Unpacked with Ron Harvey
People Always Matter. Join Ron as he unpacks leadership with his guests.
Unpacked with Ron Harvey
Unpacking Leadership: From Roadblocks to Resilience with Robin Camarote
We explore what happens when results outrun relationships and how to rebuild trust through apology, transparency, and small daily practices that steady your leadership. Robin Kamrode shares stories from federal teams, mid-career crossroads, and the moment half her team quit—and what turned it around.
• making work a better place through connection and clarity
• the Friday resignations and the power of a sincere apology
• avoiding the trap of chasing metrics over people
• getting unstuck by deciding with imperfect information
• leading without answers using radical transparency
• focusing energy on control and influence, not concern
• a simple morning ritual with three grounding questions
• continuous learning to avoid unconscious incompetence
• feedback as data and using Q-TIP to lower defensiveness
• who Robin helps and how to connect on LinkedIn
Join us every Monday as Ron unpacks sound advice—real answers for real leadership challenges.
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
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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 Unpack Podcast with your host, Leadership Consultant, Ron Harvey of Global Core Strategies and Consulting. 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_02:And good morning, everyone. This is Ron Harvey, the Vice President, Chief Operating Officer for Global Course Strategies and Consulting, which is a professional leadership development firm. And we spend all of our time to make it really easy helping leaders be better, connected, and productive to take care of their teams and get results at the end of the day in an environment that people want to be in. So our whole goal and what the way we operate is really how do we help you be better to create an environment that people really want to come to work and they love what they're doing and supporting what you're doing? But we pause every single uh Monday and release a podcast with guests from around the world, unpacked with Ron Harvey. I can only tell you that we're going to talk about leadership. Outside of that, it's going to go wherever it goes. So if you've been around and you've watched us, you know we have fun. We know we let you behind the curtain, but we don't know the next question. Um, but I'm happy to have a guest and always let our um, you know, provide space for our guests to really introduce themselves and share what they want to share. Um, so I don't read bios. If you follow me, you know I don't read bios um because I want it to be authentic. I want it to be, and most often I never remember a bio when you read it anyway. So I let people share what they want to share. So I'm gonna invite our guests. Uh she's coming in out of Virginia area, super excited to have her. Um, I'll let her tell you her story of what she wants to know. We talked in the green room, but let me let me go ahead and pass the microphone and do your introduction for us, Robin, and we'll get started once you finish.
SPEAKER_00:Great. Well, Ron, thank you so much. And it is such a pleasure to be here with you today and with your audience. My name is Robin Kamrode. I am a leadership development trainer and uh career coach. And one thing that attracted me to one thing I love about your podcast and I love about your mission that really resonates with me is this desire to work, make work a better place to be, uh, because we all spend so much time here. And it doesn't have to be miserable, you know. And I think when we bring some intention and some curiosity to, you know, how we work together and how we work better with others, it just makes it all the all the more fulfilling. So thank you, Ron.
SPEAKER_02:Yes, thank you, Robin, for for sharing that. You know, so Robin knows she's using those culture words and their curiosity. So we know we're gonna dive into that and help people get it. And she's really speaking the language of how do you really make work fun in a place where people want to be? So you're in Virginia, um, and you're you've been in the leadership space, you're in the coaching space. What attracted you to even getting into leadership? Where did it all start at for you to even caring or being curious enough to take this leap because it's work and we make it look easy, but what drew what drew you to it?
SPEAKER_00:Yeah, well, you know, I I sometimes say that um I've been a manager my whole life. I am the oldest of four children, the oldest girl, and I was that bossy big sister. So all growing up, you know, I was directing people and kind of, you know, bossing them around, telling my siblings where they needed to be and when and all that. So, you know, there were there were times where, you know, whether it was group projects in school or other kind of um early jobs, where I kind of just naturally started trying to organize things and kind of move them in in kind of like toward towards a goal. I do love goals. So when I actually got a professional, you know, started my professional career, um I was interested in it, but really focused on just doing the best I could, being a really strong individual contributor. And what happened for me, I think happens for so many people, is when you are good at what you should do and you're recognized for that, then you're kind of asked to take on more. And that was that was the case for me. So it was kind of something that um naturally evolved. But Ron, I'll tell you, there are some people out there that may be a little bit more naturally inclined to be leaders and managers. That really was not the case for me in a professional environment. I hit a roadblock a couple of years into that process that was just devastating. And it was a wake-up call for me to say, look, I need to take this seriously, and I can't wing it. I really needed to get some professional training, I needed a coach for myself, and I needed to read everything I possibly could about leadership so that I could be that leader that I wanted to be for my team.
