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Carol Cox:
How can you turn your expertise into a

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compelling narrative?

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Listen in. As three of our recent graduates

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of our Thought Leader Academy deliver their

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signature talks for the very first time on

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this episode of the Speaking Your Brand

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podcast.

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Diane Diaz:
Hi everyone, and welcome to our LinkedIn live

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with our Thought Leader Academy graduates.

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I am Diane Diaz and I am the lead speaking

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coach at Speaking Your Brand.

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I'm excited that we are bringing today three

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of our graduates from the Thought Leader

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Academy. Now, if you watched the last

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LinkedIn live, you saw two graduates from our

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Thought Leader Academy. These are our other

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three graduates. I'm very excited for you to

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hear their talks today.

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Um, one thing that I have noticed in working

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with clients, and actually the women that I

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speak with on a daily basis,

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is that we often are waiting for getting that

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other credential or waiting for someone to

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give us permission to let us know that we can

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go ahead and start speaking.

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But really, the the bridge between our story

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and our expertise.

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That is where the gap is.

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And so story is what's going to fill that

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gap. Story humanizes your expertise and it

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builds trust quickly with your audience.

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And that actually helps your ideas to stick

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and land with the audience and really

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resonate and move them to action.

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So that is why I am so excited today,

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because you won't just hear about this from

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our speakers today.

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You're actually going to see it in action.

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So I'm joined today by three recent thought

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Leader Academy graduates and they are Allison

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Greco, Brittany Sadlouskos,

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and Dr Cam Dunson.

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Welcome to all of you.

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Um, and each of them are going to deliver a

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ten minute version of the signature talk that

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they worked on during their time in the

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Thought Leader Academy. This was over an

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eight week program.

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They worked on these talks along with a lot

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of other things that they worked on

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storytelling, connecting all the dots and all

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of that. And these talks are actually

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designed to turn their expertise into

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meaningful connection through purposeful

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storytelling. And you're going to see that as

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each of them speak, so as they speak.

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I encourage you to look for those

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storytelling moments that are connecting the

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dots of the message and building that that

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bridge between their expertise and the

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message. So, uh, in just a moment,

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we'll hear these three talks back to back and

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then stick around for the end.

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Don't leave after the last speaker,

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because after the last speaker,

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we are going to do a little round table

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discussion where I'm going to ask them to

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share some some information and insight about

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their experience in the Thought Leader

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Academy, working on their talks together,

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what that was like, what they learned,

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um, insights they have.

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And, and I think you'll get a lot of value

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out of that as well. All right.

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So let's jump in.

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Please welcome to our stage as our first

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speaker, Allison Greco.

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Allison Greco:
Hello. Good afternoon,

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I'm Allison Greco.

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I'm a continuous improvement and business

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expert. And this is Leadership in motion

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continuous improvement at the speed of

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change. So who here has ever ridden a train?

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Maybe Amtrak, your rail,

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or, uh, maybe one of those quaint little

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steam trains. Maybe you've ridden a train

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before, but have you ridden a freight train?

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That's me. Fresh out of college,

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I went to work for the railroad.

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I spent the entirety of my first summer

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learning the rules and the processes and all

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the systems that govern the rails.

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That summer was a crash course in railroading

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that was preparing me for an epic capstone

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experience.

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I was going to literally hop freight trains

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from Kansas City to LA.

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Now, when you've ridden a train,

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your experience probably looked something

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like this. But when I learned I was going to

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hop freight trains, I envisioned something

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that looks more like this.

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But actually it looks like this.

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And they let me ride inside the locomotive.

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But I spent an entire week hopping freight

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trains from Kansas City to LA.

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And when I was dropped off in Kansas City,

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I had nothing but a small duffel bag.

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It was a bit intimidating,

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but absolutely thrilling.

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I thought that I was there to test the

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process, to put my skills to an ultimate

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test, to see how well I had really paid

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attention that summer.

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But I was actually going to learn something

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really different and unexpected.

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And I'll tell you a little bit later what I

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actually learned. But of course,

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I'm a continuous improvement expert.

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So I want to know how do you feel about

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continuous improvement and be really honest.

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So think about on a scale of 1 to 5,

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maybe one is I don't have a lot of experience

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with continuous improvement.

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Or maybe I had a bad experience with

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continuous improvement all the way up to a

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four or a five, where continuous improvement

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is my superpower.

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So for my my co-panelists,

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where are you on a scale of 1 to 5?

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Yeah. So so a little bit of a variety.

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And if you're watching the LinkedIn live,

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feel free to to add in the comments.

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Where are you on a scale of 1 to 5?

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And when I'm speaking in front of a room,

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I typically see that full range of 1 to 5.

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So my goal is if you're a one or a two is to

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give you some new exposure into continuous

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improvement and maybe get you to a two or a

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three. And if you're a 4 or 5,

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I just want to give you a fresh perspective

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and new motivation to go out and continue

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improving. Um, but me,

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I am a solid five.

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If you invite me to a potluck dinner,

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be prepared because I am going to rearrange

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the entire buffet to optimize that plate

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loading performance.

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That's me. So it's really no surprise that I

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earned a degree in industrial engineering.

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I went on to earn an MBA and was ultimately

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senior vice president of Continuous

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improvement at a trucking company,

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and along the way I was crowned Miss

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Oklahoma. And to be honest,

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I was probably always a five.

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I was probably a five since high school.

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In high school, I was involved in everything.

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I was performing in local community theater.

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I was in competitive speech and debate.

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I was hostessing at a burger joint,

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and I was picking up babysitting jobs

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whenever I had a free moment,

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which wasn't very often because I was

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carrying a very heavy course load even in

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high school. And I was starting to believe

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something really dangerous,

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that the more I achieved,

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the greater my self-worth.

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And I thought I could continuous improvement

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my way through Anything,

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but the reality is that I really wasn't doing

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well. I was stressed.

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I was overwhelmed, and I was anxious.

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And I remember this distinct moment in high

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school when my dad sat me down at the kitchen

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table and gave me a blank sheet of paper,

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said, Allison, you're going to do a time

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study. I want you to write down all of your

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activities, and I want you to write down how

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much time you're spending in each one,

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and then how much time you should be spending

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in each activity.

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And then my dad came back and he said

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something unexpected.

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Allison. What are you going to stop doing?

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Stop doing.

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Wow. My dad didn't try to help me manage my

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calendar. He didn't try to help me optimize

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my time. He was teaching me a critical

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leadership skill.

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And those were the leadership skills that I

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think I underappreciated then.

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But now I'm really starting to see the value.

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One of the big challenges with leadership

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today is that we were trained as leaders to

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operate in a system that's very consistent,

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that has a lot of clarity.

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And that's not the world that we work in

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today. And it actually makes me think of

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Stranger Things and the Upside Down where we

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are trained in this world.

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That is clear.

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We have great decision making.

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We have time to make that decision.

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But the reality is we're operating in

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something that looks more like the scary

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underbelly, upside down environment with all

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these scary monsters.

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And I think the scary monsters in our world

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are things like artificial intelligence and

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big data, and markets that are changing

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faster than the wind in Oklahoma.

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And meanwhile, we were trained to gather all

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the data, analyze all the risks,

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and wait for this perfect moment to be able

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to make our decisions.

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And meanwhile, while we're gathering all this

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data, our train has actually already left the

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station. So when I was working on the

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railroad, I learned something incredibly

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valuable. And it's continuous Improvement.

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It's not about perfecting the system.

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It's about leading inside motion.

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So when I was writing the freight trains from

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Kansas City to LA that summer,

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this is what I learned.

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It wasn't a test of the processes.

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It was about leadership.

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And that's where I learned that we need to

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flip the script on continuous improvement and

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leadership. It's about leadership and not

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management.

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Management is managing the day to day and

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sustaining the status quo.

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But leadership is about clearing a path for

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your teams to be successful.

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Just like my dad did in my time studying.

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It's about action over analysis.

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It's about taking steps that we can do to

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make changes today, instead of waiting for

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perfection and waiting for the perfect data

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to be available.

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And it's about people,

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those railroad processes.

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It's not really about the process.

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It's about how the people experience the

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process. And it's about how I,

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as a leader, make decisions that impact the

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people and how my decisions can either make

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their life really difficult or my decisions

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could actually improve their lives.

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So this is what I learned.

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It's really about leadership and motion.

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And you can think of this in terms of taking

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laps. Our world is always moving,

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and I feel like we're constantly running laps

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and the laps are leadership,

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action and people.

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So these are the lessons that I learned

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working for the railroad.

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So I asked you next time you hear the whistle

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of a freight train.

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No, please don't hop on the freight train

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because you probably will be arrested.

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But instead, think about how there might be a

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young new employee writing that train who is

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learning lessons in leadership and learning

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how to lead in motion.

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Thank you.

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Diane Diaz:
Well, Allison.

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Fantastic job.

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What what did that feel like for you

274
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delivering that.

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Allison Greco:
Oh, it's it's it's almost cathartic.

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Diane Diaz:
Oh, nice.

277
00:13:30,320 --> 00:13:33,360
Allison Greco:
To be able to share experiences in,

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in a different way than I have before.

279
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A lot of my speaking in the past has been

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about safety in trucking or specific

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00:13:42,010 --> 00:13:44,810
expertise in continuous improvement,

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and this is the first time that I've shared a

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00:13:46,330 --> 00:13:49,210
lot of my personal stories with a much

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greater audience.

285
00:13:50,730 --> 00:13:51,930
Diane Diaz:
I love that.

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00:13:52,090 --> 00:13:53,530
Good. I'm so glad.

287
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Now, one other thing.

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I know that in the Thought Leader Academy.

289
00:13:58,850 --> 00:14:00,890
So for everybody watching in the Thought

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00:14:00,890 --> 00:14:04,010
Leader Academy graduation call yesterday,

291
00:14:04,610 --> 00:14:08,890
Allison's graduation speech involved props.

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So tell us a little bit about why you chose

293
00:14:12,970 --> 00:14:15,010
to use props. And what did it feel like to do

294
00:14:15,010 --> 00:14:16,970
that? Because I know a lot of people, you

295
00:14:16,970 --> 00:14:19,010
know, understandably are nervous about doing

296
00:14:19,010 --> 00:14:20,450
something like that. How did that feel for

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00:14:20,450 --> 00:14:20,810
you?

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Allison Greco:
Yeah. Oh, using props was so much fun.

299
00:14:24,090 --> 00:14:27,290
It brings me back to my theater days,

300
00:14:27,450 --> 00:14:29,090
when we were given a prompt for our

301
00:14:29,090 --> 00:14:31,050
graduation speech to talk about graduation, I

302
00:14:31,050 --> 00:14:33,090
immediately thought about a hat.

303
00:14:33,450 --> 00:14:37,740
And to. To be able to play dress up and tell

304
00:14:37,740 --> 00:14:41,100
a story with with hats was really fun and I

305
00:14:41,100 --> 00:14:42,700
would love to do it again.

306
00:14:42,700 --> 00:14:45,100
And I would love to be on stage and and bring

307
00:14:45,100 --> 00:14:46,900
out a table full of, of hats.

