. I mean because you know they challenge you with something that you know it does change your mindset and you're not going to be able to do it without asking for help. You know it's amazing. I spent a lot of time and we're in the same space, which I love. You know the examples that you're sharing and one of the questions that comes up is how much does pride or ego get in the way of asking for help? Oftentimes and you know, if we're pretty ambitious we get caught up in how much you've achieved and sometimes that causes us to be very prideful and not ask because look at me, look what I've done, how much I've already accomplished, like I can get it done if nobody shows up, and that's maybe, but maybe not. So I think sometimes achieving can get in the way of asking for help, because you've done so much up to this part of your career and probably don't even realize who helped you get there, because you think you've done it on your own yeah, sometimes people feel that way.
Speaker 3:It is pretty amazing that they sometimes feel that way, but I have to say, the majority of people that I have met in my coaching journey, they well ego is a different story, but the gratitude. I have seen a lot of them remembering the people who have made them think along their way, and it's not always a mentor or a coach or something. It could be just maybe, I don't know a flight attendant. They did something for them while they were on a business trip. Yes, it has been interesting for me to see that they have those moments of somebody or something clicking in their mind and they bringing it to their heart that, oh, I'm so glad that it happened or I met this person. And I think that's an important thing because if I don't see that, then I will bring the practice of how can we be grateful for our journey and the people that we meet, because it's only through that that we allow ourselves to connect with more greatness.
Speaker 2:Awesome, kathy. I could probably talk to you for hours I mean just information in the conversation, but what have you noticed? I love to unpack one last thing for our audience Overtime corporate to where you are now, being an entrepreneur, what has been the most rewarding for you as a leader, helping other people? What has been the most rewarding thing that you've been able to experience?
Speaker 3:Okay, this is quite a big question, ron. So I had a reason for coming to this work and it wasn't an overnight decision in your leadership and in your life, and I was also able to see the organizations that do not have that fearlessness, how miserable people, leaders, the whole ecosystem can be. And having had a chance to live and experience and breathe the two ecosystems in my life made me think how can I contribute to more of leaders impacting people's lives in a way that is making a positive impact in the world? In 2016 and 17 off, I was healing from a challenge a health challenge and also it allowed me to think about my vision for what I want to do, and what came to me was that the peace in the world is missing because of leaders not being able to negotiate or communicate their views and perspectives in a good way.
Speaker 3:And if we have more and more leaders who care about people, who care about being responsible for themselves and others the thing that you said at the beginning and if they can be more connected to their people, invested in them, it is contributing to the peace in the world in general. I mean, it might sound minuscule in the macro level of possibilities in the world, but I'm doing my share. If the leader of I don't know 150 people and he can think differently about being a human, he's. If the leader of I don't know 150 people and he can think differently about being a human, he's impacting the lives of 150 people. And imagine multiplied by the number of people I work with and the number of people they leave, so that gives me a lot of satisfaction and fulfillment.
Speaker 2:Wow Well thank you for coming back, and I was thinking you know the why and where do you find it? And so you started with the why. When you talk about the conversation of know your why and then you know on the back end is well, what does that look like, what does it make you feel like? And so getting to tell your why is super important, being a selfless leader. Most human beings get great satisfaction out of what they do for others, and that's proven in science as well. Is there any last minute things that you would share with our audience? You know something that you say I haven't really said this or talked about. Is there something that's rising to the top that you want to leave with the audience as we begin to wrap up.
Speaker 3:Slowing down sounds simple, but it is never easy. Make sure you learn how to do that.
Speaker 2:Yes, yes, it's like that roller coaster. That roller coaster you get all the way to the top and just drop you real fast, like it's really hard to slow down. It is absolutely critical but very difficult. So if we're making it sound easy, it's not so. You know, kathy shared it with you. It's not easy, but it's very productive once you figure it out. So the saying I think that comes to mind is people say it all the time to me Ron, slow down, let's speed up. Like well, first that doesn't make sense, but it does. But sure, slow down the speed of whatever you know but it's reality.
Speaker 2:Yeah, in order to go faster, sometimes you have to slow down.
