Unpacked with Ron Harvey
People Always Matter. Join Ron as he unpacks leadership with his guests.
Unpacked with Ron Harvey
How People Analytics Builds High-Performance Teams with Noelle London
We explore how agile leadership and connected HR data build sustainable high performance. Noelle London of Illoominus shares why mindset outperforms credentials, how retention powers revenue, and practical steps to turn fragmented systems into clear people insights.
• leadership agility amid rapid workplace change
• connecting HRIS, talent acquisition, engagement, performance and pay
• overlooked basics and data quality foundations
• reducing turnover in frontline-heavy industries
• hiring for mindset, curiosity and problem solving
• balancing accountability with humanity to avoid burnout
• Moneyball approach to team and org health
• career journey mapping and better succession planning
• progress over perfection and building data literacy
• peer community for people leaders and AI-focused sessions
Our next one is actually going to be on AI and automation the first week in June. If anybody's interested, reach out to Noelle at Noelle@Illoominus.com. We’ll add links in the show notes.
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.”
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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_01:Good afternoon. This is Ron Harvey. I'm the Vice President and the Chief Operating Officer for Global Core Strategies and Consulting, which is a professional leadership development firm. We're based out of Columbia, South Carolina. In a nutshell, our company and organization, we thrive off of helping leaders be better developed so they can take care of the people that they're responsible to and responsible for. We love helping you just become smartest leaders. Most of our leaders are technically good, they've risen through the ranks, but that people part of it can be a challenge. And so how do you do that effectively and take care of your workforce with so much happening in the workforce, so many generations? The power shift has changed across all organizations, and we want you to be successful. So we talk about how you do that effectively without losing your mind over it. And so we are excited. But today is really not about global core, which you know, I want you to know who we are, but I want our guests to have a phenomenal time talking to you. And so we unpack, we have real conversations, don't know the questions yet. We'll talk about leadership. I can't tell you what I'm going to ask next once Noelle gets started. And so what I want to do is invite her in and let her introduce herself, and then we'll dive in and have some fun with you and share something that may be super helpful for you. So pull out your pen, your pad, your tablet, or how would you capture notes and capture some stuff that we plan to drop some important data that'll be helpful for you as a leader. Noelle, let me get out of the way and hand it over to you.
SPEAKER_02:Amazing, Ron. Thanks so much for having me. Uh my name is Noelle London. I'm the founder and CEO of Illuminous. Um, I'll tell you a little bit more about what we do, but um, based in Atlanta, Georgia, and that's where I'm calling in from today.
SPEAKER_01:Yes, yes. Thank you. Appreciate it. Noel, I'm excited to have you here. And we spend a lot of time around leadership, and of course, we know that things have changed and you're in the people space and you're figuring it out and you've learned some things. But I my first question I would like to do is you've you've led through this intersection of innovation, entrepreneurship, and data, you know, looking at your research and then doing everything before you come on. So the team shares. How has leadership evolved um as you've transitioned over time?
SPEAKER_02:How has leadership evolved as I transition over time? Wow, Ron, um, that's a big, a big old question.
SPEAKER_01:Um, let me like came right out the gate with a big question. I love that.