SPEAKER_02:Yes, yes. I love that you unpacked it, Robin. Like, how did you get into it? And you hit a roadblock because people will watch us and no, we've we are we're we we've learned a little bit, we've studied a little bit, we've had some trial and errors, and they see the final, the final product or the product that's gotten better, not even final, but what's gotten better over years. And we make it look simple and we make it look easy. What was what was the thing that really, when you hit the roadblock, what was the thing that made you really pause, you know, for the listeners and say, I need to get help professionally, reading, coaching, whatever that may look like. What what was the thing that made you realize stop robbing? You need to get something, you don't have it all that you need to have internally. What made you what happened?
SPEAKER_00:It was one um one really devastating Friday afternoon, Ron, when one after another after another, half of my team quit.
unknown:Yeah.
SPEAKER_00:And I was just crushed. And and I have to say, it it it in that moment, it was a huge wake-up call. But the reality is that there were signs long before that. People would come to me and try to uh you know talk to me about kind of some of the things they were frustrated with or things that I was doing that was was holding them back, and I couldn't hear it. I was so focused on trying to make our client happy and trying to make my boss happy and just trying to keep all the trains running on time that I couldn't hear them. And so that was a huge wake-up call for me. And um I just I told myself, I said, in that moment, I said, if I do nothing else in my career, I want to be a good manager. That's it. And uh so it was a big turnaround for me. I really had to come back in that next week and start with a big apology and really commit to the personal development needed to really um be the kind of manager I wanted to be for my team.
SPEAKER_02:Wow. Thank you for the transparency. And it's really unpacked. And I tell people we really like you, like we tell you like real. This is this we live life just like you live life. And I will tell you, um, what's the trap that leaders fall in, Robin, to to make sure that you are meeting deadlines, you are looking at profit and loss, you are looking at all those things. What's the trap of like chasing success and losing connection? Because it sounds like, hey, I'm winning all in these other places, but the people that are getting it done, I don't hear them, I don't see them, they don't feel valued, and it's causing a disconnect. And it's a fact how often do leaders fall into that trap?
SPEAKER_00:Well, you know, um I you know, unfortunately, I see it a lot. You know, I'd be curious to see kind of what you, you know, what you're seeing in your work as well. And and I don't think um, I don't think it's people are uh mean or have bad intentions. I think we're busy. And I think a lot of times in just the interest of like keeping up and trying to keep things moving, we prioritize uh, you know, maybe certain things about operating the business over connecting with people. And the, you know, and I think the other thing is that we just kind of make some assumptions about what people need without really taking the time to slow down and just ask them and really understand like what they need from us. Um, and so I think when we make assumptions and we we kind of fail to slow down and pay attention, that that's when we can fall into that trap.
SPEAKER_02:Oh, yes, yes. Um, this is spot on uh unpack it. So so you you fast forward, you realize that you you gotta kind of do things different and you get the help, and you you walk in and make the apology. How important was it? And that's for everybody listening. For you as the leader, the owner, the person that everybody, you know, the person that says, Hey, I'm a boss, I like to put things together. How important and what difference did it make when you came in and apologized?
SPEAKER_00:Well, um, for me, I think it made all the difference because everyone knew there was no hiding it. You know, I think sometimes we make mistakes and we try to cover them up. Um, but in this pay, in this case, there was no covering it up. I mean, it was clearly out there. Um, and then so for me, I think just kind of being showing some acknowledgement that I had made a mistake, that I realized how um impactful that had been in a negative way for so many people. And and just sharing that, you know, I'm human, I really want to make this work. And I need the the people who are remaining on the team, like I needed them. I needed their feedback, I needed them to take a leap of faith that I was going to be able to follow through and do it and to kind of go with me on this journey. And uh so that that I think that apology, and it was the it was the first of many, and I think this is one thing that um, you know, it's a simple thing that I think many leaders can do to build some of that connection is just call it, like call it like you see it on yourself with like, hey, you know, that just really didn't go as well as I had hoped, or what my intention was, and here's what I'm trying to do to fix it.
