We get results.

[00:00:01] Here at The Well-Led Podcast, we are committed to the idea that we don't need perfect leaders. We need humans who will lead. Human leadership means demonstrating care, providing support, choosing grace, and moving to action. We've spent the last three months trying to draw an accurate picture of what competencies are needed for leaders to provide support.

[00:00:27] We've explored the role of clarity, better methods for creating accountability, and the need for continuous feedback. This leads us to a natural question. What purpose does support serve in the workplace? In other words, what do we get when leaders are clear and accountable, and when they provide clear, accountable feedback?

[00:00:49] We get results. When leaders prioritize clarity, accountability, and feedback with the foundation of healthy relationships built with acts of care, we can see the kind of performance that gets sustainable results. The core lesson over the last three months has been that people perform better when leaders reduce uncertainty. How does human leadership create certainty?

[00:01:16] Well, with clarity, accountability, and feedback. Clarity is the ability to cast a light on a topic or situation to make it visible, and by doing so, make it doable. In the workplace, it allows us to define purpose, clarify relationships, and communicate expectations effectively. This is the foundation of certainty.

[00:01:44] True accountability exists when trust and transparency are present, and when leaders understand that accountability is an ongoing process that requires maintaining healthy relationships and clear communication. Accountability isn't about consequences. It includes them, but it isn't solely concerned with them. Instead, it provides a means to alignment with shared definitions, observation of behaviors, consistent follow-through, and trust.

[00:02:14] This alignment is evidence of certainty. The skill of feedback is the ability to connect expectations to outcomes with the story of performance. It necessitates ongoing observation and conversation. As a form of continuous validation, it is the mechanism for lasting certainty.

[00:02:37] Support that comes from these skills, that establishes, demonstrates, and maintains employee certainty, is the path to results. You see, these three skills, or forms of support, each possess their own important result, and then keep us focused on performance results in one way or another. The result of clarity is understanding, the work, and how we relate to it and each other.

[00:03:05] Clarity also provides a way to talk about desired results effectively. The result of accountability is knowing what needs to be done. Accountability also names the conditions for when and how an employee needs to produce specific results. The result of feedback is accurately applying that understanding and knowing to accomplish work.

[00:03:30] In this way, feedback allows a leader and employee to ensure results meet the need. Leading well and providing support will always point to results. Clarity, accountability, and feedback exist in close connection with each other to make this possible. Each quarter at the Well-Led Podcast presents an opportunity for a 13th episode, a chance to look back and synthesize what we've learned.

[00:04:00] Today, we'll use the rest of our time to examine the practicalities, challenges, and benefits of leaders being clear, accountable, and delivering feedback. I'm joined for this conversation today by Gloria Lashon. I'm really glad to have you with me today, ma'am. It's been a pleasure getting to know you over the last few months. Yeah, I always like to allow my guests to introduce themselves. So I'll hand things over to you for the moment.

[00:04:28] Hi, thank you so much, Kay, for asking me to be a guest on your podcast. I'm really happy that we've connected and just continue to have these meaningful conversations around leadership. And I'm Gloria Lashon. I'm the CEO and co-founder of Globe Right Therapy, which is a pediatric therapy practice that supports three states, Ohio being one of them.

[00:04:48] And really, our mission is to make sure families have accessible services to early intervention while also empowering the parents to really help them know that they are their child's greatest and most important teacher. And then in the meantime, as I built Globe Right Therapy to a multi-state pediatric practice,

[00:05:08] I became very passionate about supporting women leaders and entrepreneurs in their journey just because so often we're wearing so many hats, wearing so many hats, carrying so many roles that we often lose ourselves in the process of our leadership and supporting others and our growth and expansion. So just really creating something that helps women return to themselves in their growth and expansion.

[00:05:35] And that's what I'm doing behind the scenes with Elevate Beyond Boundaries and the programs that I'm creating and what I'm sharing in my podcast. And my mission is really to help women return to themselves and know that they can live and expand through building a meaningful relationship that's in alignment with what's most important to them.

[00:06:00] So that's really what I'm passionate about is really empowerment and supporting others and being of service. Service is exactly it. There seems to be this gold thread weaving through your career and both vocational and avocational, being a military service, providing therapeutic services, and now being of service to women. And it's really beautiful.

[00:06:25] And I think I'd love the kind of synergy in being able to have a conversation with you specifically about support and how things like accountability are actually acts of care that we build in to the support that employees need.

