Unpacked with Ron Harvey
People Always Matter. Join Ron as he unpacks leadership with his guests.
Unpacked with Ron Harvey
Quiet Leadership Strategies for Empowering Change
Discover the transformative power of quiet leadership with our remarkable guest, Karen Grosz, CEO of Canvas Creek Team Building. Karen brings a unique perspective to leadership by emphasizing the impact of silent, thoughtful moments and how they can lead to profound changes in how we guide others. We venture into the world of collaborative art, where creating in silence brings out unexpected leadership lessons from both family and pets. Our conversation navigates key aspects of quiet leadership, such as being present, asking insightful questions, and fostering an environment where employees are eager to collaborate.
As leaders, how can we build trust and foster inclusivity in a rapidly changing workplace? Karen and I dive into the evolving dynamics of leadership, shifting from traditional authoritative roles to more collaborative and open-minded approaches. We discuss the current challenges of eroding trust in leadership and offer strategies to restore it, like assuming positive intent and embracing diverse perspectives. Through innovative team-building exercises—like creating art without speaking—we explore new ways to strengthen trust and collaboration within teams.
Empowering leadership requires more than just skills; it needs mentorship and self-care. This episode emphasizes the importance of nurturing both ourselves and our teams. Karen shares insights into cross-mentoring relationships and the mutual benefits they offer. We also tackle the issue of self-criticism and the importance of self-care, setting a positive example for others. To support your leadership journey, Karen introduces her books "Quiet Leadership" and "What's Next," with a special complimentary offer for listeners. Join us for an insightful conversation filled with practical advice and resources to enrich your leadership path.
Connect with Ron
Just Make A Difference: Leading Under Pressure by Ron Harvey
“If you don’t have something to measure your growth, you won’t be self-aware or intentional about your growth.”
Learn more about Global Core Strategies
.
.
.
.
.
Disclaimer:
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, the Vice President, the Chief Operating Officer for Global Core Strategies and Consulting. We are a leadership development firm that's been around for 11 years now so excited. We just celebrated our 10-year anniversary and everything we do is around helping leaders be better connected to their teams and the people that take care of their organization, that deliver their products and their services, that help the organizations grow their profits.
Speaker 2:We know the importance of leadership, and so we spend all of our time on everything leadership, whether it's coaching, whether it's consulting, whether it's team building, whether it's building collaboration, whether it's just making sure that the workforce wants to work for you, that they want to support you, and that takes a special person that people want to work for. Because we do have choices People can choose to work for you or work against you, and we want to make sure that you're the leader that people want to work for. So that's what our company does every day across the board. So we love that, but we do a podcast, and what we found out in the podcast is called Unpacked with Ron Harvey, and we invite guests from around the world to talk about their experience in leadership and what they're learning from their own experiences. So you're going to hear from our guests all the time about their personal and professional experiences, and we call it Unpacked because I don't know what I'm going to ask them and I don't know what they're going to say.
Speaker 2:We promise you we'll talk leadership, we'll have fun and we're going to keep it where it's something that you can go out and you can share, where it's safe. We know in today's society there's so much social media that's inappropriate. We promise to be appropriate. We promise to do the right thing and be professional, as we do our podcast. So thank y'all for joining us and I have a phenomenal guest. Karen, thank you for joining me all the way from Montana. I'm going to hand you the microphone and let you you have fun with it.
Speaker 3:Oh my gosh. Okay, ron, I'm so excited to get to talk to your people and to you today. I'm such a fan of the work that you're doing. I often say that I'm the CEO. I'm the Chief Encouragement Enthusiasm Officer. I own Canvas Creek Team Building. It is a team building concept that I developed about 13 years ago, so I love that. You've been in business 10 years. I know how much work it is to maintain these, oh my gosh. And I'm the author of Quiet Leadership. But I have to tell you, ron, where, when you were introducing yourself this morning and talking, I just landed on having employees that want to work for you. Isn't that the beauty of the work we get to do? Help people have that.
Speaker 2:It absolutely and I'm thrilled that. I mean I'm going to do a lot. I mean so, as people talk and you watch our podcast you know I always listen to what they're saying and I use that information to ask whatever questions are going to come up. I never know what my questions are going to be. They always give us something that and I'll tell you, leaders, the most important thing you can do is listen really, really well and ask really great questions. You don't have to have the answers to any of them. You don't even have to have your questions ready. Have one to get started. But outside of that, be present, and most of us work hard as leaders trying to have the perfect question. Well, the perfect question may not even show up until you have a conversation. Just be present, have fun, let just be present. Have fun, let your guard down and stop taking yourself so serious. We got it. We got to get things done, but relax.