SPEAKER_02:Yes, I love it, I love it. So let's lead into, I mean, phenomenal. I mean, I'm glad that you unpack it in real time. Let you spend a you spend a bulk of the time and you look at your, you know, you go to our website, you look at what she's doing in her organization, you spend a lot of time helping people that are really good, very talented, but getting stuck. Can you unpack a little bit about the work that you do and people that are listening? Because right now, people are stuck, things are chaotic for people across the board. Like, what what does it look like to help people get unstuck?
SPEAKER_00:Yeah, yeah. I do I do see this a lot. And and it's like now looking back, um, I can see different points in my own career or other people I was working with, that they were in fact stuck. And and it can feel like just being frustrated and like there can be like confusion. And the biggest thing I think is that this worry that we're gonna make the wrong decision.
SPEAKER_02:Yes.
SPEAKER_00:And so we get in this cycle of analyzing and looking for more data and running scenarios and trying to imagine what it's gonna be like, and we get in this there, this cycle of kind of worry and speculation. And what I found is that like to a certain extent, we have to collect some data. I mean, like, so I'm not taking anything away from that, but at a certain point, we have to say, you know what, I'm never gonna have perfect information. There are no real right or wrong decisions because we're bringing ourselves with us. And I just, if we can have the trust in ourselves that look, I'm gonna do the best I possibly can with this, and at the next logical point, I'll be able to make another decision. And so taking the pressure off of any one decision, I think helps us just be able to get into action and move forward.
SPEAKER_02:Yes, yeah. It's I love it. It's leadership has changed in your time frame and mine as well, and and the workforce has changed and access to information is all that's changed. How do you help leaders that still are in that space getting stuck while they feel like they're supposed to have all the right answers all the time? Because you know, there can be some unwritten rules or expectations that that you may put on your or your organization may put on you that you must have the answer, or you get minimized, marginalized, or you don't look as competent as you you need to look. How do you always get unstuck out of feel like I gotta always have the answers?
SPEAKER_00:Yeah. Oh my gosh. And this is so incredibly relevant right now. I do quite a bit of work with um, I'm fortunate to be able to do work uh with the federal government and with some federal government contractors. And some of my clients now have been in this place where um decision authority has shifted pretty dramatically in the last couple of months. And with, you know, um deferred resignation and riffs and all of this stuff going on, traditionally leaders would have very much been a part of all of that process, all that analysis and that decision-making process. But the reality is that in recent months they haven't been. And it's been very difficult for some people to go to their teens and say, look, we just don't know. And I, you know, and be as transparent as they possibly can. And those leaders that I work with that were able to say, look, I wish I knew more, but I don't, and I'm sharing everything I possibly can. And we're here, we're in it together. We're gonna figure this out together. Those are the ones that I think um had better connection and success with those, their teams, versus those that felt like, well, I don't have any answers, so I'm not gonna say anything. And they pulled back. And they are really struggling, and I know their teams are struggling too. So um, it does feel like a case study right now that we're in the middle of that they're uh kind of an extreme that many leaders, at least in federal right now, have been kind of taken out of that traditional um just awareness in that decision-making process. But when they owned it and just were transparent about that, that they actually got more connection with their people.
SPEAKER_02:Yes, yes. Love it that you're sharing it. What do you tell the leader that that's in that situation where they have been removed from the decision-making process, you know, two or three levels, and they don't have answers, but and and they go and they're transparent, but they're personally struggling. What do you think you to help? Because they will be struggling, you know, there's the people that's left behind, the people that are going to be out of out of out of a job for for a variety of reasons, but also the people that are in in the leadership roles but can't protect their workforce anymore. How do you go?
SPEAKER_00:Yeah, I think it's a great question. I think what you know, so I don't have all the answers, but a couple of things that I like to talk about with people is focusing on what's within your control. Yes, because there's so much right now. And I love that cobby model, you know, where it's a circle of um influence or circle of concern, excuse me, circle of influence and circle of concern. And when we can look at that together and say, look, there is so much going on out there right now that that is we're certainly concerned about it, but we don't really have any control and very even limited influence. And and and so essentially we're kind of wasting our energy and wasting our um, you know, our our like our spirit, you know, on trying to worry about that stuff. So to the extent that we can say, okay, let's refocus on what's within our control, both for leaders and to share that as an advice with their teams, like, hey, let's kind of like let's just reconnect because we can always control how we're showing up, we can always control how we're treating each other, and we can always control the quality of work that we're doing. There's so much that's still within our power, and kind of like taking that power back instead of feeling um kind of you know, almost as a victim to everything else that's kind of going on.