SPEAKER_02:I love that coming in hot. Um, well, yeah, first let me tell you a little bit about um what we do at Illuminous, and then yeah, would be happy to talk a little bit about leadership changes over time. Um, so as I mentioned, I'm the founder and CEO of Illuminous. At Illuminous, we are a turnkey people insights platform that essentially sits on top of disparate HR tech stacks. We bring that data together to map out the entire employee journey, and we're helping organizations to understand how they're comparing relative to their peers so that they're better equipped to make strategic and dynamic business decisions. Um, you mentioned Ron, um, you know, I've sat at the intersection for quite some time between innovation, um, new and emerging technology companies, um, and data as well. Um, you know, most recently before I launched Illuminous, I was in the corporate innovation space. I was at a very large company named uh Accenture and helping them as well as their clients to select technology that help to usher in future of work and help to better support employees. I would say, Ron, you know, leadership. Why I said, wow, that's a really big question, is because I even think about the last five years or so since 2020 and just the evolution of what leadership has meant. What I will say in terms of evolution of leadership is that we're in just absolutely unprecedented change. And organizations and leaders are having to step up to support their people, but they're having to do it at just this unbelievable pace. Um, so even when I think sometimes I look at um, and I'll put up a chart um at times when I'm having conversations where I'll say, look at all of these major, major events that have happened since 2020. Um, look at, you know, murder of George Floyd, Brianna Taylor, others, look at return to work policies, look at work from home policies. It's just this massive amount of shifts. And so when I think about how leadership's changing, I'm seeing just the velocity of change and the need for leaders to be able to be agile and flexible through that change. Um, because we're just seeing so many differences within the workplace, global events, and how am I supporting my employees through these massive events? Um, and so I think that's kind of what I've seen is it's less about this like growth into a leadership position, but those leaders that can be most adaptable through this change, those are the leaders that um at least I've been looking to on, you know, how are they navigating the change and really helping their teams around them to navigate that change? Um, that means, you know, things like the role of communication and and like being able to be nimble on communication, being able to create just such a high level of trust of, hey, we know things that are changing so much around us, but these are the key priorities and things that we're really focused on, those leaders that can keep their teams focused as they're all navigating that level of change. Um, that seems to be to me what's been really remarkable about those shifts in the last five years.
SPEAKER_01:Wow. Thank you. Thank you. I mean, I could say a big question coming in and a great, great explanation of your organization, what you do and the changes that you're noticing. Been the fact that you help organizations make better decisions um strategically based off of data.
unknown:Yeah.
SPEAKER_01:What data do you feel like like workplace, you know, within the workplace? What data do you think leaders are overlooking the most?
SPEAKER_02:Yeah, what's really interesting, Ron, is that I think like there's so many different solutions that are within the market, and there's a lot of noise because people, there's a lot of noise in the market on you know, HR technology, future of work technology, because people see that there's a need for it, right? What I think that's really interesting is as we talk to organizations, you know, sometimes there's these really interesting bells and whistles. Like when I was back at Accenture, we had this really interesting partner that was working on AI upskilling and reskilling. Okay, that's super interesting, especially as we think about the changing skill sets needed with AI and automation. But at the same time, if that data is not talking to your other data and your other systems, it's an interesting data point, but it's really not giving us that whole picture. And so to me, what I see most often is that it's really that the basics are not being used to their full potential. So typically, um, and you know, there's a study that I follow called Sapient Insights Group. Um, Stacy Harris is great um research. And, you know, I'm seeing that even the number of systems and tools is increasing year over year. At one point, that was like 16 different systems just to manage HR, and those numbers are only increasing. But even if we look at what we call critical HR tech stack, the four basics we think about, like an HRAS system, a talent acquisition system, employee engagement, and performance and pay. Even if we were able to connect those four systems, which is what we do within Illuminous, what that allows us to do is have metrics from higher to fire. What we can then map is not, you know, hey, let me look at um how many people started and quit last year. What it then becomes is can I understand somebody's journey and experience while they're working within my organization? No longer, and as we think about how roles are continuing to shift for organizations, it's no longer I'm hiring Noelle for this job. I'm hiring Noelle because she's got the skill sets for this job that I need right now. But I probably need something different in 18 to 24 months. And is Noelle the right person to go and fill that role and that job? The way that our systems are set up today within organizations, it's really hard, if not impossible, to be able to track that entire journey through an organization. And so that's the thing that we get really interested and excited about is even with the basics that you've got, how do we actually unlock those so that you have a better understanding of what's happening with your employees within the organization? It's not enough to just look at a data point of who got promoted. It's can we look at everything holistically and say, you know, did Noelle get promoted or did Ron get promoted? But more can we start looking at how do we bring that performance data next to engagement data, next to understanding how somebody's been moving, how long have they been in a role before they've been given new responsibilities? Those are the kinds of things that um there's so much more we can even do with what organizations already have. And I think that's the real opportunity uh that really excites us.
