Unpacked with Ron Harvey
People Always Matter. Join Ron as he unpacks leadership with his guests.
Unpacked with Ron Harvey
Building a Holistic Approach to Leading Teams
Join me, Ron Harvey, as I chat with Andrew Beaulieu, a leadership development coach from Montreal, who traded his construction boots for a coaching career. Discover the transformative power of "leadership wellness" and how focusing on personal well-being can elevate your ability to lead others. Together, we tackle the age-old challenge of work-life balance, advocating for a more integrated approach that addresses nine essential life areas—promoting a well-rounded lifestyle that helps leaders manage stress and stave off burnout.
Have you ever considered the friction that can arise when personal and corporate values clash? Andrew and I delve into this critical topic, highlighting how aligning these values can redefine success beyond material gains toward genuine fulfillment. Reflecting on my own career shifts, I discuss how the pandemic offered an unexpected chance for introspection, pushing me toward a deeper understanding of personal satisfaction. This conversation invites you to periodically reassess your values, ensuring they harmonize with your aspirations and professional objectives.
Prioritizing people in leadership isn't just a nice-to-have; it's essential. We explore the pivotal role of self-care in effective leadership, where a focus on quality over quantity can boost productivity without sacrificing well-being. Emphasizing the importance of executive presence, vulnerability-based trust, and recognizing one's blind spots, we discuss how building a holistic team is crucial for organizational success. If you're eager to enhance your leadership skills, this episode offers valuable insights and resources, from coaching to consulting, to help you lead with intention and resilience.
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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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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.
Speaker 2:Harvey, good morning. This is Ron Harvey, the Vice President and Chief Operating Officer for GlobalCorp Strategies and Consulting, a leadership firm. We're based out of Columbia, south Carolina. My wife and I have been in business for over 10 years and the thing that we enjoy doing the most is really adding value to leaders so they can be the best version of themselves to take care of the people that they're responsible for and responsible to. We know that leaders have a responsibility, and it's not necessarily who works for you. It's how you take care of the people that's helping you be great. So that's a challenge right now across the board. I wish I had known as much as I know today when I'm in my first leadership role. I would have been a better leader for the people that counted on me to be great.
Speaker 2:So we're going to talk about all that, and that's what the whole podcast is about is how do you get better at this thing called leadership? So we love it. We enjoy it, but we do a small unpack. Our guests come on, they have a good time, with no questions in advance. The only thing that I do ask for all of us is that we talk about leadership, whatever that may look like as we go forward. So I'm super excited to have another phenomenal guest joining us. So, andrew, let me let you introduce yourself, give you the microphone and you go where you want to go at in your introduction. Then we'll dive into the fun stuff.
Speaker 3:Well, thanks, ron, I appreciate that. My name is Andrew Bollier. I'm out of Montreal, quebec, canada. I'm a leadership development coach. This is my third career actually, so I'm a three-time entrepreneur. Mostly worked in construction in the past, first was in residential property development and then I moved into general contracting commercial general contracting coast to coast across Canada, where I spent the most of my professional career 16 years there and I grew up from being a middle-level manager to a director to being an owner-operator of that organization that both of those companies are still running today.
Speaker 3:I've just decided now to take my experiences and challenge myself in new ways, and so I've created my own coaching practice Bold Moves Coaching and Consulting and I help leaders just I think you said it so well get better at doing what they love to do, which is taking care of other people, leading others to be the best versions of themselves on and off the ice I like the call yes, I'm Canadian, so on and off the ice hockey reference.
Speaker 3:Be the best versions of themselves at work, but also be the best versions of them at home. And so I kind of coined leadership wellness and I say how important it is to take care of ourselves as leaders, put ourselves back at the top of our priority list so that we can be the best for the people around us. How we show up is so important, and I think we've lost our way as leaders in that right. We've become too, dare I say, capitalist, in the sense that we're all about abundance. We want more, we want more, and so we're always chasing everything else, putting everyone else above ourselves, and at the end, that's actually hurting us both personally and professionally, and the statistics are showing that Ron Reports are showing. Last year we had the highest number of leadership burnouts in North America, and so that's why I've devoted my coaching practice Bold Moves, coaching and Consulting to help leaders regain control of their life and their practices.
