I am.
And this is choosing leadership.
A podcast for high performers, with big dreams at work and life.
This is a podcast for people who know deep inside that there is more.
Have you achieved a great deal of success?
But on the inside, you still feel empty and like an imposter.
Do other people see you as a strong leader?
And you wonder why it still feels so lonely and suffocating.
The aim of this podcast is not to provide you more content, but instead shift
the context under which you operate.
I dare to speak to the tremendous power, which you already have
rather than what you believe.
Are your strengths and limitations.
This podcast is called choosing leadership because that is
what leadership is a choice.
And this is the leadership journey, CDs.
I am interviewing leaders with an interesting story to learn how
they got where they are today.
We all have a lot to learn from each other's stories.
Of Viet.
We started very veer now.
And over successes and struggles on the V.
With this series of interviews, my attempt.
Is to give leaders an opportunity to share their stories and for all of us
to learn from their genders sharing
Jason in his own words is a customer focused tech solutions leader.
He has over 25 years of experience building teams to design and deliver
solutions to complex problems.
What I found fascinating from his LinkedIn profile is that he's also other to be
coach the people who work with him.
Describe him as a visionary leader, who is peer listening to.
Smart and yet down toward and brings it infectious enthusiasm
to work in the interview.
Jason shares how playing and coaching team sports like rugby
has shaped his leadership.
He talks about how, as a leader, you do not have to be the most clever person in.
With all the answers and how he sees listening to different perspectives as
a superpower, he told me his leadership is not about him, but about his teams.
And I found that very powerful.
Hi, Jason.
Nice to meet you.
Same here.
Welcome to the show.
Can you start by telling us, telling our audience a little bit about yourself?
Indeed.
So my name is Jason Reese.
I work for the Oracle corporation across a mere role.
So I run one of our technical groups across Mia.
I've seen here today to talk about my personal experiences rather than
necessarily an Oracle employee, but it's my pleasure to be here.
Thank you.
Thank you, Jason.
So with this podcast, I am trying to focus on.
The journey of what brought you where you are today, and also going deeper
into those experiences, which shaped you as a person and as a leader.
So if you look back at your journey, what are one of the one or two of those events,
whether positive or negative, which have shaped you as a person and also as.
Very good question and a big question as well.
I think I started my career as a technical individual.
Very much always as an individual sort of person who enjoyed the technical
aspects of it, of information technology.
But I think I had a natural desire to, to lead to be that as a role model to,
as a team leader, whatever that may be.
And I think.
I would say a lot of reasons I've shaped, been shaped by
that is I've played team sports.
Like my life rugby is the sort of the sport I played the most.
And I think what that shows is it isn't about necessary.
We know the difference between being a manager and a leader.
A manager just gets to tell people what to do, whereas a leader is different styles.
So I think if I reflect on my sort of sporting shaping it was always
about leading, even if you weren't necessarily the team captain unit,
what I mean, it's you just took a step forward in what you know was right.
And then hopefully people followed you.
So I think that's how I certainly shaped my early stage of my career.
Not necessarily a desire to be a manager, but just more likely to have
an opinion and have some influence on where my career was going, as well
as the projects I was working with.
Yeah.
It's a, it's interesting that you mentioned how sports
influenced your leadership.
Can you share a little bit more about that?
And this is also curious for me because I read in your LinkedIn
profile that you're also a rugby coach.
So maybe you can share a bit more about that.
Exactly.
And I reflect on this a lot is that as an individual, playing a sport
is really easy in the fact that you only have to look after you.
And as long as your own performance is good enough, then you know,
you're doing the right for the team.
If I now reflect on being a coach, I can assure you it's a totally different
skillset because you have to be able to, especially kids that I coached or 13, 14
year olds as well as 10, 11 year olds.
You can't just tell a child what to do.
There's no books telling a child what to do or telling quite
frankly, an employee what to do.
It's actually about framing.
What.
I suppose for them to understand what good looks like, for them to develop.
