Unpacked with Ron Harvey
People Always Matter. Join Ron as he unpacks leadership with his guests.
Unpacked with Ron Harvey
Strategies for Thriving Amidst Generational and Workplace Change
Discover the secrets to leading with purpose and finding personal fulfillment in our conversation with the remarkable Victoria Mensch. Victoria, a leadership expert with a rich tapestry of experiences in both academia and entrepreneurship, joins us to redefine traditional concepts of balance. We explore how to harmonize personal and professional realms in today's fast-paced, post-COVID landscape. Victoria's journey from high-tech industries to leadership consultancy reveals invaluable lessons on aligning life with personal definitions of success and happiness. As our world accelerates, she underscores the necessity of intentional introspection and staying true to one's goals and values.
In this episode, we also tackle the evolving challenges of technological disruption and remote work, offering insights into the three horizons of innovation. Leaders are equipped with strategies to balance immediate needs with long-term advancements, fostering stability amidst change. Moreover, as multiple generations integrate into a hybrid work environment, we discuss ways to maintain connection and collaboration. To round it out, we confront modern life's pressures and the myth that happiness is solely tied to accomplishments. With stress management techniques and a focus on cultivating joy, we highlight how happiness is a practiced state of mind, essential for achieving a fulfilling and harmonious existence.
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:And good morning. This is Ron Harvey. I'm the Vice President and Chief Operating Officer for Global Core Strategies and Consulting. We're based out of Columbia, south Carolina. We kind of have a leadership development firm, and we spend all of our time helping leaders be more effective at taking care of the people that they're responsible for and responsible to. We have noticed over the years that leadership has become a challenge across all landscapes, all industries, regardless of where you are on the globe, that people are trying to figure this leadership out again in a hybrid workforce COVID, you know and it's just the way that the world is today. So, leaders, it's super important for you to be effective and we love doing that.
Speaker 2:So, with that being said, we pause and we do recordings that we release every single Monday with a different person from across the globe that talks about leadership and share their experiences and their insights and the wisdom and the fun and some of the challenges. So we left you behind the curtain. The beauty is, all of our guests come on with no prepositioned questions. If you've been following us, you know that we have a real open dialogue, conversation like live TV, and it's going well. So thank y'all for following us. I ask you to continue to follow us and share it with your friends and your colleagues.
Speaker 2:Today, I'm super excited to have another phenomenal guest. I won't read a bio to you, as you know I don't do. Is I let them tell you and share what they want to share, and as we talk, you learn more. So we do real time, real intros, real businesses, real dialogue and conversation. So, victoria, I'm going to hand you the microphone and I'm going to let you introduce yourself, however you wish to Enjoy it, and we'll be ready to start once you finish your intro.
Speaker 3:Yes, ron, thank you very much. I'm very excited to be here to participate in this dialogue. I'm Victoria Mensch, and what I usually say is that I hold an MBA from UC Berkeley. I also have a PhD in psychology, which is a little bit unusual, so I have both sides of the medal. I have an academic background and a corporate and entrepreneurial background as well, so that's a path that I think allows me to talk about leadership from so many different positions.
Speaker 3:So most of my career I spend in high-tech industry, in Silicon Valley, in a variety of different roles, in large global organizations, in small startups, and I started my own consulting company. So a variety of different experiences, a variety of different backgrounds and education. Right now, my focus is really on helping leaders and high achievers to balance success and happiness. So I'm at that point in my life when okay, I checked all the checkboxes, what's going on, something is still missing, right? And I actually found a lot of people around me are going through the same experience. So I went through that. I pivoted my career in search of that happiness and success and the balance between them, and I'm sharing my experience with others. So that's where I am.