SPEAKER_01:Wow, phenomenal. I love it. I mean, because we're in the we're in the people business and you know, people you know are a valuable commodity, but also it's a um, I tell people it's also one of those things that that can cause chaos in organizations. Right. When you when you're looking at the data points and you're looking at the holistic view of the work that you do, do you have what's the value of like so organizations are listening on here now that that are in exactly where you are, what's the value of using your organization Luminous to help them figure out because there's people losing jobs, turnovers high, people nervous in organization anxiety. I mean, we're at a time that we've never been at before in my lifetime. What's the value of using the the work that you do to help help organizations figure it out? How to get a better workplace?
SPEAKER_02:Yeah, yeah. Well, I think that part of it is when we think about the ways it's I I think you know, long story short, what it is is better understand who your existing employees are and how to best support them for them to do the best work of their lives. And what I mean by that is like typically when we think about an HR organization, you know, to nobody's fault, the organization can be very siloed because HR does a whole lot of different things, right? It's not this like simple HR means X. HR is touching every part of your employees' experience. And so what that means is that sometimes we've had siloed HR organizations where there are different individuals within the organization that potentially even have conflicting incentives. So, what I mean by that is think about a talent acquisition leader and think about a recruiter. Oftentimes, some of the goals that are set for that individual are time to hire, number of roles filled. But when we're always thinking about net new, we're sometimes forgetting to look at our existing employees. And so, with that, I think, you know, an example and value of what kind of how to paint the picture of why focusing on retaining is so important, is that there's an example of um, you know, we've been working with a retailer. When you think about industries like retail, like hospitality, they're immensely important to our country. I mean, huge employers. They also typically have some of the highest turnover rates, where it's not um, you know, some retailers like sea stores are experiencing 200% turnover per year of their employees in stores. And that is not uncommon. And so if we think about that, if you are spending these HR teams are absolutely underwater because they're trying to fill roles to keep the lights on, to keep the gas station open, right? I remember during COVID times, maybe some of you experience you got to stop to go to the restroom and McDonald's is closed because they don't have enough people to staff the store. Yes. And so if all of our budget retention for a retailer is anticipated to be about three, is anticipated to improve uh store sales by about 3% of revenue a year. Uh, and so if we think about turnover to, let's say, a$2 billion organization, we're talking about$100 million in loss due to turnover cost, because it is more expensive to rehire somebody than it is to hire somebody new. And if we put the incentives of talent acquisition as not thinking about internal mobility and talent management and talent acquisition aren't working together, what that means is that you're on your back foot because you gotta hire for these roles. They're empty. And it's actually costing you more than if we were able to listen to our employees to understand why those individuals might be leading, then that actually saves the organization dollars and the employee feels more supported and happier, and that is really a win-win. Um, and so that's really when we think about um, you know, you know, what the opportunity is, especially as we look at a number of these frontline heavy industries. I think that's the thing that we see as just such an enormous opportunity. And we're able to unlock so much more information if we're connecting these systems so that we're looking at the whole picture and the whole story and the HRs all running in the same direction instead of potentially having some of these um competing incentives.
SPEAKER_01:Yes, thank you. And you watch it happen in organizations every day. So being that you you've built, you know, you've been internal, now you're external, you're you're entrepreneur and successful at what you're doing. Are there any lessons that that have helped shape how how your organization helped you know build and empower, you know, high-performing teams? What are some lessons you've learned that that allow you to do really, really good at the work you do?