Speaker 2:So, karen, you talked about quiet leadership. Let's dive into that. You're the author. You're in the space of Quiet Leadership. What would you share with us around? What does it mean?
Speaker 3:Yeah, it's a big concept really. So the team building I do is collaborative art. So, like this art behind me, it's created by four people standing together who aren't artists. And here's the deal they work in silence and so they spend an hour together figuring out how to create these masterpieces. Some of them are a little ugly, but most of them are really beautiful, and they do it in complete silence.
Speaker 3:And as I watched that process, I started thinking about all of the times in my life that I had learned the big leadership lessons. And they weren't from a mastermind group and they weren't from a master's program. They were from dads and grandmas and uncles and my dog. It was the moments when somebody was very quiet and they said something that you had to lean into and listen. You know those moments I bet you've had them where you're like, oh, I learned Right. And if we lean into those, there are three big lessons that I learned for quiet leadership. There's a lot of them, but three that I learned are that you have to act more than you direct as a leader. Now people want to see you in the trenches with them, acting right alongside them. You can't just say go, do this, go, do that People don't want to work for that person and you need to celebrate more than you, correct.
Speaker 3:Often leaders think they get to be punitive and accountability can be all about. I told you to do this, you didn't do it. Let's have a conversation about that. And really, the more we celebrate people, the more they do the things that we want to see them do. And then the final idea is that you have to ask more than you tell.
Speaker 3:And this was a lesson I learned from my dad who, I joke, was a drunken logger. He was not drunk, but he was a logger. I was coaching somebody one day and I said, golly, she is not going to listen to what I said anyway. And my dad said, karen, people don't listen unless they ask to be told. And that was such a moment of quiet leadership. I called the person back and said, hey, can I ask you some questions? And so I asked questions, just like you said it a minute ago, got my ego out of the way and I got to tell her the same things I'd said on the first call. But she was listening because I had stopped being full of pomposity and just listened to her.
Speaker 2:Wow. So, karen, you're trying to get us in trouble early on this podcast. So, leadership, drop that word. Get your ego out of the way. Yes, please, I know you're smart, I know you're intelligent, I know you got titles, I know you got offers. Like nobody cares, get it out of the way. It's a roadblock and a barrier to connect with your people. If you want to find a disconnect, put an than you correct and ask more than you tell.
Speaker 2:I learned the second one the hard way. I have a military background, 21 years of military service. I had the military mentality and as I was raising the kids, I can remember our son saying Dad, you come across like a correction and direction. Dad, I'm like what are you talking about? Like I got in my feelings, I got into my ego, I got my emotions, like who you're talking to? Like mentality. He says I say what do you mean? He says, dad, every time we have a conversation, you are correcting me and directing me. I was like, okay, what would be better? He says ask questions and let me share what I'm thinking. Sometimes I don't want you to correct me. It was a reality check. Like, okay, if you're going to have this relationship with your son. You're going to grow up. One day, you guys are going to be friends. This is good feedback. How did you work through it? So I love this.
Speaker 3:How much did you grow in that moment?
Speaker 2:Oh, my goodness, After I got my face off the ground. Probably a lot, you know, but at first I had to check my ego. I had to stop thinking like I had the answers and like for me being raised. I could have never said that to my dad. It would have came across as you being disrespectful. So I had to get out of this place of nah.
Speaker 2:This is something that will be helpful for you. What do you do with it? And I began to grow and I tell people that story all the time. Now, Karen, like leaders, oftentimes we're correcting and directing people and it's not helpful, because all I saw was what I needed to fix, and what it did for me is stop sending him as a project that I had to fix.
Speaker 3:Oh my gosh, I'm so glad that he taught you that lesson, and I think so. One of the things we always knew as we were raising our daughter is that as the parent raises the child, the child raises the parent, and I think the same is true in leadership that as the leader raises their team and you are raising your people, you have to remember they're raising you as well, and they will teach you the lessons what they need you to know about leading them, if you just stop and listen.