Speaker 2:Wow, you opened a whole lot for me to unpack, andrew. I'm a very kind, very entrepreneur. You know three-time entrepreneur. He's changed careers and leadership and then you've got the wellness of the connective. People like to call it balance. I don't know if it's ever balanced. It hasn't ever been balanced. For me it was more like a seesaw up and down. Sometimes I was more at home and sometimes I was more at work. Sometimes I was more into my education. So I'll dive in.
Speaker 2:Thank you for sharing that for everybody that's watching and listening. You know that we just unpacking our real conversations. We have fun and we laugh because we got a sense of humor here, but we also like to get stuff done, so the work has to get done. So when you start thinking about balancing high stress roles, which comes with leadership naturally and I think you leaders balance that I mean you have a family, you have expectations at work, you got personal things going on, you want to take some vacation. If you got kids, add to that how do you balance all of these things that can be high stress as a leader?
Speaker 3:And I love how you said that you know this balancing act. Most people think of a seesaw work on one side, life on the other side, right, that whole coin, work-life balance. And I don't love that because my studies have shown that there are really, generally speaking, nine key areas of life, and work is just one of nine areas of life. Within that are your personal growth, your spirituality, your finances, your health, your family, your friends, fun and recreation. These are all in a physical environment. These are all areas of our lives that are important, that are conducive for us to be at our best. Think of it as like a wheel, if you will, and if some areas of your life are more depleted than others, you're going to be kind of splashing along in your life. You're going to have a bumpy ride if you're thinking of a car riding on a highway. Right, you need to have ideally as much of your nine areas of life as full as possible. Now, 100% is not possible because we only have 168 hours a week. We have to intentionally plan our time and our priorities a certain way, depending on where we are in our life, and so I help leaders, high performing executives, first off, build that self-awareness around these nine areas, and each of these nine areas have sub areas. By the way, nine is just the high 30,000 level fee, but when I dive deeper, each one of these areas has other sub areas is the best way to say it and so I help them build up the self-awareness first, and then from there we build intentionality Intentionality around boundaries, intentionality around communication, which is so important.
Speaker 3:Ron, people tend to just think, oh, communication, oh, communication is so impactful, it needs to be so well done. Language is important, timing is important, the form of how you communicate is so important. So, boundaries, communication and really redefining their values on a regular basis, we should be. Our values are our guiding compass and we tend to lose sight of them because we live behind the corporate values, but personal values is what guides you on a day-to-day basis. So those are my three pillars it's boundaries, it's communication and it's values around those nine areas of life.
Speaker 2:Wow, a lot offered, so I'm going to slow us down a little bit. Can you drop those nine for people that are listening? I love them. Then we're going to shift into the values part. I love how you corporate and personal. So we'll unpack that second, but can you lay out the nine again for people that are listening that may want to take notes? Yeah, absolutely.
Speaker 3:I actually have it on my other screen here so I don't misquote it. So I have a physical environment and I'll even give a little brief description of each one. So, physical environment, which is about creating a space conducive to your wellbeing, your comfort and your productivity, work and career. Which is about your personal and professional life and your level of satisfaction within your current position. Family and friends. It's all about your social circle, support systems and meaningful connections, relationships and love. Is about your intimate relationships and overall satisfaction. Within that, fun and recreation includes hobbies, interests and activities that you really enjoy doing. Health and wellness encompasses physical health, mental health, emotional well-being, finances, financial well-being, which is about achieving stability, security and prosperity in your financial life. Personal growth, continuous learning, self-improvement, expanding on your skills and knowledge. And spirituality or self-time. For those who are in spiritual, encompassing spiritual beliefs, practices and time dedicated to yourself for self-reflection and relaxation, and those tend to be, generally speaking, the nine areas, critical areas of life.