SPEAKER_02:Man, I tell you, I've learned a whole lot of lessons um along the way. Um, I will say that's probably one of my favorite parts of being an entrepreneur is just the you know personal growth um side of this. You know, I've I've learned a lot along the way. I've got a whole lot more to learn um along the way as well. But I think what has been really important is um making sure, and it's also such a blessing, and I feel so fortunate to be able to, you know, co-create values and behaviors alongside my team. And, you know, it's hard to build a company, and you're told no most of the time. Um, but you also, it's such a blessing to be able to say at the end of the day, you know, we were told no a whole lot today, but these are the things that really matter to the us. This is why we're building this company, this is what motivates us. And, you know, one of those kind of key things is, you know, getting to say these are the five-ish behaviors or so that are really important to us. And one of them that, you know, I've really learned a whole lot along the way is just the importance of mindset as a part of every single person's job. So to me, you know, that's what I look for when I'm building my team, when I'm, you know, working with my team. It's about their growth mindset. We've got individuals that, you know, they run marathons, they run ultra marathons and are extreme athletes on our team. Um, they're all kind of coming with this piece of they're do, they're doing things that they're they've been told are impossible to do and to achieve. And I think that that's really, you know, there's a lot of I've hired for industry on our team. I've hired from individuals that have built unicorn companies on our team, and all of them have been, you know, great contributors um for what we needed, but it's not that. That background, I don't think, is what I get as excited about. The thing I get excited about and that I look for is really that mindset. Um, and how do we tap into that and how do we cultivate that? And I would say that's probably one of the biggest contributors on performance.
SPEAKER_01:Wow. Which is amazing. I mean, so as as people are listening, you think about the mindset piece of it because oftentimes we're always looking for skill set, not mindset. Um, you know, as you're hiring. And do you have so have you in the time that you've been doing it, do you have data points that show how do you define or what do you look for when you say in mindset? How do you help the people that are listening? What are they looking for when they say mindset? What does it mean to me?
SPEAKER_02:Yeah, I I think um, yeah, and I mean to me, I it's interesting. I um I just hired someone that's coming onto our team that I'm really excited about. And, you know, he spent he spent 10 years in the military and was working on submarines and fixing submarines. And, you know, we were talking about, you know, he's got a non-traditional background, he's graduating from school actually this week. And, you know, he said, well, I don't know how to do some of those things. You know, when I was saying this is what the role looks like and this is what it entails. And I said, I don't care if you know how to do them. I can teach you and you can teach yourself. What I care about is the curiosity, the hunger to learn, the dedication to the problem that we're solving and to our team. And, you know, there's a lot of things out there where the first thing I asked him, he's he's built a leather company. Um, Marcus has, and I asked him, like, tell me about what you're good at and what you're not good at. And at first he said, procurement. And I was like, that's a bad answer. You know, like I that's a bad answer. Like, we're not a we're a software company, we're not a products company. But then what I actually heard him say is he said, no, I go to Italy and I procure leather from this company, from this Italian family. And I don't know Italian. And so I show up with Google Translate on my phone, and that's how I'm communicating back and forth. And I said, Oh, what you mean isn't procurement? It's hustle, it's figuring it out, it's problem solving. And that is that is the most underrated skills, I believe, is the problem solving bit. You know, like if you're a problem solving, he he said, I don't know marketing, but I just went into Chat GPT and taught myself what SEO is and put together a plan for six weeks on what SEO is. And I was like, that is it. That's I don't care if you know what SEO is, I care that you know how to go and find the answer.
SPEAKER_01:Yes, I love and for for people that are listening, I mean that's phenomenal because that's kind of where we are. You know, uh, if you built your business to just be sustainable, that changes minute by minute now. And so you got to be adaptable every day in order for you to be around. So when you think of the leaders today and the data that you're sharing with them, Noelle, what are there any things that are showing up that that make leaders like casteristics or traits that will be helpful after they get the information that you share? What are the things that are showing up that they kind of got to bring to the table as far as traits or characteristics?
