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 Cortes. 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 Cortes. 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, Alise Cortes,
joining 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, insight
organizations to cultivate meaning and purpose that elicit's

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

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guests to draw on their expertise and
my own experience consulting, speaking and developing

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workforces across the globe. Every week. In these conversations, I hope you

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walk away with something you can immediately
put to use. And if I can

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do anything to help you along your
journey. Go to my website at Eliscortes

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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
lad 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 on 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 your focused done.
Right. I think we've got just a

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couple things in common, don't we
we do? Yeah? I think I

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love how you call it working on
purpose because it's really a double on tendre.

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You are, yes, absolutely spot
on right. Thank you for getting

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that it is a double on tundra. And I absolutely intended that not everybody

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gets that, so kudos for you. It's meant that, yes, you're

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

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a work standpoint purpose flee. So
yes, thank you, 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 to 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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the 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 fruits are into her life
to become her mentor. And so

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

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it was created, Ronnie, just
really want to applaud you for the creativity

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

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

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

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a labor of love with Stacy and
as the co author. We both concluded

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

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

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

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

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

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way that really contributed to both your
lives. And two, how beautiful since

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

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

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than you had before. I think
that's gorgeous. And I think at least

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that so much of the valuable things
that happen in life happened sarendipitously. So

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Stacy actually was hired to be an
executive editor for one of my books four

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books ago that I worked on.
I'd written it and published it, and

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I got a new publisher who wanted
to do a rewrite, and she told

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me Stacy was the person. That's
how we got introduced to each other.

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And that was over ten years ago, and our relationship has gradually grown over

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those years. And this is really
the summation of us having shared purpose and

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being able to bring our unique experiences
together into a shared purpose so that we

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could give something as a gift to
others. And so gorgeous, Ron,

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thank you for that. Well,
I want to talk about there's lots of

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things that you have in the book
that I think are so useful and accessible,

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and I want to get through as
many as we can for our listeners

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because I really like for them to
be able to walk away from listening to

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us being able to put something neatly
into their lives. And so first,

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you talk about three kinds of influence, control, collaboration, and concern.

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Would you say a little bit more
about each of them and how they relate

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to each other. Yeah, Well, first I need to give a little

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bit of credit to Stephen Covey,
who started me thinking down this path when

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he wrote The Seven Habits of Highly
Effective People. He talked about two circles

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influence and concern, And over the
years, as I worked with leaders,

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I began to recognize that there really
are three circles of influence, the first

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one being controlled, the one that
we have the most power, and it's

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really our power center. And then, as you said, collaboration and finally

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concerned. So going back to that
circle of control, the question really is

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what are the things that I can
take one hundred percent ownership over. What

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are the things in my life that
are there because I've made an intentional choice

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to make them a part of my
life, And how can I grow my

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own influence by focusing on those things
that I control one hundred percent. I

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think of things like it sounds maybe
trite, but what I put in my

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mouth food and drink, that's something
I can control one hundred percent. Our

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kids are all grown up and gone. We're empty nesters, so I get

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to control what time I go to
bed and what time I get up in

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the morning. I realized not everybody
has that all of that control, but

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probably the most important one and the
one that really revolutionized my own life way

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back to the late seventies, when
I decided that the reason I'd never had

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any time for personal development was because
I hadn't chosen to own any time and

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to announce it to everybody else.
So I started coming into the office thirty

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minutes every day. I told we
had something back then called secretaries, and

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I told my secretary that unless it
was life threatening, I didn't want to

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be interrupted for that first half hour, and I announced it tire entire staff.

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And what I discovered in the first
few months of doing that was that

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that time was always there, but
I had never claimed it, and that

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the only reason I hadn't been investing
more in myself was because I hadn't chosen

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to. So that really set me
on a pattern, and my career has

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gone through all kinds of transitions.
At one point, I was the president

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of an international company with offices in
eight countries serving over one hundred thousand customers,

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and I had four hours every day
that I could own to focus on

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the things that mattered most to me. Now, at least I got to

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confess to you, I don't have
that time anymore. I'm back down to

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about two hours in my current role. But still the whole idea is what

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is there in your life that you
can control one hundred percent? And I'm

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convinced everybody has something that they can
decide to own and to advance their own

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personal power. And you know,
I appreciate that so much. Ron,

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You really illustrate that whole point beautifully
in the book. It's so accessible and

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it's such an important point to take
away. Okay, so that was control.