Speaker 2:Yes, we're going to put contact information at the end so you can have a conversation. If that's something that's super important to you and they should be critical areas of life. This is for you as an individual. Leaders are human, so I don't want you to think you're some kind of robot and you're just going to make it through. You mentioned earlier you talk about when you walk into the organization and you become the CEO or whatever. There are some core values that come with the organization. They're put on websites, they're put all over and I get it. But when I walked into an organization, what I heard you say is you got your personal core values and they're driving you. How do you help make sure that those are in alignment with what the corporate is also asking so you can be healthy?
Speaker 3:That's a wonderful question and I think that's something that has to be done periodically throughout seasons of your life. It's not just a one-time. Do it because mostly when you go for a job interview, you're looking at the corporate values, you're looking at the culture and you're seeing is there an alignment with where I am in my life today, with what this organization stands for? And if the answer is yes, you tend to move forward. But that doesn't mean that's going to be sustainable for all time, because things change in life. You have children, you get married, you relocate, something happens in your life that is a turning point. All of these things are opportunities to rediscover what's important to you and what's your driving factors today.
Speaker 3:What are your values when you're aligning with a corporate value, personal versus corporate? Why there is a distinction between the two is corporate values tend to be about how do we make this entity, this organization, run and sustain long-term. They tend to be around teamwork and communication and integrity, possibly some citizen corporateship, you know, giving back to our communities things of that nature. But they don't necessarily talk about things that are the personal value it could be family. Family is important to us, whereas in corporate they say leave your personal at home. Well, no, family is important to me, it's a personal directive. So that's just an example of how you can have a distinguishment between the two, actually a friction point even at times, because as you start to expand on your families, you have children, you want to be more present at home, you want to be more available to your family, and that could be a friction point that needs to be discussed at that point in time. It doesn't mean it's a deal breaker, it means it's a point of discussion and reflection. So you know, a lot of people have grit or they'll have I'm drawing a blank on my word here when they want to challenge themselves in different ways. They want continuous learning as a personal value.
Speaker 3:But maybe the organization you're working for you've hit a plateau, maybe you've hit a ceiling and you can't continue to grow. Well, that's going to be again another friction point that you have to sit with and reflect on and say am I okay with where I am, or is that, you know, calling me to something else? Or maybe I need to add on something in my life, expand on what I currently have in order to fulfill that personal value of mine. And we can't ignore them because they're going to surface in different ways. They're going to manifest themselves in different ways, and if you ignore them, they will bubble to the surface one way or another at a certain point. So it's healthy to reflect on these periodically. And I say seasons of life because it's not necessarily every year that you're going to have something change in your life. Time is flying quite quickly. As we get older it goes faster and faster. So maybe it is every year, maybe it's twice a year, it's whatever. It's each their own, but I tend to do it once a year.
Speaker 2:Yes, as you mature and get older, I tell people the days get longer, the years get shorter. It's pretty short. Like what did this? Like well, they went. Man, it's already Christmas. They're like we didn't get ready to start thinking about holidays already. So, based on your background, based on what you've done as you do you switch careers several times I have to believe, or at least think, that you had to redefine success because, from organization to department to department, career to career, it changed. I guess I would like to say it changed. How do you redefine success? As you're growing and you're changing and life is changing, how do you redefine success?
Speaker 3:Yeah, it evolves over time. I like to say Nothing quite changes, but it evolves. And for me, one thing it used to be about success. So success for me used to be about growth within the organization, financial compensation, you know, it's things that were more materialistic in life Am I able to get the house that I want, the car that I drive, the suit that I wear? It was very external, it's how people perceived my accomplishments and my goals, and that was very external. It's how people perceived my accomplishments and my goals and that was very fulfilling in a younger age.
Speaker 3:But as I've matured I'm a father of two young daughters and my life has evolved I realized that success is only one half of the equation. You also need fulfillment. And fulfillment is that inner feeling, is does it bring me joy, does it bring me meaning? Do I feel like I have purpose here? Do I wake up energized versus depleted? And it's really that intersection on that Venn diagram, ron, that's the sweet spot. You want a happy blend of success and fulfillment and that's really what gets you going.
