Lead from Any Position - Through Influence

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortez. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five. It's working

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on Purpose. Now Here is your
host, Elise Cortez. Welcome back to

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the Working on Purpose Show. Thanks
for tuning in again this week. I

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am your host, Elise Cortez.
Join you live from Dallas, Texas,

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which is home base for me.
If you've been tuning in for a while,

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then you know this program is all
about helping people create more meaningful and

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purposeful lives and equipping leaders inside organizations
to cultivate meaning and purpose that elicits passion

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inspired contribution, innovation, and persevering
performance. I talk with my guests to

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draw on their expertise and my own
experience consulting, speaking and developing workforces across

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the globe. Every week. In
these conversations, I hope you walk away

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with something you can immediately put to
use, and if I can do anything

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to help you along your journey.
Go to my website at a las Cortez

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dot com and use the contact me
feature to message me. Let's open a

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dialogue and explore what's going on for
you and see how I might be able

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to help at any rate. I'm
glad we're connected, and thanks for listening.

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Now on a this week's program with
us today is Ron Price, an

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internationally recognized business advisor, executive coach, speaker, and CEO of Price Associates,

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a global leadership advisory firm. He
is also the co author of the

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book called Growing Influence, a Story
of how to lead with character, expertise,

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and impact. We'll be talking about
his book today in the program.

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He joins today from Boise, Idaho. Ron, Welcome to Working on Purpose.

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Thank you at least it's a pleasure
to be with you, especially because

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I love what you're focus done.
Right. I think we've got just a

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couple of things in common, don't
wait, we do. Yeah. I

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think I love how you call it
working on purpose, as it's really a

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double entendre. You are, yes, absolutely spot on right. Thank you

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for getting that it is a double
and absolutely intended that not everybody gets that.

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So kudos for you. It's meant
that, yes, you're working on

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your journey of purpose and you're also
working at whatever you're doing from a work

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standpoint purpose flee. So yes,
thank you, Yeah, it's wonderful.

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Well back to you, I want
to say how much I really really enjoyed

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reading your book. I read it
cover to cover and it was just enjoyable.

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It was a quick read, as
you said, but it was just

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jam packed with so many great things
that I want to get too as many

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as we can in this conversation here. But let's first start by saying that

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you mentioned that leadership is about influence, and of course you define that as

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a capacity or power to have an
effect on someone or something. And your

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book is focused on the main character, Emily, who is struggling to get

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promoted in a male dominated tech company
and she somehow finds this amazing guy David

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and really recruits are into her life
to become her mentor. And so listeners,

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that's what the general book is about, but the whole way that it

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was created, Ronnie, just really
want to applause you for the creativity and

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the way that you let us in. And so first, thank you for

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I know what it takes to create
a book, So thank you for that.

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Thank you very much. I appreciate
that. And it really was a

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labor of love with Stacy Mus,
the co author. We've both concluded that

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we never could have done a book
like this by ourselves, that we needed

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each other to do it. So
it was one of my probably the highlights

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of my life of collaboration, being
able to work with somebody in such a

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wonderful way. Okay, two things
to that then, Ron. First,

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how wonderful that you got the experience
of collaborating like that in a way that

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really contributed to both your lives and
too, how beautiful sense of course,

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you know part of what you talk
about in your book is collaboration, So

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how wonderful that you literally experienced it
yourself on even a bigger stage than you

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had before. I think that's gorgeous, And I think at least that's so

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much of the valuable things that happen
in life happen serendipitously. So Stacy actually

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was hired to be a executive editor
for one of my books four books ago

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that i'd worked on, I'd written
it and published it, and I got

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a new publisher who wanted to do
a rewrite, and she told me Stacy

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was the person. That's how we
got introduced to each other, and that

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was over ten years ago, and
our relationship has gradually grown those years.

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And this is really the summation of
us having shared purpose and being able to

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bring our unique experiences together into a
shared purpose so that we could give something

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as a gift to others. And
so Gorge's ron, thank you for that.

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Well, I want to talk about
there's lots of things that you have

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in a book that I think are
so useful and accessible, and I want

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to get through as many as we
can for our listeners because I really like

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for them to be able to walk
away from listening to us being able to

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put something needily into their lives.
And so first you talk about three kinds

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of influence, control, collaboration,
and concern. Would you say a little

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bit more about each of them and
how they relate to each other. Yeah,

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Well, first I need to give
a little bit of credit to Stephen

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Covey, who started me thinking down
this path when he wrote The Seven Habits

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of Highly Effective People. He talked
about two circles influence and concern, and

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Over the years, as I worked
with leaders, I began to recognize that

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there really are three circles of influence, the first one being controlled, the

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one that we have the most power, and it's really our power center,

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and then, as you said,
collaboration and finally concern. So going back

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to that circle of control, the
question really is what are the things that

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I can take one hundred percent ownership
over. What are the things in my

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life that are there because I've made
an intentional choice to make them a part

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of my life, And how can
I grow my own influence by focusing on

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those things that I control one hundred
percent. I think of things like it

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sounds maybe trite, but what I
put in my mouth food and drink,

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that's something I can control one hundred
percent. Our kids are all grown up

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and gone. We're empty nesters,
so I get to control what time I

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go to bed and what time I
get up in the morning. I realized

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not everybody has all of that control, but probably the most important one and

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the one that really revolutionized my own
life way back to the late seventies,

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when I decided that the reason I'd
never had any time for personal development was

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because I hadn't chosen to own any
time and to announce it to everybody else.

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So I started coming into the office
thirty minutes every day. I told

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we had something back then called secretaries, and I told my secretary that unless

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it was life threatening, I didn't
want to be interrupted for that first half

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hour, and I announced it tire
and tire staff. And what I discovered

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in the first few months of doing
that was that a time was always there,

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but I had never claimed it,
and that the only reason I hadn't

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been investing more in myself was because
I hadn't chosen too. So that really

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set me on a pattern, and
my career has gone through all kinds of

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transitions. At one point, I
was the president of an international company with

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offices in eight countries serving over one
hundred thousand customers, and I had four

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hours every day that I could own
to focus on the things that mattered most

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to me. Now, at least, I've got to confess to you,

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I don't have that time anymore.
I'm back down to about two hours in

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my current role. But still the
whole idea is what is there in your

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life that you can control one hundred
percent? And I'm convinced everybody has something

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that they can decide to own and
to advance their own personal power. And

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you know, I appreciate that so
much. Ron, do you really illustrate

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that whole point beautifully in the book, And it's so accessible and it's such

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an important point to take away.
Okay, so that was control. What

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about collaboration, Well, so collaboration, I think I think the real key

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to magical collaboration today is finding shared
interest. It's not just finding somebody else

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who's going to help you get done
what you want to get done, but

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it's finding people who have the same
desire, the same interest as you have,

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and then figuring out how you can
build what we refer to in the

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book as a virtuous conspiracy. I
love that. By the way, Well

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you don't have to announce it to
everybody. You just decide between you how

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whether it's two or it's twenty,
that we're going to advance this common interest

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that we have. And it may
be improving the culture where you work,

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or it may be helping somebody to
become successful that you know is struggling.