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What about collaboration, Well, so
collaboration. 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,

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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 it

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home, whatever it is if it's
a shared interest, you get together and

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you begin to work together, and
you have together you have influence 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 illustrated

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and 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 areas

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

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

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It may 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 I always think
of the example of watching the evening news.

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I enjoy watching the evening news at
the end of a day of work,

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

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news are unsettling, and one of
the reasons they're unsettling is they frustrate me

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

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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 in.

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

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consideration that maybe your company's going to
be sold or they're going to be layoffs.

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These are all things that we feel
helpless and they eat up a lot

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of our energy. And the message
that we have in the book is to

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give too much time to those things. Spend your time in your circle of

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

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or it might even become obvious to
you that you actually have some form of

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influence you didn't realize you had.
Maybe it's indirect, but you might someday

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discover that there is an opportunity to
influence. Those things that seem to be

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outside of your reach. Right now
beutifully shared ron beautifully shared. Now we

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get to the next point, which
I think is really really important for our

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leaders or our listeners to understand is
the way that you talk about a leader,

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which can be anyone you say,
which I completely agree with, not

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just somebody who has a team reporting
to them. But a leader is a

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person of influence, has who has
learned to work pretty well within those three

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those three areas of influence. And
I think that is so great because you

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know what you talk about in the
book with Emily the character, she wanted

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

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to be able to develop her influence. And I think that is such a

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great point for our listeners to understand. If you really want to develop your

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leadership, what you're really trying to
develop is your influence you really are,

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and oftentimes it's you develop in your
influence through focusing on the circle of control

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and the circle of collaboration that positions
you or makes you attractive or opens up

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the door for you to be able
to demonstrate that influence in a more powerful

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way, especially if you want to
be more influential up the organization. This

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is a great way to we could
call it building your personal brand. It's

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building your personal circle of power so
that when those opportunities open up, you're

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ready to step through the door.
Yes. Now, related to that,

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which I also really appreciated, there's
just I think you've just really got a

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fresh look at some of these things
that I that one of the many reasons

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I wanted to have you on the
show, and pertinent to that is you're

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just your definition of integrity ron you
liken it to the nervous system where all

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the parts are working and relating properly
to each other, which results in a

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capacity greater than some of its parts. I've never heard that definition of integrity,

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but I really like it. Yeah, great, thank you. Well,

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you know, at least in the
kind of work that you and I

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do, words become more and more
important, and how we define those words

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is where all the life is,
It's where all the energy is. And

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yeah, I think integrity does include
in most people definition un esteem being ethical.

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But when you look at the three
different dimensions of leadership, you begin

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to recognize there's a very different way
of defining integrity in each of those dimensions,

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and this broader definition that integrity represents
wholeness and connectedness and everything functioning as

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it should becomes a much more meaningful
definition. At that point, m yeah,

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and I wanted I got all those
related to each of the three areas

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of influence. And I don't know
how much time we'll have to cover all

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of them, but if we can, I do want to do that.

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

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think is really important that you and
Stacy called out in your book, and

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that is that it's that Emily,
the main character, was passed over for

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promotion by her boss, Mitchell,
because he was concerned about her being pressed

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with family obligations. So in other
words, really he was discriminating against her

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

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

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

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

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really thinking about how his decision was
impacting her career. How was it that

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you decided to make that part of
the story. Well, in the very

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beginning when we started talking about the
book, we did have some conversations about

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we were going to have a hero
or a heroin 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, 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 on assumptions
that were really unfair and that a lot

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

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

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

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

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

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a favor and we're really not.
So 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, I still open up and

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he begins to recognize that Emily's teaching
him something about himself, and fortunately for

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

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his intent, but because of how
he went about trying to help her,

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and that he needed to back up
and give her the power to decide whether

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or not she was going to accept
a position instead of him disqualifying her based

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on things that he had no right
to make judgments about. Yes, And

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what I really want to acknowledge,
Ron is just how beautifully you did that.