308
00:14:46,940 --> 00:14:48,900
And we can all play dress up together.

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Diane Diaz:
Oh yes, please.

310
00:14:50,140 --> 00:14:51,180
And everyone.

311
00:14:51,180 --> 00:14:54,300
One of her hats was actually a tiara,

312
00:14:54,300 --> 00:14:55,660
which I am here for.

313
00:14:56,220 --> 00:14:57,340
I'm okay with that.

314
00:14:57,660 --> 00:14:58,500
Allison Greco:
Aren't we all?

315
00:14:58,780 --> 00:15:00,180
Diane Diaz:
Yes, totally. We all should be.

316
00:15:00,220 --> 00:15:02,300
Right. Well, thank you so much,

317
00:15:02,340 --> 00:15:04,380
Allison. So we'll we'll come back to you

318
00:15:04,420 --> 00:15:06,660
during the round table discussion.

319
00:15:06,900 --> 00:15:09,740
Now we're going to hear from Brittany

320
00:15:09,780 --> 00:15:10,820
Sadlouskos.

321
00:15:11,020 --> 00:15:13,020
So, Brittany, take it away.

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I will bring your slides up and the stage is

323
00:15:16,460 --> 00:15:16,980
yours.

324
00:15:17,740 --> 00:15:18,900
Brittany Sadlouskos:
Awesome. Thanks, Diane.

325
00:15:18,900 --> 00:15:21,420
Hi everyone. I'm Brittany Sadlouskos.

326
00:15:21,460 --> 00:15:23,260
I am an operations leader,

327
00:15:23,260 --> 00:15:25,260
currently working as a chief operating

328
00:15:25,260 --> 00:15:27,620
officer at an advertising agency.

329
00:15:28,780 --> 00:15:30,300
Before we get going today,

330
00:15:30,340 --> 00:15:32,460
I want to start with a question.

331
00:15:33,950 --> 00:15:36,750
Who here would consider themselves an

332
00:15:36,750 --> 00:15:40,630
overachiever? Definitely.

333
00:15:40,990 --> 00:15:43,190
What about a perfectionist?

334
00:15:46,750 --> 00:15:49,550
Anybody have trouble saying no?

335
00:15:51,990 --> 00:15:53,910
Yeah, I see you.

336
00:15:53,950 --> 00:15:57,750
Me too. Hi, I'm Brittany.

337
00:15:58,910 --> 00:16:01,630
I'm an overachieving perfectionist who would

338
00:16:01,630 --> 00:16:05,150
rather work herself into misery than say no

339
00:16:05,590 --> 00:16:08,310
or feel like I've let somebody down.

340
00:16:09,070 --> 00:16:11,030
But I'm in recovery.

341
00:16:11,590 --> 00:16:13,470
And what I have learned is this.

342
00:16:15,030 --> 00:16:18,950
This room of people is not full of people who

343
00:16:18,950 --> 00:16:20,430
cannot handle leadership.

344
00:16:21,470 --> 00:16:24,270
It's full of people the system has learned it

345
00:16:24,270 --> 00:16:29,910
can lean on. I didn't wake up burned out one

346
00:16:29,910 --> 00:16:33,280
day. I trained for it my entire life.

347
00:16:34,000 --> 00:16:36,600
Perfectionism was my superpower,

348
00:16:37,560 --> 00:16:38,960
and if something didn't work,

349
00:16:39,240 --> 00:16:40,280
I couldn't let it go.

350
00:16:40,680 --> 00:16:42,000
I fixated on it.

351
00:16:42,000 --> 00:16:45,080
I took responsibility for it even when it

352
00:16:45,080 --> 00:16:46,320
wasn't mine to take.

353
00:16:47,160 --> 00:16:49,760
And that pattern followed me straight from

354
00:16:49,760 --> 00:16:51,400
childhood into my career.

355
00:16:52,360 --> 00:16:53,720
If something was broken,

356
00:16:53,720 --> 00:16:55,920
I fixed it. If someone dropped a ball,

357
00:16:55,920 --> 00:16:58,440
I picked it up. If a decision needed to be

358
00:16:58,440 --> 00:17:00,720
made, guess who made it?

359
00:17:01,240 --> 00:17:03,440
And that's a really, really good way to get

360
00:17:03,440 --> 00:17:04,520
yourself promoted.

361
00:17:05,120 --> 00:17:07,160
But it's also a really great way to get

362
00:17:07,160 --> 00:17:08,240
yourself burnt out.

363
00:17:09,320 --> 00:17:12,360
So like many of you, the year 2020 hit me

364
00:17:12,400 --> 00:17:16,000
really hard. I was pregnant and in the middle

365
00:17:16,000 --> 00:17:17,120
of a pandemic.

366
00:17:17,160 --> 00:17:20,080
This is me at my drive by baby shower.

367
00:17:20,120 --> 00:17:21,280
If you guys remember these,

368
00:17:21,320 --> 00:17:22,480
these were real things.

369
00:17:22,840 --> 00:17:27,280
Um, I had essential clients on my client

370
00:17:27,280 --> 00:17:29,800
roster who had essential businesses at

371
00:17:29,880 --> 00:17:32,920
hospitals. Um, and I had an exploding

372
00:17:32,920 --> 00:17:37,120
workload, and I came back from maternity

373
00:17:37,120 --> 00:17:38,640
leave after three months,

374
00:17:38,640 --> 00:17:40,160
and I had a three month old baby.

375
00:17:40,600 --> 00:17:42,720
I had terrible postpartum depression.

376
00:17:43,320 --> 00:17:44,800
I was working on no sleep.

377
00:17:44,800 --> 00:17:47,520
Because who gets sleep with a three month

378
00:17:47,520 --> 00:17:50,440
old? And I had a job that just wouldn't quit.

379
00:17:51,080 --> 00:17:53,240
And I started to ask myself,

380
00:17:53,800 --> 00:17:57,280
why can't the team survive without me?

381
00:17:58,240 --> 00:18:01,360
Why does everything feel so broken?

382
00:18:03,400 --> 00:18:06,520
And I thought that I was failing as a leader.

383
00:18:07,400 --> 00:18:10,720
But eventually, this is what I realized.

384
00:18:11,640 --> 00:18:15,560
I was not failing, but I was leading inside a

385
00:18:15,560 --> 00:18:18,800
system that was not designed to scale in my

386
00:18:18,800 --> 00:18:21,960
perfectionism had been hiding that truth from

387
00:18:21,960 --> 00:18:25,360
me. I'm going to zoom out for a minute.

388
00:18:26,880 --> 00:18:31,050
Why is it that the most capable people in

389
00:18:31,050 --> 00:18:34,330
organizations are also the most exhausted?

390
00:18:35,170 --> 00:18:36,970
Not the least confident people?

391
00:18:37,490 --> 00:18:39,850
Definitely not the least competent people.

392
00:18:40,370 --> 00:18:42,810
The most capable people.

393
00:18:45,130 --> 00:18:47,050
Maybe your experience doesn't look exactly

394
00:18:47,050 --> 00:18:50,090
like mine, and many of you have probably not

395
00:18:50,090 --> 00:18:51,810
been pregnant in a pandemic,

396
00:18:52,010 --> 00:18:54,610
or experienced having to lead a company while

397
00:18:54,610 --> 00:18:56,490
battling postpartum depression.

398
00:18:56,850 --> 00:18:59,690
But if you have ever considered walking away

399
00:18:59,690 --> 00:19:02,890
from a job that you once really loved,

400
00:19:03,210 --> 00:19:05,050
not because you stopped caring,

401
00:19:05,650 --> 00:19:08,290
but because you couldn't carry it anymore,

402
00:19:09,210 --> 00:19:10,570
I want you to hear this.

403
00:19:12,330 --> 00:19:14,170
You are not failing.

404
00:19:15,730 --> 00:19:18,930
You are out trying to out care a broken

405
00:19:18,930 --> 00:19:24,730
system. Has anybody seen the show severance?

406
00:19:26,250 --> 00:19:27,700
It's a great show. It's on Apple.

407
00:19:28,420 --> 00:19:30,500
The idea is very simple in the show,

408
00:19:30,500 --> 00:19:33,420
but it's the premise that you surgically

409
00:19:33,420 --> 00:19:37,060
separate your work self from your real self.

410
00:19:38,220 --> 00:19:42,980
Your innie only knows work and your outie

411
00:19:43,420 --> 00:19:44,860
never has to think about it.

412
00:19:45,820 --> 00:19:47,220
Sounds pretty great, right?

413
00:19:47,900 --> 00:19:49,460
No emotional carryover,

414
00:19:49,660 --> 00:19:52,020
no stress bleeding into home.

415
00:19:53,900 --> 00:19:57,060
But here's the thing. We don't get severed.

416
00:19:57,500 --> 00:20:00,140
We get to bring our whole selves to work.

417
00:20:01,900 --> 00:20:04,180
And that means our leadership systems have to

418
00:20:04,220 --> 00:20:07,460
work for humans, not against them.

419
00:20:08,780 --> 00:20:10,340
And when I realized that,

420
00:20:10,340 --> 00:20:12,620
that's when I stopped trying to fix myself,

421
00:20:12,980 --> 00:20:15,260
and I started to redesign how I was showing

422
00:20:15,260 --> 00:20:18,860
up to lead. And I call this the true

423
00:20:18,900 --> 00:20:22,540
framework. I won't go too deep into it today.

424
00:20:22,540 --> 00:20:23,740
That's the full keynote.

425
00:20:24,100 --> 00:20:27,950
But here's the high level tea.

426
00:20:28,790 --> 00:20:30,310
I'm having formatting issues.

427
00:20:30,310 --> 00:20:31,790
But please excuse those,

428
00:20:32,190 --> 00:20:34,230
uh, teas. Tell the truth.

429
00:20:35,070 --> 00:20:38,750
One of my first managers was incredibly nice.

430
00:20:39,470 --> 00:20:42,510
No coaching, no real feedback.

431
00:20:43,510 --> 00:20:45,150
I was working constantly,

432
00:20:45,310 --> 00:20:47,710
asking to be better, but I never actually

433
00:20:47,710 --> 00:20:49,150
knew what was expected of me.

434
00:20:49,430 --> 00:20:51,270
What to change, what to stop,

435
00:20:51,470 --> 00:20:52,510
what to improve.

436
00:20:52,910 --> 00:20:54,910
I just wanted her to say the thing.

437
00:20:55,310 --> 00:20:57,710
And over time, that relationship stopped

438
00:20:57,710 --> 00:21:00,670
feeling safe. It became really transactional,

439
00:21:01,110 --> 00:21:04,190
unclear. And I just stopped trusting her to

440
00:21:04,190 --> 00:21:07,070
tell me the truth. And now what I know now,

441
00:21:07,110 --> 00:21:09,310
looking back on that, is that she wasn't

442
00:21:09,310 --> 00:21:10,830
trying to hurt me. She was just

443
00:21:10,830 --> 00:21:13,990
uncomfortable. She had no idea how to be able

444
00:21:13,990 --> 00:21:17,150
to give feedback. I think she wanted to be

445
00:21:17,150 --> 00:21:18,990
kind or be to be nice.