So as a coach, I spend a lot of my time making sure that, they're
demonstrating what needs to happen.
They're learning the feedback is not a, you've done this wrong.
It's much more.
What did you observe?
What went well, what didn't go well, From a sporting point of view, say
it's much needs to be an individual.
You only have to look after yourself.
It's much harder now to be a coach.
And I take a lot of those learnings quite finely into the professional
world as well around making sure you don't tell people what to do.
You try to sh you try to guide them on the journey.
They're trying.
Yes.
That's very interesting how you take those learnings and then apply it to work.
And one of my coaches likes to say that leadership is a full body contact sport.
Yeah.
And your you and your story exactly reminded me of that quote.
And it's I think it's a wonderful metaphor for everything which we do
in work because we bring our full self rather than just a part of.
Yeah.
And I think the main thing, I, and again, I say this on a Sunday morning, as well as
I do throughout the week is time, I think is the one time and sort of priorities.
Are there the one thing that I think we'd all wish we could take step back
from sometimes remove the emotion, remove the pressure, because sometimes
we do make decisions that we think that isn't quite the right thing for the.
But our pressure, the pressure's on to, try to improve in a
sporting performance or try to improve from business performance.
You're absolutely right.
We can sit here cold light of day having a conversation and
we know what's the right thing.
And I think sometimes it's about reminding ourselves, what is the
right thing, rather than always, just driving for a particular outcome.
It's a balance all the time.
Yeah.
So that leads me to my next question.
And this is especially when working with teams and when working with people
in the busy-ness of day-to-day life and the pressure, which you mentioned,
how do you create that space for reflection or finding that balance?
It's hard.
It's hard to do I think you need to as a leader, I try to actually put
time in my diary to take a step back.
It's balancing the operational requirements versus TJ requirements,
strategic requirements.
And I reflect on the last couple of years of of us all working remotely.
It's really difficult to actually take a step back in my view, to
look at strategic stuff on your.
I've got a whiteboard behind me and it's always full of ideas and the like,
but one of the things I do miss from being around people is that ability
to stake your step back with people, take some time out with people and
really reflect on what's working, what isn't working in, looking to improve.
So therefore there's a danger that we are operational all the time, we're
hitting our KPIs, our targets, whatever whatever we measure our business by
and what that means is, and again, especially in the current work.
People get burnt out.
I think people get burnt out by just getting the tasks done.
I think everyone wants to feel relevant.
Everyone wants to feel, they understand why a big company or a
small company quite frankly, is going in the direction is doing going.
So I'll be honest.
I don't think like balance in particularly well.
I know it's an area particular work on for me to make sure that.
We're not just operational and driving the business forward.
We're taking time out to work at all.
Are we doing it efficiently?
But yeah, for me, it's one of the biggest development areas.
I continue to strive to, to improve them.
Yeah.
And I think once you mentioned about blocking time out in your diary, I think,
like not leaving it for chance and not leaving it for when everything gets done.
I always say as well, I did have a attorney course a number
of years ago and a various.
Very interesting professor from one of the the UK universities talks about
sustainable executive performance.
And the idea was you can't hope to to, perform at a high level in your workplace.
If you're not looking after yourself.
So I do tend to find, a bike ride in the summer less likely at the moment with
the weather or run or being in the gym.
I find not only are you helping, you know yourself from a physical point of
view, but I do find on those bike rides, the time to maybe take a step back.
And so I think that's important as well.
We have blocking the time out for The time to think, but a lot of the time we all
know that you block time out and then you find yourself faffing around on the email.
He didn't update sometimes taking yourself physically away from your laptop.
Say out on a, run, a walk, whatever it may be.
I think that's important.
And again, it helps with health as well.
So I can see two common threads here.
One is.
Which is a sporting part, but also on a day-to-day basis that regular
biking or something for doing something physical to allow you to disconnect.
And that gives you a different perspective at everything.
Okay.
Wonderful.
Yeah.