Speaker 2:Yes, phenomenal lesson. Thank you for sharing that. So, as you look through the three things really quick again, can you go through the three for those that are listening and watching and there's a recording that you'll get from this but can you go through the three really quick? So, people that heard it the first time I hope she says it again what are the three things that stand out the most when you think that you shared earlier?
Speaker 3:Yeah, thank you. I think that you need to act more than you direct. That's really important to be right there beside them and saying I'm in this with you. You need to ask more than you tell. Ask the questions, listen to the answers and the more you ask the questions, the less you have to tell, because you know what they're trying to figure out. And, finally, celebrate more than you correct. When you celebrate the things that you want to see repeated, you see them happen over and over and over. There are not as many corrections that are required.
Speaker 2:Yes.
Speaker 3:Thank you.
Speaker 2:Karen. So the landscape has shifted, at least from my experiences. There was a time when leaders were expected to have all the answers. It was almost unsaid and sometimes actually spoken. You know, depending on who you work for and what organization I know in my military background, I would have never said I don't know. Oh yeah, it was a career ender, but it's changed. The landscape from my experience is you can't walk in with no answers, but there's not an expectation that you have all the answers. What's been your?
Speaker 3:experience. So exactly that I am privileged. I do a lot of work in schools and with teen leaders and one of the things that I've noticed is that the teens who were right in high school during COVID, they are still a little bit. They like the old style where we walk in and we say, this is what we're thinking, but the kids who were a little bit young, when they're freshmen and sophomores now they want leaders that they can talk to, that they can digest ideas with, and so if you come in knowing it all, they're not interested in walking with you. But if you come in and say, let's talk about this, what are you thinking? This is what I'm thinking. These young leaders, holy cow, that is what they need.
Speaker 2:Wow, yeah. So the conversation and the dialogue where, if you're the know-it-all everybody because I think if you're the know-it-all, that means I don't know anything, and that doesn't feel good.
Speaker 3:Right, right, and information is so available to our teams now, and we think that they're just listening to nonsense in their ears when they got their earpods in, but they're not. They're listening to podcasts. They're listening to nonsense in their ears when they got their earpods in, but they're not they're listening to podcasts. They're listening to things that are often very big thoughts, and so we should learn from them and beside them. Wow.
Speaker 2:Yes, so when you look at Karen, one of the things that's being eroded really really fast across all sectors of our society is trust. People trust in their leaders is trust People trust in their leaders, being that there's a huge void, honestly, where we're less forgiving, and with all the technology and audio and accessibility AI, I mean everything can be seen really, really quick. A fact check, really really quick. How do we restore trust between leaders and workforce?
Speaker 3:It's a great question. I think a lot of it starts within us. So many years ago I was not the happy-go-lucky person that I am today. I thought the world was a mean and horrible place, and that's what I found. But when we change that, when we start looking for the best in the world, when we start thinking our leader is doing the very best they can, our employees doing the very best they can, there's something we don't fully understand and again, we remove our ego from it. I think that's when we truly get to lead and we truly find the very best in the world, and that builds trust. When I expect that you're doing the best you can and I'm going to treat you with respect, that's where trust comes from.
Speaker 2:Wow, yeah, I listened to your language. You used to a doing the best they can. That's what you expect from them, but that requires respect. And how do you get to the place where you know, knowing that you're the supervisor, knowing that people are counted, but they still want to be respected the day of hey, do it because I pay you well enough, or do it because I hired you, or you should be happy or lucky that you have a job, that's all true, but they still want to be respected. So, leaders, just because you're the leader, don't mean you get to treat people. You know, back in the days, that was the case. Today, people want to be respected, they want to feel valued, they want to be seen, they want to be heard, they want to feel like they're adding, they're contributing to your organization.
Speaker 3:Yeah, I think that that's absolutely true. The other thing that I talk about in Quiet Leadership that helps to build trust. The title of the chapter is Two Drunks and a Mayor, and the idea behind that is that you cannot build a healthy community whether it is a community that is going to do good works for society or community that's going to do good works within a company. You have to have two drunks and a mayor, and you need to have a pastor, and you need to have a teacher and you need to have somebody who is the black sheep of the family so that you can have really big conversations. And if you listen to each of those people with honest listening and with the intent to understand, then you build trust and your community can really thrive. But it takes all of that different input in order to help the community trust and thrive with one another.