SPEAKER_02:Yes, yes. I and I think that's important for everyone that's listening is really you know sitting down and seeing what you do have control of. And there's a ton that you wish you did, but that's changed. But what you do have control of is making sure that you, as a leader, respect your team, you're transparent with your team, you're open and honest with your team, and you let them and be vulnerable with your team. They want to know that you're human too, and you're going through some of the same things. And sometimes that puts people at ease that that they're on the journey with you versus they just happen to be on the same road with you. Um, and I think that makes a huge force. Let me shift a little bit for you, Robin. In leadership, you know, one of the things you know, we both run businesses, we have families, and life is busy for everybody. What would you say to the audience that's listening how to do the mental health and well-being as a leader? Because often leaders are the last to do it. What advice do you give to those to leaders like you and I to slow down and take care of themselves with mental health and well-being?
SPEAKER_00:Yeah. Oh my gosh, this is such a great question. And I'll I'll just be honest that there's some days or weeks I'm better at it than others. And when I would say when I'm following my practice, when I'm in my routine, that that's when kind of things are working. And so for me, what that is is my my most favorite part of the day is first thing in the morning. I like to get up early. I love a cup of black coffee, you know, get my get my dogs situated, and then I sit down and I do some journaling. I do a very short, um, just quiet kind of like reflection, just a few minutes of just stillness, and then I do my journaling. Um, and for me, there are three questions that I ask myself every day, and it helps kind of set up the intention. So the first question is, am I working today or am I resting?
SPEAKER_01:Yes.
SPEAKER_00:And so, okay, I get clear on that because and it can't, and you know, there's no right answer here, of course. And in in the so anyway, so I get my head around, am I working today or am I resting? The second question is, am I creating or am I consuming? So I I love to write, I like doing some speaking, but I also like learning, a kind of a more consumption process or just kind of observing what other people are doing. So there has to be a balance there. And the third question is, am I open or am I closed? Now, I will say most days, I feel pretty open. I love talking to people and I like being out there and all that, but there are some days when it can feel like it's too much. And so then I just kind of need to shut down just a little bit, kind of retreat, take a little break, and then you know, and then the next day reconsider it. But those three questions for me, it's almost like setting a little intention for the day so that then what as the day goes on and we know things always happen. I'm like, bring myself back to like, wait a second, I'm working today and I'm open, so I need to kind of think about this a little differently because I already made that commitment to myself.
SPEAKER_02:Yes, I I love it. So, you know, you've given them several questions now that you start your day off with. So you're hearing reality, you're unpacking. Here's how she functions, you know, so she can stay, and the day is going to happen, but at least you start off with intentionality. What do you tell the leader that feels guilty about taking time for themselves?
SPEAKER_00:Oh my gosh. I love this analogy of put your oxygen manager first. You know, I know you know it. I know you probably have to coach yourself at times to do it, especially yeah, being uh, you know, having a family, because we do this as parents, we do this as people in our communities, we do this um a lot is to kind of put others uh first. I do um I think that's real. I mean, I really do um try to remind myself, try to remind others gently that when we put our oxygen mask on first, we're just that much more able to um to help other people. And we know, you know, when you're kind of like getting towards maybe not full burnout, but you know when you're kind of wearing yourself out and and to be proactive and just take that time time away.
SPEAKER_02:Yes, yes. But I'm so Ron, you you think about you're an entrepreneur, um, you know, you're you're doing the thing that that keeps everybody busy. What do you do to make sure that you stay ahead of your game? You know, if you go back and look at like where you are in business now, you gotta, I believe that you always gotta get better. How do you speak to people to everyone about you must, if you're gonna be in whether it's in corporate America or you've been an entrepreneur, whatever that solopreneur, whatever you're doing, what advice do you give people that get complacent and comfortable that like where they are is good enough?
SPEAKER_00:Yeah, I think this is a real risk. I I really do. Well, I think a good place to start is listening to Unpacked Podcasts. So you're getting you know, put yourself in a position to be exposed to all different kinds of ideas, even some that you might not, you know, not necessarily agree with or that you wouldn't already, you know, even normally be attracted to. So I think we have to kind of put ourselves in a place to um, you know, to be a learner. And that can look like you know, all different kinds of things. But I do think there is, especially when we get busy, um, and we've all worked with people like this who like really you can tell just by talking to them, to work with leaders like this, that they were they're carrying ideas forward that now are almost a decade old. You can tell they haven't kind of refreshed it.
SPEAKER_01:Yes.