[00:06:48] And I'd like to start, Gloria, and you've touched a little bit of it with talking about your business and your prior service. But I'd like to start by asking you to share a little bit about your experience with leadership, both the roles that you've held in leadership and the people who shaped your opinions. Yeah, that's a great question. Yeah, that's a great question.

[00:07:17] And that makes me go far back into my military experience. That really was my first, I think, real exposure to leadership and leaving when I was 18 and joining the military. And while there was a few great leaders that I was able to connect with, and that really helped me grow and learn at such a young age.

[00:07:46] I did find that in the military, it wasn't always the best, I guess, the best view of leadership in the sense that sometimes you did just have to follow what people said just because of their rank. And I think that actually shaped how I don't want to lead my company of 30 therapists and a three-person operations team.

[00:08:13] I always viewed that as an example of kind of like how not to be. And of course, I loved my military career. I had the most growth during that time, especially during the times that I've deployed. But it did shape my view and perspective of how not to lead others, where it's not just an expectation of you do this because I say so. Or you do this because this is my title or this is my rank.

[00:08:42] So that is something that shaped how I lead now in the opposite perspective of really supporting others by coming from a place of understanding and vulnerability and also being an example to my team.

[00:09:00] But during the military, I did have a few leaders that really did come up from a place of understanding, really did come up from a place of wanting to lead others and empower others through building meaningful connections and understanding and relationships. But I did feel like there were certain times where it felt like it was the opposite.

[00:09:22] But during my time of deployment, being with a team of three and having the doctor being the because I was on a critical care transport team. I think all of us, even though we did have the doctor and then the nurse and then myself as a respiratory therapist in that aspect, even though, you know, someone was higher ranking, an officer and the nurse was the officer as well. But we all worked together and we were partners in supporting the critically injured soldiers.

[00:09:52] And then that experience also helped shape how I wanted to support others in building my company where we're all partners in this and supporting the mission, continuing the vision and really making that impact that we are partners in creating this together. Yeah. And then as I continue to think about my experience with leadership and how it shaped me when I started the company, I read the book by Simon Sinek, Start With Why.

[00:10:21] And that is, I feel what continued to expand how I share the vision and the mission of the company and really help others want to join us. Because without that piece, then, you know, I'm not really able to create a team that truly believes in what we're doing. And even our partnerships, our early intervention partnerships, really helping them to understand our vision and our mission and how we're aligned with their mission

[00:10:46] and how joining together and being partners can create an even greater impact. So the book Start With Why and then Brene Brown's Dare to Lead, Being a Vulnerable Leader and a Heart Led Leader is really my mission and how I continue to grow and lead global right therapy and elevate beyond boundaries and how I want to help other women leaders and founders. I think there are a couple of gems in that.

[00:11:15] The example of being part of a three-person team where there was a leadership structure there, but you had good leadership because that senior officer was, you were all connected to the same mission and the roles mattered less than doing the work to support that injured soldier.

[00:11:42] So it's where the roles are to provide clarity for people, not to give someone power over another person and that sort of structure. And then both Simon Sinek and Brene Brown, there's that clarity of purpose that's always so important which thrills me because in the model that we discuss here in the Well-Ed podcast,

[00:12:11] the very first act of clarity that a leader needs to establish is clarity of purpose for themselves as a leader, but also for their team. And then that threads through accountability when we set expectations that you should embed the, what is the why behind what you're being asked to do? And then when we deliver feedback, the other part of this very practical, actionable support

[00:12:38] that we need to be talking about why what you did matters or does not, what is the impact to the business? So there has to be purpose pulled throughout if we really want to support people and ultimately end up with results. Now I opened this particular episode with a brief overview of clarity, accountability,

[00:13:04] and feedback, what they are and the function that each plays in providing support and achieving results. I like to think of it as a simple equation. Support equals certainty plus alignment plus validation. And that equals the conditions for sustainable results. So it's by this logic, support leads to results.

[00:13:28] This is almost a rhetorical question, but why do results matter at work, do you think, Chloe? I mean, results matter, I think, because that is part of the purpose, part of the mission. Whatever, you know, you're doing, whether it's a service or even a product, you know, really the results is what drives that forward and how you are able to create the outcome that you're wanting.