Speaker 2:Victoria, thank you. And so, if you're listening, she's going to bring both sides of the coin in leadership and phenomenal career in entrepreneurship. So we'll figure out where do we go at next. So when you think about you've changed careers, you've had to almost retool, reskill yourself over time. Have you noticed an effective way? Because people are playing with the words balance or some nice synergy of so work-life balance, people are like well, is it ever really balanced? How do people find a happy medium point? If they're not happy with the word balance because people don't think it's balanced, how do they find a nice space to be healthy personally and be healthy professionally?
Speaker 3:yes, so I actually don't think it's in the medium. Yes, I don't think it's in the middle anywhere. Personally, I prefer a word harmony, and what it means is that you actually find that point for yourself at that point in your life and in your career and your understanding of who you are and where you're going. That works for you. And sometimes it's more on the career. This is where I see my fulfillment in the career, in that particular field. Sometimes it's more toward relationship, right, so that's where I see what brings me that sense of harmony in my life and sometimes it helps. So it's really all around. We're all individual people.
Speaker 3:No matter whether you're a big leader, a small leader and you don't think that you're a leader, you still have an opportunity to lead and you lead your own life, basically right. So you're in leader, you still have an opportunity to lead and you lead your own life, basically right. So you're in leader where you are, and that leading position is really that position of creating what works for you. So I prefer the word uh, harmony in this. It really starts from within, from like what is it that I want? How does the success and happiness looks for me and being actually leading that, speaking of leadership, being in a leadership position in that to create the life you want.
Speaker 2:Yes, yes, thank you. With the world going faster than ever and it's not going to slow down. After COVID, people put the feet back on the gas pedal and back to let's get it all back how it used to be. I don't think we ever get back to how it used to be, quite honestly, and some of that is great, but it seems as though everything's happening super fast for us, almost like Mach 2. Where do you find time to slow down and do the stuff that you're talking about? Because it's moving really, really fast, like everything is moving fast. How do you find time to slow down?
Speaker 3:Right. So we're talking about disruption, basically right. So I worked in that field for a long time, you know, being in a high-tech industry. We're actually we're celebrating disruptions, like you have to be a disruptor, a disruptive innovation, and so on and so forth. So the disruption is not going away yet. So there are technological disruptions there are you. There are political disruptions, there are weather disruptions, whatever it is right. So the disruptions are all around us.
Speaker 3:So what I usually tell clients and anyone who would listen is that the responsibility starts within, right. So what is leadership for me and that's what helped me in my career is that when I finally understood that leadership is not something that's granted to you. Leadership is something you take and it's a responsibility that you take. That's what leaders do, right? They take responsibility for actions and for the results, so that's actually within your own personal happiness and balance and harmony. That's the same way you take responsibility for what you can control and you can take as much of it or as little of it. So it's not really about slowing down. It's really about understanding what's within my control that can change the situation and that brings you in that leadership role, in the role of a creator, in a role of actually creating the circumstances and experiences around you, and that's the way out of disruption, because you have your compass right. So you have your North Star that you're going towards and you take responsibility for that. For example, you know lots of people in leadership positions and high performers. They're chasing kind of the next big thing, the next big launch, the next big success for their company, neglecting their health. Right, and it's okay if you understand that you're doing that. I think that when people understand that they're doing that, they'll actually stop doing that right, so you take responsibility for that.
Speaker 3:What can I change? A lot of times I talk about self-care, for example. What is self-care? This is the thing entirely in your control. You could have a very painful stakeholder that you cannot control. That's that person's responsibility. You can't have some negative business climate you cannot control this right. So, like your supplier might not be there in time, you can have a difficult team member and that team member is in a bad mood or constantly missing deadlines. These are external circumstances.
Speaker 3:What can you control? You can control your own state right, so you can control whether you walk outside, whether you can control whether you take care of yourself. You can control how you brought joy in your life, so you can show up as the best person that you can be for other people and, first of all, for yourself. So the exercise that I like to talk about is put a list of 20 things that you like to do for the joy of it, not because somebody is asking you to, not because it's useful, not because it brings return on investment, only because it brings you joy. So you prioritize that right.