Speaker 3:And that was one of the reasons for my most recent career changes I had, you know, as an owner-operator of a large organization here in Canada by all traditional metrics of success.
Speaker 3:I had what most people aspire for in a career, but I was lacking a little bit on the fulfillment side. You know, this season of my life, with my two children, who are young, I want to be more present at home. I want to be able to have more flexibility to work here. I have other partners that were pulling you know, not necessarily pulling pressure, but there was other complexities to the organization that wouldn't allow me necessarily to live into that fulfillment that I defined for myself and my personal values, and so that's why I made a most recent change and I like to say it's more like an onion. There's many layers to it, but that was one of them, that was one of the onions layers, but for me that's how it's evolved. So for me it's not just about success, it's not about just financial compensation and benefits and being able to afford a lifestyle that you've always dreamed of. There has to be something more, and that's on the feeling side. How does it make you feel to be able to do this? What's the legacy behind?
Speaker 2:it. I mean, I love where you're going at. How did you recognize that it was time for a change again? What are the things that you notice about yourself that helped you get there? Do you realize you need to change?
Speaker 3:Yeah, absolutely. This is going to sound maybe a little funny, but it was the pandemic that actually was the break I needed, in the sense that the whole world came to a halt really suddenly, right, and so it physically and emotionally brought me back home. And that was a time for me to reflect and really stop and say like whoa, what have I been doing? I've been on autopilot, I'm going through the motions every day. Although I wasn't unhappy, I wasn't fulfilled, and there is a huge difference between those two things. I'll say it again Even though I wasn't unhappy, I wasn't fulfilled, and having that kind of moment to just breathe and be at home with the things that are most important to me my two daughters and my wife was kind of a wake-up moment, saying like I'm missing all the small things.
Speaker 3:And you know, I've learned that at this age of my children, quantity is important, not just quality, which they were seeing me on the weekends if they were lucky to ever see me at night, because I was working 67 hours a week and I realized I'm not giving them the quantity that they need at this time of their life for me to build a relationship that I want with them long-term. You know, when your kids get older, they go into THR. It becomes less about quantity and more about quality. But at this age my kids are eight and six, so go back four years when the pandemic happened. The younger Quantity matters and for me, to be the type of father that I wanted to be, I needed to be more present at home and that was what was defining fulfillment for me, and still does to this day.
Speaker 3:So, you know, not everyone's going to have a and let's hope that there's not everyone's going to have a global pandemic to kind of give them that moment of clarity or an awareness. But that's what, you know, working with a coach can do for you is it can help you bring those awarenesses that you don't have time to think about in your busy day. Things are hectic and, like we said, time is flying. You kind of need someone to bring it back and ask the right questions, give you the right clarity to help you build that awareness that comes out. You're right, something's off. You know my guiding compass is off. I need to make an adjustment here somewhere, and it doesn't have to be a career change like I did. It might be something more minor.
Speaker 2:Yes, because society will prompt us that we got to chase all those things that the world said is they win. Yep, how do you, as a CEO, executive or a leader, not feel guilty about spending quality time with your family?
Speaker 3:I worked with a coach and she brought this to my attention very early because I had that same question. I felt guilty that I wasn't doing what I needed to do for the organization, and she said this and I actually posted on LinkedIn today about it. Actually, funny enough, there's a difference between being selfish and self-interest.
Speaker 2:Hmm, right, that's what the idea of it, cause I don't think anyone said on any of the podcasts you know I love it.
Speaker 3:Yeah, that again. There's a difference between being selfish and self-interest. There's a difference between making yourself a priority, because when you do that, you first off, your own well-being is better, but you also show up better for people. Use the airplane analogy right you put the mask on yourself before the person sitting next to you. Self-interest is an essential. It's a must-have for any leader to better take care of the people in their charge. It's the least selfish thing that they can do is take care of themselves so that they can take care of other people. When I'm selfish, I'm only thinking about myself. I'm not thinking how can I do something that's going to benefit people around me? And now it's. The misconception that a lot of leaders have is I don't have the time to make myself a priority. I'm a servant leader. Therefore everyone else comes first. That's actually wrong. You take care of yourself and you will take better care of those around you.