446
00:21:19,150 --> 00:21:21,630
Many leaders are taught tools like the

447
00:21:21,630 --> 00:21:24,720
compliment sandwich, as if that's kindness.

448
00:21:25,120 --> 00:21:27,120
But when you sandwich the truth,

449
00:21:27,160 --> 00:21:29,640
the truth gets lost in unclear.

450
00:21:29,640 --> 00:21:31,280
Expectations are not kind.

451
00:21:31,880 --> 00:21:34,040
Telling the truth isn't harsh.

452
00:21:34,440 --> 00:21:36,080
Avoiding the truth is.

453
00:21:38,200 --> 00:21:42,840
Clarity creates safety and ambiguity creates

454
00:21:42,840 --> 00:21:46,640
anxiety. So when I say say the thing,

455
00:21:47,440 --> 00:21:49,000
I don't mean be brutal.

456
00:21:49,440 --> 00:21:51,400
I mean be clear name.

457
00:21:51,400 --> 00:21:53,560
What's working name, what's not name.

458
00:21:53,560 --> 00:21:56,440
What needs to change because you cannot fix

459
00:21:56,440 --> 00:21:58,200
what you refuse to name.

460
00:22:00,320 --> 00:22:03,880
Ah, I want you to ruthlessly prioritize.

461
00:22:06,440 --> 00:22:09,880
Not everything you do deserves your

462
00:22:10,040 --> 00:22:13,240
excellence. There is a season of my life

463
00:22:13,240 --> 00:22:14,760
where I had two kids under two.

464
00:22:15,160 --> 00:22:18,400
Postpartum anxiety, a VP job in a very

465
00:22:18,400 --> 00:22:19,760
chaotic career.

466
00:22:20,200 --> 00:22:22,330
And I drew a very dangerous conclusion.

467
00:22:22,330 --> 00:22:24,770
I decided that the problem was definitely me.

468
00:22:24,970 --> 00:22:27,410
Not strong enough, not organized enough,

469
00:22:27,570 --> 00:22:29,410
not cut out for this season of life.

470
00:22:29,410 --> 00:22:31,610
It's impossible to do both.

471
00:22:31,650 --> 00:22:33,970
And I convinced myself the only answer was to

472
00:22:34,010 --> 00:22:36,650
leave my job. And one night at my breaking

473
00:22:36,650 --> 00:22:38,650
point, my husband said,

474
00:22:39,490 --> 00:22:40,970
what are your glass balls?

475
00:22:42,090 --> 00:22:44,850
And he explained this concept to me that some

476
00:22:44,850 --> 00:22:46,730
things, when you drop them,

477
00:22:46,890 --> 00:22:50,170
they shatter and others are rubber and they

478
00:22:50,170 --> 00:22:52,770
bounce. And I realized that I had been

479
00:22:52,770 --> 00:22:55,290
treating everything like glass,

480
00:22:55,850 --> 00:22:57,130
and that was the shift.

481
00:22:57,370 --> 00:22:59,770
Motherhood in my career were breaking me.

482
00:22:59,970 --> 00:23:02,010
My lack of boundaries was.

483
00:23:02,610 --> 00:23:05,570
And when I started to ruthlessly prioritize

484
00:23:05,610 --> 00:23:08,450
the few true glass balls and let the rest be

485
00:23:08,450 --> 00:23:11,010
rubber, I stopped trying to touch everything

486
00:23:11,010 --> 00:23:13,010
and I finally created space to breathe.

487
00:23:16,050 --> 00:23:18,970
You upgrade your systems.

488
00:23:19,900 --> 00:23:23,940
My team gave me a nickname.

489
00:23:25,300 --> 00:23:27,780
Encyclopaedia Britannica.

490
00:23:27,980 --> 00:23:29,340
My name is Brittany. Remember,

491
00:23:30,100 --> 00:23:31,860
it sounds like a compliment.

492
00:23:31,900 --> 00:23:33,460
Wow, she's so smart.

493
00:23:33,460 --> 00:23:34,900
She knows everything.

494
00:23:35,380 --> 00:23:37,020
Guys, this was not a compliment.

495
00:23:37,140 --> 00:23:39,540
And what this really meant was that

496
00:23:39,540 --> 00:23:42,620
everything about how we operated lived in my

497
00:23:42,620 --> 00:23:44,060
head. Decisions.

498
00:23:44,060 --> 00:23:45,780
Context. Processes.

499
00:23:45,780 --> 00:23:47,740
History. If something broke,

500
00:23:48,260 --> 00:23:50,100
I was the source to fix it.

501
00:23:50,140 --> 00:23:51,740
If a decision needed to be made,

502
00:23:51,740 --> 00:23:54,860
I was the one found to make the decision.

503
00:23:55,260 --> 00:23:56,740
And I wasn't a great leader.

504
00:23:56,740 --> 00:23:59,100
I became a single point of failure.

505
00:23:59,180 --> 00:24:00,860
I was the linchpin.

506
00:24:01,740 --> 00:24:03,980
And then we scaled really fast.

507
00:24:04,380 --> 00:24:06,580
Company grew over 300%,

508
00:24:06,780 --> 00:24:09,300
went from ten people to 35 people.

509
00:24:09,740 --> 00:24:12,220
And suddenly the cracks turned into chasms.

510
00:24:12,260 --> 00:24:15,060
Processes lived in slack knowledge with just

511
00:24:15,060 --> 00:24:17,420
a few people, and everyone was just trying to

512
00:24:17,460 --> 00:24:22,310
keep up. You cannot scale chaos,

513
00:24:22,870 --> 00:24:26,110
and you cannot risk your high performers to

514
00:24:26,150 --> 00:24:27,390
hold everything together.

515
00:24:29,350 --> 00:24:32,670
Organizations love to reward the hero,

516
00:24:33,230 --> 00:24:36,190
the person who knows everything and saves the

517
00:24:36,190 --> 00:24:40,390
day. But superheroes don't scale.

518
00:24:41,030 --> 00:24:42,670
Only systems do.

519
00:24:44,390 --> 00:24:46,230
Leadership isn't about what you personally

520
00:24:46,230 --> 00:24:48,910
do. It's about how the work gets done without

521
00:24:48,910 --> 00:24:54,190
you. Lastly, empower with empathy.

522
00:24:54,670 --> 00:24:56,310
This is the last part of the framework, and I

523
00:24:56,310 --> 00:24:58,350
think it's the hardest because it asks us to

524
00:24:58,390 --> 00:25:03,190
hold two things at once high standards and

525
00:25:03,190 --> 00:25:04,510
deep humanity.

526
00:25:05,670 --> 00:25:06,870
Somewhere along the way,

527
00:25:07,030 --> 00:25:08,990
empathy started to sound like lowering the

528
00:25:08,990 --> 00:25:11,870
bar. But the best leaders I know hold the bar

529
00:25:11,870 --> 00:25:14,190
high because they've been clear about

530
00:25:14,190 --> 00:25:17,160
expectations, and they truly care about the

531
00:25:17,160 --> 00:25:20,080
people who are doing the work. I recently had

532
00:25:20,080 --> 00:25:21,840
a high performing team member who had a

533
00:25:21,840 --> 00:25:23,800
really hard season in their personal life,

534
00:25:23,800 --> 00:25:25,680
and it was beginning to affect how they

535
00:25:25,680 --> 00:25:29,280
showed up and the easy moves were to lower

536
00:25:29,280 --> 00:25:31,240
expectations. Hope it got better,

537
00:25:31,280 --> 00:25:33,080
push harder, or say, oh,

538
00:25:33,120 --> 00:25:34,760
this is the role, figure it out.

539
00:25:35,040 --> 00:25:36,640
But instead we told the truth.

540
00:25:36,840 --> 00:25:39,080
We named the thing, we said it out loud,

541
00:25:39,080 --> 00:25:40,880
and we honored what was happening in their

542
00:25:40,880 --> 00:25:42,960
life and were clear about the role and what

543
00:25:42,960 --> 00:25:44,040
the team needed.

544
00:25:44,040 --> 00:25:46,520
And together, we decided to temporarily

545
00:25:46,560 --> 00:25:48,480
downshift that role without shame.

546
00:25:50,920 --> 00:25:52,640
That conversation wasn't easy,

547
00:25:53,040 --> 00:25:54,240
but it was kind.

548
00:25:54,280 --> 00:25:55,800
It protected their dignity.

549
00:25:56,240 --> 00:25:57,760
It protected the team.

550
00:25:58,040 --> 00:25:59,400
It protected the work,

551
00:25:59,760 --> 00:26:01,200
and it protected the trust of our

552
00:26:01,200 --> 00:26:06,720
relationship. Empathy doesn't mean avoiding

553
00:26:06,760 --> 00:26:11,400
accountability. Empathy without standards

554
00:26:11,400 --> 00:26:12,560
creates chaos.

555
00:26:12,960 --> 00:26:16,850
Standards without empathy creates fear.

556
00:26:17,770 --> 00:26:21,290
Empathy with standards creates trust.

557
00:26:22,530 --> 00:26:24,050
Leadership requires both.

558
00:26:24,090 --> 00:26:26,530
And sometimes empowering someone means giving

559
00:26:26,530 --> 00:26:28,490
them permission to step sideways without

560
00:26:28,490 --> 00:26:30,010
losing their sense of self-worth.

561
00:26:32,490 --> 00:26:33,770
So let's bring it all the way back to the

562
00:26:33,770 --> 00:26:35,850
beginning. I'm looking at all of you

563
00:26:35,850 --> 00:26:38,130
perfectionists overachievers.

564
00:26:39,210 --> 00:26:41,850
If you are exhausted, it's not because you're

565
00:26:41,850 --> 00:26:44,850
weak. It might just be because you're capable

566
00:26:45,290 --> 00:26:47,410
and the system has learned it can lean on

567
00:26:47,450 --> 00:26:50,890
you. Here's your one question to sit with.

568
00:26:51,530 --> 00:26:54,090
Where are you holding something that should

569
00:26:54,090 --> 00:26:55,490
be redesigned instead?

570
00:26:56,170 --> 00:26:57,970
Leadership isn't about being the glue.

571
00:26:58,290 --> 00:27:00,410
It's about building something that does not

572
00:27:00,410 --> 00:27:03,770
require you to sacrifice yourself to keep it

573
00:27:03,770 --> 00:27:07,250
running. So if this resonates the truth,

574
00:27:07,290 --> 00:27:09,810
the true framework goes much deeper.

575
00:27:10,010 --> 00:27:14,100
But for now, stop trying to be the superhero

576
00:27:14,940 --> 00:27:16,780
and build something that doesn't need one.

577
00:27:17,620 --> 00:27:18,180
Thank you.

578
00:27:19,740 --> 00:27:23,580
Diane Diaz:
Well done. Great job Brittany.

579
00:27:23,620 --> 00:27:25,900
Let's see. Let me remove your slides.

580
00:27:26,060 --> 00:27:28,980
Well, how do you feel like that went?