And for me, it's photography.
So I tend to take half an hour, one hour every day, just in my
neighborhood or wherever I am.
I am with my camera and it allows me to distract myself for distance myself.
And then when I am back, I'm totally fresh and totally.
And I knew you could look at problems in a totally different viewpoint,
because you've taken it away.
And again, I think that's a great example of, we can be
very operational all the time.
And sometimes we don't get a chance to say, let's look at it a different
way, and again, I think that's an important point of leadership as
well, is that you don't have to be the cleverest person in the room.
What you need to do is make sure that you have people.
Diverse backgrounds, diverse experiences who are all able to
look at problems in different ways.
And sometimes the problem can be solved in a totally different way.
And I think that's that for me is the superpower.
I wish I would have more which is the ability to just, look at lateral
thinking, I'm a very analytical thinker.
So if the data shows me something I'm going to go with.
I really value people who look at things in a different way.
. . And one of the reasons I'm doing these interviews is to bring out those sites
of leaders, which we don't normally see or get to experience in the work life.
Because either we don't open up about it or because of the hierarchy
or because of our position, people don't feel safe to ask us about it.
Yeah.
So my next question is that tell us something which most people do not know.
Yeah.
I think I will tell you that, but think the interesting thing is, again, what
I've loved about the last couple of years is we've got leaders and we've got,
from my point of view, I've got senior customers, CIO type people who are just
like, anybody else will turn around and say, oh, sorry, my dog's barking.
Or my child's, walked in the room or whatever that is.
And I think that really breaks barriers down because one of
the things I think is really.
And I hope I am is I think you need to be authentic.
There, there are times where you maybe can't show or your emotional,
exactly what you're thinking just simply because you're trying to, you
are trying to lead, but I think if people see you're being authentic and
genuine, I think that sort of that works.
And the thing that people may not know about me is I've got a twin
brother not identical but a twin brother born 20 minutes apart.
First I'd if every here's his podcast, he'll know why I say that.
I'm the older one, but what's interesting is that my brother
and I are totally different.
He doesn't work in the corporate world.
He we're different characters, but Paul, my brother-in-law.
Paul actually now does leadership coaching.
So he does a lot of work with different companies around
leading and improving performance.
And I find that quite interesting cause we're very different
characters, but we both have a natural desire to, and obviously.
But to, again, I think be relevant and make sure that we're whatever we do, we've
got some influence on or whatever it is.
So yeah.
I have a twin brother, which people may not know about.
Some people may think, oh my God, there's two races around in
the world, but yeah, they don't.
Yeah.
There's two of us in this world.
Yeah.
Thank you.
Thank you for sharing that.
And I think what I'm taking away from that is that.
Even when you are so close, like twins growing up in the same family, you can
still become the very different people.
And.
Yeah, but both but both mad about sports.
But again, interesting example, Paul was always more talented naturally,
whereas I was the harder worker.
So how, maybe that's point of our careers as well, but yeah there's
synergies even though there's differences and again, maybe that's another good
metaphor for teams that you don't have to all be on the same person.
You need to actually have different ideas and different
approaches.
Yeah.
And I think on the other side of leadership it's very important
to listen for those ideas and not to pigeonhole people into because
you are, you look similar or you are in a similar background.
So you, so I am going to talk to you in a certain way.
And I reflect on when my first managing job again, in one of the big four.
I've Al I always think this, I remember being told by the HR team, recruiting
people, Jason, you need to not just try to greet people, who are white and in
their mid twenties, the same as you.
You've got to recruit people from different backgrounds male,
female, whatever it may be.
And I, yeah, I'm honest at the time I was like why do I want to do that?
How will I be able to, form a team around people who will
come from different backgrounds?
And I look back at that point in my career, many years later.
And I think how naive was I People from the same background, same thoughts.
We're going to look at things into different ways.
Yeah, no, it's really important.
We have people different thoughts and I don't care where people come from.
I think it's just better that we've got diverse ideas.