[00:13:54] So that is such an important part of the overall mission and impact that you're having with whether you're an employee or an owner of a business or, you know, part of a leadership team. Yeah. This is, I feel like this is that, the point that we're trying to get to when it comes to the workplace, that how we treat each other is vital because it's the foundation. How we are with each other is important because it creates the environment where the work can happen.

[00:14:23] But ultimately, in a business context, we're there to do something, to produce something. And if we leave results out of any conversation about leadership, we're just doing it wrong. Yeah, exactly. Yeah. So beyond what I've already outlined, I'm curious to hear your thoughts about these three skills

[00:14:51] and how they function together to provide support that leads to results. So clarity, you know, helps us create the results by helping them understand what the expectations are. And accountability piece, I think, is so often overlooked because as leaders, sometimes we don't want to have those hard conversations. But coming from a place of being clear is kind. So feedback is such an important piece to creating the results because if we're not,

[00:15:20] sorry, I'm going back to accountability. Holding people accountable to what they're doing helps them be able to create the results that we're wanting to have for the impact. The accountability part can be difficult just because it's difficult to have those conversations. But I always like to look at it as a coaching moment, you know, to help them understand that this is just a part of your growth journey within the company.

[00:15:45] And just sharing that accountability piece of helping them understand what's going on. So accountability and feedback, I think, go hand in hand because without holding them accountable, you know, without giving them the feedback that we can't hold them accountable. So I think it's just an important piece to getting the results that we're wanting. It is. It is.

[00:16:08] And by my lights, the accountability conversation is not the I've caught you done doing something wrong. The accountability conversation begins with Gloria, I have an assignment for you. It begins with the expectation setting because without that, there's no foundation. There's no claim on you are accountable for.

[00:16:36] So an accountability conversation can take the form of I need to give you constructive feedback. It can also take the form of you did a great job. Thank you for what you accomplished. This is the impact it's had on us. Where are we going next? Both of those are about accountability. Accountability. Because accountability is ensuring and it's not a thing that we do to employees. It is a process that leaders initiate.

[00:17:07] It's making certain you understand what's expected of you and how you will be observed, the sort of feedback you will receive and what the consequences are. Consequence is another word like accountability that is not a bad word. It just means the outcome of it's the thing that happens with the sequence, con with sequence event, the series of events.

[00:17:34] And I think when leaders can hold that mindset that anytime I set an expectation and that I have a process for observation, feedback, and follow through, that is being accountable. And I own it first rather than it being, here's the line that you need to tow employee.

[00:18:03] So the conversation doesn't have to be difficult per se. There will be some that are difficult, of course, because people. But you start with, let me be clear about our purpose. Let me be clear about how the roles that we all hold, our relationships to each other. And then clear about how we communicate things.

[00:18:31] That then means that we have this rubric. We have a lexicon. We're discussing the work. We know why we're here, what roles we all play. And we have a shared language for talking about assignments and tasks and responsibilities. So it flows through. And then when I get to feedback, which, again, feedback is not punishment.

[00:18:58] This is a drum I will bang on eternally until people are tired of me. That what feedback is, is telling the story of performance so that you can connect. Here's what was asked of you and here's what you accomplished. And that in and of itself is, it's neutral, right? It's just what is the purpose of the feedback? Is it to exhort? Is it to correct? Is it to encourage?

[00:19:28] And if you see each of those things, the effort that goes into clarity, the responsibility to establish accountability, and then the provision of feedback, if you see each of those as service to or support of your people, it lets you set aside that ego and anxiety so that you can focus on the employee and the task at hand. Yeah.

[00:19:58] One thing I was thinking about, you know, holding people accountable is that piece of ownership. And it makes me think of when I started training someone to take over our billing, because, you know, when you're an entrepreneur, you wear all the hats. But I had to help her understand that now, you know, she was taking ownership of this. And, yes, I'm training you and I'm, you know, sharing what I've learned along the way with billing and how I do it.

[00:20:25] But please take ownership of it. And, you know, if you want to create a new way of doing it, it doesn't mean it has to be my way. But just painting the picture in a way that also gives them the freedom to kind of explore how to do things maybe even more efficiently. But holding themselves accountable to take ownership of that task versus her thinking that I'm still the owner of it and I still need to figure things out.