Speaker 3:Yeah.
Speaker 2:And that's important for us.
Speaker 2:So, Kathy, how do people reach you? People are going to listen to this podcast. They're going to watch it. They're going to want to probably reach out to you and talk about what you offer, or bring you back on another podcast. Different podcasters listen to our podcast as well. How do people reach you? And so, before you answer that question, let's go to the client side of it first. What will be happening in an organization that says we should probably call Kathy? What are some things that your company does and you do it really really well? Why should we call you?
Speaker 3:Sure, my company does very, very, very good in one-on-one leadership development and executive coaching and advisory. We not only offer coaching, but we also offer advisory because of my extensive experience in the industry, and they should call me when they have rising stars and they think that they want to take them to the next level. People should call me when they feel like I want to go to the next level or I'm entering a new company or a new job and I want to navigate it at a high level the famous first 90 days, or whatever the case is, I can be by your side, I can be your sounding board, or whatever the case is, I can be by your side. I can be your sounding board. If they want to offer a group coaching to their leaders, that would be amazing to have that conversation with them too.
Speaker 3:I have supported VPN C-suite level leaders through group coaching. Also, if they are thinking that I want to bring assessments as a data-driven approach to my teams, so I use a company that we have different behavioral and personality assessments for the different members of the team and that equips a leader to see, oh, maybe this person, this person, not getting along together, maybe there is something, and also this way. Sometimes it will be beneficial to work with the team leaders and for an organization if there is a conflict, because I will be able to facilitate those conversations and get them to the level that they can talk to each other more peacefully. So these are some of the things that my company can help with them and we also offer. It's not happening right now. We also offer half hour mindfulness meditation. We can call it attention training, we can call it being with yourself, on a weekly basis. So folks, if they are interested, they can contact me for that too.
Speaker 2:What's the best way to reach you. Someone's interested and say, hey, I actually can use this. You know what's the best way to reach you?
Speaker 3:LinkedIn. I'm always available on LinkedIn. Connect with me. Mention you heard me on this show and I will get back to you. I think LinkedIn is the best way. If you want to have a strategy session with me, mention this podcast and I will have a complimentary strategy session with you, because you have heard me on this podcast and you know something about me and something has clicked with you. That's an important thing. So it is okay with me to spend our time together to see if there's a synergy to have a conversation. So I would say LinkedIn all the way and subscribe to my newsletter on LinkedIn too Awesome, awesome.
Speaker 2:Two things, Kathy, so they'll get it right the name of your company and then if you could spell your last name for people that are looking for you on LinkedIn.
Speaker 3:So the name of your company. Then you can do the spelling of your name and my last name. Let me spell it for you because it's pretty long H as in Henry, a as in Apple, d as in David, I as in Igloo, z as in Zebra, a as in Apple D as in David, e as in Edward and H as in Henry.
Speaker 2:Thank you, kathy. Thank you so much for coming on Unpacked with Ron Harvey, spending some time with us and the rest of our audience and our visitors. I appreciate all the information that you shared. Feel free to reach out to us Again.
Speaker 2:Ron Harvey, with Global Core Strategies and Consulting. I'm on LinkedIn as well. That's where I do most of my professional business. So if you want to find me, look me up on LinkedIn, ronald Harvey. I go by Ron, but you know we look at professional as Harvey on LinkedIn, global Core Strategies and Consulting. Look that up, you'll find us. We're in Columbia, south Carolina. Love to have a conversation, love to join you on a podcast or have you as a guest on a podcast. So if you're listening and you want to be on a podcast that talks about leadership, love to have you as a guest. Reach out to the team. You'll find the link for this podcast also on our website. So all access. We'd love to talk to you and hopefully we did two things today we had fun and we added value and until next time, kathy and I will sign off, looking forward to having you join us each and every Monday with a different episode of Unpacked with Ron Harvey.
Speaker 1:Remember to join us every Monday as Ron unpacks sound advice, providing real answers for real leadership challenges. Until next time, remember to add value and make a difference where you are, for the people you serve, because people always matter.