SPEAKER_02:Um, in terms of how they're successful within our platform and within our tool.
SPEAKER_04:Yes.
SPEAKER_02:Um, yeah, I mean, it's not the the thing that I really noticed, Ron, when I was starting a Luminous, is you know, the products that were people analytics has been this field that's really emerged in a whole it's been around for a long time, but it's a field that's really emerged in an entirely new way since 2021 because it was this like re-emergence was born out of there is so much change happening in the workforce and what is happening and how do we manage it and deal with it. And so, you know, I think this field's been around for a while, but at the time, I mean, and we launched, you know, pretty much right after um that. But when I was starting to kind of see these market signals and where there was a gap for leaders, what I saw within the market is that the people analytics solutions that existed were really catered towards that PhD in data science, that people analytics leader and organizations that, you know, the Coca-Cola's of the world that have 300,000 employees, they can afford those individuals to come and work within their organization. But the reality is that 90% of the rest of companies are never going to be able to afford that type of capability on their team. And so that's really where you know we saw the opportunity is how do we bring the level of data and insights that are needed for organizations that can't afford to hire up an entire team to be specialist within this, because every company needs the data to be able to make better decisions, but they might not know how to code SQL or how to build a predictive forecast. And so essentially what we saw is within these middle market companies, think like 15,000 employees or less, those organizations need the data. They may not be specialists in data. So, how do we bring them that data in an accessible, easy to understand way? And so, you know, to take advantage, and sorry for the long-winded answer there, but to take advantage of Illuminus, I don't think that you need, you know, a specialization in data science. I don't think that you need a certification in people analytics. What I will say, folks that are most successful within the platform, they're data-driven individuals. They are on, they either lead or are on teams where data is an expectation within the organization. So we make decisions because we have the data that helps us make that decision. So more than anything, I would say maybe to like pull out of the hat that I was just talking about, I think it's probably more of a mindset more than anything. We don't need to have those data skills. Um, we don't need to have, you know, we kind of help with the data literacy and the data fluency. Um, but it more than anything, it's hey, I have a desire to lead or be on a team that is data driven. Um, and I've got leadership that is supporting me on, you know, wanting me to come to them with data to help inform people, employee-related decisions.
SPEAKER_01:Thank you. Thank you for the response. The the question that's coming to mind, um, you shared a lot of great information um for leaders that are that are listening. When you think how fast we're moving, things are changing constantly, and there's a high expectation on levers on leaders to to deliver consistently.
SPEAKER_04:Yep.
SPEAKER_01:But there's also this balance of uh taking care of people while getting results done. What's showing up as you do the data and you and you work with organizations to make them make strategic decisions, how to be human but hold people accountable and create the workforce that's going to be you know agile, if you will, moving forward?
SPEAKER_02:Yeah, it's a really good question. And I do think that it is a very delicate balance. Um, I will say that, you know, even in the last couple of years, the emphasis more and more as we talk to organizations, the question they're trying to unlock and to answer is how do I build a high performance team?
SPEAKER_04:Yes.
SPEAKER_02:They may have looked at, you know, employee engagement surveys before. They may have looked at, you know, turnover and attrition numbers before. What they're really trying to understand now is this question around performance.
SPEAKER_04:Yes.
SPEAKER_02:Um, so I think that there is an you know as we look at, you know, the employee experience, we may, you know, I hear from friends of mine that are at organizations of just more and more expectations that are being placed on fewer and fewer people. Um high performance is important, but sustainable high performance is important. And so that's where I think um it's not just about performance per for performance sake, it's about being able to look at this data holistically to be able to understand, you know, are we at risk of burnout here? Um, so if we can look at, you know, many of you have heard of money ball and you know, think about money ball, like that's kind of the end goal, right? Is like how organizations themselves haven't really had good data to understand what works in creating high performance previously. That's why we exist, is to really be able to answer that question like, what are all of the inputs? What are we learning about what it takes to build a high performing individual within your organization? And what that means is being able to look at various different data points together so that you have good context. It's not enough to say, is somebody, if we're looking at a nine box, is somebody like upper right hand quadrant. What we want to be able to say is can I look at this individual? Can I look at a team? Can I look at an organization? And am I understanding who has high performers with lower turnover, with higher engagement, with longer 10 years where I'm seeing opportunities for internal mobility underneath those leaders? It's not just a upper right quadrant. It's is my organization healthy?
unknown:Yes.