Speaker 3:So that's how you feel your energy, you replenish your energy and you can show up as a person, as a stable core in the sea of destruction. It doesn't mean that you slow down, right. So it could be something very simple three minutes of your time and you expand from there. So it doesn't mean that you take six months sabbatical, because sometimes in the burnout, that feels like it. You know what? If only I could have three months of uninterrupted time, then the life will change, could be. You know, not a lot of people can create that in their life, but you can create this oasis of stability and calm and serenity for one, two, three minutes in your day and expand from there. Does that make sense, ron?
Speaker 2:It makes a lot of sense. I mean because oftentimes you're looking for the bigger break and you got to enjoy the smaller moments and the minutes that you get or the seconds that you get. So you may not get the three months, you may not get the three weeks, but what can you control and how do you control that effectively so you can stay with the harmony in your life? Because it is busy, I love it that you're talking about. So, victoria, you spoke about disruption. I want to unpack that for a second, because KPMG did a survey and they did it this year, recently and what's shown in their data is that most executive leaders are not prepared for disruption. The only area that it showed that executives were prepared for disruption was in economic disruption, and that's probably because we're in it and we're living it and they've learned to respond to it. But when it came to technological disruption they said 85 percent of us would be impacted. Only 40 percent of leaders are fully prepared to deal with it.
Speaker 2:When it talks about geopolitical disruption 72 percent of us will experience it. Only 40% of us are ready for it. It says workforce disruption 56% of us will experience it. Disruption only 44% of leaders are fully prepared to address it effectively. Then it talks about environmental disruption 36% of us will experience it, but 48%. So two categories we're doing like we're fully prepared, which is economic and environmental, but when it comes to technology economic and workforce we're not fully prepared for disruption. These things are happening in real time. This is a survey for 2024. How do leaders get better prepared for disruption? It's coming fast. It's not slowing down. If anything, it's changing to. Those numbers will go higher. Disruption is on its way Right.
Speaker 3:Right, right, well, it's a very good question, right, but yes, so, first of all, exactly, disruption is not going away. But that's actually the reason why, when we start talking about leadership, there are ways that you can do that the planning, for example, for technological innovation. What we like to talk about is three horizons of innovation. So you actually plan a bit, you predict to the best of your ability what's going to happen in the nearest future one to two years what's going to happen in the mid-range future three to five years. And then the third horizon of innovation 10 years and beyond. So you plan for it. And it's not that you plan it once in 10 years and you wait for that future to happen. No, it's a reiteration and you devote your resources to that as well. Most of your resources will come towards immediate innovation, and then a little bit will be devoted to that long horizon innovation and you reiterate, reiterate, reiterate. And it's the same with all other types of innovations, right? So you orient yourself in that sea of disruption and you actually control your response to that. You're not just going with the flow. It's like, oh, whatever comes my way, and then I will decide. There is a room for that as well. But there's also a room for take a breath right, inhale and then not inhale. You know, inhale and exhale you actually decide what your action is.
Speaker 3:We're talking about this massive actions, massive disruptions that you're trying to predict 10 years from now. You have a plan for it. So there's actually a group of people in the decision making capacity that get together and a plan for this innovation. So they make immediate plans, they mid-range plans and the long-term plans. Those long-term plans probably will get 10% of your innovation resources. Your mid-term plans will probably get 30% of your innovation resources to prepare for that and to stay ahead of that. And your immediate innovation plans for your product makes your products better, faster, more efficient, cheaper right, so that will get about 60% of your resources. So that's how best practices work in preparing for technological disruptions In the same way in other disruptions In the same way, personally, right. Technological disruptions in the same way in other disruptions in the same way, personally, right. So at the end of the day, no matter how much we talk about business plans, how much we talked about resource planning, how much we talk about trends and everything, we always talk about the mindset, right.
Speaker 3:So in order to go this route and really keep that, you start talking about the mindset.