Speaker 2:Yes. So you brought everybody that has nothing in common and say, okay, now y'all going to have a conversation.
Speaker 3:So that's what I love to do. I love to walk into a company where people especially if you have a lot of remote workers and they don't get together very often I hand them a paintbrush and say you, four people who don't even know one another's name, create art together and do it in silence. Holy cow, does that build trust?
Speaker 2:That is amazing. I'm thinking I'm getting ready to do a workshop for one of our clients and I have them do this activity where they have to use all pictures, this activity where they have to use all pictures, no words, to make their vision come alive. Oh, I love it. And I'm looking at your stuff like, oh man, she just gave me how am I going to do this? I'm like, how am I going to get them to do this thing with no words? What's happening? I'm looking at your art so perfect timing. I'm like, oh, that's it.
Speaker 2:I can use them to draw pictures and they get to say here's your vision. You said lead with respect. You say be inclusive. You said you know open communication. You said constant collaboration, no silo Like okay. Well, what does that look like in art?
Speaker 3:And I'm like I want to watch you do this. It's going to be incredible, it's going to be ugly.
Speaker 2:I don't know how it's going to come out the first time, but I'll tell you what I'm doing it tomorrow. I'll tell you how it worked out, but I'm excited because you gave me an idea. I really was like what do I do? And I was thinking. Art, I was thinking, but they couldn't use any words. Because what we tend to encounter is we have a vision statement or a mission statement or a value statement, and these words are on boards and papers and charts and all over the place.
Speaker 3:But if you didn't have words, Well, the other thing that I'll say about that is quite often those things are written on the wall and they're written in a book, but nobody can recite them except the leaders.
Speaker 2:Yes.
Speaker 3:And the reason they can't recite them is that they're not living color of the organization, and so this idea that you're going to put pictures to it and say this is what this means. You are onto something.
Speaker 2:Yeah, I think I am and I was thinking about it, but so you helped me out there. So, if nobody else gets it, I got something that gave me some context around how to do that that I want to do. So talk to us more. So, quiet leadership and the work that you're doing what are the things that you see showing up? That's helping leaders grow by using quiet leadership?
Speaker 3:How are they growing? One of the really big things that is helping people to grow is the reminder that it is the quiet person in the back of the room who often has the answers. We are just. We listen to the extroverts, we listen to the tall people, we listen to the perceived leaders and we forget that the quiet person in the back of the room has been watching everything and they've not said anything. And when we let them finally speak up, when we let them use their voice, quite often they will have the piece that's missing, that one little brush stroke that is going to bring the whole activity together. And so leaders are growing by learning to be quiet and listen for the quiet voice in the back of the room as well, as, if you're the quiet voice, stand up and say I have something to say here.
Speaker 2:Yes, I love it. When we're doing workshops. I use the word, you know, listen. And you've used the word listen several times. You know, karen, which is important Leaders have to listen more than they speak. I do this activity to say OK, great, write down the word listen. And they do. I say, right up underneath it, write the word silent. And I said what's unique about that? They're like, they're the same words, the same letters, the exact same letters. I say so. It's interesting that in order to listen, you must be silent. We're going to do an activity learning to listen by being silent. And I take it deeper. For them, karen, I say not only stop talking, shut down those thoughts you're having, because I've been in conversations where I was in front of you but I was in another room.
Speaker 3:Right.
Speaker 2:Yes, I've been there. I'm guilty of it.
Speaker 3:You know like hey, did you hear what I said?
Speaker 2:Yeah, but well, can you repeat it? I'm sorry I was somewhere else.
Speaker 3:So I have an excellent exercise that I think that you will love that helps people to understand that I give each person in the conversation a bell and I assign them. You get for three minutes. You're going to talk about your last vacation and every time so you're holding a bell and I'm holding a bell and I'm talking about my vacation, and every time your mind wanders you ring the bell and it is a reminder for me to be a little bit more succinct and it's a reminder for you to stay in the conversation, and at first people are really hesitant to ring their bell when they get honest.
Speaker 3:You get to have a much better conversation and then later you can say oh, I just rang my bell, I was in the other room, tell me what you said again, but you get to do it with respect instead of I wasn't listening yes, because we all float in and out of conversations all the time yes, yes our job is to keep ourselves safe, and we're thinking about things all the time. Am I safe in this environment? And that changes conversation.