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It could be helping somebody who's got
extra burdens that they have to carry at

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home, whatever it is. If
it's a shared interest, you get together

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and you begin to work together,
and you together you have influenced that you

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didn't have when you were alone.
And there's some things in life that we

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can't control one hundred percent. We
need other people to help us. So

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that's the idea behind this circle of
collaboration, which again the real question is

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how big could we grow That it's
really only limited by our imagination and by

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finding other people who have similar interests
as us. I love that beautifully illustrating.

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Again, your book is a great
illustration of that kind of collaboration too.

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And then the third area concern.
Yeah, the third area concern are

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areas that we worry about that they
impact us. They eat up some of

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our mind space, and at least
to us, our influence there is invisible.

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It may be that we actually don't
have any influence, but maybe we

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do have it, but we don't
see it yet. It's not visible to

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us yet, and it's I always
think of the example of watching the evening

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news. I enjoy watching the evening
news at the end of a day of

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work, but the truth is,
sometimes the stories that I watch on the

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evening news are unsettling. And one
of the reasons they're unsettling is they frustrate

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me because they don't represent the way
I want the world to be, and

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I don't feel that I have any
power at all to affect to change there.

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Sometimes it's something that's outside of your
control inside the organization that you're working

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in. It's something that's happening at
quote the top of the organization, or

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the consideration that maybe your company is
going to be sold or they're going to

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be layoffs. These are all things
that we feel helpless and they eat up

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a lot of our energy. And
the message that we have in the book

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is to give too much time to
those things. Spend your time in your

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circle of control, your circle of
collaboration, and that circle of concern will

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shrink, or it might even become
obvious to you that you actually have some

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form of influence you didn't realize you
had. Maybe it's indirect, but you

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might someday discover that there is an
opportunity to influence those things that seem to

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be outside of your reach. Right
now, beautifully shared, ron beautifully shared.

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Now we get to the next point, which I think is really really

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important for our leaders or our listeners
to understand is the way that you talk

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about a leader, which can be
anyone you say, which I completely agree

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with, not just somebody who has
a team reporting to them. But a

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leader is a person of influence,
has who has learned to work pretty well

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within those three those three areas of
influence. And I think that is so

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great because you know what you talk
about in the book with Emily the character,

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she wanted to advance her career and
so in the process to do so,

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she needed to be able to develop
her influence. And I think I

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think that is such a great point
for our listeners to understand. If you

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really want to develop your leadership,
what you really are trying to develop is

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your influence. You really are and
oftentimes it's you developing your influence through focusing

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on the circle of control, in
the circle of collaboration that positions you or

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makes you attractive or opens up the
door for you to be able to demonstrate

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that influence in a more powerful way, especially if you want to be more

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influential up the organization. This is
a great way to we could call it

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building your personal brand. It's building
your personal circle of power so that when

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those opportunities open up, you're ready
to step through the door. Yes.

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Now, related to that, which
I also really appreciated, there's just I

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think you've just really got a fresh
look at some of these things. That

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one of the many reasons I wanted
to have you on the show, and

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pertinent to that is you're just your
definition of integrity ron you liken it to

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the nervous system where all the parts
are working and relating properly to each other,

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which results in a capacity greater than
the sum of its parts. I've

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never heard that definition of integrity,
but I really like it. Yeah,

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great, thank you. Well.
You know, at least in the kind

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of work that you and I do, words become more and more important,

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and how we define those words is
where all the life is, It's where

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all the energy is. And yeah, I think integrity does include in most

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people definition esteem being ethical. But
when you look at the three different dimensions

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of leadership, you begin to recognize
there's a very different way of defining integrity

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in each of those dimensions, and
this broader definition that integrity represents wholeness and

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connectedness and everything functioning as it should
becomes a much more meaningful definition at that

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point, M yeah, and I
wanted I got all those related to each

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of the three areas of influence.
And I don't know how much time webtick

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to cover all of them, but
if we can, I do want to

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do that. But before we get
there, there's something that I want to

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surface that I think is really important
that you and Stacy called out in your

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book, and that is that it's
that Emily, the main character, was

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passed over for promotion by her boss, Mitchell because he was concerned about her

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being pressed with family obligations. So
in other words, really he was discriminating

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against her on the basis of what
you call parental liability while her male peers,

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who also children, were being promoted. And I think this is such

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an important thing to talk about.
Ron I really appreciate that because we know

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that he wasn't trying to take her
career from her, and he wasn't really

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thinking about how his decision was impacting
her career. How wasn't that you decided

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to make that part of the story. Well, in the very beginning when

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we started talking about the book,
we did have some conversations about who we

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were going to have a hero or
a heroine. And what context did we

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want to tell the story in.
And it didn't take us very long to

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realize that this is such a real
issue that so many people are facing today.

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And as you said, Mitchell,
he probably had reasonably good intentions,

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but the impact was very, very
different than what his intentions were. Through

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his intentions, because he cared for
Emily and he thought she was a good

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leader, he thought she was a
good manager, he became paternalistic and he

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made decisions for her based assumptions that
were really unfair and that a lot of

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people face today. I think one
of the most common comments that Stacy and

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I get from people who read the
book Women in particular, is how real

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that situation is for so many of
them. And this is sometimes referred to

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as unconscious bias, where we have
a bias against somebody for a reason and

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we're not even consciously aware of it, or we think we're doing them a

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favor and we're really not. So
it's The interplay between Emily and Mitchell is

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interesting in the story because Emily had
to wait for the right moment when she

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could speak with power, where she
was leading with logic and not emotion,

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and she had to confront this paternalistic
attitude that he had, and Mitchell,

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for his part, struggled and had
to really face the choice of was he

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going to listen and understand or was
he just going to defend himself? And

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after a little bit of defensiveness,
he decided still open up and he begins

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to recognize that Emily's teaching him something
about himself, and fortunately for both of

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them, he begins to realize that
he's an error not because of his intent,

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but because of how he went about
trying to help her, and that

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he needed to back up and give
her the power to decide whether or not

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she was going to accept a position
instead of him disqualifying her based on things

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that he had no right to make
judgments about. Yes, And what I

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really want to acknowledge, Ron,
is just how beautifully you did that unc

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He did that in the story to
really illustrate Emily's growth, her own ability

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to develop, her influence, her
voice, her communication, and her transformation

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in that process to be able to
conduct that conversation with the impact that it

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had. I mean, that is
what it is. I mean, this

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is the whole reason we're up to
this, right, So I just really

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want to acknowledge how beautifully illustrated all
those points of her own leadership development in

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her journey fruition in that conversation.
That was just one of the things,

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of course, but beautifully done.
Thank you, Lisa, and I want

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to give a lot of credit to
Stacy because she's by far the better writer

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between the two of us, and
that part of what made the partnership work

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so well is that we each knew
where our strength was and where we could

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contribute. We had a lot of
respect for each other, and that created

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it created a wonderful open space for
us to do something that really took the

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best advantage of what both of us
brought to it. Beautiful illustration of how

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we should be working together, in
my view, And with that, let's

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take our first break if we can
run. I'm your host, Elise Cortez.