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You and Stacy did that in the
story to really illustrate Emily's growth,

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her own ability to develop, her
influence, her voice, her communication,

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and her transformation in that process to
be able to conduct that conversation with the

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

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mean, this is the whole reason
we're up to this, right, So

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I just really want to acknowledge how
beautifully illustrated all those points of her own

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leadership development in her journey for fruition
in that conversation. That was just one

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of the things, of course,
but beautifully done. Thank you, Lise,

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and I want to give a lot
of credit to Stacy because she's by

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far the better writer between the two
of us. And that part of what

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made the partnership work so well is
that we each knew where our strength was

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and where we could contribute. We
had a lot of respect for each other,

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and that created a lot It created
a wonderful open space for us to

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do something that really took the best
advantage of what both of us brought to

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it, beautiful illustration of how we
should be working together, in my view.

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And with that, let's take our
first break. If we can run,

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I'm your host at last Cortes.
We've run the air with Ron Price

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of Price Associates, a global leadership
advisory firm and co author of Growing Influence,

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a story of how to lead with
character, expertise, and impact.

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He joined it today from Boise,
Idaho. We've been talking about some of

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the points in this book that I
thought were particularly interesting. We'll continue the

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conversation after the break, stay with
us. Alis Cortes is a speaker and

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engagement and development catalyst. She designs
and delivers professional development, leadership and engagement

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workshops and can bring her expertise to
your organization. She will help ignite meaningful

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development within your workforce that will increase
employee engagement, performance and retention. To

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learn more or to invite Elise to
speak to your organization, please visit her

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at www dot Elisecortes dot com.
She would welcome the opportunity to help get

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your employees working on purpose. This
is working on Purpose with Elise Cortes.

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To reach our program today, send
an email to a lease Alise at elisecortes

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dot com. Now back to working
on purpose. Thanks interesting with us,

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and welcome back to working on purpose
if you're just joining us. My guest

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is Ron Price and internationally recognized business
advisor, executive coach, speaker and CEO

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of Price Associates, a global leadership
advisory firm. He's also the co author

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of Growing Influence, a story of
how to lead with character, expertise,

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and impact. I'm your host,
Alice Cortez. Okay, so continuing on

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here again, trying to generate as
much as we can for our listeners.

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Ron Another part of your book that
I thought was quite useful is you teach

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in the book that it's important for
leaders to define their values and if they

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don't, they're vulnerable to failure.
Can you say more about that, Yes,

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And in particular, we put this
in the context of talking about what

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it means to have character as a
leader. It's actually a form of leadership

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that everybody, no matter what their
position in or out of an organization,

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can influence others through how they show
up, through what they stand for,

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and how they demonstrate their lives.
So we break it down into two different

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questions that Emily ponders. The first
question is what are the values by which

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I choose to govern my own behaviors? And then the second question is what

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are the values by which I choose
to relate to other people? And of

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course sometimes there's a little bit of
overlap between those two, But the reason

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that she's pondering both of those questions
is because how I choose to govern my

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own behaviors has to do with things
like personal accountability and self confidence and courage

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and resilience. She chooses five that
she's going to focus on out of a

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list that David her mentor provides to
her, and then how she relates to

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others can include things like empathy or
a commitment to the extent to which it's

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within her ability to be able to
resolve conflict, or to seek to understand

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others before being understood. These are
all examples of how we build character,

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and then ultimately the extent to which
we demonstrate those values in our behaviors is

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what builds our influence as a character
leader with other people. And I really

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appreciate it and got something for myself
out of that run. Those are two

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distinctive lists, and then of course
you talk about the importance of making sure

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that those are fully present daily in
your life. You remind yourself of those

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values, you can govern yourself accordingly. Very useful, I thought so.

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At least that really makes me wonder
if you have some that you'd be willing

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to share with us, because I've
been using these for many, many years

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to think about who I am and
who I want to be. But what's

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there particular value that stuck out to
you that you say, this is who

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I want to be, this is
how I want to show up not one

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that Emily had, but just thinking
about it for myself. For me,

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absolutely I stand for empowerment and inspiration
absolutely, and I do that. That's

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how I choose to govern myself,
and that's how I choose to color my

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relationships and so and everything I do
in my work. Pretty much it's a

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thread across my life. So it
just was it was powerful to really make

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sure that we have those values really
in front of us, to help remind

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us to live from them. Yeah, and I think if you're clear about

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your purpose that informs or empowers those
values as well. Absolutely, absolutely great.