Speaker 3:What is that mindset that gives you an advantage to prepare for the disruption in different areas. So that's why all those things that I'm talking about are very important, because, at the end of the day, all this is really being executed by people. We're people and we come as a whole package. We don't come as a one-sided. You know little detail in the machine, right? So we're so excited. We come with all our gifts and we put it all on the table, whether we do it consciously or unconsciously, right? And that's the changes are being done by people, the innovation is being done by people, leadership is being done by people, and that's why, at the end of the day, you talk about what it is that you can do to be that visionary, to be that leader, to be that stability within the sea of disruption. Because once you get back to your core who you are and what you do and how you create the circumstances around you and take responsibility for that, right? So that's when everything else you know is hard kind of falling into place.
Speaker 2:Am I a dreamer or what? Yes, yes, yes, I mean phenomenal. I mean you're giving best practices and real things and the beauty about this is we're talking real time, we're giving you answers that's in real. So we don't sit back and, yeah, we read, we study, we educate it, but we talk about practical things. That's happening every day and it changes so fast. So, victoria, I mean I know you're in a harmony of the work and life and you're spending time in that space With the workforce. There's two things that's showing up quite often right now. One is how many generations are in the workforce? Five.
Speaker 2:And this approach to hybrid working, like in the office two days out of the week, out of the office, three days out of the week don't really have the time that you know where the space where everybody was in the office and you get to see everybody. So we're shifting how the workforce looks through generation and just physically how it looks. A lot of bigger companies have gotten rid of these big buildings. People are working from home, but now they feel like there's a disconnect.
Speaker 3:I can go to these big buildings.
Speaker 2:People are working from home but now they feel like there's a disconnect. What is some advice that you help leaders that are listening say how do they close the gap that they feel like is happening of the disconnect because the workforce has changed? They don't want the big building, but they don't want the disconnect from their workforce.
Speaker 3:Right, right. Well, I have very ambivalent feelings for that, because I was on both sides of the equation, so kind of as an owner of a consulting company and kind of a leader in a consulting company in the capacity of hiring people, at some point where I really wanted all of them to be just next to me.
Speaker 1:so I could see what they're doing. Yes, yes.
Speaker 3:So there is this control factor and again it was my work on myself to figure out what is that control, what is the real in that control and what is that control that really based on fear that I don't know what they're doing? So a lot of work went into building processes actually that would allow to relinquish unnecessary control and have a checkpoint and understanding of what everyone is doing, so I could have a peace of mind that my money on salaries are well spent. Yes, yes, yes. So I can totally relate to that. And at the same time I was on the other side as a salaried employee and I really wanted to have that flexibility. I really did not want to come to the office at seven o'clock in the morning or whatever it was, and sit there until five o'clock just because somebody wanted to see that I'm sitting there. So I found that I was much more productive when I had that flexibility Maybe not very productive, that I did not have totally, did not have any boundaries, but once you create those boundaries and processes and you communicate that to your employees, you'll find that most of them really want to do a good job right. So a lot of times what I find with corporate clients that come to us and talk about culture and how to account for that culture, whether we are in the office or we're outside of the office. How to? Because there is a lot of resources out there as well. If you actually mobilize remote workforce for you as a business owner or a leader or, you know, senior level executive, you can utilize so much more resources if you allow for that flexibility of the remote work.
Speaker 3:The key here is really to design processes that allow for some level of control and a certain level of flexibility. That's one thing. Another thing is really those values right, which you know I'm going to toot my horn one more time. But when you have those values aligned with your employees, you understand that there is much less control that you need to instill. You don't need to really control and have visibility in each and every minute of their working life. You really want to just have their results and have a way to measure the value that they contribute to that. So they understand what that value that they create and you understand what that value that they create for you. So the processes, the values, will help to maintain that hybrid workforce on both sides, but as a leader.