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We were in the air with Ron
Price of Price Associates, a global

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leadership advisory firm and co author of
Growing Influence, a story of how to

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lead with character, expertise, and
impact. He joined it today from Boise,

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Idaho. We've been talking about some
of the points in this book that

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I thought were particularly interesting. We'll
continue the conversation after the break, stay

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with us. Elise Cortez is a
speaker and engagement and development catalyst. She

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designs and delivers professional development, leadership
and engagement workshops and can bring her expertise

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to your organization. She will help
ignite meaningful development within your workforce that will

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increase employee engagement, performance and retention. To learn more or to invite Elise

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to speak to your organization, please
visit her at www dot Elise Cortez dot

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com. She would welcome the opportunity
to help get your employees working on purpose.

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This is working on Purpose with Elise
Cortez. To reach our program today,

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send an email to Elise ali Se
at Elise Cortez dot com. Now

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back to working on Purpose's chesting with
this and welcome back to working on purpose

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if you just join us. My
guest is Ron Price and internationally recognize business

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advisor, executive coach, speaker and
CEO of Price Associates and a global leadership

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advisory firm. He is also the
co author of Growing Influence, a story

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of how to lead with character,
expertise, and impact. I'm your host,

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Alice Cortez. Okay, so continuing
on here again trying to generate as

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much as we can for our listeners. Round. Another part of your book

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that I thought was quite useful is
you teach in the book that it's important

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for leaders to define their values and
if they don't, they're vulnerable to failure.

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Can you say more about that?
Yes, And in particular, we

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put this in the context of talking
about what it means to have character as

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a leader. It's actually a form
of leadership that everybody, no matter what

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their position in or out of an
organization, can influence others through how they

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show up, through what they stand
for, and how they demonstrate their lives.

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So we break it down into two
different questions that Emily ponders. The

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first question is what are the values
by which I choose to govern my own

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behaviors? And then the second question
is what are the values by which I

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choose to relate to other people?
And of course sometimes there's a little bit

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of overlap between those two. But
the reason that she's pondering both of those

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questions is because how I choose to
govern my own behaviors has to do with

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things like personal accountability and self confidence
and courage and resilience. She chooses five

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that she's going to focus on out
of a list that David her mentor provides

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to her. And then how she
relates to others can include things like empathy

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or a commitment to the extent to
which it's within her ability to be able

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to resolve conflict, or to seek
to understand others before being understood. These

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are all examples of how we build
character. And then ultimately the extent to

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which we demonstrate those values in our
behaviors is what builds our influence as a

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character leader with other people. And
I really appreciate it and got something for

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myself out of that run. Those
are two distinctive lists, and then of

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course you talk about the importance of
making sure that those are fully present daily

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in your life. You remind yourself
of those those values you can govern yourself

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accordingly. Very useful, I thought
so at least that that really makes me

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wonder if you have some that you'd
be willing to share with us, because

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I've been using these for many,
many years to think about who I am

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and who I want to be.
But what's their particular value that stuck out

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to you that you say, this
is who I want to be, This

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is how I want to show up, not one that Emily had, but

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just thinking about it for myself.
For me, absolutely, I stand for

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empowerment and inspiration absolutely and I do
that. That's how I choose to govern

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myself, and that's how I choose
to color my relationships and so and everything

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I do in my work pretty much
it's it's a thread across my life.

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So it just was it was powerful
to really make sure that we have those

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values really in our in front of
us, to help remind us to live

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from them. Yeah. And I
think if you're clear about your purpose that

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informs or empowers those values as well. Absolutely, absolutely great. Now,

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another thing that you talk about in
the book that I also thought was useful,

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especially for people that are developing their
leadership. Maybe they're earlier in their

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leadership as you talk about three dimensions
of leadership those being positional, expert,

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and character, and you mentioned that
a combination of all three can be quite

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good. We'll talk about as many
as we can as we have time.

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But first, expert leadership I thought
was interesting, and you say that people

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will follow you as an expert leader
if you know how to do something they

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need or if you can solve problems
they have. Yes, And so this

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comes back to a full leader as
a person of influence. What causes people

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to be influenced or to say that
they want to follow somebody? And one

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of the three reasons that we follow
people is because of the value they bring

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to us as an expert. So
I think of my tax accountant, who

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I've worked with for many years now. I have a tremendous amount of confidence

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in his knowledge, by the way, also his character, but really because

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of his knowledge, when he tells
me what I should pay in taxes,

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I never question him because he's convinced
me over time that he brings me a

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tremendous amount of value there by giving
me something I don't know myself. But

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it's just as true when I go
to my dermatologist and he tells me there's

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little spot of pre skin cancer on
my nose that he needs to take care

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of. You know, I trust
him. It takes I sometimes question because

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the first time this happened, he
came at me with what it looked like

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a blowtorch. Turned out that he
was going to freeze off that little piece

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of my nose. But you know, the question in that moment is do

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I trust this person's expert leadership.
And it's true when you talk to anybody

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who's providing you with expertise or can
be auto mechanic, it's anybody who's providing

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you with expertise, you're letting them
influence you because of what they know and

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what they can do. And in
order to have integrity in this area we

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write about, the expert leader has
to be actually providing meaningful value. If

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I, as the follower, if
the expert leader don't recognize the value,

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I'm not going to follow them.
But then they also have to stay relevant,

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which means they have to stay current. They have to keep adding to

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that expertise by understanding that what they
learned two or three or five years ago

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it is no longer relevant. You
know, at least it's amazing to me

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right now that I'm told that a
freshman in biology class at any college in

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the United States today, by the
time they graduate, what they learn in

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biology will already be obsolete four years
later, and that the half life right

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now for a college degrees about four
years, and that human knowledge right now

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is double every twelve months. So
this all says if you're going to be

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an expert. In order to keep
being an expert, you need to keep

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learning. And then beyond that,
can you think about other areas of expertise

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that would enhance or would compliment the
area of expertise that you already have.