581
00:27:29,020 --> 00:27:30,100
I think it went great.

582
00:27:30,420 --> 00:27:32,780
Brittany Sadlouskos:
That was great. I love being able to

583
00:27:32,820 --> 00:27:37,580
storytell and how all life's experiences,

584
00:27:37,580 --> 00:27:39,340
personal life, work life,

585
00:27:39,380 --> 00:27:42,100
you know, my knee and my Audi experience has

586
00:27:42,140 --> 00:27:44,140
kind of contributed to kind of how I show up

587
00:27:44,140 --> 00:27:45,980
today as a leader. And it's been really great

588
00:27:45,980 --> 00:27:47,460
to be able to put that to words.

589
00:27:47,740 --> 00:27:49,500
Something funky happened with my slide

590
00:27:49,500 --> 00:27:51,460
formatting there, but we'll work on that.

591
00:27:51,500 --> 00:27:52,700
Diane Diaz:
Don't even worry about it,

592
00:27:52,700 --> 00:27:54,580
because we were listening to you and you did

593
00:27:54,580 --> 00:27:57,820
a great job. So speaking of of your message

594
00:27:57,980 --> 00:28:00,740
during the graduation call yesterday and the

595
00:28:00,740 --> 00:28:02,420
Thought Leader Academy, you had talked a

596
00:28:02,420 --> 00:28:05,420
little bit about going from questioning that

597
00:28:05,420 --> 00:28:07,220
everything you wanted to say had already been

598
00:28:07,220 --> 00:28:09,580
said. And so why would someone listen to you?

599
00:28:09,820 --> 00:28:13,470
And so but you've made a shift to you.

600
00:28:13,750 --> 00:28:15,830
You, Brittany, are the messenger that your

601
00:28:15,830 --> 00:28:18,070
audience needs to hear from. So can you just

602
00:28:18,070 --> 00:28:19,830
talk a little bit about that shift that you

603
00:28:19,870 --> 00:28:20,390
made?

604
00:28:20,550 --> 00:28:23,230
Brittany Sadlouskos:
Yeah, it was a massive mindset shift for me

605
00:28:23,230 --> 00:28:24,910
when I first came into TLA.

606
00:28:25,270 --> 00:28:29,150
Um, I feel like I am just a constant,

607
00:28:29,190 --> 00:28:30,630
like sponge of information.

608
00:28:30,630 --> 00:28:32,310
I love reading, I love self-help,

609
00:28:32,310 --> 00:28:33,430
I love leadership books,

610
00:28:33,430 --> 00:28:34,990
business books, like so I'm constantly

611
00:28:34,990 --> 00:28:37,310
reading. So I have a lot of these leadership

612
00:28:37,310 --> 00:28:39,310
principles that live in my head,

613
00:28:39,310 --> 00:28:40,830
or business principles that live in my head.

614
00:28:40,830 --> 00:28:42,110
And I kept thinking like,

615
00:28:42,390 --> 00:28:45,670
how can I come up with something unique and

616
00:28:45,670 --> 00:28:47,550
how do I reinvent?

617
00:28:47,590 --> 00:28:49,270
I feel like I'm just saying the same thing as

618
00:28:49,270 --> 00:28:51,590
everyone. And Diane and Carol really worked

619
00:28:51,590 --> 00:28:52,830
with me to show me that,

620
00:28:53,030 --> 00:28:56,310
yeah, you will, but it's you and it's my

621
00:28:56,310 --> 00:28:59,150
stories, and it's my personal experience that

622
00:28:59,150 --> 00:29:01,750
will make me the messenger and hopefully be

623
00:29:01,790 --> 00:29:03,390
able to resonate with somebody because they

624
00:29:03,390 --> 00:29:05,510
can see themselves in me and my experiences.

625
00:29:05,550 --> 00:29:08,270
And so that just gave me such a big mindset

626
00:29:08,270 --> 00:29:10,430
shift and really kind of helped quash some of

627
00:29:10,470 --> 00:29:12,310
that imposter syndrome that I think a lot of

628
00:29:12,310 --> 00:29:12,870
us get.

629
00:29:13,150 --> 00:29:15,110
Diane Diaz:
Yay! I'm so happy to hear that.

630
00:29:15,110 --> 00:29:16,470
I'm so happy to hear that, because I think

631
00:29:16,470 --> 00:29:18,830
that's probably one one thing that is a kind

632
00:29:18,830 --> 00:29:22,310
of a common thread among women is thinking

633
00:29:22,350 --> 00:29:23,630
like, well, what do I have to say here?

634
00:29:23,670 --> 00:29:25,110
Everybody's already saying it. And then we

635
00:29:25,150 --> 00:29:27,270
keep ourselves. We sort of self-limit, right?

636
00:29:27,310 --> 00:29:29,310
So I love hearing that you had that mindset

637
00:29:29,310 --> 00:29:30,990
shift, and now you realize, like, your

638
00:29:30,990 --> 00:29:33,270
audience needs to hear from you and not just

639
00:29:33,270 --> 00:29:35,190
your stories, but your unique speaking style,

640
00:29:35,230 --> 00:29:36,750
too, because that's that's something

641
00:29:36,750 --> 00:29:38,430
important as well. And people resonate with

642
00:29:38,430 --> 00:29:39,790
that. So well done.

643
00:29:40,750 --> 00:29:41,790
All right, all right.

644
00:29:41,790 --> 00:29:44,870
Well sit tight. And so last but not least,

645
00:29:44,870 --> 00:29:47,070
we are going to bring to the stage doctor Cam

646
00:29:47,070 --> 00:29:50,150
Dunson. Cam, take it away.

647
00:29:52,630 --> 00:29:54,070
Cam Dunson:
My name is Cam Dunson.

648
00:29:54,070 --> 00:29:59,030
I completed my PhD back in May on belonging.

649
00:29:59,030 --> 00:30:02,550
And when I realized how important belonging

650
00:30:02,550 --> 00:30:05,110
is to not only human outcomes,

651
00:30:05,110 --> 00:30:07,030
not only team outcomes,

652
00:30:07,030 --> 00:30:09,680
but organizational outcomes and the bottom

653
00:30:09,680 --> 00:30:11,360
line profit outcomes.

654
00:30:11,760 --> 00:30:14,920
I decided that I really needed to take this

655
00:30:14,920 --> 00:30:16,120
message to the world.

656
00:30:17,000 --> 00:30:19,320
So if I can figure out how to advance the

657
00:30:19,320 --> 00:30:22,600
slides. Aha!

658
00:30:24,800 --> 00:30:28,080
Have you ever walked into a room and just

659
00:30:28,080 --> 00:30:29,440
felt like off?

660
00:30:30,160 --> 00:30:33,920
Like somehow everyone else got a memo and you

661
00:30:33,920 --> 00:30:36,680
missed it? Maybe you were at a new school,

662
00:30:37,000 --> 00:30:38,800
a new team, a new company.

663
00:30:39,360 --> 00:30:40,920
How many of you have felt that way?

664
00:30:41,960 --> 00:30:45,320
Well, I have spent a lot of my life with

665
00:30:45,320 --> 00:30:47,000
that. Missed a memo feeling.

666
00:30:47,640 --> 00:30:50,160
You see, I was an awkward kid.

667
00:30:50,760 --> 00:30:53,240
In fact, I was so awkward as a child that my

668
00:30:53,240 --> 00:30:56,920
teacher sent me to camp for awkward kids for

669
00:30:56,920 --> 00:30:59,680
four weeks every single summer.

670
00:31:01,840 --> 00:31:03,560
Now, when people look at me now,

671
00:31:04,280 --> 00:31:06,290
they see a wife, a Mom,

672
00:31:07,290 --> 00:31:09,330
a consultant, a researcher,

673
00:31:09,370 --> 00:31:10,770
a kayaking enthusiast.

674
00:31:12,850 --> 00:31:15,010
And they don't see that awkward kid.

675
00:31:16,050 --> 00:31:19,370
But I know what it's like to still be that

676
00:31:19,370 --> 00:31:20,570
awkward kid inside.

677
00:31:20,970 --> 00:31:23,410
I know what it's like to play dumb,

678
00:31:24,090 --> 00:31:26,650
to kiss up, to not feel safe.

679
00:31:27,330 --> 00:31:29,730
To try to hide and be invisible.

680
00:31:31,170 --> 00:31:33,090
Now make some big promises.

681
00:31:33,250 --> 00:31:34,730
When people book my keynote,

682
00:31:34,770 --> 00:31:37,890
I promise to deliver insights that impact

683
00:31:37,890 --> 00:31:39,650
engagement, productivity,

684
00:31:39,650 --> 00:31:42,410
innovation, job performance,

685
00:31:42,450 --> 00:31:43,650
team performances.

686
00:31:44,450 --> 00:31:46,970
And then I start talking about belonging. And

687
00:31:46,970 --> 00:31:48,810
I can tell some people are thinking,

688
00:31:49,410 --> 00:31:53,970
yeah. Belonging is nice,

689
00:31:53,970 --> 00:31:55,250
but I've got deadlines,

690
00:31:55,250 --> 00:31:57,010
I've got quarterly targets,

691
00:31:57,010 --> 00:31:59,610
I've got a boss asking questions.

692
00:31:59,610 --> 00:32:02,530
I'm just trying to get the capable adults in

693
00:32:02,570 --> 00:32:05,340
these jobs to take ownership and execute

694
00:32:05,340 --> 00:32:07,020
without so much follow up,

695
00:32:07,020 --> 00:32:08,620
without so much handholding,

696
00:32:08,860 --> 00:32:10,940
and try to tamp down all this drama.

697
00:32:11,700 --> 00:32:13,660
And yeah, those problems are tough.

698
00:32:17,020 --> 00:32:20,060
Now, as a consultant, I do a lot of employee

699
00:32:20,060 --> 00:32:21,140
listening studies.

700
00:32:22,060 --> 00:32:24,140
Sometimes their exit interviews,

701
00:32:24,140 --> 00:32:26,660
so frequently the person I'm talking to has

702
00:32:26,660 --> 00:32:29,500
already left their place of work there.

703
00:32:29,540 --> 00:32:31,260
I'm there talking to a third party.

704
00:32:31,260 --> 00:32:32,540
I'm not their boss.

705
00:32:32,580 --> 00:32:35,140
I'm not the HR department of their company.

706
00:32:35,420 --> 00:32:37,660
They don't have any reason to fear me.

707
00:32:40,020 --> 00:32:42,500
And I've talked to a lot of people across

708
00:32:42,500 --> 00:32:45,260
many industries, incomes and education

709
00:32:45,260 --> 00:32:48,380
levels. I've talked to C-suite execs,

710
00:32:48,380 --> 00:32:49,860
I've talked to vice presidents,

711
00:32:49,860 --> 00:32:51,380
I've talked to senior accountants,

712
00:32:51,380 --> 00:32:53,500
I've talked to factory line workers,

713
00:32:53,980 --> 00:32:55,540
appliance repair people.

714
00:32:56,460 --> 00:32:57,980
And for the first time,

715
00:32:58,260 --> 00:33:00,980
they're talking to someone who feels safe.