Okay.
Yeah.
And if you look back at that span of time, like when did 25 years,
what is it about leadership?
What principle or what believed that you have come to change your view over time?
Most definitely come to a T, let me start this stuff.
I think I am consistent with, and I think that's about.
Being again, genuine and really genuinely being happy to roll my sleeves up and,
do a customer meeting with the team or look at problems and things like that.
So the ability to be, let's say authentic and genuine and have integrity.
That's what I've kept.
Hopefully seen throughout my career.
I think the bit that I've changed is just my outlook on what management
is, I get people all the time.
Talk to me about, becoming a manager or wanting to get in into leadership.
I always say why, just tell me why I'm.
One of the things is when I first started, I probably, there was
maybe something about control or influence or power and things, and
that it's nothing like that now.
It's very much around rather than me being on stage.
I want to be off stage trapping people onto the stage.
Like mostly does I get more to throw it out, seeing people develop
now and making sure their careers.
And I think what that ends up happening is that you've got a very,
you improve your network of people around you because you've done
something for them in their career.
Again, look at the rugby analogy again, if I can have any of my
kids I coach now go on quite funny.
It doesn't matter if played national international level, it's
more that they just play sports.
So I think that influence on people.
For a positive point of view, that's the one thing I've probably changed the
most around why I enjoy the leadership.
So it's not about me genuinely.
It's not about me.
It's about, the teams that that work around me for me, that's the
thing much more important than maybe when I first started as a manager.
Thank you.
Thank you for sharing data.
And I think connecting it back to the experience of coaching rugby because
I have a very similar experience because there was a time when I
was only leading people in at work.
And then I started to lead a social organization and then I
was leading a lot of volunteers.
Now, obviously I cannot tell them, or I cannot come at them because there is no
contract that there is no employment.
So that allowed me to learn a different kind of leadership.
And then I brought it back to work and see that it works.
I think
that's a fantastic example.
And I'm chuckling because I experienced that all the time.
There's you, can't in volunteers, they are volunteers, and people
come from different backgrounds.
Some of the some of the terminology that your viewers may hear, in their.
I am afraid.
I use all the time.
You can imagine in a rugby club in barbershop, we using
some of that terminology.
They will be looking at me and going what?
And I think it's a volunteer.
You've got to it's about inputs.
It's not what you can't tell someone what to do.
And why would you and I think there is a great reflection of that around influence.
And again, if you tell someone because they get a salary,
therefore they fear you need to do.
Then we'll support that because it's.
Th they're not emotionally connected to what we're trying to do.
You're all you're doing is telling someone you need to do this.
They're like, okay, I'm doing that because you're my manager
and I being paid a salary.
I think the, again the holy grail, if you like is to be able to get.
I understand that's important to them.
And then all you're doing is guiding people.
So I, again, I think the volunteer versus paid employee comparison is an
interesting one and it is about influence
you're absolutely right.
Okay.
Yeah.
And I think what sports does automatically is add that element of play and that
connection, which creates a certain amount of energy and involvement with
which I don't see any reason that it cannot be the same at work or.
And I agree.
And I think that's again.
And people excited by a project that's going on a particular
initiative that's going on at work corporate, quite frankly, what the
company is trying to move towards.
If you can tap into that.
That's important, a lot of people that I've interacted with over the years,
their passion is outside of work.
And there is an element of being able to, that they're doing this.
In order to feed the passion.
That's not, there's nothing wrong with that, but you, we, as leaders need to
tap into what that person's passion is, and if we can get it aligned to
our company goals the corporate goals, then you create high performing team.
If you don't.
Then what you've got is got people who are taking a salary during this.
And again, are not as engaged as we would like
them to be.
Yes.
I think you're touching on something very critical here, because with most
of my work with leaders, there's a lot of focus on creating that alignment,
which you spoke about between the individual and the team, and then
between the team and the organization.
When everything fits together, it creates a very different level of
engagement, involvement and productivity.