Speaker 2:Oh yes and the interesting, karen, is because someone will say something that you can relate to and you'll want to hijack their story or you want, well, let me tell you about this. Like, no, no, it's not your time, your time is just to. So, leaders, don't hijack the story, don't tell them about how pretty your baby is. They're not here to talk about your baby. They want to talk about their newborn baby. Like, don't tell them how good you were in the days them. So I love that you're doing that activity about listening and that bell is a reminder. And so what bells do you have, leaders, if you're watching and you're listening, what reminders do you have that you're no longer listening? And we all need those.
Speaker 3:Yeah, it's such an excellent thing. We really do need those. Oh my gosh, it's so cool to talk about this.
Speaker 2:So when you're thinking about the art, I mean you've built this and you've been doing it for years now. What are the lessons of listening, lessons of being present? What have been some of the challenges when people first started? Because it seems like you've never done it before. I can't draw, I'm not an artist and blah, blah, blah. You're going to hear all that. What are some of the biggest challenges of being vulnerable, because that's a vulnerable space to be in.
Speaker 3:It is incredibly vulnerable. And so we go through a three-stage process. We go through, begin, become and believe. And begin is I don't want to do this, I don't know how to do this, but I better start, because none of these crazy people beside me can do it either. And so people will start just because they're dedicated to the team, and as soon as one person starts moving forward, the rest of the team will. And then, in our process, creativity just floods the room. You feel the electric current of creativity come in as soon as people get started, and that's what we call the stage of become, when you become a team and you're like oh yeah, I don't have to know all the answers. I do not know. I have to know how to paint. All I have to do is stand here and support the people around me and the creativity that we're coming up with together, which is an incredible lesson to take back to the office. I don't have to do it all. I can collaborate.
Speaker 2:Wow.
Speaker 2:I love that Begin, become believe. Yeah, wow, I mean, you're dropping all kinds of nuggets. So if you're listening to this, hopefully you got a notepad full of some things that our goal is to give you stuff that most times you don't have access to or someone doesn't share it, because we're in this space of intellectual property and don't want to share it. If there's something we can do to help you grow, if we get to do business at some point, we'd love to. But if we can give you something in the 20 minutes we spend with you today, that's going to help you be more effective, to take care of the people that are counting on you. Have at it. That's what we're here for.
Speaker 2:That's what this whole podcast is about is bringing you something that's just not we're talking and it doesn't make sense or it's not relevant. We want to be relevant, we want it to make sense, but we want it to be something that you can put into practice immediately. What's the actionable stuff that you walk out of? Our goal is to add value to our leaders, because we believe there's a void in leadership right now and we got to help you get better so you can do better at it. So hopefully you're enjoying the content. So here's my last question. Then we're going to make sure people know how to get in touch with you. When it comes to mentoring people or having a sponsor or having a coach, how valuable is it for new leaders or leaders that are listening to have someone in their corner, whether it's a mentor, a sponsor or a coach or a title or whatever? How valuable and important is it for someone to have someone to help them along the journey?
Speaker 3:Oh my gosh, I want to spend a whole hour talking to you about working with teens, but I won't do that. It is incredibly valuable, especially if the mentor is open to cross mentoring, if they're open to learning from the mentee as well. But having a mentor is absolutely critical, I think, to sustainable leadership growth. It's incredible.
Speaker 2:Yes, yes, I 100% endorse that. You got to have someone that helps you along this journey so you can be vulnerable and be safe without being judged. So you shared a lot of good information. If there was something you wanted people to walk away with and we'll get to your contact information how people reach you what would be your golden nuggets that you dropped? You know you've already dropped a lot, so I don't know what else you got in that bag over there, karen, but what would you leave all of our audience with today that will help them continue to be better?
Speaker 3:It's a great question. I think I would say that you get what you expect and that you might as well expect the best. There's going to be trials, there's going to be tribulations, but if you expect that everybody's doing the best they can, they aren't using their turn signal because they know where they're going, and that's a pretty good deal right. So expect the best. And they know where they're going, and that's a pretty good deal right. So expect the best, and that's what you're going to find when you look for happiness. You will find happiness.