716
00:33:01,860 --> 00:33:04,350
They're not worried about retaliation.

717
00:33:04,350 --> 00:33:05,710
They're not worried about.

718
00:33:07,830 --> 00:33:10,830
A performance rating or their manager.

719
00:33:11,230 --> 00:33:12,870
They're telling the truth.

720
00:33:15,910 --> 00:33:19,030
And usually we uncover the normal drivers of

721
00:33:19,030 --> 00:33:21,670
turnover, you know, workload recognition,

722
00:33:21,670 --> 00:33:23,830
supervisor, manager, salary,

723
00:33:23,870 --> 00:33:29,990
stuff like that. But we also uncover supply

724
00:33:29,990 --> 00:33:31,910
chain breakdowns that cost money.

725
00:33:32,390 --> 00:33:35,470
We uncover CRM systems that are slowing down

726
00:33:35,470 --> 00:33:37,910
sales. We we uncover operational

727
00:33:37,910 --> 00:33:40,550
inefficiencies hiding in plain sight.

728
00:33:41,710 --> 00:33:43,990
The people didn't feel safe,

729
00:33:44,110 --> 00:33:46,350
didn't feel like they fit in enough to speak

730
00:33:46,350 --> 00:33:49,310
up. And the organization pays for it.

731
00:33:54,110 --> 00:33:55,710
And my slide is not advancing.

732
00:33:56,790 --> 00:34:00,470
Are you may be surprised when I say belonging

733
00:34:00,470 --> 00:34:01,920
is a performance driver,

734
00:34:01,960 --> 00:34:03,440
profit maker indicator.

735
00:34:04,800 --> 00:34:06,520
Well, I don't say these things because I'm

736
00:34:06,520 --> 00:34:08,840
the belonging lady registered trademark.

737
00:34:09,000 --> 00:34:13,000
I say I'm the belonging lady registered

738
00:34:13,000 --> 00:34:15,720
trademark because these things are true.

739
00:34:17,200 --> 00:34:18,960
These discoveries are how I became the

740
00:34:18,960 --> 00:34:23,520
belonging lady. High levels of belonging are

741
00:34:23,520 --> 00:34:27,120
linked to a 56% increase in job performance,

742
00:34:28,280 --> 00:34:30,640
a 50% drop in turnover risk,

743
00:34:31,480 --> 00:34:34,360
a 75% reduction in sick leave,

744
00:34:34,600 --> 00:34:36,960
and in a 10,000 person company.

745
00:34:39,080 --> 00:34:43,200
This amounts to an estimated $52 million.

746
00:34:44,400 --> 00:34:45,840
So this data is clear.

747
00:34:48,080 --> 00:34:50,160
When people feel belonging,

748
00:34:50,160 --> 00:34:52,720
when they feel known, safe and valued.

749
00:34:53,040 --> 00:34:54,200
Profit follows.

750
00:34:54,960 --> 00:34:57,560
And when they don't, losses follow.

751
00:34:58,760 --> 00:35:00,890
So let's dig into how to optimize your

752
00:35:00,890 --> 00:35:03,010
corporate culture to meet these deadlines,

753
00:35:04,250 --> 00:35:06,290
deliver these quarterly targets,

754
00:35:06,290 --> 00:35:08,290
and have your boss ask for your questions.

755
00:35:09,450 --> 00:35:12,410
Now, I have five components of belonging in

756
00:35:12,410 --> 00:35:13,730
my keynote.

757
00:35:14,050 --> 00:35:16,010
Or actually I have five components of

758
00:35:16,010 --> 00:35:17,570
belonging in my work.

759
00:35:17,850 --> 00:35:20,090
I stress these three in my keynote,

760
00:35:21,370 --> 00:35:24,050
but there's one that I'm going to talk about

761
00:35:24,050 --> 00:35:28,210
today. And that's the the one foundation of

762
00:35:28,210 --> 00:35:31,810
all the others, the the most important for

763
00:35:31,850 --> 00:35:33,930
changing the trajectory if you only have to

764
00:35:33,970 --> 00:35:36,610
do one. We're going to talk about

765
00:35:36,610 --> 00:35:37,890
psychological safety.

766
00:35:38,970 --> 00:35:42,690
A lady named Amy Edmondson was doing her work

767
00:35:42,690 --> 00:35:44,610
in the 90s, her research,

768
00:35:44,610 --> 00:35:47,170
and she was looking at hospitals and patient

769
00:35:47,210 --> 00:35:48,930
outcomes, a hospital teams.

770
00:35:49,130 --> 00:35:51,810
And what she found surprised her.

771
00:35:52,810 --> 00:35:57,010
The teams with the most mistakes had the best

772
00:35:57,010 --> 00:36:00,620
patient outcomes, and the teams with the

773
00:36:00,620 --> 00:36:02,980
least mistakes had the worst patient

774
00:36:03,020 --> 00:36:07,020
outcomes. Well, what was happening there?

775
00:36:07,020 --> 00:36:09,900
What was happening was that teams that felt

776
00:36:09,900 --> 00:36:13,100
safe to report mistakes,

777
00:36:13,220 --> 00:36:14,900
learn from their mistakes,

778
00:36:15,140 --> 00:36:16,740
and had better patient outcomes.

779
00:36:18,340 --> 00:36:20,580
Now, when you hear the term psychological

780
00:36:20,580 --> 00:36:22,380
safety is kind of a buzzword right now,

781
00:36:22,580 --> 00:36:24,580
but a lot of people misunderstand what it

782
00:36:24,580 --> 00:36:26,340
means. So I want to make sure that we're

783
00:36:26,340 --> 00:36:29,380
really clear on what psychological safety is.

784
00:36:29,420 --> 00:36:32,500
It's a term of art in my field of

785
00:36:32,500 --> 00:36:33,900
organizational psychology,

786
00:36:34,340 --> 00:36:39,940
and it is having no fear of consequences for

787
00:36:39,940 --> 00:36:43,420
being candid, for asking for help,

788
00:36:44,220 --> 00:36:46,100
for admitting mistakes,

789
00:36:46,460 --> 00:36:48,100
questioning the status quo,

790
00:36:48,140 --> 00:36:49,700
or proposing new ideas.

791
00:36:50,100 --> 00:36:53,860
So you're in a space that is safe to take

792
00:36:53,860 --> 00:36:57,630
risks. A space where if you need to blow the

793
00:36:57,630 --> 00:36:58,830
whistle about something,

794
00:36:59,190 --> 00:37:01,190
if you need to raise a concern,

795
00:37:01,190 --> 00:37:05,110
even if it stops the factory line and costs

796
00:37:05,150 --> 00:37:07,110
thousands or maybe tens of thousands of

797
00:37:07,110 --> 00:37:10,150
dollars in lost labor and lost production,

798
00:37:11,390 --> 00:37:13,030
you can address that mistake.

799
00:37:13,070 --> 00:37:14,350
We'll get to that in a minute.

800
00:37:15,310 --> 00:37:17,990
Psychological safety is not low performance

801
00:37:17,990 --> 00:37:20,870
standards. It is not a guarantee of never

802
00:37:20,870 --> 00:37:22,270
being offended by someone.

803
00:37:22,310 --> 00:37:25,350
In fact, when you have a candid team,

804
00:37:26,390 --> 00:37:29,870
sometimes you have more discussion.

805
00:37:32,510 --> 00:37:35,670
And it is not a guarantee of every idea being

806
00:37:35,710 --> 00:37:40,790
accepted. Google took this work a little bit

807
00:37:40,790 --> 00:37:44,110
further and found in their project Aristotle,

808
00:37:44,150 --> 00:37:47,910
they were trying to find all the makers of

809
00:37:47,950 --> 00:37:52,110
the optimal team, and what they discovered

810
00:37:52,790 --> 00:37:55,200
was that the number one predictor of a high

811
00:37:55,200 --> 00:37:58,520
performing team was psychological safety.

812
00:38:01,440 --> 00:38:05,000
Now I fly a lot on airplanes.

813
00:38:05,760 --> 00:38:07,440
I have rituals when I fly.

814
00:38:07,640 --> 00:38:09,840
I never listen to the safety briefing because

815
00:38:09,840 --> 00:38:11,520
I've already memorized it.

816
00:38:11,760 --> 00:38:13,840
But I do. I get on a plane,

817
00:38:14,360 --> 00:38:18,240
I check for the nearest exit.

818
00:38:18,760 --> 00:38:20,840
I'm keeping in mind it may be behind me.

819
00:38:21,840 --> 00:38:23,640
And what I used to do.

820
00:38:23,680 --> 00:38:26,920
My next ritual was I used to check under the

821
00:38:26,920 --> 00:38:29,760
seat and make sure that that life jacket was

822
00:38:29,760 --> 00:38:34,240
really there. Well, I don't do that anymore

823
00:38:34,280 --> 00:38:36,760
because I'm busy looking at the safety card

824
00:38:37,960 --> 00:38:41,360
and I notice who manufactured the aircraft.

825
00:38:42,560 --> 00:38:44,880
How many of you get on a plane now?

826
00:38:45,280 --> 00:38:48,000
And think about, I wonder who manufactured

827
00:38:48,000 --> 00:38:49,920
this aircraft? Well, I have been thinking a

828
00:38:49,920 --> 00:38:52,240
lot about that when as I get on a plane every

829
00:38:52,240 --> 00:38:53,970
time since 2024.

830
00:38:58,130 --> 00:39:00,290
And that's because of Boeing.

831
00:39:01,570 --> 00:39:03,930
I'm relieved when I don't see Boeing on the

832
00:39:03,930 --> 00:39:09,370
manufacture card. In 2020,

833
00:39:09,610 --> 00:39:13,610
in excuse me, in 2018 and 19,

834
00:39:14,010 --> 00:39:17,330
Boeing had two crashes which led to a global

835
00:39:17,330 --> 00:39:20,610
grounding. And you can see that at the first

836
00:39:20,610 --> 00:39:25,450
little box. This graph is a graph of Boeing

837
00:39:25,650 --> 00:39:28,050
market share, market cap cost,

838
00:39:28,930 --> 00:39:30,410
and not their market share.

839
00:39:30,410 --> 00:39:35,330
Excuse me, their stock price in comparison to

840
00:39:35,370 --> 00:39:37,130
the S&P 500 index.

841
00:39:38,170 --> 00:39:43,330
So the pink is Boeing's values and the S&P

842
00:39:43,370 --> 00:39:46,450
500, which you would think naturally that

843
00:39:46,450 --> 00:39:47,810
Boeing would follow.

844
00:39:47,970 --> 00:39:50,690
And it does for the first part of the graph.

845
00:39:54,820 --> 00:39:59,260
But what happened was they had a crash which

846
00:39:59,260 --> 00:40:01,420
led to a grounding, a good long grounding.

847
00:40:02,380 --> 00:40:04,580
The world thought that they had gotten their

848
00:40:04,580 --> 00:40:09,900
act together. And in January of 2024,

849
00:40:10,420 --> 00:40:13,020
they had a door plug blowout.