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Now, another thing that you talk
about in the book that I also

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thought was useful, especially for people
that are developing their leadership maybe they're earlier

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in their leadership, is you talk
about three dimensions of leadership, those being

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positional, expert, and character,
and you mentioned that a combination of all

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three can be quite good. We'll
talk about as many as we can as

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we have time. But first,
expert leadership I thought was interesting, and

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you say that people will follow you
as an expert leader if you know how

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to do something they need or if
you can solve problems they have. Yes,

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And so this comes back to if
a leader is a person of influence,

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what causes people to be influenced or
to say that they want to follow

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somebody? And one of the three
reasons that we follow people is because of

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the value that they bring to us
as an expert. So I think of

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my tax accountant, who I've worked
with for many years now. I have

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a tremendous amount of confidence in his
knowledge, by the way, also his

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character, but really because of his
knowledge. When he tells me what I

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should pay in taxes, I never
question him because he's convinced me over time

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that he brings me a tremendous amount
of value there by giving me something I

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don't know myself. But it's just
as true when I go to my dermatologist

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and he tells me there's little spot
of pre skin cancer on my nose that

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he needs to take care of.
You know, I trust him. It

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takes I sometimes question because the first
time this happened, he came at me

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with what looked like a blowtorch.
Turned out that he was going to freeze

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off that little piece of my nose. But you know, the question in

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that moment is do I trust this
person's expert leadership? And it's true when

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you talk to anybody who's providing you
with expertise or can be your auto mechanic,

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it's anybody who's providing you with expertise, you're letting them influence you because

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of what they know and what they
can do. And in order to have

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integrity in this area we write about, the expert leader has to be actually

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providing meaningful value. If I,
as the follower of that expert leader don't

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recognize the value, I'm not going
to follow them. But then they also

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have to stay relevant, which means
they have to stay current. They have

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to keep adding to that expertise by
understanding that what they learned two or three

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or five years ago is no longer
relevant. You know, at least it's

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amazing to me right now that I'm
told that a freshman in biology class at

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any college in the United States today, by the time they graduate, what

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they learned in biology will already be
obsolete four years later, and that the

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half life right now for a college
degree is about four years, and that

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human knowledge right now is double every
twelve months. So this all says if

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you're going to be an expert,
in order to keep being an expert you

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need to keep learning, and then
beyond that, can you think about other

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areas of expertise that would enhance or
would complement the area of expertise that you

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already have. So these are all
ways that we think about integrity and expert

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leadership. Two things to that loved
all of that. One. One of

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the reasons is that A big reason
that I continue to host this radio show,

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

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is for that very reason, Ron
is to keep learning, keep growing,

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

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big reason I do the show,
and I've done I Think you are episode

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

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

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

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the shows with our listeners here today
is you say, one of the ways

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that we can develop new expertise beyond
what we have today is by identifying a

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trend that will impact the company in
the future, maybe five or ten years

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from now, and then develop your
own expertise in those areas. I thought

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

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

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for themselves. Yeah, and I
think one of the common themes that comes

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through the book over and over and
over again is the value of intentionality,

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

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accomplish that, and around expert leadership. One of the metaphors that we use

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

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become a PhD. To earn a
PhD, and if you look at it

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from a sort of a structural or
conceptual level, what you do when you're

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earning a PhD is you first study
the thought leaders in your area that you

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want to become known for. And
they say in that ear leaders of your

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PhD, you're only allowed to quote
other people, you can't quote yourself.

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And it's the whole idea behind it
is that you're feeding yourself with the thought

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leaders in that particular area, and
then eventually you've been feeding yourself and now

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it's time for you to develop something
new. You become a thought leader.

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They call it writing a dissertation when
you're working on your PhD program. And

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then the third step is you submit
that to a group of your peers to

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defend it so that they can say, yes, in fact, you have

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added to the body of knowledge.
You are truly an expert now because you

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not only digested what the other experts
are saying, but you've created something new.

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And then they confer on you at
PhD. So our ideas. Maybe

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you can't afford to go to university, or you don't want to go into

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the academic depth and rigor that you'd
have to to earn a university PhD.