Yeah.
And I think that's important.
I think, as a leader, one of the things I work on clarity of communication
and consistency of communication.
Because again, in a disconnected workforce that we unfortunately all are
at the moment I can have a particular viewpoint and by the time it gets down
to, the individual who's doing the role.
It could it's mistranslated or misunderstood or whatever it is.
Individual just isn't engage.
So that clarity on goal and mission statement, that for me is not an
important thing, clarity of goal, clarity of priorities, and making sure
people understand why it's a priority, how it relates to the company, but how
it relates to them as an individual.
Because again, you can then create the thread between the two.
But it's the hardest part, the role, right?
It's the hardest part of the role to make sure that an individual.
Who you're not talking to, know, yourself necessarily really understands
why we are taking this approach.
And sometimes, they don't maybe see the big picture.
Sometimes they choose not to, or they've got no experience doing that.
And I think that.
Yeah.
The biggest challenge as a leader, I see CEOs, read about
CEOs and things like that.
And you always talk about the best leaders are the ones who actually are able to,
create that fire in the belly of people.
It, again it's something that I think we all strive for.
So I'm very curious with this last thing, which you mentioned, right?
How do you bridge that gap?
Both faces.
How do you listen to the feedback?
If somebody is disconnected and especially more so in the current world, in the
virtual and hybrid world that we live in, how do you bring that visibility?
I
wish you would tell me, but I'll I'll give you some thoughts on it.
I think the first thing is it's about regular communication,
but in different forms.
It's not about having all hands all the time that, you just sat there
telling people what the priorities are and what the performance is.
That doesn't work.
It's about engagement.
Be it emails or slack channels or whatever those medias are as well as, all hands
or we do things I can ask me anything forums where, you know, again you're
in a vulnerable position as a leader.
Ask me anything in that, by that title.
So I think that's the first piece around just regular communication
people feel with what's going on.
I think the other thing is clarity of goals and priorities, as we said before,
and again, making sure people understand, why our priorities are such, but all of
that is fine, but I think it's regular feedback needed and we've recently.
A champions group, the people who we feel are showing the right level
of engagement and quite frankly, are role models in themselves in
order that they are feeding back up.
People talk about skip level reviews with management teams and we'll do that.
But also I think it's really important.
Yes.
Just the managers you're talking to, it's the individuals who they will be
the future managers, but also are the people who understand what it's like.
Like there as well.
So it's feedback, it's clarity of communication and it's consistency.
I think that is, that's the main thing.
Just again, going back to my point about, being authentic, generally listening some
things we can, I can change some things.
I can't, some things people want.
But they're worried about or want to do things differently.
And it's just the nature that we can't change.
That other things you can actually do quite easily.
And that may be the Mo one of the most important things
that's going to motivate in.
Yeah, thank you.
Yeah.
And multiple channels of communication.
Like I think as you share are critical, especially in this day and age when
it's very easy to get disconnected.
And another thing which you mentioned, and maybe I want to just
explore that is, is the role of listening with my work with leaders.
What I am realizing.
I think it's not about the quantity of communication.
It's about the quality of communication.
And then the listening basically plays a huge part.
And I wanted to bring it back to sports because I found that such a wonderful
analogy is that when we are dealing with physical bodies, when we say leadership
is a full body contact sport, and then to not just listen to the words
which people are saying, but also to the body language and to the tone of
voice, especially in this virtual world.
And then.
Our leaders training our managers to know how to do so I coach many people and I
can remember this happened last week.
Like very clearly I was talking to my own.
And he's said something and it reminded me of something from my
past, and I had a lump in my throat.
So I, I did a little bit of chuckle and he stopped me there again.
And he stopped.
Don't answer my question.
What was that?
Tell me that.
And that allowed me.
To first of all, understand what real listening is because
he was listening for that.
And then ever since I have had a post-it note on my laptop to remind me of listen.
That incident showed me that there is always the next level to improve and how
important to listen to those signals, which otherwise we might just ignore.