SPEAKER_02:And I think that's kind. Of the shift of you know when we start looking at the data points together, so we're looking at this holistically, it's not just performance numbers, it's am I cultivating a strong, healthy organization that is going to continue to be able to drive high performance for me?
SPEAKER_01:Yes, yes. As you look at it, and all the data you pull and programming or in the work that Luminous is doing, does it cater to or support um as the work that we do is helping teams you know develop secession plans across the board? Is there an opportunity for helping because a lot of organizations are not doing real well at secession planning, it's changing so fast, people are retiring. There's a lot of factors to to contribute to that. But at the end of the day, they still have to put secession plan. Is is the program and the work that you're doing help organizations do that more effectively?
SPEAKER_02:Yeah, I absolutely believe so. Um we recently um partnered with an organization um that does technology across the state of Georgia and as an association. We partnered with them to run a succession planning course. And I think that those components that I was just sharing with you around the employee journey is absolutely key. So, you know, we work with, I was mentioning a retailer earlier, and there's a lot of really great anecdotes, I'll say, about how somebody grows from a store position into corporate and grows into a leader position. You have all kinds of really interesting cases where this has happened within retail, um, from Nike to Kava to um, you know, Kroger or others. What we don't have often readily available is the actual data that helps us understand what happened and why it happened by us being able to connect the dots so that we can have data around career journeys to say, you know, typically we're noticing that a high potential person that's starting in the store is there for X amount of years. And then typically this is what their journey looks like. When we can start to pull that data together and to map it, what that allows us to do is to actually understand what those journeys look like, but to be able to communicate back to employees what those journeys look like so that they understand what the journey and the opportunity is to stay within the organization and grow there. Um, so yes, I absolutely think that um it's an important component to the overall succession planning conversation um with what we do with providing the data around those career journeys.
SPEAKER_01:Well, love it. I mean, phenomenal. I mean, I think you answered a lot of the questions and helped people that are listening figure out the importance of data, you know, that to help make strategic decisions, decisions that make sense, that's cost effective. You know, so thank you for that. So as we begin to look at time and and wind it down for our listeners, out of everything that you shared, you know, um a ton of information, are there two to three takeaways that that you share um about whether you know your organization, how you help, or things that you're noticing that you can, you know, unpack a little bit, you know, as we close out. What would you share your top three things that you hope they walk away from this conversation with?