850
00:40:14,140 --> 00:40:16,260
No lives lost. Not really a crash,

851
00:40:16,260 --> 00:40:20,780
but an incident. Federal investigations both

852
00:40:20,780 --> 00:40:24,820
times did not did not deliver.

853
00:40:24,820 --> 00:40:26,740
You will not see the word psychological

854
00:40:26,740 --> 00:40:28,780
safety in those reports.

855
00:40:28,980 --> 00:40:32,580
But what you will hear are things like.

856
00:40:35,420 --> 00:40:39,140
It was not considered okay to raise problems

857
00:40:39,140 --> 00:40:40,580
on the factory floor.

858
00:40:41,460 --> 00:40:44,460
You will hear that they were under tremendous

859
00:40:44,460 --> 00:40:49,060
pressure to deliver a certain number of

860
00:40:49,180 --> 00:40:50,980
aircraft in a certain amount of time.

861
00:40:53,380 --> 00:40:55,180
In fact, a Boeing engineer,

862
00:40:55,220 --> 00:40:58,340
Sam Saliba, said, I've raised these issues

863
00:40:58,340 --> 00:40:59,700
over three years.

864
00:40:59,740 --> 00:41:02,700
I was ignored. I was told not to create

865
00:41:02,700 --> 00:41:05,540
delays. I was told frankly to shut up.

866
00:41:05,700 --> 00:41:08,260
I was silenced, I was told to shut up.

867
00:41:08,260 --> 00:41:10,500
I received physical threats.

868
00:41:12,860 --> 00:41:15,660
And then in December 2024,

869
00:41:15,860 --> 00:41:17,180
they had another crash.

870
00:41:19,580 --> 00:41:21,340
So let's look at what those groundings did to

871
00:41:21,380 --> 00:41:25,940
Boeing's stock. The line coming down is the

872
00:41:25,940 --> 00:41:27,300
Covid 19 pandemic.

873
00:41:27,300 --> 00:41:28,900
So everything went down then.

874
00:41:31,460 --> 00:41:35,620
But Boeing did not have the public's trust to

875
00:41:35,660 --> 00:41:36,780
recover from it.

876
00:41:37,980 --> 00:41:44,460
And they're still struggling. Now what that

877
00:41:44,460 --> 00:41:48,830
tells me is they were told To get their act

878
00:41:48,830 --> 00:41:52,430
together and make us make a system for

879
00:41:52,430 --> 00:41:57,630
reporting alerts and and raising concerns.

880
00:41:58,670 --> 00:42:00,950
And they didn't. They continued on business

881
00:42:00,950 --> 00:42:03,350
as usual after the first grounding came off.

882
00:42:05,710 --> 00:42:08,910
Since then, apparently they've seen a lot of

883
00:42:08,910 --> 00:42:11,150
traffic in their reporting system,

884
00:42:13,110 --> 00:42:15,670
but we'll see over time.

885
00:42:17,270 --> 00:42:19,590
It's hard to increase psychological safety.

886
00:42:20,190 --> 00:42:24,190
It's hard to overwrite a company culture that

887
00:42:24,990 --> 00:42:28,350
has gone for years, and it's hard even to

888
00:42:28,390 --> 00:42:31,310
bring psychological safety to a team member.

889
00:42:32,230 --> 00:42:34,190
You know, when you have a team member,

890
00:42:34,310 --> 00:42:36,350
you want to get the most out of that person.

891
00:42:36,350 --> 00:42:38,710
You want them free to speak up in meetings.

892
00:42:38,710 --> 00:42:41,230
You want to them to share their expertise.

893
00:42:41,350 --> 00:42:44,550
You want them to alert you and not just wait

894
00:42:44,550 --> 00:42:46,560
for the exit interviewer to come in,

895
00:42:47,680 --> 00:42:52,000
but you're having to overcome all the bad

896
00:42:52,040 --> 00:42:55,280
bosses in their past, all the abusive

897
00:42:55,280 --> 00:42:59,040
managers. And so you have to really be

898
00:42:59,040 --> 00:43:03,680
proactive to model psychological safety,

899
00:43:03,720 --> 00:43:05,200
to model candor.

900
00:43:07,560 --> 00:43:09,480
And to be bring.

901
00:43:09,520 --> 00:43:11,400
It's more than just being a nice guy.

902
00:43:12,560 --> 00:43:16,520
You have to bring and overcome whatever

903
00:43:16,520 --> 00:43:18,200
they're bringing in the door that you're not

904
00:43:18,200 --> 00:43:24,160
even aware of. Now, safety and trust is just

905
00:43:24,160 --> 00:43:26,520
one of the five components of my belonging

906
00:43:26,520 --> 00:43:29,360
framework. To hear more.

907
00:43:31,400 --> 00:43:38,240
Let's connect. Um, we can have a keynote

908
00:43:38,240 --> 00:43:41,280
overview. We can have an in-depth workshop

909
00:43:41,280 --> 00:43:44,130
for a few hours, or we can really dig deep

910
00:43:44,130 --> 00:43:45,850
into a full organizational,

911
00:43:45,850 --> 00:43:47,890
diagnostic and employee listening story.

912
00:43:48,930 --> 00:43:53,050
Now remember that missed a memo feeling that

913
00:43:53,050 --> 00:43:54,970
we all remembered at the beginning when I

914
00:43:54,970 --> 00:43:56,970
talked about my life.

915
00:43:58,970 --> 00:44:01,610
Let's make sure that no one experiences that

916
00:44:01,610 --> 00:44:04,010
on your watch. Thank you.

917
00:44:05,290 --> 00:44:06,330
Diane Diaz:
Oh great job.

918
00:44:06,330 --> 00:44:09,170
What a great closing I love that.

919
00:44:09,850 --> 00:44:11,610
Well done cam.

920
00:44:12,050 --> 00:44:13,370
Let's see. Let me, um,

921
00:44:13,410 --> 00:44:16,090
take your slides off of the stage.

922
00:44:16,090 --> 00:44:19,650
There we go. And how did that feel for you to

923
00:44:19,690 --> 00:44:20,850
deliver that?

924
00:44:21,090 --> 00:44:23,250
Cam Dunson:
Thinking through and crafting.

925
00:44:23,250 --> 00:44:26,610
It was was fun.

926
00:44:26,970 --> 00:44:28,090
Yeah. Good.

927
00:44:28,130 --> 00:44:29,570
I really enjoyed it.

928
00:44:29,730 --> 00:44:30,930
Diane Diaz:
Good. Well. Well done.

929
00:44:30,930 --> 00:44:32,490
Well done to all of you.

930
00:44:32,690 --> 00:44:35,370
So now we want to take some time and just do

931
00:44:35,370 --> 00:44:37,570
a short little round table discussion.

932
00:44:37,570 --> 00:44:40,090
So I kind of want to get your insight from

933
00:44:40,090 --> 00:44:42,580
each of you on some specific questions.

934
00:44:43,060 --> 00:44:45,620
Um, I think I want to start with what it was

935
00:44:45,620 --> 00:44:47,820
like to work in your VIP day.

936
00:44:47,820 --> 00:44:49,100
So maybe let's start with you,

937
00:44:49,140 --> 00:44:50,220
Allison, I know Alison,

938
00:44:50,220 --> 00:44:53,340
you worked with Carol in your VIP day,

939
00:44:53,380 --> 00:44:55,380
so maybe if you can share,

940
00:44:55,420 --> 00:44:57,540
like what were your expectations going into

941
00:44:57,540 --> 00:45:00,420
that? How did it actually go compared to your

942
00:45:00,420 --> 00:45:02,700
expectations and what did it feel like,

943
00:45:02,740 --> 00:45:04,180
like to get that talk done?

944
00:45:05,780 --> 00:45:07,660
Allison Greco:
Uh, honestly, VIP day,

945
00:45:07,700 --> 00:45:12,660
I was very skeptical that in half of a day,

946
00:45:13,300 --> 00:45:15,860
Carol was going to interview me and then

947
00:45:15,860 --> 00:45:18,780
craft this magical keynote speech.

948
00:45:19,180 --> 00:45:21,220
I was quite delighted when she brought out

949
00:45:21,220 --> 00:45:23,020
this board with all these sticky notes.

950
00:45:23,060 --> 00:45:24,900
I mean, I dream in sticky notes.

951
00:45:24,900 --> 00:45:26,460
So when she brings out sticky notes,

952
00:45:26,460 --> 00:45:28,340
I'm like, well, my people.

953
00:45:28,940 --> 00:45:33,180
But she was able to ask me the right

954
00:45:33,180 --> 00:45:36,020
questions, to pull the right stories,

955
00:45:36,020 --> 00:45:37,700
the right perspectives.

956
00:45:38,060 --> 00:45:44,310
And I was. I surprised pleasantly when at the

957
00:45:44,310 --> 00:45:47,830
end it came together into this really

958
00:45:47,830 --> 00:45:49,150
beautiful speech with,

959
00:45:49,190 --> 00:45:52,230
with great content and,

960
00:45:52,230 --> 00:45:53,790
and really thoughtful,

961
00:45:54,190 --> 00:45:57,830
uh, ideas that I think she made my it's like

962
00:45:57,950 --> 00:46:01,110
she can take my scrambled egg brain and,

963
00:46:01,110 --> 00:46:02,910
and helped me get it into a really nice,

964
00:46:02,910 --> 00:46:04,110
cohesive message.

965
00:46:04,470 --> 00:46:07,590
Diane Diaz:
Yes. You know, the comment of I'm glad that's

966
00:46:07,590 --> 00:46:09,830
that's how you felt the outcome was because

967
00:46:09,830 --> 00:46:12,350
the comment of I was skeptical is not

968
00:46:12,350 --> 00:46:14,830
uncommon because, you know,

969
00:46:14,870 --> 00:46:17,590
it is only a a 3 hour session.

970
00:46:17,590 --> 00:46:18,750
And so it's like, well,

971
00:46:18,750 --> 00:46:20,230
how is that going to work?

972
00:46:20,270 --> 00:46:22,350
Like how how are you going to take all of

973
00:46:22,390 --> 00:46:24,550
these ideas up here and turn it into a talk

974
00:46:24,550 --> 00:46:27,910
in three hours? And I often tell my clients

975
00:46:28,350 --> 00:46:29,790
at the beginning of the session,

976
00:46:29,830 --> 00:46:32,030
don't worry, it's going to seem like a mess

977
00:46:32,030 --> 00:46:34,110
in the middle. That's normal.

978
00:46:34,510 --> 00:46:36,390
It's exactly how it's supposed to feel,

979
00:46:36,430 --> 00:46:37,670
but it will come together.

980
00:46:37,670 --> 00:46:38,830
It always does so.