I agree.
I absolutely agree with the fact of being big.
You gotta be present.
Again, one of the things is a work on for me is I'm always driving forward.
So the danger of that.
Am I listening all the time.
Maybe not because I'm, I've already probably thought,
this is what we need to do.
It's worked in the past.
Why would we not, let's get on with it almost.
Let's get on with it and we'll then work out afterwards when
it was the right thing to do.
And we all know that.
You know that is not right, but we're driven forward.
And I think in your example, there, again you're thinking about an
emotional connection, therefore, that lump in your throat is all
about, you cared at that point.
And I think being present, I think for me being present for my own family on
a Sunday morning and rugby training and actually, at work, just being able to,
again, take that moment to say right.
Generally less genuinely listen.
Your concerns to your thoughts, to your feedback.
And I'm doing that.
Going back to that point about stepping away for that moment, I am
present a hundred percent for you.
Again, it's easy to say, but in the multiple things we have going on,
I'm talking to you, my WhatsApp's pinging, my email's pinging,
sorry for your lessons on that.
But that's because it's, we're always connected and.
In this world, we live in on zoom and other medias.
It's difficult.
But it's something that we get, we should all remind ourselves is really important.
And I say in sport, you're here now in professional sport.
It's not about just going through drills and doing the same thing.
It's actually just making sure.
A player knows why that coach is suggesting that particular thing.
Again, getting that engagement is really important.
So they own it.
They own it rather than just being told you need to go and do this task.
Yeah.
Wonderful example of how to, first of all, listen, and then how to add the
context also in your communication rather than just say, do that, or I, before you
do that, what is the context behind it?
What will the company gain?
What will the Dean gain?
What will you gain with.
The one at one of the things that I always refer back to is Simon
Sinai talking about the, the alter, why or why is so important?
And I got showed that video a number of years ago, and I still refer back to
it now because the Y it doesn't matter if you're a buyer as a consumer, you
want to buy a product and therefore, you want to how you relate product.
But I think as an individual within life If you can hone into the why.
I think it, and then I think what it is then is that people don't
necessarily need to agree on the why, but then at least they understand.
And if they understand the why of you're doing a task being
sport or work people, then.
Own that.
And therefore they put all their energy behind it.
Otherwise it's just, I don't know why we're doing this.
You're not going to get the same level of of engagement.
Yeah.
I think remembering the Vive and you're doing the, what brings that purpose
or that meaning with, which is always.
But it brings it to the current action.
We spend a lot of our time actually doing the, what don't we, again, turn
around to a child and say, I need you to, I need you to pass like this.
That's the what to be able to explain to them, why are we parsing like that?
Oh, if I do that, there's more chance that it's gonna be easy for
them to catch it, or I'm going to be able to throw it, pass it further.
Or what are those examples are.
If they understand the why we can always make sure the war is improved upon.
Yeah.
Thank you for that wonderful example.
And as we talk about purpose and meaning, how do you decide, or how
do you define your own future, which is meaningful and purposeful for you?
What's in store for you in the.
Without being too dramatic, I think it's about sort of something about legacy.
Isn't it?
You want to leave what you want to leave the world in a better place
than, what, when you first entered it.
And I think that's important from a career point of view, it might
in my current company w there's a lot of changes, lot of changing in
the industry, it's exciting time.
It's a pressure time.
It's.
It's hard at times, but there's a lot around making sure that again you're
leaving that company, leaving that team in a better place than you were before.
And one of the things that I hope to look back in, few future years
when I've retired and I sit down and reflect and all that sort of stuff, and
it's a number of years just for your viewers to be reassure you want to look
back and actually know that you've.
There are people who've changed their life, for the good, through your
interaction, your support your sponsorship your camaraderie, your friendship,
whatever that may be in order that you can actually say, you've improved things.
So I think, again, that's quite a big thing to say, but for me at
the moment, that's probably my.