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But why not use that same concept
to say, where's a trend or an

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interest that I have that I could
develop the next three to five years to

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studying the thought leaders in that area, to learning from them and eventually developing

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some of my own ideas and then
presenting those to others to see if in

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fact I've created new value that makes
me an expert leader worthy of followers.

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That's so beautifully rendered and accessible.
Ron, thank you for that beautiful gift

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for me and for our listeners.
I just think it's just a jump,

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and it is pretty much what I
did for my own PhD. Thank you

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very much, by the way,
and you're still earning them in maybe a

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less formal way. But just the
fact that you have over two hundred episodes

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right now and that this is delivered
not only live, but it's delivered through

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podcasts. That's what I would refer
to as a peripheral area of expertise,

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a complementary area of expertise that you've
developed to continue to increase your influence,

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no question, no question about it, and I love every single moment of

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it. And I get to talk
with people like you in the process,

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so sounds pretty good to me.
Well, kudos to you, thank you,

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thank you well. Next, I
want to talk about one of the

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other kinds of leadership that you talk
about, positional leadership and the integrity that

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you that you bring. You talk
about around that one, so you talk

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about it's important how you manage your
relationships to and how you're supposed to 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

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

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

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

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think in my work I find so
often people really they need help with managing

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

410
00:29:48.759 --> 00:29:52.599
what is it that I can do
that's going to create value or add value

411
00:29:52.640 --> 00:29:56.720
to the people about me and the
organization? What do I need to do

412
00:29:56.799 --> 00:30:02.920
to make sure that they understand what
I can contribute and what do I do

413
00:30:03.079 --> 00:30:07.799
to help them understand what their impact
is on me and how they could increase

414
00:30:08.119 --> 00:30:12.319
the kind of impact that they want
to have on me. So it's engaging

415
00:30:12.359 --> 00:30:18.480
in this again, it's a proactive. It's exercising your circle of control,

416
00:30:18.880 --> 00:30:21.759
the thing that you have one hundred
percent control over, to think about how

417
00:30:21.759 --> 00:30:26.319
do I make sure that I'm being
the most positive, the most effective,

418
00:30:26.640 --> 00:30:32.599
the most influential in how I interact
with people above me. And sometimes you

419
00:30:32.680 --> 00:30:37.279
just need to ask them what can
I do that would be more valuable to

420
00:30:37.319 --> 00:30:41.160
you? Or if there's one thing
I could work on that would make me

421
00:30:41.359 --> 00:30:47.200
more influential in this organization or create
a better voice for me, a stronger

422
00:30:47.319 --> 00:30:49.920
voice for me to help advancing the
mission or the values of this organization.

423
00:30:51.000 --> 00:30:55.480
What might it be. It's recognizing
that they're human beings, and yes they

424
00:30:55.480 --> 00:31:00.240
do represent a position, But if
you see them as human beings, look

425
00:31:00.279 --> 00:31:04.440
for the same kind of opportunities for
virtuous conspiracies, for collaborating based on shared

426
00:31:04.440 --> 00:31:10.759
interests. Quite often you can find
shared interest between you all the way up

427
00:31:10.759 --> 00:31:15.200
to the top of the organization,
and just the acknowledgment of that with them

428
00:31:15.599 --> 00:31:21.079
will increase your brand in their eyes, it will increase their respect for you

429
00:31:21.359 --> 00:31:26.440
and the opportunities that you have to
make greater contributions. Beautiful. And with

430
00:31:26.519 --> 00:31:30.680
that, Ron, let's grab our
last break. I'm Elise Cortez, your

431
00:31:30.680 --> 00:31:33.319
host. We've been on the air
with Ron Price at Price Associates, a

432
00:31:33.359 --> 00:31:37.599
global leadership advisory firm, and he's
also the co author of Growing Influence,

433
00:31:37.680 --> 00:31:41.039
a story of how to lead with
character, expertise, and impact. He

434
00:31:41.119 --> 00:31:42.880
joined it today from Boise, Idaho. Stay with us, We'll be right

435
00:31:42.920 --> 00:31:55.799
back. Alice Cortez is a speaker
and engagement and development catalyst. She designs

436
00:31:55.880 --> 00:32:00.559
and delivers professional development, leadership and
engagement workshops can bring her expertise to your