Speaker 2:We use the word executive presence, leadership presence, like what does that actually mean? Like when I ask organizations well, ron doesn't have executive presence and I'm like what does that mean? What does it look like?
Speaker 3:How do I taste, touch, feel Like? What is this thing called leadership or executive presence? Executive presence is role modeling the behaviors and actions that you want others to feel. As a leader, Our job as leaders are to make the next generation of leaders and their job to make the next generation of leaders. It job to make the next generation of leaders. It's not about conserving what we have. It's about giving it to the next line, if you will, the next wave of people. Our job is to groom them, and I equate it almost to being a parent, right? In my case, my job is to take care of my children and get them to grow up to be responsible, ethically minded, ambitious individuals who have success and fulfillment. Like this is my job as a parent. Well, it's the same thing. As a leader, your job is to help the people in your charge grow to feel safe, to have trust, to feel heard, to feel seen. And this is executive presence, is role modeling those behaviors and actions that the people around you receive you, the way you intend to be received.
Speaker 2:Phenomenal. What if I've made a mistake? I love that you're saying like you're this role model. How do I repair any damage that's caused by me by not being a good role model? I made a mistake. I wasn't totally transparent or honest or forthcoming or nice or kind or whatever that thing is that created this disconnect in my organization?
Speaker 3:How do I fix that? You own it. You need to own it. We're all human right, and we all make mistakes. And those who are vulnerable enough and courageous enough, bold enough to own their mistakes or even own saying I intended to come off a certain way but you received it differently. That's my bad. Even if there was no malintent, that's my bad. Let me try again. Can I try again? Will you allow me to give a second kick at the can, because I think I can do better.
Speaker 3:I think it's owning it, and you do that by just being vulnerable, and I talk a lot about vulnerability-based trust. Vulnerability is not a weakness, it's a strength. It's putting your heart on your sleeve and wearing it there proudly and as a leader. That is probably one of the best things you can do, specifically in today's day and age, with a new generation of workers coming into the workplace. They want to see that authenticity. You want to see that vulnerability. You want to see that you care and that you're a human being that bleeds the same type of blood that we bleed.
Speaker 3:You said it before we're not robots, far from it, and I think just own it. It's never too late to make a change or to say, hey, we've been doing something for 30 years. I hate that saying we've been doing it for 30 years, so what's wrong? It's okay to say we're not afraid of the news. That's what's wrong. I think it's okay to say, hey, we've been doing a certain way and I'd like to try something different. Is everyone okay with that? And make it inclusive. People will respect you more for that. People will follow you through that because they will feel it, not just hear it.
Speaker 2:Yes, I love it. So let's go to the place. On here, andrew, we got to make the numbers, we got to get things done. Bottom line matters to organizations and results have to happen. How do I do that? While also practicing self-care.
Speaker 3:Well, there's so many answers to this. There's no one answer to this, but there are a few I can list off here. So one when we show up at our best, and we're hopefully again. If I'm a leader and I'm taking care of my own wellbeing and I'm role modeling, this, it's for the intent, not only for my own care, but that others in my organization will also practice self-care and we're going to foster that culture right, we're going to foster that so everyone can show up at their best.
Speaker 3:When people show up at their best, they get more things done in a lesser amount of time with a higher quality. Productivity goes up, Interdepartmental collaborations go up, Communication improves Our error margins decrease, Turnover decreases your retention, so your profitability is going up, your revenue is going up, your net margins are healthier, all because you're showing up at better versions of yourself. That's the first. The second is there's a misconception, and I have a certification in neuroscience and we can only do between four to six hours of hard cognitive work a day. That is it. So the individuals doing 12, 14 hour days are not actually being more productive. They're just burning their candle out at both ends. So there's a misunderstanding that more time equals more value. We can spend more quality time and earn better value. But again, that starts from the top downs.