Desire from a leadership point of view to look at, that I leave that world
in a better place from a career point of view, balanced, quite frankly, in
the, I have a job to do, and I need to drive forward, my, my priorities
and I need to get the job done.
So it's great to, it's great to reflect on, improving people and
things like that, but I'm very.
Did I have a job to get done as well.
So it, it's the balance between again, operational and strategic,
but that's what I hope to do.
And you got to going forward, spend more time to actually take step back
and make sure people are improving.
And again, that they're developing that.
Yeah.
I think it's wonderful that how you highlighted it, it's a balance and
it's not either, or because if you forget the, what, then nothing gets
done, then nothing moves forward.
So the what is, what moves the world forward at the same time?
What can actually make it make life difficult for you?
If you forget the why, what if you have never even questioned?
What is the why?
So that's the legacy part, because that tells me that you're connected,
connecting your, what, with the why.
And then you are very conscious about keeping that.
I think you get the right to create that Bruton.
And if you're actually getting the job done, what you can't do is
just spend all your time thinking and saying, Hey, we could do this.
We could do that because we live in a fast-paced world and
things need to get done as well.
So yeah, it is a balance.
Yes.
So before, before we end, what is one piece of advice that you
would give to somebody who has big aspirations, big dreams, but they
have been on hold for whatever reason.
Good question.
Think I would say, be clear on why you're trying to achieve something,
is again, is it a reflection of some.
About the individual things, just to be clear on what what you're trying
to achieve and just be yourself.
One of the things as a leader is there are times you, again, have to have.
No mask on little bit is always going to be as times because you've got to
deliver some messages that not always, believe in yourself, you, you need to do.
And I think what I would say is anybody who's looking to get into leadership or
drive a particular project or ambition forward, just be clear why you want to
do that because it takes a lot of energy.
And from a personal point of view, positive energy is one of my attributes,
but we all get tired, so you can't go into it not being yourself.
So look at what you want to achieve.
Be clear and just go for it because I was one person once said, you
could spend a lot of your time worrying about, getting things.
But you could also be excited about what you could learn
and what you could succeed on.
There's probably a much better saying than what I've just cobbled together there,
but it really is important to don't.
Don't be held back by the fear of failure, just be excited by what you can.
Thank you.
I think that's a, that hits the spot on multiple levels.
I think the connecting with the Y allows you to remind yourself why you are
doing something and then you can always choose where to put your attention.
It could be on the fear.
It could be on the anxiety.
My audit would also be on the excitement or the newness of what,
and that sort of is a choice.
Yes.
Thank you.
So just to close, do you have any lasting tarts?
So is there a place the listeners can reach out to you and find out more.
I know, do you get me on LinkedIn Jason Reese by all means anybody can
share ideas more than happy to to ha I love this type of conversation.
This reason that obviously you and I are talking today, so more than happy
to talk yeah, again, just thank you for the invitation and hopefully my thoughts
have helped someone out there today.
Ideally.
Wonderful.
Thank you.
Thank you, Jason, for your time.
And I'm sure these torts were, would be wonderfully helpful for many people,
not just people who will listen to the podcast when it is released,
but also going into the future.
And I think that's what I like about digital content
that it can persist over time.
And one thing which we did now can actually continue
to add value in the future.
So I greatly appreciate and wholeheartedly thank you for your time.
Thank
you.
That's it for this episode of choosing leadership with summit.
I choose leadership every time I record this podcast and I
invite you to do the same.
I invite you to design a life of joy, meaning pride and satisfaction.
Not just for yourself, but also for those around you.
This is what I do most naturally to lovingly and gently provoke you.
To help you see your own light to help you see what you are already capable of.
I say what might be uncomfortable for me to say, or for you to hear.
To show you that all of our dreams which have been on hold are within our grasp.
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I want to thank everyone who contributed to making the show.
At reality.
And thank you for listening.
Always remember that you are enough, you are loved and you matter, this is summit.
Until next time, keep choosing leadership.