SPEAKER_00:And so I I do think it doesn't have to be overwhelming and it doesn't have to look like any anybody else's, you know, process, but really having some some way to expose yourself to new ideas where and if that's reading, I personally love podcasts because I can do two things at once. Um just getting in conversation or doing copies with people that you wouldn't normally talk to, just so you can hear what else is going on. And then that always sparks a curiosity. They're like, huh, I want to go, I want to follow that a little bit more and find out more.
SPEAKER_02:Yes, yes. Because unfortunately, if you don't, you you'll become unconsciously incompetent because you're just not keeping up. Um it will fade away. How do you help people ask for and embrace feedback?
SPEAKER_00:Oh, this is tough. It's tough. I I'll I'll say that um this this is something that I'm still, you know, that I I work on myself. Um you know, I I I think there's um well one thing I I guess I try to remind myself is that you know, feedback is a data point.
SPEAKER_02:Yes.
SPEAKER_00:And it's a data point often when we get feedback at work, it's a data point about what somebody else needs from you in that moment. Like it doesn't really, it's not really about you, it's not about Ron, it's not about Robin. It's like it's just a data point. And with that data point, you have a choice. Does this kind of click with you? Does it align with kind of where you want to go? Is it useful to you? Great. Then it's a gift and that's wonderful. Sometimes you get feedback, you're like, okay, like that's their opinion, and I'm just gonna leave it there and I'm gonna move on. Um, but I think, you know, similar to your question about how you continue to, you know, um build your skills to the extent that we can put ourselves into the position of getting feedback, it's you know, it's kind of the other side of that coin, you know, because we do then get some additional information on just how we can show up and be more effective.
SPEAKER_02:Yes, yes. What do you tell, you know, as we we look at time for for our audience, what do you tell that the feedback, the person that's given it doesn't do it well, but but it's still accurate. How do you get out of your feelings because the person didn't do a good delivery?
SPEAKER_00:Yeah, yeah. And and I don't know about you, but sometimes I feel like this issue that you just pinpointed is at the heart of so many challenges that we have in business. Yes, you know, like if we were all better at these crucial conversations and able to kind of separate ourselves emotionally from them and just kind of take it, you know, for what it was, like how much like it's so much friction is created in our organizations because of this particular issue. So um I do think it requires a certain amount of just kind of emotional maturity to say, look, like I don't like the way he said it. And and honestly, like if anyone, you know, deals with young people, I get a lot of feedback from my kids. I would I would argue that we are the lily green is not good, it's not good. Um, but I can but like so you I can kind of laugh sometimes about that. Sometimes I'm like, I just need to take a break. But um so if we can hear really hear the message and not it and really try not to kind of make it about us, like us being you know, bad or a bad person or anything like that, then there can be some mute usefulness in there. But I do think it requires just a certain amount of kind of emotional management and big picture too. Like it's just yeah, yeah.
SPEAKER_02:I'll tell you on our team for people that listen, they probably heard it, you know, if they follow the podcast. Um, on our team, we we got a uh acronym with uh q-tip, you know. Uh I tell people I say q tip it. You know, when somebody's taking it, we say q-tip it, and it means quit taking it personal.
SPEAKER_00:Oh, I love that.
SPEAKER_02:And and we literally in our company, you when you hear say hey q-tip it, Ron, like, yeah, you're right. I'm trying to get in my feelings. I'm supposed to do it. It's like a reality check in a nice way, like, hey, it wasn't meant to be personal. Now it requires you to personally do something to get better, but it wasn't a dig at you, it was a opportunity to help you get better. So, hey, q-tip it for us. Um, here's here's what we need you to do.
SPEAKER_01:Yeah, oh, I love that.
SPEAKER_02:Yeah, it is people like man. I say, Yeah, we we say it in the company, we've kind of you know, we put it out there, like, hey, get out of it, get the feelings out of the way. We we we have the things we need to get done. So, Robin, you're in business and you've done a phenomenal job. I want to make sure that we we let people know how to reach you. Um, and but I want to leave with one question first. What are some things that may be going on in people in an organizational with the people that you care to work with, your potential clients? What are some things they may be experiencing that says they should pick up the phone and call you and then tell us how to reach you?