[00:20:52] If something comes up, like letting her know that she needs to figure it out as she's also creating these procedures, as she's learning the process. I think ownership is a big part of accountability. So it's not just, oh, well, you know, the next person in charge can take over this if there's an issue. Now, you know, being accountable is taking ownership and figuring things out and asking questions when needed, but not just going to the person. You know, it's one thing to say I want you to take ownership.

[00:21:20] That can have so many meanings for so many people. And it's a nice shorthand. But you talked about this is what that actually looks like. When I ask you to take ownership, it means that you are, you're curious. You are proactive. You ask questions. You experiment with different ways to do things.

[00:21:46] You communicate to me what barriers you may have and what additional resources and support you need. And that's that clarity at the very start is I'm helping you understand. And these are the boundaries that are available to you. This is where you have choice to make up your own techniques. And this is where there is a procedure, the letter of the law that has to be followed.

[00:22:14] And that is what helps people then be accountable for their own results because I've laid that foundation. You know, there are certain terms and phrases that get used a lot that are like nails on the chalkboard to me. And one of them is, well, they should just know how to do their job. You didn't, the woman that you trained for billing, you weren't like, there's an invoice. Take care of it. Right. Yeah. Yeah. Well, you should just know. We created procedures around that.

[00:22:42] And yeah, I think that piece is so important. And that's so often, even in leadership, I feel like people are hiring leaders and expecting them to know how to be a leader. Yeah. And that is a big missing part of growing and leaders that really know how to support their teams, that know how to empower their teams, that know how to provide feedback in a way that helps their team continue to grow versus feeling like it's always a consequence or like they're being reprimanded.

[00:23:12] So I think you don't know how to be a leader necessarily. I think the expectation of just employees and leaders or people within a team of not being supported and empowered to step into that role is a big part that's missing a lot of times because a lot of people are expecting everyone to just know how to do something.

[00:23:37] Well, I think as the world has changed and is changing around us, you can kind of track going through that pre-industrial, industrial age. Now where work product isn't necessarily a quantifiable physical item anymore, the rules have changed. We can't treat work like how many widgets did you produce?

[00:24:06] What was your time on the assembly line? Where a hierarchy, I'm not saying it was the best answer, but there's a sense to it of a shop supervisor and setting expectations for certain productivities and quota. You can kind of see this very rigid need there.

[00:24:33] A lot of that doesn't exist anymore. We don't have that as the opportunity for jobs so much. And you can be not just a knowledge worker in this day and age. You think about technical, practical skills, trade skills.

[00:24:56] Then we have knowledge workers where your job is to understand a process and craft the things. We've now gone into what I think of as thought workers, where the job is to think and produce new ideas. And the way you manage people that way, the essentials are all the same.

[00:25:22] But having this rigid how many widgets mindset that has been the norm and what we've expected leaders to do. So there's been little sense of we have to prepare people. We have to train management. Because, well, you're just going to oversee the work that you were doing before. It's not like that anymore.

[00:25:48] And we need, I think one could argue we've always needed this. But what we really need now is people that understand that management and leadership is the act of front-loading. Preparation, thought, expectations, all of those things. The relationship that you have with a person.

[00:26:11] So that the employee who may not be producing so many bolts an hour, but has a goal to create and innovate something that has yet to exist. That they are clear about the things that are necessary. And then they can go to work.

[00:26:37] But you're constantly present with them, providing feedback and course correction and celebration and all the things. That has to be the model going forward. I could argue especially now that AI is coming in to potentially automate so many tasks. We now have the possibility.

[00:27:01] I'm not saying it's going to go this way, but we have the potential to have an entire workforce that is thinking, that is interacting. And if leaders don't do this work of starting with why, to steal the phrase, to be clear, to spend the time in their own thoughts and personal awareness and preparation.

[00:27:26] To be clearly communicating what's needed, why and when. And then continually providing feedback to help people stay in line with what the need is. If we don't develop people to do leadership that way, we're going to see the bottom fall out.

[00:27:51] Because we can possibly get there if AI is enacted in a way that pulls the lower functioning stuff away. I realize I've kind of like rambled around there. But I think you've hit on something super important in this conversation.

[00:28:16] That one of the acts of support that a company can offer more broadly than an individual leader. Is to be constantly preparing people to enter into leadership roles. And the expectation that leadership looks like care, support, grace, and action is the first step, in my opinion.