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So these are always that we think
about integrity and expert leadership. Two things

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to that loved all of that.
One one of the reasons is that I

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A big reason that I continue to
host this radio show, which is a

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fair amount of work I do it
on a weekly basis, is for that

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very reason, Ron is to keep
learning, keep growing, keeping keeping myself,

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pushing myself beyond what I knew last
week. So that's a big reason

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I do the show, and I've
done I think you are episode number two

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hundred and twenty four. Wow.
Yeah, So I'm working at it,

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Ron, I'm working. The second
thing I wanted to say about this area

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of integrity and expert leadership that I
thought was really, really useful and one

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of show us with our listeners here
today is you say, one of the

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ways that we can develop on new
expertise beyond what we have today is by

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identifying a trend that will impact the
company in the future, maybe five or

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ten years from now and then develop
your own expertise in those areas. I

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thought that was just brilliant. What
a great way to give our listeners something

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that they can immediately walk from,
walk away with, and start to put

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into project for themselves. Yeah,
and I think one of the common themes

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that comes through the book over and
over and over again is the value of

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intentionality, of deciding that you're going
to do something and then building focus and

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discipline to accomplish that. And around
expert leadership. One of the metaphors that

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we use to encourage people we hope
for it is to think about what it

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takes to become a PhD. To
earn a PhD, and if you look

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at it from a sort of a
structural or conceptual level, what you do

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when you're earning a PhDs You first
study the thought leaders in your area that

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you want to become known for,
and they say, in the ear leaders

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of your PhD, you're only allowed
to quote other people. You can't quote

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yourself, right, right. And
it's the whole idea behind it is that

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you're feeding yourself with the thought leaders
in that particular area, and then eventually

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you've been feeding yourself and now it's
time for you to develop something new.

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You become a thought leader. They
call it writing a dissertation when you're working

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on your PhD program. And then
the third step is you submit that to

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a group of your peers to defend
it so that they can say, yes,

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in fact, you have added to
the body of knowledge. You are

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truly an expert now because you not
only digested what the other experts were saying,

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but you've created something new. And
then they confer on you at PhD.

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So our ideas. Maybe you can't
afford to go to university, or

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you don't want to go into the
academic depth and rigor that you'd have to

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to earn a university PhD. But
why not use that same concept to say,

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where's or a trend or an interest
that I have that I could develop

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the next three to five years to
studying the thought leaders in that area,

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to learning from them and eventually developing
some of my own ideas and then presenting

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those others to see if in fact
I've created new value that makes me an

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expert leader worthy of followers. It's
so beautifully rendered and accessible. Ron,

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thank you for that beautiful gift for
me and for our listeners. I just

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think it's just a gem and it
is pretty much what I did from my

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own PhD. Thank you very much, by the way, and you're still

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learning them in maybe a less formal
way. But just the fact that you've

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have over two hundred episodes right now
and that this is delivered not only live,

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but it's delivered through podcasts. That's
what I would refer to as a

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peripheral area of expertise, a complementary
area of expertise that you've developed to continue

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to increase your influence, no question, no question about it, and I

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love every single moment of it.
And I get to talk with people like

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you in the process, so sounds
pretty good to me. Well, kudos

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to you, thank you, thank
you well. Next, I want to

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talk about one of the other kinds
of leadership that you talk about, positional

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leadership and the integrity that you bring. You talk about around that one,

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so you talk about it's important how
you manage our relationships and how you're connected

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to the position as a leader,
and I think that's great. You also

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talk about how you manage down to
your team but also managing up and how

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important integrity is to continue to keep
that logic in front of the emotion,

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and that leaders will respect and admire
you and ask more from you and give

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you help when you do that process
of managing up well. I think in

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my work I find so often people
really they need help with managing up So

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can you say more about managing up
well? It's asking yourself, what is

410
00:29:49.119 --> 00:29:52.839
it that I can do that's going
to create value or add value to the

411
00:29:52.880 --> 00:29:57.119
people about me in the organization.
What do I need to do to make

412
00:29:57.160 --> 00:30:03.440
sure that they understand what I can
contribute and what do I do to help

413
00:30:03.440 --> 00:30:08.440
them understand what their impact is on
me and how they could increase the kind

414
00:30:08.480 --> 00:30:12.720
of impact that they want to have
on me. So it's engaging in this

415
00:30:14.079 --> 00:30:18.319
again, it's a proactive it's exercising
your circle of control, the thing that

416
00:30:18.359 --> 00:30:22.440
you have one hundred percent control over, to think about how do I make

417
00:30:22.480 --> 00:30:27.279
sure that I'm being the most positive, the most effective, the most influential

418
00:30:27.839 --> 00:30:33.079
in how I interact with people above
me. And sometimes you just need to

419
00:30:33.119 --> 00:30:37.400
ask them, well, can I
do that would be more valuable to you?

420
00:30:37.599 --> 00:30:41.519
Or if there's one thing I could
work on that would make me more

421
00:30:41.680 --> 00:30:47.200
influential in this organization? Or create
a better voice for me, a stronger

422
00:30:47.279 --> 00:30:49.920
voice for me to help advancing the
mission or the values of this organization.

423
00:30:51.000 --> 00:30:55.440
What might it be. It's recognizing
that they're human beings, and yes they

424
00:30:55.440 --> 00:30:59.839
do represent a position. But if
you see them as human beings and you

425
00:31:00.039 --> 00:31:03.960
look for the same kind of opportunities
for virtuous conspiracies, for collaborating based on

426
00:31:04.039 --> 00:31:10.559
shared interests, quite often you can
find shared interests between you all the way

427
00:31:10.599 --> 00:31:14.839
up to the top of the organization, and just the acknowledgement of that with

428
00:31:14.960 --> 00:31:19.920
them will increase your brand in their
eyes, it will increase their respect for

429
00:31:19.960 --> 00:31:26.440
you and the opportunities that you have
to make greater contributions. Beautiful And with

430
00:31:26.480 --> 00:31:30.599
that, Ron, let's grab our
last break. I'm Elise Cortez, your

431
00:31:30.640 --> 00:31:33.200
host. We went on the air
with Ron Price. A Price Associates,

432
00:31:33.240 --> 00:31:37.559
a global leadership advisory firm, and
he's also the co author of Growing Influence,

433
00:31:37.640 --> 00:31:40.720
a story of how to lead with
character, expertise, and impact.

434
00:31:40.960 --> 00:31:42.480
He joins it a day from Boise, Idaho. Stay with us, We'll

435
00:31:42.519 --> 00:31:53.920
be right back. Elise Cortez is
a speaker and engagement and development catalyst.

436
00:31:55.119 --> 00:32:00.279
She designs and delivers professional development leadership
and engagement workshops can bring her expertise to

437
00:32:00.359 --> 00:32:06.359
your organization. She will help ignite
meaningful development within your workforce that will increase

438
00:32:06.440 --> 00:32:10.160
employee engagement, performance and retention.
To learn more or to invite Elise to

439
00:32:10.200 --> 00:32:15.759
speak to your organization, please visit
her at www dot Elise Cortez dot com.