981
00:46:39,320 --> 00:46:41,360
I'm glad that you had that experience. And so

982
00:46:41,400 --> 00:46:43,200
maybe along those same lines,

983
00:46:43,200 --> 00:46:44,840
Brittany, let me ask you,

984
00:46:45,200 --> 00:46:46,840
because we talked a little bit about this

985
00:46:46,840 --> 00:46:48,480
idea that you are the messenger,

986
00:46:48,520 --> 00:46:50,520
right? You have a message to share and you

987
00:46:50,560 --> 00:46:51,960
are the messenger for that, for your

988
00:46:51,960 --> 00:46:56,440
audience. But what was the moment either in

989
00:46:56,480 --> 00:46:58,560
creating your talk in the VIP day or in your

990
00:46:58,560 --> 00:47:00,000
time in the Thought Leader Academy? What was

991
00:47:00,000 --> 00:47:01,760
the moment where you realized, like, this is

992
00:47:01,760 --> 00:47:03,560
the story that unlocks this message,

993
00:47:03,560 --> 00:47:05,360
or this is the story that I have to tell?

994
00:47:06,720 --> 00:47:11,080
Brittany Sadlouskos:
I think, I think it was when you asked me

995
00:47:11,120 --> 00:47:13,640
basically, like, tell me about your life,

996
00:47:13,840 --> 00:47:15,720
tell me your stories. And and my response

997
00:47:15,720 --> 00:47:18,720
was, where do you want me to start?

998
00:47:19,600 --> 00:47:21,320
And she's like, wherever you want to start.

999
00:47:21,320 --> 00:47:23,080
And I like went back and I'm like,

1000
00:47:23,880 --> 00:47:26,000
okay. So like, let me start with my it felt

1001
00:47:26,000 --> 00:47:28,440
like the this therapeutic session for me.

1002
00:47:28,800 --> 00:47:31,280
And then as I'm talking and really like kind

1003
00:47:31,280 --> 00:47:35,360
of verbally storytelling my life to Diane,

1004
00:47:35,360 --> 00:47:38,010
I'm like, oh my God, this is it.

1005
00:47:38,050 --> 00:47:39,490
Like, I've always had this,

1006
00:47:39,530 --> 00:47:42,290
like, very high performer,

1007
00:47:42,290 --> 00:47:44,090
perfectionist brain.

1008
00:47:44,090 --> 00:47:48,890
And it's created so much success in my life,

1009
00:47:48,930 --> 00:47:50,890
honestly, which I'm very proud of.

1010
00:47:50,890 --> 00:47:52,370
But it's like there's a,

1011
00:47:52,650 --> 00:47:54,730
there's a, there's a dark side to that.

1012
00:47:54,850 --> 00:47:56,890
The shadow self of all of that.

1013
00:47:57,050 --> 00:47:58,770
And I feel like that was the moment when I

1014
00:47:58,770 --> 00:48:01,010
realized, like, I have a lot to be proud of

1015
00:48:01,010 --> 00:48:02,330
and I've accomplished a lot.

1016
00:48:02,330 --> 00:48:03,930
And I think on paper there are a lot of

1017
00:48:03,930 --> 00:48:06,530
people who are like me who everyone's like,

1018
00:48:06,530 --> 00:48:08,410
wow, they may have it all together.

1019
00:48:08,450 --> 00:48:09,890
They've done all these things.

1020
00:48:09,890 --> 00:48:11,330
They're young, they're in leadership

1021
00:48:11,330 --> 00:48:12,850
positions, they're doing great.

1022
00:48:13,090 --> 00:48:14,770
But then, like on the underside of it,

1023
00:48:14,810 --> 00:48:16,570
it's like you don't know their struggle. And

1024
00:48:16,570 --> 00:48:18,890
I think for me, like that was a moment for me

1025
00:48:18,890 --> 00:48:22,850
to be like, I know there are so many more

1026
00:48:23,250 --> 00:48:26,730
people in women specifically as well who,

1027
00:48:26,730 --> 00:48:29,210
who, who deal with this and it's not talked

1028
00:48:29,210 --> 00:48:32,170
about enough. And even if it is talked about,

1029
00:48:32,410 --> 00:48:35,580
I don't think that we give people a playbook

1030
00:48:35,820 --> 00:48:38,700
that says, like, you got to start somewhere.

1031
00:48:38,700 --> 00:48:41,940
And for me, it was, here are four things that

1032
00:48:41,940 --> 00:48:46,460
I've begun practicing that maybe helped 75%.

1033
00:48:46,500 --> 00:48:48,220
They're right. Like, do we still have those

1034
00:48:48,220 --> 00:48:49,700
days that are horrible?

1035
00:48:50,180 --> 00:48:54,020
Absolutely. Um, but it's like the principles

1036
00:48:54,060 --> 00:48:55,940
and getting buy in on like on the,

1037
00:48:55,980 --> 00:48:57,780
on that true framework for me,

1038
00:48:57,980 --> 00:49:01,500
um, it was like, I feel like it's something I

1039
00:49:01,500 --> 00:49:03,780
can't not share now that I've identified it,

1040
00:49:03,780 --> 00:49:06,140
but, um, but it was it was a fun journey to

1041
00:49:06,140 --> 00:49:09,140
get there. Um, I loved the sticky notes as

1042
00:49:09,140 --> 00:49:10,420
well, Alison. I was like,

1043
00:49:10,460 --> 00:49:12,180
oh, write that down. Write this down.

1044
00:49:12,220 --> 00:49:13,580
I say this thing sometimes,

1045
00:49:13,580 --> 00:49:14,940
Diane, I don't know where it's going to fit

1046
00:49:14,940 --> 00:49:16,460
in, but just just write it down.

1047
00:49:16,860 --> 00:49:18,300
Diane Diaz:
That's the great thing about the sticky notes

1048
00:49:18,300 --> 00:49:19,380
is that we're, you know,

1049
00:49:19,420 --> 00:49:21,180
just for anybody watching this,

1050
00:49:21,220 --> 00:49:23,500
if you have not experienced a VIP day with

1051
00:49:23,500 --> 00:49:26,380
us, please do. But we have all these sticky

1052
00:49:26,380 --> 00:49:28,860
notes, and sometimes I have a pile of sticky

1053
00:49:28,860 --> 00:49:30,700
notes on my desk that aren't even on the

1054
00:49:30,700 --> 00:49:33,140
board yet. It's just things that Brittany,

1055
00:49:33,180 --> 00:49:34,590
for example, had said,

1056
00:49:34,630 --> 00:49:35,990
look, I got to capture that. I got to capture

1057
00:49:35,990 --> 00:49:37,150
that. I got to capture that, right. And so

1058
00:49:37,150 --> 00:49:39,110
I'm writing these things down and they might

1059
00:49:39,110 --> 00:49:40,910
find their way in, or they might go into a

1060
00:49:40,910 --> 00:49:43,710
different talk later. But we do capture them.

1061
00:49:43,710 --> 00:49:46,110
But then it's the arranging of them in a way

1062
00:49:46,110 --> 00:49:49,150
that lets you be the messenger,

1063
00:49:49,190 --> 00:49:50,950
right? Uses your unique style,

1064
00:49:50,950 --> 00:49:53,910
your specific story that is specific to you,

1065
00:49:53,910 --> 00:49:55,270
but universal to the audience.

1066
00:49:55,270 --> 00:49:56,470
Because like you said,

1067
00:49:56,910 --> 00:50:00,110
many, many women in particular have struggled

1068
00:50:00,110 --> 00:50:02,350
with this. And it's you're going to be

1069
00:50:02,350 --> 00:50:03,990
sharing that message with them. And then,

1070
00:50:04,030 --> 00:50:06,270
yeah, you found this, this method,

1071
00:50:06,270 --> 00:50:07,870
the true framework. You found this, that

1072
00:50:07,870 --> 00:50:10,790
helps. And then you delivering that is going

1073
00:50:10,790 --> 00:50:12,390
to inspire someone else to look at this

1074
00:50:12,390 --> 00:50:15,030
differently and hopefully get some relief

1075
00:50:15,030 --> 00:50:16,830
from what they might be struggling with.

1076
00:50:16,830 --> 00:50:19,670
So yeah. Yeah.

1077
00:50:19,670 --> 00:50:22,230
So, um, cam, let me ask you,

1078
00:50:22,350 --> 00:50:23,870
so in your time in the Thought Leader

1079
00:50:23,870 --> 00:50:26,630
Academy, of course, we cam and I worked for

1080
00:50:26,670 --> 00:50:28,150
everybody watching. Cam and I worked together

1081
00:50:28,150 --> 00:50:31,880
on her talk. And also cam attended our in

1082
00:50:31,920 --> 00:50:34,080
person workshop recently,

1083
00:50:34,080 --> 00:50:36,920
so sort of like a dual experience here.

1084
00:50:36,920 --> 00:50:40,600
But cam, for you, what was your biggest

1085
00:50:40,600 --> 00:50:43,000
mindset shift about speaking or thought

1086
00:50:43,000 --> 00:50:45,440
leadership during your time in TLA?

1087
00:50:48,640 --> 00:50:52,600
Cam Dunson:
Well, I had already sort of begun to make the

1088
00:50:52,600 --> 00:50:55,880
shift of, you know, you're when you're

1089
00:50:56,160 --> 00:50:58,400
reporting research in an academic setting,

1090
00:50:58,400 --> 00:51:00,000
which is what I had been doing.

1091
00:51:00,200 --> 00:51:02,960
Not only are you really boring about it,

1092
00:51:02,960 --> 00:51:06,400
but you're taking yourself totally out of it.

1093
00:51:07,200 --> 00:51:09,440
But everyone, at least in my field,

1094
00:51:09,480 --> 00:51:11,240
everyone that's doing research is trying to

1095
00:51:11,240 --> 00:51:13,040
figure out why their life went the way it

1096
00:51:13,040 --> 00:51:17,160
did. And so there's always me search in

1097
00:51:17,160 --> 00:51:21,480
there. But talking about it in connection

1098
00:51:21,480 --> 00:51:24,640
with the findings was really powerful.

1099
00:51:24,640 --> 00:51:28,600
Now, I had kind of begun to make that shift

1100
00:51:29,520 --> 00:51:31,890
when I was preparing for my Ted talk,

1101
00:51:31,930 --> 00:51:35,010
and I had battled that out a lot.

1102
00:51:35,730 --> 00:51:39,570
And so Carol and Diane did not have the hard

1103
00:51:39,570 --> 00:51:41,730
work that that poor coach had.

1104
00:51:43,130 --> 00:51:47,690
But, um, it was it has been beneficial.

1105
00:51:47,690 --> 00:51:50,010
And it sure does make it a lot more fun to

1106
00:51:50,050 --> 00:51:52,010
deliver a talk.

1107
00:51:52,290 --> 00:51:54,410
Yeah. Well, and I think you did a really good

1108
00:51:54,410 --> 00:51:56,650
job incorporating personal stories,

1109
00:51:56,650 --> 00:51:58,170
even if they weren't about you personally,

1110
00:51:58,170 --> 00:52:02,130
but stories that you had sort of collected

1111
00:52:02,170 --> 00:52:03,730
right, in your personal work.

1112
00:52:03,730 --> 00:52:05,730
So it doesn't necessarily have to be a story

1113
00:52:05,730 --> 00:52:07,890
about you, although you did share at the

1114
00:52:07,890 --> 00:52:09,530
beginning how awkward you were, right. And

1115
00:52:09,530 --> 00:52:11,570
that humanized your message.