[00:28:45] I've talked an awful lot. I would love to hear your thoughts at this point. And then I've got a couple more questions I'd love us to tackle. Yeah, I think even in thinking of how we developed our leadership team at GlobeRite Therapy. I saw leadership potential within the women that joined us in leadership roles.

[00:29:13] But my expectation was never that they already know everything they need to know to be a leader. So really just empowering them to step into this role was so important. And then they grew and evolved into these wonderful leaders within our team that everyone looks to for support and connection and collaboration.

[00:29:37] But I think just always keeping that in mind that not to just expect people to know to come from a place of understanding and empowerment and support that allows them to step into whatever role it is, whether it's leadership role or just even our admin team members. I always let them know that they're the heart of our operations, that even from understanding how to create a profile, that is helping us to support the mission, to continue having an impact.

[00:30:06] So every role, every task needs to be fully shared in a way where it helps them feel empowered to continue that role and to take ownership, to be accountable, to continue growing within that role with being provided feedback.

[00:30:22] So again, going back to clarity, accountability and feedback, all of those things are so important to really have teams that know what they're doing and do it in a way where they can take ownership and really support whatever mission it is for the company that they're a part of. Not to just have the expectation that they should just know. Yeah. Yeah. Yeah. Yeah.

[00:30:43] That's the, they should just know is this may be a little extreme or harsh on my part, but I think it's heartless when leaders take that attitude. Yes. Did you know? Did you know at that age or at that stage of your career? I think that's just the expectation or from my philosophy that I have learned. And I'm creating with Elevate.

[00:31:13] I think, you know, being a heart led leader is so important, but also being a regulated leader is so important because of what we're regulated within ourselves, within our body and have that self-awareness and to have a regulated nervous system. We're not always bracing or being reactive or being in that urgency mode that causes us to put that onto our team members. So I think, you know, that's another part that I'm looking into with my leadership. Yeah.

[00:31:43] Tell, expand on that a little bit. You know, you're, you're giving us some little hints, but talk, talk to me more about this is what a regulated leader is. Yeah. Yeah.

[00:31:57] So just, I think a lot of times, you know, we're looking at the external pieces of leadership, but really coming back into ourselves through the self-awareness piece and understanding how are we reacting to certain situations and how that's being carried into our teams.

[00:32:14] So when you're more regulated and that, you know, through somatic awareness and coming into our bodies and get that mind and body connection where we're able to regulate our bodies and feel safe in certain situations during hard conversations during a moment where it might cause a reaction. But when you're more regulated, you're consciously responding versus reacting to that person or that situation. A lot of it is through practice.

[00:32:43] It's an everyday practice where there's just grounding yourself, you know, feeling your feet on the ground, feeling supported by the chair, taking a breath, you know, going outside between meetings and walking and taking in the fresh air, breathing, noticing what's around you. Those moments, I think, are often overlooked, especially in corporations, bigger corporations where there's, you know, a lot higher pace or the expectation is different.

[00:33:07] But I think if corporations looked at these things a little bit more and helped their leadership team become more grounded, that can make such a difference in how we're able to support the team members without being reactive, without always bracing into the next thing that might fall apart or that urgency mode. Where it creates nervous team members, where it creates chaos, where it creates chaos.

[00:33:34] So that's something that I'm looking at personally with Elevate Beyond Boundaries and how to share that a little bit more. But I think in talking about not just expecting people to know what they're doing, I think it also comes back to the leaders themselves and having that understanding and self-awareness within themselves with regulation and being more heart-led. 100%.

[00:34:25] What I've named good humor. So that leaders are establishing trust by being open, that they are creating understanding with empathy. And choosing to be in a good humor allows you to be consistent for your people, to show up consistently. And I think what you're talking about is that key.

[00:34:53] We go through these skills and leadership essentials on this podcast sequentially just because that's the easy way to do it. But in reality, we can't really divorce care and support from each other.

[00:35:11] That the healthy relationship that care provides, you know, establishes and maintains is what makes it possible to provide support so that people can achieve results.

[00:35:26] And that trustworthy consistency focused on understanding someone else is the path through to being able to say, this is what's expected of you. And when you do a great job, here's the reward. And when you don't, you're going to hear about it. And there will be a natural consequence.

[00:35:51] And I think you've, by bringing up this idea of a regulated leader, you've helped get us to where I want to make certain we focus. And it is the result of our conversation is what are the practical, actionable things that leaders can do to put in place to their daily practice weekly that will make providing support the norm.