Speaker 2:Yes, yes, your eyes will see what you're looking for. It's amazing that you'll be amazed. You get a new car and you go get it and you're in love with it, and you never see it until you get it, because you've trained your eyes to look for it. So if you look for the best, you'll find the best. I love that. So start looking for the best in people, give everybody the benefit of the doubt and find the best in them, and I love that you said for all leaders that are listening you get something that's super important. It's still a struggle, no matter how good you are. People don't like egos. Don't let your ego get in the way of you having a connection with your people.
Speaker 3:Absolutely right. Yeah, you have to remove your ego out of it, but the other thing I was thinking as you said that, ron, about looking for the best in your people is also expect and look for the best in yourself, because we can beat ourselves up way too much and we also, as leaders, are doing the very best we can, so give yourself grace.
Speaker 2:Yes, yes, I love it. Being self-critical can be detrimental, so thank you so much, karen. Karen and I will drop our contact information. What I would leave with the audience for everybody that's listening, here's what I would leave with everyone that's listening to us Practice self-care. It's hard to help others if you're not doing it yourself. It's almost being a hypocrite. So, if you're supposed to be with your family, spend time with your family. If you're supposed to take days off, take days off. If you're supposed to ask for help, then receive it when it shows up. But please, leaders, we're the worst at asking for help and we're the worst at self-care, and we're creating a workforce that will be unhealthy if we continue down this trajectory. Please practice self-care.
Speaker 3:I'm 100% going to applaud you on that and I'm going to add to it honor your life. When you're sick, be sick, and when you're sad, be sad. And when it's busy, be busy. Just honor your life and the experiences that you're going through. That's how you take care of yourself, wow.
Speaker 2:Yes, so much, we've covered a lot in the 20, 25 minutes we've been having this conversation. We've covered a lot. Thank you for sharing. Thank you for coming on the show. So I know you have a book. I also know you run a company, and so I want to do a couple of things. Can you remind us of the book and where they can find it and then tell us about your company and how do people get in touch with you if they want to bring you on this show or if they want to get your book or if they want to use your services? So this is your opportunity to promote yourself. Show yourself some love here.
Speaker 3:Great. I'll tell you a couple of things. One you can jump on YouTube and look for the Monday video lady, because I put out a happy Monday video every week. Canvas Creek Teams is my company, so it's Canvas like art, canvas in a Creek, so CanvasCreekTeamscom is a great way to get ahold of me. And then Quiet Leadership and what's Next are two of my books. There are five, but those are two that are important to leaders and those are available on Amazon or any of this. If you contact me at Karen D, as in dog, karen D one four four. Karen D one four four at gmailcom, anybody who contacts me and says they've heard me on your show run, I will send them a free copy of quiet leadership.
Speaker 2:Oh, my goodness, you know I love when people come on and they offer something to our guests. I mean, that is something that says, hey, I appreciate it, I want to add value. So it's never a request on the front end, but people offer all the time. So, karen, thank you. So, please, if you want the book, mention that you were on the podcast. It's a promotion.
Speaker 2:We run businesses and businesses about relationships and taking care of each other and supporting one another. So if there's anything you can do to support Karen, please reach out to her. Go to her website. I love what she's doing. I've never used art. I'm getting ready to try it out, though. I'm going to do this thing and I'm going to begin. I'm going to become and I'm going to believe that it's going to work. So I'm going to use her techniques. And so thank you all for joining Harvey, where everything we talk about is real, no questions in advance, and it's about adding value to you.
Speaker 2:We want to make sure our leaders are doing well with the people that they're responsible to and responsible for. I want you to do better at taking care of your teams. I want you to do better at taking care of yourself and taking care of your businesses and taking care of your communities. People are watching us and I want us to do a much better job. You can always find me.
Speaker 2:I have a LinkedIn profile. You can go to our company, global Core Strategies Probably LinkedIn is probably the best place or you can follow this podcast that we release every single Monday. Love to have you on board. If there's anything that I can do to support you whether it's coming into your business or being on your podcast or coming out and doing training with your company we'd love to have a conversation to see if it's a good fit for any one of us. So reach out to Karen and I. We would love to be able to do something with you and your organization. For today, karen and I are signing off and we wish you the best of luck in your journey and your endeavor of being an effective leader. Take care of yourself and take care of your team.
Speaker 1:Well, we hope you enjoyed this edition of Unpacked Podcast with leadership consultant Ron Harvey. Remember to join us every Monday as Ron unpacks sound advice. Ron Harvey, 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.