Speaker 3:Since we're talking about the leadership podcast and leadership theme as a leader, there is this again you know internal personal work that needs to be done, what is the necessary control and what is unnecessary control. And that's actually even with the context of a burnout. We talked about that a lot because that's how you're burning out, right? So you're spending all that unnecessary energy that goes into really just calming your fears mostly irrational fears. So that's really fascinating. You think you talk about organizational design, the culture and the processes, but at the end of the day, you know, really.
Speaker 3:You come back to who is that leader, who is that visionary, who is that person who is executing that, and there's a personal kind of work and personal growth that's happening on that path, which is fantastic, right. So on that path, like, what is the unnecessary control? What is necessary control? What are the boundaries that I want to set out there for myself and for my people that I'm responsible for, who are working for me, with me, so that we all kind of move in harmony in the same direction? But this is true, right? So this is not like a pipe dream that I'm talking about.
Speaker 3:That's truly where the change happens and that's why leadership is really on so many different levels. You don't need to be in that executive capacity to be a leader. You can be a leader. So I'm talking sometimes I'm talking to aspiring leaders and I'm telling that you are responsible for your career. You are a leader of your career, right. So think about yourself as a business, even if you are on W2 or whatever, you're salaried in place, you think about yourself as a business and you build that. You build yourself as a business. So that's a leadership on your level. Right. So you can be a leader of your family. So leading is not really a formal role within the organization. Leadership is that internal capacity for you to create your circumstances and not to be a victim of circumstances, but create your circumstances, and that's what changes everything around you.
Speaker 2:Yes, yes, great context. I mean you shared a lot in a short amount of time. One of the things I would love to unpack with you is you mentioned earlier and your bio talks about this language burnout. More people seem to be dealing with burnout than previously in years coming up. When I came up, I was laughing and joking. When I was a teenager, and I was laughing, I said, man, I don't ever remember when I was growing up. I just need time to do nothing, I just need a break. I'm exhausted. It's not always like I was busy and I was trying to find something.
Speaker 2:I was trying not to be bored, but my 15-year-old was like no dad, I just need time to do nothing. That requires a whole bunch of brain activity. How do leaders that were groomed, taught and trained that they should always be busy? There's something always to be done, and there is. How do you help them not get to this burnout stage, because it's happening and we're starting to talk about it more? How do you help leaders work through or deal with this feeling of being burnt out?
Speaker 3:Right, right, burnout is a fascinating topic actually A lot, especially in Silicon Valley, in the high-tech environment there's so much pressure to always innovate, to always change, to always come up with new and different things. There is a lot of pressure, right, so people feel that pressure. The demands of your family life is not going away, whether it's your parents or your spouse or your kids or what have you, your relationship right so it doesn't go away. We have so many other pressures outside. Earlier we talked about disruption. That's not going away. The pace is kind of accelerating also, and so forth.
Speaker 3:Plus, on top of that, we have this myth in our society, especially for high achievers, so that once you get to that happiness point, once you achieve something right and then you start, you get on that wheel of running toward achievement. You know the best college, right, so the best job, the best car, the best home, so whatever that is, as you put your milestone out there, like our parents told us that we tell this to our kids and the wheel continues right and that's the biggest meat that once you get to that achievement you get. So you postpone your happiness right before you get there. So all those things they come together plus all the new kind of pressures in our human brain that we are not used to. So we've never had so much information around us.
Speaker 3:We never tried to squeeze so much information inside our brains in all these different forms that we are never really experienced before. So that's, the burnout is really a complex issue. So some of this is a strip. At the bottom of it is a chronic stress reaction, basically. So what we are used to is to have this really, really nice survival mode, right. So we need that, to thank the universe that we have it, because that's what helped us to survive as species.
Speaker 3:So there is some kind of a life-threatening event, like a lion in the bush, right? So we have all our nervous system or a muscular system mobilizes to react to that danger, and it used to be a very short period of time and the animals still do that, right. So you turn into this fight mode and you run away in our normal life. Now we don't have lions, you know, hiding in the bushes, so we assign that danger to all other things that have nothing to do with threatening our lives. So it could be fires in Australia, for example, that I heard about in the morning.