Speaker 3:For leaders to really identify where the priorities are right now and that's where I said communication is one of the three pillars. We need to communicate so that they know that they're not spinning in a hamster wheel just running after their tail. We're saying work on these things. This is what's going to give us our biggest ROI, this is where we're going to get our biggest return and this is what's healthy for the organization. And really spell it out for them, Don't hide it from them, because at the end of the day, this is what's going to help you hit those milestones. Build that motivation, make them feel like they have a sense of ownership in the business. People want to feel like they own the business without actually owning the business and they'll go to war for you. They'll fight tooth and nail and they're going to work hard without burning themselves out because we're practicing self-care.
Speaker 2:Awesome. During the pandemic, during your transition from career to career. What are the things you've learned about yourself that made you better?
Speaker 3:Building connections with people. One of my biggest strengths in my past life and this life, one thing that has evolved with me is slowing things down and taking more time with people. We found I say we as in the organization found that when I took time and I sat with every single one of our in-house, our office staff members we had 70 staff, 35 in office I sat with every single one of them on a weekly basis for one hour and when I sat with them I said this time is for you. I have my objectives of what I want to get out of this meeting. So there's certain KPIs that I want to review with you. But if you want to talk about anything else, this time is for you. It could be personal, it could be professional, it could just be social. We could cut the meeting right now if you'd like. This time is for you.
Speaker 3:And when I actually slowed things down and I gave my team the space, I built psychological safety, I built trust, I built rapport, I built relationships with these people, both personally and professionally, and we noticed that the organization as a whole grew stronger. People wanted to come to work, People enjoyed coming to work, there was friendships, there was laughter, and so building connections is one thing that I have. I wear as a badge of honor. I love building connections with people and in this new life of mine, this new career path, I get to do that again in a different capacity, and I think it's the thing I enjoy the most. It gives me fulfillment and makes me feel like I'm scratching over that success wheel as well. It gives me both, and I think that's where a lot of leaders can if they're listening and they're looking at ways to improve their organizations is take the time to build relationships with your staff, both personally and professionally. You will thank me down the road.
Speaker 2:Yes, you and I will sing that song together probably every day. I talk about social capital With people. It'll take you further than you'd agree in your experience.
Speaker 3:Yeah, something that you said that I want to unpack before we wrap up here. How important is it for leaders to find and intentionally make time, to give people their time. They are the ones who take care of your clients, your customers. Without them, your organization will shrink and or fail. You need to. It's number one it's number one on my list is to make the time for your people. If you don't have the time, you need to delegate, you need to hire, you need to do something, you need to come up with a strategic plan to find that time. You need to be very intentional about the time you make. If you don't, I fear that it will have bigger repercussions on their business long-term than if they did.
Speaker 2:Yeah, I love it because I talk about it all the time and you hear, you know the higher you go. People say I'm busy, I'm busy, I'm busy and metrics and numbers and profit margins and losses, and you know what the books are saying. At the end of the year we want to equate everything back to some kind of a document, a spreadsheet, and we don't have people built into that and I love that you're reinforcing that. I kind of got to slow down to speed up.
Speaker 3:So what was really interesting is, when I worked for the general contract in business, I was in charge of administration and finance, so my job was to look over the financial statements and I looked at numbers every day, whole day. The one line to your point that you're not going to see there is, like you said I love the sentence social capital. It's not a line on your balance sheet but it affects every single line on that financial statement. To your point, someone who's very analytical and maybe doesn't enjoy that social collaboration so much. Right, and they just like throwing their numbers and their nose in the books.
Speaker 3:You're missing a big part of the puzzle. You're missing a big part of the puzzle. It's the people outside your office, it's the people within your organization at all levels. So if that's not somewhere you enjoy and get fulfillment with creating those collaborations, those connections with others, you need to find someone who can, on your behalf. A good leader recognizes where they have their blind spots or weaknesses and they'll find someone who helps complement that. We don't have to be the best at everything, but we need to surround ourselves with people who are the best at everything so that we can be the most holistic possible.