440
00:32:15.920 --> 00:32:21.400
She would welcome the opportunity to help
get your employees working on purpose.

441
00:32:23.720 --> 00:32:29.720
This is working on Purpose with Elise
Cortez. To reach our program today,

442
00:32:29.960 --> 00:32:36.799
send an email to Elise ali Se
at Elise Cortez dot com. Now back

443
00:32:36.839 --> 00:32:42.519
to working on purpose. He's for
staying with us and welcome back to working

444
00:32:42.519 --> 00:32:45.160
on purpose. If you're just tuning
in. My guest is Ron Price.

445
00:32:45.200 --> 00:32:49.480
He's an internationally recognized business advisor,
executive coach, speaker, and CEO of

446
00:32:49.559 --> 00:32:52.880
Price Associates, a global leadership advisory
firm. He is also the co author

447
00:32:52.920 --> 00:32:57.039
of Growing Influence, a story of
how to lead with character, expertise,

448
00:32:57.079 --> 00:33:00.200
and impact. I'm your host,
Elise Cortez. So for this last little

449
00:33:00.240 --> 00:33:02.759
bit of time together here, Ron, let me start with something that you

450
00:33:02.759 --> 00:33:06.680
have in the book that I think
is just really really again accessible, and

451
00:33:06.720 --> 00:33:09.240
it's this bit that you talk about
how to manage relationships and also how to

452
00:33:09.279 --> 00:33:15.839
give feedback, and you reference a
study about observing couples that predicted that they'd

453
00:33:15.839 --> 00:33:19.519
stay together based on just one single
behavior, and that was the number of

454
00:33:19.960 --> 00:33:24.039
times that one party demonstrated kindness or
respect compared to the times they criticize their

455
00:33:24.079 --> 00:33:29.000
spouse. That needs to be in
like a five to one ratio for things

456
00:33:29.039 --> 00:33:34.119
to work. And so you know, if you consistently demonstrate kindness and respect,

457
00:33:34.200 --> 00:33:37.559
you've got a ninety two percent chance
of a successful marriage. Now,

458
00:33:37.640 --> 00:33:42.480
the reason that sounds interesting to me
is that you then talk about the same

459
00:33:42.480 --> 00:33:45.400
thing goes for the workplace, except
it's a three to one ratio of kindness

460
00:33:45.400 --> 00:33:52.759
and respect for everyone criticism that is
so again accessible. You say just a

461
00:33:52.759 --> 00:33:57.000
little bit more about how you've seen
this work and why it's so useful.

462
00:33:57.400 --> 00:34:00.359
Yeah, I love one of the
phrases. One of my friends, Randy

463
00:34:00.440 --> 00:34:05.359
List, wrote a book called Bumper
Sticker Leadership, and it's sort of like

464
00:34:05.400 --> 00:34:07.480
a coffee table book. You open
it up and there's a bumper sticker on

465
00:34:07.519 --> 00:34:13.280
the back of his BMW that's a
leadership lesson, and then the other page

466
00:34:14.079 --> 00:34:16.440
next to it talks a little bit
about what it means, and one of

467
00:34:16.480 --> 00:34:23.199
his bumper stickers is we hired workers
and human being showed up. You know,

468
00:34:23.239 --> 00:34:29.840
I think in today's world release there
is much more of a balancing between

469
00:34:29.960 --> 00:34:36.119
employee and employer that they really are
co equals. And a great leader recognizes

470
00:34:36.280 --> 00:34:42.719
that the people who work with her, we're not created specifically just to work

471
00:34:42.800 --> 00:34:45.480
for her, that this is a
part of their life, but that if

472
00:34:45.559 --> 00:34:50.599
we're going to have real great synergism, and if we're going to have really

473
00:34:50.639 --> 00:34:55.679
successful employee experiences, we need to
recognize that it's not just about the work

474
00:34:55.679 --> 00:34:59.760
that needs to be done, it's
also about the person who's doing the work,

475
00:35:00.079 --> 00:35:04.199
what's interesting to them, what motivates
them, what they naturally do well,

476
00:35:04.679 --> 00:35:07.960
what their bigger purpose is really at
place so well to your whole mission

477
00:35:07.960 --> 00:35:14.079
of working on purpose, and so
this whole idea that if you're going to

478
00:35:14.159 --> 00:35:17.400
have a strong relationship with the people
that you work with, you have to

479
00:35:17.480 --> 00:35:23.639
recognize that there's this thing sort of
like a bank account that you're depositing into

480
00:35:24.119 --> 00:35:28.320
based on the interactions that you have
with them. This actually goes all the

481
00:35:28.360 --> 00:35:32.639
way back to a theme and a
value that was started at Scaninevan Airlines,

482
00:35:32.719 --> 00:35:38.480
where the CEO Scandinavian Airlines talked about
every time we touch a customer, it's

483
00:35:38.480 --> 00:35:44.760
a moment of truth. We've either
added equity to the relationship or we've taken

484
00:35:44.800 --> 00:35:49.119
equity away, depending on whether it
was a positive or negative experience. And

485
00:35:49.159 --> 00:35:51.880
in the same way the people that
we work with day in, day out,

486
00:35:52.000 --> 00:35:55.039
and this does not have to do
with going down or this has to

487
00:35:55.079 --> 00:36:01.360
do with everybody that you interact within
the organization. Every time you touch you

488
00:36:01.400 --> 00:36:07.599
have a contact point with them in
some way, sharing information, encouraging them,

489
00:36:07.840 --> 00:36:10.480
exchanging energy, any kind of thing, anything like that that's going on.

490
00:36:12.280 --> 00:36:15.519
If it's more positive than negative,
you're building equity in their relationship.

491
00:36:15.800 --> 00:36:20.440
And the research which comes out of
the University of Washington and it was led

492
00:36:20.480 --> 00:36:24.880
by doctor John Gottman, says that
at work, if it's three positive deposits

493
00:36:24.920 --> 00:36:30.679
for every one withdrawal, you're going
to have a pretty healthy relationship, beautifully

494
00:36:30.679 --> 00:36:32.760
said. And then of course you
go on to say in the book,

495
00:36:34.159 --> 00:36:38.360
we'll just touch on it lightly here
that you apply that same idea to feedback

496
00:36:38.400 --> 00:36:43.480
to your people as well as how
you interact with your own peers. So

497
00:36:43.480 --> 00:36:45.599
we talked about managing up, managing
down, and then of course, you

498
00:36:45.639 --> 00:36:50.400
know, relating to and managing our
peers. You have a bit in there

499
00:36:50.440 --> 00:36:53.039
that I thought was so great about
being gracious, helpful, help them feel

500
00:36:53.039 --> 00:36:57.400
comfortable sharing their ideas and opinions,
don't cut them off, don't demean them

501
00:36:57.480 --> 00:37:00.880
or condescend, and same thing given, apply that three to one ratio and

502
00:37:00.960 --> 00:37:06.599
feedback, and I thought that was
also very very useful. And again I

503
00:37:07.320 --> 00:37:12.800
think that candidly, probably at least
I don't have any original ideas at all.