Speaker 3:It could be my kid who doesn't want to go to school on time. It could be, I'm afraid of layoffs in the company. It could be hurricane in Florida, whatever. That is right. So we have accumulated, accumulating constantly in this state of fight or flight, so that stress response cycle never gets completed. So, as a minimum, all of us, all of us, leaders or not, we need to have stress management techniques just to deal with the demands on our nervous system that our nervous system cannot do on our own right. So those stress management techniques, I call them first aid.
Speaker 3:Yes yes, right, that's the first aid. It's not going to magically create the life you love, right, but it's going to help and take that edge off and things like breathing techniques, like movement. It does not have to be running marathons or lifting weights for an hour and a half every day, it's just walk. If you feel that overwhelm, that exhaustion that comes in this stress reaction, you go for a walk where you just clench and relax your muscles. You complete that stress cycle. So that's the first aid of a burnout. But the bigger issue is that we need to learn aid for burnout. But the bigger issue is that we need to learn.
Speaker 3:Again, I want to step back a little and say, objectively, disruptions that are going on. They're, objectively, things that you know we are not happy about. You know that make it harder to be happy this way, right? So, objectively, things are going on. This is not what I'm talking about. I'm not talking about how we change the system. System changes need to happen. I'm talking about. I'm not talking about how we change the system. System changes need to happen. We're talking about what I can take responsibility for right now.
Speaker 2:Yes.
Speaker 3:So that's how you manage your energy, pretty much so. One of the symptoms of a burnout is this overwhelming exhaustion, right? So no matter how much time you sleep, no matter how much you slow down, whether you slept or you didn't sleep, whether you ate or you didn't eat, you feel that you're tired all the time.
Speaker 3:So similar to what you just mentioned earlier. It's like I'm just tired, right, so I need that, I need to do nothing for something. It's one of the symptoms of the burnout. So how do you do that? You replenish your energy. So we talked about the self-care, for example, so you actually create room in your day for joy.
Speaker 3:This is the thing that you can control. I'm not saying that it's easy, but it's simple. Yes, right, it's a practice. So, basically, you know, being in a state of harmony and being in a state of happiness is a practice. So happiness doesn't come with an achievement. You practice, it's a state of mind. You practice that state of mind, even actually to the point that the research now that says that happy people are more successful. So it is a practice. And burnout management is a practice, right, so you can take responsibility for that.
Speaker 3:What are those practices? Self-care is one of those practices. You breathe joy in your life beats at the time. You know, three minutes at a time. You train your brain to notice things you like instead of things you don't like. Yes, which comes with gratitude, right, so I'm grateful for what I have instead of I'm complaining about the things I don't have. A lot of us will go into that complaining. It's much more easier to go into complaining mode. You go to a water cooler, any company. What are you going to talk about? Oh, you know, these people are not the person. Can you imagine what he sent me? Oh, this guy did not respond to me.
Speaker 3:Lots of complaining going on, for instance like oh, the coffee is really great this morning right so you train your brain to notice things that you do like instead of things you do not like. So you live in that state of kind of oh wow, there's so many things around water cooler that I can be grateful about there is water right.
Speaker 3:It's clean, so you train your brain to notice that. And then we talked about control, right. So then we talked about what is it that's taking so much of my energy, that's draining my energy and a lot of time. It's this unnecessary control that needs to be relinquished in the context of leadership and context of management. A lot of it has to do with delegation work that I do. I work with women a lot, so how can I combine, you know, my role in the family, you know as a mother with kids, and my work, life and a lot of that? Where do I bring that? So what brings me joy and where do I create the biggest value and everything else that you can really delegate? So it's work that needs to be done right. And the third one, related to those, is the boundaries. What are those boundaries right? What is it that I'm willing to compromise on? So that's how you deal with the burnout on a larger scale. And then it's actually once you're in a better position.