[00:36:23] And you've highlighted that it doesn't, it's not outside of me if I'm the leader. It starts here in me. So what are some of the practices that you recommend? So personally for myself, as far as regulation goes, I do practice. It's a daily practice for me as far as like meditation, breath, grounding.

[00:36:49] I do take a lot of walks in between meetings because I feel like that always, you know, gets my energy going. And I do feel a little dysregulated if I do have a lot of meetings. So just always being able to come back to myself. So my energy is in alignment with how I want to show up for others. So first I need to do that by showing up for myself and grounding and finding that time to regulate my nervous system. So that is a daily practice for me.

[00:37:18] As far as my personal team within Glowright Therapy, I'm always providing, letting them know that I'm there to support them. We always do check-ins weekly. We have a chat that we use to connect and collaborate on certain topics.

[00:37:38] And just having that piece of everyone knowing that there's someone they could connect with to ask a question if needed, I think is important to having a big, especially a big virtual team. Because we're all spread out throughout the U.S. We're not, everyone's not in Ohio. So finding ways to build that team culture where they know they are empowered, they are supported, and there's someone that they can connect with, I think is really important.

[00:38:05] But it starts with me having the understanding of how I want to be as a leader, how I regulate myself, how I'm always thinking of how can I show up in a way that allows them to support the mission. Because it really starts with me if I'm always being reactive, if I'm always, like right now there's certain things going on behind the scenes within the company.

[00:38:32] And one of the things that the admin shared is that they always appreciate how I show up in these moments of change or uncertainty with certainty. Like there's always certainty that we're going to figure it out, even if it feels uncertain. I'm not coming to them with, it's chaos, I don't know what to do, or bracing for the worst thing.

[00:38:53] So I think it's just how I show up for them helps them be able to continue carrying forward the mission and their roles within each, their tasks within each roles. Because I'm able to show up for them in a way that allows them to feel supported and empowered and that we can figure things out during uncertain times. So I think it's just going back to within ourselves. It starts with us and having that understanding. And when you're regulated, you're not as reactive all the time.

[00:39:23] It's not that we're calm all the time. It's that we're allowed to pause, notice, and choose because we have that awareness and how we want to share that with our team without being reactive. Yeah. It's what I've called it, I need to get my head on straight. Let me take that moment to pull back and it doesn't have to be, I'm going to go hide in my cave for a month.

[00:39:50] It can be a pause in a meeting to breathe, to pay attention to how am I showing up? What impact does my attitude or behaviors have on the people around me? Am I focused on what it is we're trying to accomplish and the people who are doing that work? Okay.

[00:40:14] And for myself, and I've known some other leaders, I have a few questions that I ask myself to get me out of that dysregulated space. You know, in addition to the daily practices that I so admire that it's daily for you. But those in the moment questions I find really helpful. And for me, that looks like, well, one, what are we trying to really accomplish here?

[00:40:41] But also when I'm in a leadership role or a role of higher responsibility, I ask myself, okay, this feels hard. How can I demonstrate love in this moment? What would loving the people and the work we're doing look like? Right.

[00:40:59] And that not only does it put me focused on what my personal purpose and mission is, it also challenges my prefrontal cortex to take control. Yeah. So that the limbic system is not running the show anymore, that I can be a thinking contributing individual. And those habits are not rocket science. No. Yeah. No.

[00:41:29] It's like a practice and not ignoring it in the moment because we want to react with our minds. I think it's, and regulation is really coming back to the body because our mind always wants to take over. But if we listen to our body and we notice what reaction we're having, if we can pause in the moment and notice what's actually going on, it allows us to respond versus react to the situation.

[00:41:55] And we can't, you know, respond in a way that with kindness, not reaction in a way that makes someone feel, you know, like maybe you don't totally understand the situation at that time or you're just being reactive because you feel uncertain. Mm-hmm. Mm-hmm. Um, so I think just coming back into our bodies is so important. And I know that's not talked about a lot in leadership and that's why I do want to bring that conversation more to leadership because I think it's so important how we lead our teams.

[00:42:24] Well, it's our physical selves communicate more than our words do oftentimes. You know, I don't, I'm not going to embarrass myself by trying to quote any of the data because I can't remember it, but the amount of communication that happens because of minuscule muscle movement. Mm-hmm.