504
00:37:12.920 --> 00:37:16.280
It's just that I've learned from other
thought leaders, and I see those

505
00:37:16.360 --> 00:37:21.400
ideas through a new prism. So
this all comes back. This comes from

506
00:37:21.400 --> 00:37:24.360
a book by Rob Cross called The
Power of Social Networking, where he said

507
00:37:24.400 --> 00:37:30.440
there's a difference between informal leadership and
an organization and formal leadership, and sometimes

508
00:37:30.440 --> 00:37:36.199
your informal leaders actually have more power
than the formal leaders, more influence.

509
00:37:36.679 --> 00:37:42.000
And then he outlines that the way
that we develop informal influence in an organization

510
00:37:42.119 --> 00:37:47.320
is by helping people get their work
done, helping themselves stuff solve tough problems,

511
00:37:47.960 --> 00:37:54.320
helping them feel energized by spending time
with us and helping them feel freedom

512
00:37:54.559 --> 00:38:00.800
to share their ideas and opinions.
Those four ways are how we build relationships

513
00:38:00.800 --> 00:38:06.800
in a way where the relationship actually
becomes life giving instead of life sucking.

514
00:38:07.280 --> 00:38:10.440
Yeah, that whole thing of contributing
energy is very very important to me too,

515
00:38:10.480 --> 00:38:14.760
and I gravidata to that as well. And then just quickly, you

516
00:38:14.800 --> 00:38:16.639
and I spoke on the break about
what you just said about how you don't

517
00:38:16.639 --> 00:38:21.119
really have any original ideas, but
you've been kind of packaging through your own

518
00:38:21.159 --> 00:38:23.000
prism, and of course I agree
with that. Well, that's what we

519
00:38:23.039 --> 00:38:25.679
all do. But like we were
saying together on the break, right,

520
00:38:27.079 --> 00:38:31.000
what we're doing is we're filtering our
messages through our unique purpose. That's our

521
00:38:31.119 --> 00:38:35.599
lens of how we see the world
in a way that maybe just once for

522
00:38:35.800 --> 00:38:37.800
somebody can hear it differently when they
didn't hear it before. And that's the

523
00:38:37.800 --> 00:38:43.400
beauty of it it is because it
becomes a part of us. It's an

524
00:38:43.400 --> 00:38:46.280
expression of us. It's more than
just information. It really does have that

525
00:38:46.519 --> 00:38:51.840
energy and that creativity attached to it
as well, and it's wonderful. It's

526
00:38:51.880 --> 00:38:52.760
a great place to stand from.
I love it. I love it,

527
00:38:52.800 --> 00:38:57.559
love it, love it. Okay, So for that, we're getting close

528
00:38:57.599 --> 00:38:59.920
to the ind here already, and
I really want to talk about some of

529
00:39:00.119 --> 00:39:01.679
the things that you mentioned in the
book that great leaders do. I think

530
00:39:01.679 --> 00:39:06.079
this is again very very useful for
our listeners. And one of the things

531
00:39:06.079 --> 00:39:08.239
that you say, there's three that
I wanted to talk about is turning problems

532
00:39:08.280 --> 00:39:14.840
into opportunities. Yes, it's an
amazing story that we don't have time for

533
00:39:15.039 --> 00:39:19.840
right now, but Napoleon Hill was
a journalist in Appalatia who got the opportunity

534
00:39:19.880 --> 00:39:28.519
to interview. His name escapes to
me right now, but Carnegie Andrew Andrew

535
00:39:28.599 --> 00:39:31.920
Carnegie, and as a result of
all of that, he wrote a number

536
00:39:31.960 --> 00:39:37.239
of books that have had a huge
impact on the human success story. One

537
00:39:37.239 --> 00:39:42.280
of his quotes that I've used for
my whole life as a guidepost is that

538
00:39:42.400 --> 00:39:46.199
every problem, heartache, or failure
has contained within it a seat of the

539
00:39:46.239 --> 00:39:51.519
equivalent or greater benefit. And this
really is part of the job of a

540
00:39:51.599 --> 00:39:54.719
leader is to help us overcome obstacles, is to help us see that every

541
00:39:54.760 --> 00:39:59.760
problem is it's not a stumbling block. We can turn it into a stepping

542
00:40:00.280 --> 00:40:02.960
if we understand how to use that
problem to our advantage instead of to our

543
00:40:04.039 --> 00:40:07.480
disadvantage. M Yeah. In fact, one of the things that we that

544
00:40:07.880 --> 00:40:13.360
I talk about just as in my
own journey of purposes, that it is

545
00:40:13.400 --> 00:40:19.079
that when we embrace those things,
that those adversities that we've that we've overcome

546
00:40:19.079 --> 00:40:22.519
and really come to recognize how they've
made us actually into who we are today.

547
00:40:22.719 --> 00:40:25.360
That's a very different view of looking
at problems. Yeah, it really

548
00:40:25.440 --> 00:40:29.519
is. And it's not that we
want to keep going through difficult times,

549
00:40:29.920 --> 00:40:31.880
but it's it's that we're going to
use difficult times to make us a better

550
00:40:31.960 --> 00:40:36.840
person, which is going to give
us better times, no question about it,

551
00:40:37.559 --> 00:40:39.159
no question. Now. Another one
that you talk about here in terms

552
00:40:39.199 --> 00:40:43.519
of what makes for a great leader
is and this is really one of my

553
00:40:43.559 --> 00:40:45.599
favorites that you talk about. You
say, great leaders inspire people to make

554
00:40:45.639 --> 00:40:51.760
commitments they wouldn't otherwise make. Yeah, I think that really one of the

555
00:40:51.800 --> 00:40:54.480
great tests of leadership, and towards
the end of my career, when you

556
00:40:54.559 --> 00:40:59.719
look back over your career, the
things that you're the most appreciative for our

557
00:41:00.199 --> 00:41:06.000
relationships and if you had the opportunity
to inspire encourage somebody else to do something

558
00:41:06.119 --> 00:41:07.880
big and they come back to you
and say, I never would have done

559
00:41:07.920 --> 00:41:10.880
it had it not been for your
encouragement. So I think a great leader

560
00:41:12.000 --> 00:41:16.440
sees potential in people before they see
it, and calls it out and helps

561
00:41:16.480 --> 00:41:22.360
to give them the courage to pursue
something that they would have never pursued had