SPEAKER_00:Yeah, well, I so appreciate I appreciate that. Um, so I kind of do two different things, they're related. I work with both individuals, kind of in a career coaching capacity, but I also work with leadership teams, um, you know, in kind of a in a similar spirit, like how teams can work better together to achieve their objectives. So if you are an individual and you're mid-career and you're asking yourself this question, like, is this it? Like, is this it? Or like, is this it? Then I can help. I have been there myself. And that is a just an it's an indication that not necessarily something has gone wrong, but there is a calling, there's an opportunity to kind of take a step back where you are in your career. Because many of us are kind of looking, I'm, you know, maybe some, maybe two-thirds of the way through at this point, and I want, you know, and I think a lot of us want impact. And if you're not quite sure you're having the impact that you want, then now's a great time to kind of determine what that is and get on track. So that, so mid-career people, I would love to talk to you. Um, on the leadership team side, I work with mostly um highly technical teams, the engineers and uh, you know, construction folks and people who are highly technical that are struggling to, the team is struggling to kind of take the step out of that awesome individual contributor to really functioning as a business leader. So if you're uh leading one of those technical teams and you really just need them to step up and kind of take some more business ownership, I can help with that too.
SPEAKER_02:Wow, phenomenal. And that's and both of those are needed, you know. So when you think about your own professional development or from technical to becoming a leader, which is so different because it's hard to get out of that hands-on approach. What's the most effective way for people to make contact with you? What can they find out more about you, you know, for bringing in your services? And I say this for everyone that's listening. Robin and I are in the same space. And I tell people we collaborate versus compete. You know, you want to make sure you have healthy relationships with people that do what you do, they'll actually make you better. You know, so there's an expectation that if Robin and I are working with each other, we should make each other better. Otherwise, why are we really doing it?
SPEAKER_00:I I love that.
SPEAKER_02:That's the reality. That's why you know the show. I say, come on, let's have fun, let's talk. You know, so please, what's the best way for people to reach you?
SPEAKER_00:Well, my absolute favorite is I I love LinkedIn. I love when people reach out on LinkedIn. So yeah, you can find me at Robin Camero and just either send me a direct message or a connection request. I would just love to meet there.
SPEAKER_02:Awesome, awesome. Are you also interested in doing more podcasts? Because we have people that also host their podcast that listen to our show that are looking for guests. Um, so I would love to make sure that they know hey, if you're interested, you know, you can drop information. How do they reach you? And if you're interested.
SPEAKER_00:Yeah, yeah, I love that.
SPEAKER_02:Yes, awesome, awesome. So I'm gonna do a couple of things, Rob. I'm gonna go through a summary real quick and then I'm gonna hand you the microphone that closes out. So, whatever you want to leave them with for food for thought at the end, I always leave it up to our guests to close us out. So, for everyone that's listening, again, Ron Harvey, unpacked, you know, leadership development consultant, love doing what we do, but more importantly, love adding value to make a difference to what you're trying to achieve. Are you the best leader that you can be? And if you're if the people that are watching you that you're leading could pick one leader in the room out of a hundred, would they pick you? If they would, let's define why. If they won't, let's understand so we can get to the place where they will select you. Our job is to make you effective at taking care of your team at the end of the day. That's what leaders do. We serve to make sure that things get done. Very rarely are we the ones doing the work anymore if you get to the leisure role, if you're doing it correctly. How do you make sure you're doing it right so they can be the best that they can be? And that's what leaders do. They let they literally help people bring the best version of themselves to get stuff done. So I'm gonna pause here and tell you thank you for joining us. Thank you for watching and always tell people about the Unpacked Leadership Podcast. Um love to have you as a guest if you're if you have something that you want to offer to our audience, but love for you to share the link for people that can listen for the 20 to 25 minutes that we share. At this time, I'm gonna hand it back to Robin and she's gonna drop some nuggets on you. So hopefully you'll take notes and writing it down, but she's gonna leave you with some some wisdom as we close out.
SPEAKER_00:Well, Merlin, thank you so much. This is just so much fun. And I think we are just kindred spirits in in uh I I love the work that you're doing and with the spirit of generosity that you bring to it. So, what I would leave you with is my firm belief that action unlocks impact. And when we are feeling stuck or just not having the kind of uh impact that we want in our lives, on our teams, in our communities, and so forth, that that first step is just getting into motion. So, identify one small step you can take today that'll build on the next, it'll build on the next and get you into action to have that kind of impact you desire.
SPEAKER_02:Awesome. Thank you. Y'all have a wonderful one until next time. We'll sign it off. Y'all have a wonderful day.
SPEAKER_01:Well, we hope you enjoy this edition of Unpack 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 or the people you serve. Because people always matter.