SPEAKER_02:Yeah, um, I would say, you know, maybe starting with the first one, just because I mentioned mindset a couple of times. And, you know, maybe that's that would be kind of the thing that I would encourage listeners more than anything, is um sometimes I think that there's a desire for perfection. Um data is not um going to be perfect, it's going to need help, it's gonna need um, it's gonna need to be improved. And so sometimes we get the, hey, I don't know if I'm ready yet, because I don't know if my data is in a place yet where I'm ready to be able to do this, even though I want to. And so I would just really encourage progress over perfection. I think that when we look at maturity in data in organizations, it's really funny because some organizations think there's they're so much further ahead than they actually are. And then a lot of organizations think they're so much worse off than they actually are. We actually see a whole lot of meeting in the middle. And so that's kind of where I would um encourage folks to get started because things are moving really fast. You don't want to miss the opportunity to really be able to streamline some of these workflows and take advantage of the technology that's coming out. And so, even if you're not ready to leverage all the AI tools yet, you'll need to at some point. And so it's good to start getting comfortable um with the data and improving the overall data foundation. There are easy things you can do, like remove duplicates, remove typos, just get in there and like improve the overall data quality because that's really gonna put you ahead. Um, and I'd love to, you know, talk to anybody that's interested in that. Um, and then the second thing I would say is um, you know, if anyone is interested, everybody's trying to figure this out. Um, nobody has the answers yet, and that's okay. Um, we launched a community of people leaders um that we get together regularly to share best practices, um, you know, come with uh tactics and strategies that you're using and sharing those openly with the rest of the group. Um, our next one is actually going to be on AI and automation the first week in June. And so if anybody's interested, um again, I would say reach out to me and I would love to get you signed up so that you have a group of other leaders that you can go to to ask questions of, to share best practices with. Um, those would probably be my two um kind of pieces of advice. Find a community of folks around you that can help you as you're um, you know, improving your craft in this area. Um, but also um don't hesitate on just going ahead and getting started in some ways. Um, and then the third thing I would just say is um, you know, for anybody that's interested, would love to tell you a little bit more, Ron, maybe if you could uh add our link into the show notes um or my LinkedIn. Um, you know, we are oftentimes putting out things like newsletters with resources that may be able to help you through this journey as well. So um would love to get you all plugged in and uh continue the conversation.
SPEAKER_01:Yes, yes, and we definitely will. We'll have all your contact information on the show notes and people can reach out and and phenomenal information. I think it's the way that we're going, no data is gonna be, you know, I tell I guess what I always tell people, um, didn't even though I was you know having you on the show, but I tell people data drives dollars and decisions.
SPEAKER_03:Yeah.
SPEAKER_01:Yeah, people people go back and look at data, decide where they're gonna spend and what decisions they're gonna make. So it's important for all of us. And I love that you said if you're not comfortable with it, just get started and get better at it. You know, so don't run away from it. And if you're not using it now, you eventually will have to. So I love that you said just just learn it. Um, put yourself in the community and and go and learn it because at some point, if you're not using it, we all will be using it. Um, so I love that you gave that pointer at the end. Um, and for everyone that's listening, you know, hopefully that the information that Noelle shared, you understand it. Um Noelle, is there a way for people to reach out to you? Is there a LinkedIn or anything you want to share as far as how people contact you? We'll put it in the show notes. Do you want to say it before we we wrap up our session here today?
SPEAKER_02:Yeah, sure. So um feel free to reach out to me, Noel N O E L L E at Illuminous. And I'm gonna do a spelling B for Illuminous. Um, so it's my full email is gonna be Noelle N O E L L E at Illuminous, I L L O O M I N U S dot com. Um, feel free to reach out. And I love that um you said that about dollars and cents, Ron. What I'll leave you with is your people, your employee headcount is your most expensive part of the entire organization. And the vast majority of organizations don't understand what's happening with their people. So talk about dollars and cents and really way to make an impact on your organization is to have the data around your people.
SPEAKER_01:Wow, that's a microphone. You know, so for all of you that are with us, you know, she ended it on a really, really great note. Um, thank y'all for joining us on the podcast. We hope that you share it with others and you come back again. We're always looking for guests that have value to add to our audience. You know, I think we're we're becoming an ecosystem across the board. Technology allows us to help each other, share with each other, reach out to each other, and support each other's businesses. Both of us are our business owners. We'd love to have an opportunity to have a conversation with you. So feel free to reach out to either one of us at any time. And if you don't get the information, reach out to me and I'll share it with you on every guest that we always have. Our goal is to add value to what you're doing. Uh, we're not here to sell you anything, but we're definitely here to serve if serve and provide a service if we can solve a problem for you. So thank you again, share it with everyone. And until next time, Noelle and I will sign off and tell you have a phenomenal day.
SPEAKER_00:Well, we hope you enjoyed 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.