562
00:41:22.400 --> 00:41:24.800
it not been for the voice of
that leader. Well, and think about

563
00:41:24.960 --> 00:41:29.639
how that really breaks down to what
we're talking about leadership. If we are

564
00:41:30.079 --> 00:41:34.880
individually leading people to their potential and
who they can become, that is to

565
00:41:34.960 --> 00:41:37.960
me, that's leadership. Well,
that's me working on purpose. At least

566
00:41:38.039 --> 00:41:44.559
my mission in life is to help
people recognize and pursue their greatest potential because

567
00:41:44.599 --> 00:41:49.159
I can't think of anything more meaningful
than helping somebody to do that. And

568
00:41:49.239 --> 00:41:51.960
you know, we only get one
precious life, don't we, And we

569
00:41:52.000 --> 00:41:54.760
don't know just when or how long
for we get it. So working at

570
00:41:54.800 --> 00:41:58.559
that sooner rather than later is important. And I can tell you for me

571
00:41:58.639 --> 00:42:00.880
in terms of leaders and bosses,
is in my listeners who've heard me if

572
00:42:00.920 --> 00:42:05.880
a while know this. I was
fired when I was nineteen by a boss

573
00:42:05.920 --> 00:42:08.920
that I absolutely loved because he saw
that I could do so much more in

574
00:42:08.920 --> 00:42:12.480
life, and he said it'd be
a crime to keep you here. Wow,

575
00:42:12.800 --> 00:42:15.880
and he's still a dear friend of
mine today some you know whatever.

576
00:42:15.920 --> 00:42:22.440
That's been thirty five years later.
So yes, it's it's incredible. He

577
00:42:22.480 --> 00:42:24.960
helped me, He led me to
what I could become. Yeah, that's

578
00:42:25.000 --> 00:42:29.440
beautiful. It's beautiful. And the
hope is that we can do that for

579
00:42:29.480 --> 00:42:31.880
others because at the end, that's
the thing that will treasure the most.

580
00:42:32.239 --> 00:42:36.079
Well, and think about that.
I mean, I know today he's eighty

581
00:42:36.159 --> 00:42:37.960
four years old now. I just
talked to him last week. He's back

582
00:42:38.000 --> 00:42:42.880
in the hospital. He's got some
health concerns, but he has made talk

583
00:42:42.920 --> 00:42:46.000
about making a difference and mattering to
me. I have stuck with this man

584
00:42:46.119 --> 00:42:50.159
for decades now because of the difference
he made in my life. Yeah,

585
00:42:50.320 --> 00:42:53.119
that's beautiful, And so I wanted
to really share with our listeners so you

586
00:42:53.119 --> 00:42:58.039
could recognize the difference you can really
make when you when you do this leadership

587
00:42:58.079 --> 00:43:02.920
thing well and for the intend it
it's beautiful. And again, a leader

588
00:43:02.960 --> 00:43:07.199
doesn't have to have a position or
a title to be that kind of an

589
00:43:07.280 --> 00:43:13.800
encourager. You just have to know
the person, recognize their potential and encourage

590
00:43:13.800 --> 00:43:17.960
them to pursue it well. And
that maybe goes to the last point that

591
00:43:19.000 --> 00:43:21.440
I wanted to make about what you
say about great leaders. You say,

592
00:43:21.480 --> 00:43:25.239
great leaders transcend self interest in self
promotion, and what captures their attention and

593
00:43:25.280 --> 00:43:30.480
passion is much bigger than themselves.
They want to make a difference. Yeah,

594
00:43:30.480 --> 00:43:34.679
and that was very intentional. I
don't think that it's realistic to tell

595
00:43:35.280 --> 00:43:38.880
a leader to forget about self interest
or self promotion. I'm not even sure

596
00:43:38.880 --> 00:43:43.119
if that's healthy. I think of
my own children and do I want to

597
00:43:43.119 --> 00:43:47.079
tell them to forget about their own
needs or their own aspirations. I don't

598
00:43:47.119 --> 00:43:51.079
think that's the right thing. But
what is the right thing I think is

599
00:43:51.159 --> 00:43:57.239
don't stop there, go beyond that
transcends self interest and self promotion because you've

600
00:43:57.280 --> 00:44:01.400
caught a sense of purpose that's greater
than taking care of yourself. It's your

601
00:44:01.440 --> 00:44:05.599
way, as Steve Jobs used to
say, it's your little way to put

602
00:44:05.639 --> 00:44:08.440
a dent in the universe. And
yeah, and to that point, when

603
00:44:08.480 --> 00:44:12.840
I read that part of your book, I was thinking about Aaron Hurst,

604
00:44:12.880 --> 00:44:15.000
who is an author. He was
on my radio show as well, and

605
00:44:15.079 --> 00:44:19.320
he wrote the purpose economy, and
he says for something to generally qualify for

606
00:44:19.360 --> 00:44:22.320
a purpose, one you have to
be serving an audience beyond yourself. Two,

607
00:44:22.360 --> 00:44:25.840
in the service of doing that purpose, you're personally growing, and three

608
00:44:27.360 --> 00:44:30.480
you're creating a community. So to
me, that was conjured when you when

609
00:44:30.519 --> 00:44:35.480
you made those points, wonderful.
That's I agree with him. That's great,

610
00:44:35.519 --> 00:44:38.239
and it's a great book. Also, Yeah, you've read it,

611
00:44:39.119 --> 00:44:43.920
Yes, Yeah, he's I'm quite
quite impressed with him. I did go

612
00:44:43.960 --> 00:44:46.599
to his Purpose conference in October as
well and met some other people who are

613
00:44:46.639 --> 00:44:50.599
also working on purpose. It was
pretty great. You know, we've got

614
00:44:50.599 --> 00:44:53.760
a lot of great people that are
on the face of the earth today and

615
00:44:53.800 --> 00:44:58.519
the more we focus on them,
the stronger we get. Well, you

616
00:44:58.559 --> 00:45:00.079
know, one thing that I will
say to this whole purpose it is because

617
00:45:00.119 --> 00:45:04.079
you know, it's become really quite
a movement of sorts, and certainly even

618
00:45:04.119 --> 00:45:07.840
in industry. I had a woman
in my show a couple three weeks ago

619
00:45:07.159 --> 00:45:09.840
named Karen Hoyas, and she writes
in her book and we talked about on

620
00:45:09.880 --> 00:45:13.519
the show. She says, right
now, only one person of the whole

621
00:45:13.559 --> 00:45:17.559
global population is fully working from their
purpose, and that when we get to

622
00:45:17.760 --> 00:45:22.920
three, that human consciousness will be
raised such that peace will actually become possible.