1116
00:52:11,570 --> 00:52:13,930
But then the stories that you collected in

1117
00:52:13,930 --> 00:52:16,290
your research or in your work that relate to

1118
00:52:16,290 --> 00:52:18,930
your topic, and then they those stories bring

1119
00:52:18,930 --> 00:52:21,050
that idea to life. So it it bridges,

1120
00:52:21,050 --> 00:52:22,690
as we talked about in the beginning, it

1121
00:52:22,690 --> 00:52:24,970
bridges the gap between the expertise and

1122
00:52:24,970 --> 00:52:27,050
your message that stories like the little

1123
00:52:27,050 --> 00:52:29,330
connector that helps the audience.

1124
00:52:29,330 --> 00:52:30,970
It helps the message stick and helps the

1125
00:52:30,970 --> 00:52:33,490
audience see like, oh, I get why this matters

1126
00:52:33,490 --> 00:52:35,170
because it matters to human people.

1127
00:52:35,210 --> 00:52:36,770
Right. Right.

1128
00:52:36,810 --> 00:52:39,850
And in the full, there's a lot more

1129
00:52:40,050 --> 00:52:41,130
vulnerability.

1130
00:52:41,530 --> 00:52:44,530
So much so that I really thought I was going

1131
00:52:44,570 --> 00:52:47,130
to have to, like, lie down and cry for a

1132
00:52:47,170 --> 00:52:50,610
while. But that passes quickly,

1133
00:52:50,810 --> 00:52:53,690
and any embarrassment passes quickly because

1134
00:52:53,690 --> 00:52:55,170
it means so much to people.

1135
00:52:55,450 --> 00:52:57,530
Yes, that's what people remember.

1136
00:52:57,730 --> 00:53:00,170
Diane Diaz:
Yes, that's such a great point.

1137
00:53:00,170 --> 00:53:01,770
So for everyone watching,

1138
00:53:01,810 --> 00:53:03,730
keep that in mind, because I think that might

1139
00:53:03,730 --> 00:53:06,170
be one that might be one of the biggest,

1140
00:53:06,210 --> 00:53:09,010
um, resistance points when people,

1141
00:53:09,010 --> 00:53:11,530
women in particular, but anybody going on a

1142
00:53:11,530 --> 00:53:13,410
speaking journey or trying to use their voice

1143
00:53:13,410 --> 00:53:16,490
in some way is the vulnerability.

1144
00:53:16,490 --> 00:53:19,050
And it can be it can be scary.

1145
00:53:19,050 --> 00:53:20,650
But as cam said, it does.

1146
00:53:20,690 --> 00:53:22,050
That feeling does pass.

1147
00:53:22,050 --> 00:53:24,050
And then you start to realize how important

1148
00:53:24,050 --> 00:53:25,970
your message is and what it means to the

1149
00:53:25,970 --> 00:53:27,900
audience and what it can change in them.

1150
00:53:27,900 --> 00:53:29,620
And that's true for each of our speakers here

1151
00:53:29,620 --> 00:53:31,380
today. Yeah.

1152
00:53:31,660 --> 00:53:35,100
Okay, so now I want to know what is next for

1153
00:53:35,100 --> 00:53:37,020
each of you. So I'll start with you,

1154
00:53:37,020 --> 00:53:38,700
Brittany. What's next for you?

1155
00:53:41,820 --> 00:53:43,660
Brittany Sadlouskos:
Hopefully. Vacation.

1156
00:53:46,820 --> 00:53:50,060
Um, I do not have any immediate next steps

1157
00:53:50,060 --> 00:53:52,300
from a speaking engagement perspective, but

1158
00:53:52,340 --> 00:53:53,700
actively searching.

1159
00:53:53,780 --> 00:53:56,580
Um, I had a recent podcast that was a blast,

1160
00:53:56,580 --> 00:53:59,060
so hoping to find a find an opportunity there

1161
00:53:59,060 --> 00:53:59,940
sometime soon.

1162
00:53:59,940 --> 00:54:00,940
Diane Diaz:
So fantastic.

1163
00:54:01,260 --> 00:54:03,140
Brittany Sadlouskos:
Send anything my way if you hear this.

1164
00:54:03,260 --> 00:54:04,940
Diane Diaz:
Yes. Great.

1165
00:54:04,940 --> 00:54:06,620
Okay. And, Allison, what about you? What's

1166
00:54:06,660 --> 00:54:07,300
next?

1167
00:54:08,700 --> 00:54:11,940
Allison Greco:
I have a lot coming up now.

1168
00:54:12,140 --> 00:54:14,940
And it was made me think about my my favorite

1169
00:54:14,940 --> 00:54:16,700
quote since I'm a continuous improver,

1170
00:54:17,020 --> 00:54:19,940
Jess Sims is my favorite peloton instructor,

1171
00:54:19,940 --> 00:54:23,580
and she loves to say that you are a work in

1172
00:54:23,580 --> 00:54:26,150
progress and a masterpiece at the same time.

1173
00:54:26,150 --> 00:54:30,150
So I'm going to continue to work on telling

1174
00:54:30,150 --> 00:54:32,310
my stories not just in the keynote setting,

1175
00:54:32,310 --> 00:54:34,510
but in daily settings too.

1176
00:54:34,550 --> 00:54:35,790
I think there's a lot of skills that I

1177
00:54:35,790 --> 00:54:38,590
learned that can apply to my daily

1178
00:54:38,590 --> 00:54:41,830
interactions. So I'm working on continuing to

1179
00:54:41,830 --> 00:54:43,590
help businesses transform,

1180
00:54:43,590 --> 00:54:47,150
but then also booking keynotes on larger

1181
00:54:47,150 --> 00:54:48,910
stages so I can share my message with even

1182
00:54:48,910 --> 00:54:49,550
more people.

1183
00:54:49,870 --> 00:54:51,710
Diane Diaz:
Fantastic. Thank you Allison.

1184
00:54:51,710 --> 00:54:53,110
Well, I'm sure you're going to knock your

1185
00:54:53,110 --> 00:54:54,470
socks off in all of your talk,

1186
00:54:54,470 --> 00:54:56,670
so I can't wait to see where you take your

1187
00:54:56,670 --> 00:54:58,310
your talk that you worked on.

1188
00:54:58,510 --> 00:55:01,150
And cam, what is next for you?

1189
00:55:02,110 --> 00:55:04,190
Cam Dunson:
Well, what's next for me is I,

1190
00:55:04,230 --> 00:55:06,990
I did the thought leader Academy to develop

1191
00:55:07,390 --> 00:55:10,030
future keynote. And now that I have it,

1192
00:55:10,270 --> 00:55:12,270
um, I need to take it on the road.

1193
00:55:12,270 --> 00:55:14,070
Some practice it some see what lands.

1194
00:55:14,070 --> 00:55:16,870
Well, see what doesn't. And then,

1195
00:55:17,110 --> 00:55:21,110
um, I also need to get my act together in

1196
00:55:21,150 --> 00:55:24,480
terms of having a A website and having a

1197
00:55:24,480 --> 00:55:26,800
speaker sheet and getting a speaker reel

1198
00:55:26,840 --> 00:55:28,880
together and that kind of thing.

1199
00:55:28,880 --> 00:55:30,960
So it's marketing bits.

1200
00:55:31,000 --> 00:55:32,000
Yes, yes.

1201
00:55:32,200 --> 00:55:34,120
Diane Diaz:
Yeah, yeah. And those are things that I'm

1202
00:55:34,120 --> 00:55:35,320
glad you mentioned that, because that's

1203
00:55:35,320 --> 00:55:36,920
probably another thing that people worry

1204
00:55:36,920 --> 00:55:38,040
about is like, oh, I don't have all these

1205
00:55:38,040 --> 00:55:41,160
things. But that as cam is showing everyone

1206
00:55:41,560 --> 00:55:43,640
you can still be speaking as you're working

1207
00:55:43,640 --> 00:55:44,840
on those things, you don't have to have

1208
00:55:44,840 --> 00:55:47,440
everything perfect before you can go do the

1209
00:55:47,440 --> 00:55:49,160
thing. So that's what I kind of mentioned at

1210
00:55:49,160 --> 00:55:51,040
the beginning is like, we we wait,

1211
00:55:51,520 --> 00:55:53,120
we think I have to have this, I have to have

1212
00:55:53,120 --> 00:55:54,720
that credential and I have to know this, and

1213
00:55:54,720 --> 00:55:56,520
I have to get that piece of equipment. You

1214
00:55:56,520 --> 00:55:59,600
don't you can just start speaking and you can

1215
00:55:59,600 --> 00:56:01,800
be working on those things as you go. So just

1216
00:56:01,800 --> 00:56:03,120
keep working on them and they will come

1217
00:56:03,120 --> 00:56:04,200
together in time.

1218
00:56:04,200 --> 00:56:06,280
So all right everyone.

1219
00:56:06,280 --> 00:56:08,840
Well thank you so much to our speakers.

1220
00:56:08,840 --> 00:56:11,720
Thank you, cam, Brittany and Allison for

1221
00:56:11,720 --> 00:56:14,240
sharing your talks with everyone today.

1222
00:56:14,360 --> 00:56:15,440
To everyone listening,

1223
00:56:15,480 --> 00:56:17,320
be sure to connect with our speakers,

1224
00:56:17,360 --> 00:56:19,320
Allison, Brittany, and Cam on LinkedIn.

1225
00:56:19,360 --> 00:56:21,760
We will share all of those links in the show

1226
00:56:21,890 --> 00:56:23,290
notes. So if you're listening to this on the

1227
00:56:23,290 --> 00:56:24,850
podcast, you can check out the show notes

1228
00:56:24,850 --> 00:56:26,890
there for all the contact information and

1229
00:56:26,890 --> 00:56:28,770
links, so you can make sure to check in on

1230
00:56:28,770 --> 00:56:30,770
these speakers, see what they're up to, and

1231
00:56:30,770 --> 00:56:32,770
and connect with them in any way that makes

1232
00:56:32,770 --> 00:56:36,730
sense. And if you want to work on combining

1233
00:56:36,730 --> 00:56:39,490
your expertise with stories so that you can

1234
00:56:39,530 --> 00:56:41,890
build deeper connections with your audiences,

1235
00:56:41,930 --> 00:56:43,690
move them to action.

1236
00:56:43,690 --> 00:56:46,130
Join us in the Thought Leader Academy.

1237
00:56:46,170 --> 00:56:47,610
You can develop your thought leadership

1238
00:56:47,610 --> 00:56:50,090
message, work on your signature talk.

1239
00:56:50,130 --> 00:56:51,490
Build expertise.

1240
00:56:51,690 --> 00:56:54,610
Also, build confidence and learn the business

1241
00:56:54,610 --> 00:56:56,770
of speaking. To get more information,

1242
00:56:56,770 --> 00:56:59,370
you can visit speaking Brand.com.

1243
00:57:01,210 --> 00:57:02,930
Again that is speaking your brand.

1244
00:57:05,530 --> 00:57:07,890
Until next time, thanks for listening.