Speaker 2:Yes, I love it. He's dropping nuggets for you because every leader feels like they got to have the answer for everything. This is the only team, you know?
Speaker 3:No, you think of the hockey team. Again, I'm Canadian, but it's the good GM surrounds himself with the best coach, assistant coach, top players. The GM might not be the best hockey player, but he's going to build a good hockey team by surrounding himself with the right people.
Speaker 2:Yeah, I mean it's amazing because I think you know up north in New England Patriots and Bill Belichick was doing a phenomenal job, I said, well, what NFL did he play for? He was like, yeah, just go research. What NFL team did he actually play for? He came out of the Walker Academy Absolutely he did, but with an earthly professional career. He was a phenomenal coach, but he leveraged the things around you. So, leaders, if you're listening, you don't have to be the best at everything Now. You do have to be good at what you're supposed to be good at, or whatever that thing is that you bring to the team and or whatever that thing is that you bring to the team and that's based on organizations. But you got to surround yourself with talent, trustworthy people, capable people and you got to get out of their way.
Speaker 3:Yeah oh, trust, you got to get out of their way. Yeah, you just sprinkled that in there. Trust yes, you need to trust the people you empower.
Speaker 2:Yes yeah, so as we come to a close, is there anything that comes to mind that you want to leave with the audience? You know your top three things, or is there a list, and not that you have to have it? What would you leave them with, if anything?
Speaker 3:utility belt. These days and age, the numbers don't lie. If you're a numbers person, the statistics show that last year we had the highest number of record of burnouts in leaders. And if you don't know where to start, we'll partner with someone who can help you get you there Again. You don't need to know everything, but there are resources out there. There are leadership development coaches, there are consultants. There are so many different resources out there for you, so don't let it be what holds you back.
Speaker 2:Yes, invest in yourself. Invest in yourself. Yeah, invest in yourself. With that being said, if someone wants you on a podcast or someone wants to find out more about your programs and your organization, what's the best way for them to make contact with you and your organization?
Speaker 3:Absolutely. There are three real key ways that you can get ahold of me. You can go and visit my website at wwwboldmovescoachingca, and there is a contact me part on my website, so feel free just to reach out. You can contact me on LinkedIn under Andrew Bollier, b-a-u-l-i-e-u, and I'm on LinkedIn every day. So, again, just message me, connect with me. I'd be more than happy to have a conversation with you. Or you can email me directly at andrewatboldmovescoachingca. No matter what, if you reach out to me, we're just having a conversation. There's no obligations. We're just going to see what your needs are, where I can help, and go from there.
Speaker 2:Yes, thank you. Thank you, phenomenal conversation. Thank you for sharing so much rich information and adding value to the audience that follows us and listens to us. You know, but doing probably 80% to 90% of the same things. If you're a leader and you're a small business owner, entrepreneur, if you will, don't be afraid to communicate and collaborate with people that do what you do, that can probably help you or you can help them.
Speaker 2:I call it coopetition. Cooperate with your competition, which is huge. As a society. This is an ecosystem. Your business is not big enough, fast enough, strong enough and good enough to do it by yourself. You're going to have to find someone and I always tell even the best-made automobile, don't make all the parts for that car. Yes, there are things that they do so you can have a phenomenal vehicle that don't have their brand and their name on it, but it's still to make it a safe, reliable vehicle for their customers, and I think all of us owe that as entrepreneurs. What can we do to make it the best product or service offering for the customers? That's invested in our business, invest in your people.
Speaker 2:The best way to reach me is on LinkedIn. You can always follow our podcast. We ask that you share it. We release a new podcast every single Monday to add value to you. You can follow me on LinkedIn or you can go to our company's webpage at GlobalCoreStrategies and Consulting and you can reach us. We're happy to support you, serve you and partner with you, point you in the right direction, either or Our job is to be of service and be a great partner in our community and on this podcast. So thank y'all for joining Andrew and I. With that being said, we're going to sign off and thank you for hanging with us for at least 30 minutes and until next time, andrew and I will be signing off and appreciate you joining us.
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.