623
00:45:24.000 --> 00:45:28.440
That's beautiful, isn't it? Though
it is. One of my sons

624
00:45:28.480 --> 00:45:31.519
has become quite a popular speaker,
and he recently spoke at an event and

625
00:45:31.559 --> 00:45:36.440
I got a chance to see it, and the theme of his presentation was

626
00:45:36.480 --> 00:45:39.119
what are you willing to risk?
And it really comes back to purpose.

627
00:45:39.199 --> 00:45:43.039
What is it that you care so
much about, that you believe in so

628
00:45:43.159 --> 00:45:47.320
much that you're willing to risk in
order to advance it. And he's done

629
00:45:47.360 --> 00:45:51.840
that in his own life, and
it's really what's created the platform for his

630
00:45:52.000 --> 00:45:57.079
leadership to influence others. You and
I talked about him. What a remarkable

631
00:45:57.119 --> 00:46:00.679
man. Okay, So two more
questions before I have to let you go.

632
00:46:00.920 --> 00:46:04.000
So this next thing that you said
that I think is important for us

633
00:46:04.039 --> 00:46:07.960
to say for ourselves and for our
listeners. You say that position, expertise,

634
00:46:08.000 --> 00:46:12.440
and character are always a work in
progress, and it's that it's critical

635
00:46:12.440 --> 00:46:15.119
that we understand that we're not ever
finished. There's always work to be done.

636
00:46:15.440 --> 00:46:21.440
We can't let success create complacency.
Yeah, because that's really what keeps

637
00:46:21.519 --> 00:46:25.920
us growing, and that's what keeps
life interesting. I lost my father last

638
00:46:27.000 --> 00:46:30.480
August. He was just a couple
of months short of ninety four years old.

639
00:46:30.000 --> 00:46:34.679
And one of the greatest examples that
he set for me is that all

640
00:46:34.719 --> 00:46:39.519
the way up to the last few
days, he was always enthusiastic about becoming

641
00:46:39.519 --> 00:46:45.559
a better person. He was always
enthusiastic about developing his character and really developing

642
00:46:45.559 --> 00:46:50.239
his expertise. Is a little bit
crazy, but he was still he was

643
00:46:50.400 --> 00:46:54.239
an inventor, and he was still
inventing things into his nineties. But he

644
00:46:54.440 --> 00:47:00.119
demonstrated to me the zest of life
and recognizing that we know across the finish

645
00:47:00.199 --> 00:47:06.360
line in this life at best,
one of our greatest choices when we get

646
00:47:06.400 --> 00:47:09.119
to pass the baton to the next
generation, to the next group of leaders.

647
00:47:09.559 --> 00:47:14.159
And in a way, that's really
where our book ends is when David

648
00:47:15.039 --> 00:47:19.280
Emily's mentor gets the opportunity to pass
the baton to her and to say you

649
00:47:19.400 --> 00:47:22.960
go, you can do it.
And by the way, a listener is

650
00:47:23.000 --> 00:47:28.000
just a bit of a cliffhanger.
The ending of the book is so beautiful.

651
00:47:28.199 --> 00:47:30.039
It's just beautiful. Ron I just
appreciate so much, as I told

652
00:47:30.039 --> 00:47:34.519
you before you how you finish the
book. Thank you very much, and

653
00:47:35.280 --> 00:47:39.880
it's still tugs at Stacy's in my
heart every time we read it. Well,

654
00:47:39.920 --> 00:47:43.880
it's wonderful to be moved to tears
and that's what you did for me.

655
00:47:45.119 --> 00:47:47.760
Well, thank you. Else,
you know because of your own work

656
00:47:47.880 --> 00:47:52.519
that we live to create value for
others. So getting that feedback from you,

657
00:47:52.599 --> 00:47:58.119
it's very meaningful. Thank you.
And with here we are at the

658
00:47:58.239 --> 00:48:00.920
end of the show already, Ron, So what would you say in about

659
00:48:01.199 --> 00:48:05.119
twenty seconds, what would you like
to leave our listeners with. Well,

660
00:48:05.119 --> 00:48:07.760
I'd like to encourage them, first
of all, to continue to listen to

661
00:48:07.800 --> 00:48:10.840
your show because you're doing a great
job and you're having some great, great

662
00:48:12.199 --> 00:48:15.440
guests on your show. If they'd
like to look into the book, they

663
00:48:15.440 --> 00:48:20.079
can get at any place that books
are sold. It's available in e books,

664
00:48:20.119 --> 00:48:23.639
it's available on audible. We actually
hired professional actors to record it on

665
00:48:23.719 --> 00:48:30.719
audible, and just encourage them that
the only limits on your potential are the

666
00:48:30.760 --> 00:48:34.400
limits that you may have created yourself, and because you created them, you're

667
00:48:34.400 --> 00:48:37.039
the one who can tear them down. Beautiful way to finish. Now,

668
00:48:37.079 --> 00:48:42.039
if listeners want to find you,
what's the best website to send them to?

669
00:48:42.480 --> 00:48:46.280
They can go to Price Associates dot
com and if they go there,

670
00:48:46.360 --> 00:48:51.320
we have a landing page for growing
Influence where we have some videos and additional

671
00:48:51.360 --> 00:48:57.920
materials as well. So it's Price
Associates dot com. Wonderful, Ron,

672
00:48:58.000 --> 00:49:00.559
thank you so much for being a
guest on my show and Sarah sharing your

673
00:49:00.559 --> 00:49:04.280
beautiful heart, soul and wisdom with
all of us. Thank you, Lise,

674
00:49:04.360 --> 00:49:09.119
it's been great to be with you. Absolutely so if you missed the

675
00:49:09.119 --> 00:49:13.280
show last week, listeners, we
were on the air with Bob Hopkins and

676
00:49:13.320 --> 00:49:19.360
Amit banner Gey talking about their whole
focus on teaching philanthropy to kids and the

677
00:49:19.440 --> 00:49:22.480
impact that has made for both of
their lives, Bob being the instructor and

678
00:49:22.519 --> 00:49:27.840
admit being this student a fantastic conversation. Next week will be on the air

679
00:49:27.880 --> 00:49:31.440
with Sophie McLean talking about her incredible
years long quest to search for meaning and

680
00:49:31.480 --> 00:49:36.599
avoid the tedium of the everyday life. She has been on quite an adventure

681
00:49:36.639 --> 00:49:39.320
and shares a lot of what she's
learned to transform herself into today. See

682
00:49:39.320 --> 00:49:42.519
you there. Remember that work is
at least one third of her life,

683
00:49:42.519 --> 00:49:50.360
so let's work on purpose. We
hope you've enjoyed this week's program, be

684
00:49:50.480 --> 00:49:54.039
sure to tune in to Working on
Purpose, featuring your host, Alice Cortez,

685
00:49:54.320 --> 00:50:00.480
each week on the Voice America Empowerment
Channel. This week find you life's

686
00:50:00.480 --> 00:50:00.880
purpose at work.