[00:42:48] And how we are wired to interpret that, and it's all nonverbal, is very significant. So communication does extend beyond what I think and say. It's also my physical presence. Right. And one thing that a leader can do is kind of audit themselves.

[00:43:11] What are the sensations that I experience when I'm not being my best self, when I'm frustrated, when I'm concerned, when I'm worried, when I'm scared, when I'm happy, you know, all of it. But think about the feelings that can impact your team, feeling your support, knowing that you care for them, and staying focused on whatever the result is that's needed. Think about those sensations.

[00:43:39] And to your point, pay attention to yourself. Mm-hmm. It can be as simple as, you know, I grit my teeth when I'm upset about something. Mm-hmm. Oh, wait, I'm gritting my teeth. Yeah. What's upsetting me? What do I need to do? Maybe just relax your jaw and take a breath. Yeah. You know, even just that can make a difference in how you react to the situation. Yeah. We've talked a little bit about some of the work you're doing.

[00:44:07] I'd love you to share specifically the information about your podcast and the programs that you're running. Yeah. Thank you so much. I've enjoyed our conversation. I think it's just such an important conversation to have because leading, you know, has such an effect on your team members and how we connect with others and how we carry out our missions and our companies.

[00:44:28] And I think that conversation of not just expecting people to know what they need to do without really providing support and empowerment is such an important piece. And then coming back to ourselves to have that awareness, to show up in the best way that we can as leaders is so important. And so that's the work that I'm doing with Elevate Beyond Boundaries. And my podcast is called The Embodied Leader. It's called Actually Lead Her.

[00:44:56] Because really, I mean, my message is for everyone, but I do feel passionate about supporting women because I am a woman. And I know my perspective, you know, from my perspective and being a woman and mother and wife and leader, how I can share that with other women leaders. But really there we have open conversations about leadership, regulating our bodies, coming back into the knowing within ourselves, our inner compass.

[00:45:25] Because a lot of times we're always in the doing for everyone else, doing for the next thing that we have to do that we're often disconnecting from the important pieces of ourselves. So a lot of that is what I share on the podcast and the programs that I create. And through Elevate Beyond Boundaries, I have one-on-one support where I love to support women leaders expanding their businesses or whether they're in corporation,

[00:45:53] just really understanding the next steps to what they're calling into their life. But with doing it in a way that's sustainable without losing themselves in the process. So that's my big message is how can you scale your business without losing that important piece of alignment and what's most important to you and your core values. When you're a leader, you know, you have so many things pulling at you, whether it's within your business or a corporation.

[00:46:20] Just how can you lead and expand in a way that's sustainable, that stays within your core values, that's aligned, and that allows you to have that work-life harmony, not balance, because I feel like everything is never in balance. But if we can have harmony within our lives of what we're creating, I think that makes such a difference in how we live and lead and expand.

[00:46:44] So that's really the work that I'm doing there through the podcast, The Embodied Leader, and my one-on-one support and the courses that I'm creating. It's really beautiful work, Glory. Thank you for allowing me to share that. Thank you. You have such a great passion that comes through when you talk about this work. But I am so excited for you and the people that you serve because it's good, important stuff. Thank you. For sure. Thank you so much for this conversation. As always, it's been a delight to talk with you. I'll repeat myself here.

[00:47:13] I've really appreciated the opportunity to get to know you since we joined that accountability program earlier this year. Thank you so much, Kate. I really enjoy this conversation and just our past conversations. And I love the work that you're doing. It's so important, especially that organizational development piece to support different companies and corporations. Because we need great leaders. We need heart-led leaders. We need leaders. We need leaders that are willing to support their teams to make a difference, to make an impact.

[00:47:42] And I think that's such an important piece of leadership. We need human leaders. Yes. Yes. Yes. Human leaders. Exactly. Yeah. Thank you again. We'll be back next Tuesday when we begin exploring the skills involved in choosing grace. Authenticity, creativity, and safety.

[00:48:05] If you want updates on episodes, resources, and upcoming offerings from 123 Limited, you can join the newsletter at any time. And the latest companion toolkit is now available when you visit the show notes for a link to request your copy. Subscribers receive new toolkits automatically. Subscribers receive new toolkits automatically. If this episode was useful, you can support the show by following or subscribing on your preferred podcast platform, or by sharing it with someone who's navigating similar leadership challenges.

[00:48:36] Thanks again for listening. Thanks again for listening.