Speaker 3:Most people find that it's not that they don't like their work, they don't like their job. It's not like they don't like their study, they don't like going to school, it's just everything else around this that we created, unconsciously or subconsciously, that did not work for us. So when you put those kind of posts around, you actually go oh you know, the job is not that bad, the company is really good. I see my way forward. Sometimes people change jobs, you know, coming out of burnout, but most of the time, if you actually create all those other safeguards around you and you create a practice out of that, that's how you become kind of in a better position, and then these changes trickle down to your team as well, which I found really fantastic. So once you kind of notice things that you're grateful about around you, you see that people start mirroring you and that gratitude returns back to you tenfold.
Speaker 2:Yes, it starts with leadership and regardless of what role it is, what the parent I mean they will feed off of you. So be mindful of how you're showing up, because your team will also pick that behavior up, good or bad, they often will pick up that behavior as we look at our time here. I know that you're doing retreats and you're running the business. Can you share with the audience the retreat or a book or something? What is it that you have going on that you can share with, and then we'll actually wait for them to contact you once we get past that.
Speaker 3:Right, we were talking about burnout, right. So some people really know that they are in burnout. Some people, you know, experience something that's called like languishing. So it's like every day is like you're not really in the burnout but you're not really happy. And for high achievers, especially for leaders, this is really not the place to be. There's no reason to be in that place. And when you're in your everyday routine, your everyday work, it's hard to realize that you are in that state. But you want to step up, you want to get to the next level, you want to have that vitality, the vibrancy, you know, enthusiasm, right. So that's what our retreats do. It's executive retreats for personal growth and personal transformation.
Speaker 3:The next one that I'm doing is going to be in Bali in October and there's another one in April in Bali as well. So you take five days of your life, you know, take yourself out if you're a routine, and you spend these five days doing that. You know bringing basically your mindset, your mind, spirit and body in alignment with what it is, that life that you want to create. What are those goals that you want to achieve, your personal goals and your company goals. You basically fill up with that. You know vibrancy and vitality and you come back as a renewed person. It is called Elevate Beyond Success. You can find it on my website svexecutiveacademy Silicon Valley Executive Academy. You can find out more about this and you can book a call with me. I'm happy to talk about this, rajit, on and on, because I truly believe and I know the results that you're going to see and how it can really put you on that next level in all areas of your life.
Speaker 2:Yes, thank you, victoria. Thank you for sharing and, if you're listening, we always promote and we always talk about what all of the guests bring to the table and what they share with you. So thank you for sharing that. What's the best way for people to reach out to you? If they're interested in making contact with you, just have a follow-up call. What's the best way for them to get in touch with you?
Speaker 3:Yes, the best way is on LinkedIn, victoria Mensch. You can see all my work there and there's a little link book a call. So I'm happy to talk about things that we're talking about here and share just share my experience on all levels of leadership.
Speaker 2:Yes, thank you, victoria, and thank you all for hanging in with us and allowing us to have conversations around what we're all facing across the board. None of us are exempt from it, regardless of where we are on the globe. We're all going through this together. It's happening to everyone at the same time and we're figuring it out. The airplane's in the air and we just don't want to crash it. So continue to join, continue to listen. If you have a topic or something that you want us to cover, send that over to us.
Speaker 2:Again, victoria had told you LinkedIn. You can find her. She has a webpage. You can go there and you can look up information that she's sharing stuff on there for you, you know, but we're super excited that you stayed with us to talk about leadership, to talk about burnout, to talk about harmony, talk about how to find that thing that works for you, and it's different for everybody, because we all have a different life. So again, this is Ron Harvey, unpacked with Ron Harvey podcast. We release one every Monday. You can always find me on LinkedIn as well. It's probably the place that's easiest to to find me and to reach out to me and drop a message and we'll be happy to talk to you. Until next time, victoria and I will sign off and thank you all for hanging in with us and please let your friends or colleagues know about us on Unpacked with Ron Harvey. And until next time, victoria and I are signing off for today.
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, 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.