437
00:32:00.640 --> 00:32:07.000
organization. She will help ignite meaningful
development within your workforce that will increase employee

438
00:32:07.039 --> 00:32:10.519
engagement, performance and retention. To
learn more or to invite Elise to speak

439
00:32:10.519 --> 00:32:16.079
to your organization, please visit her
at www dot Elisecortes dot com. She

440
00:32:16.160 --> 00:32:24.440
would welcome the opportunity to help get
your employees working on purpose. This is

441
00:32:24.559 --> 00:32:30.400
working on Purpose with Elise Cortes.
To reach our program today, send an

442
00:32:30.440 --> 00:32:37.799
email to a lease Alise at elisecortes
dot com. Now back to working on

443
00:32:37.920 --> 00:32:43.119
purpose. Thanks for stating with us, and welcome back to working on purpose.

444
00:32:43.279 --> 00:32:45.519
If you're just tuning in. My
guest is Ron Price. He's an

445
00:32:45.559 --> 00:32:50.680
internationally recognized business advisor, executive coach, speaker, and CEO of Price Associates

446
00:32:50.880 --> 00:32:53.880
at Global Leadership Advisory firm. He's
also the co author of Growing Influence,

447
00:32:53.920 --> 00:32:58.079
a story of how to lead with
character, expertise, and impact. I'm

448
00:32:58.079 --> 00:33:00.920
your host, Elise Cortes. So
for this last little bit of time together

449
00:33:00.960 --> 00:33:04.240
here, Ron, let me start
with something that you have in the book

450
00:33:04.279 --> 00:33:07.559
that I think is just really really
again accessible, and it's this bit that

451
00:33:07.599 --> 00:33:10.039
you talk about how to manage relationships
and also and how to give feedback.

452
00:33:10.640 --> 00:33:15.680
And you reference a study about observing
couples that predicted that they'd stay together based

453
00:33:15.720 --> 00:33:21.079
on just one single behavior, and
that was the number of times that one

454
00:33:21.119 --> 00:33:25.079
party demonstrated kindness or respect compared to
the times they criticize their spouse. That

455
00:33:25.200 --> 00:33:29.519
needs to be in like a five
to one ratio for things to work.

456
00:33:30.880 --> 00:33:35.039
And so you know, if you
consistently demonstrate kindness and respect, you've got

457
00:33:35.079 --> 00:33:38.319
a ninety two percent chance of a
successful marriage. Now, the reason that

458
00:33:38.319 --> 00:33:42.960
that sounds interesting to me is that
you then talk about the same thing goes

459
00:33:42.960 --> 00:33:46.079
for the workplace, except it's a
three to one ratio of kindness and respect

460
00:33:46.119 --> 00:33:52.039
for everyone criticism. That is so
again accessible. You say just a little

461
00:33:52.039 --> 00:33:57.640
bit more about how you've seen this
work and why it's so useful. Yeah,

462
00:33:57.880 --> 00:34:00.720
I love one of the phrases.
One of my friends, Randy Lisz,

463
00:34:00.799 --> 00:34:05.599
wrote a book called Bumper Sticker Leadership, and it's kind of like a

464
00:34:05.680 --> 00:34:07.599
coffee table book. You open it
up and there's a bumper sticker on the

465
00:34:07.599 --> 00:34:14.400
back of his BMW that's a leadership
lesson, and then the other page next

466
00:34:14.400 --> 00:34:16.559
to it talks a little bit about
what it means, and one of his

467
00:34:16.639 --> 00:34:23.239
bumper stickers is we hired workers and
human beings showed up. You know,

468
00:34:23.280 --> 00:34:30.599
I think in today's world release there
is much more of a balancing between employee

469
00:34:30.599 --> 00:34:36.480
and employer. They really are co
equals. And a great leader recognizes that

470
00:34:36.559 --> 00:34:43.360
the people who work with her were
not created specifically just to work for her,

471
00:34:44.000 --> 00:34:46.079
that this is a part of their
life, but that if we're going

472
00:34:46.119 --> 00:34:52.320
to have real great synergism, and
if we're going to have really successful employee

473
00:34:52.320 --> 00:34:57.119
experiences, we need to recognize that
it's not just about the work that needs

474
00:34:57.119 --> 00:35:00.360
to be done, it's also about
the person who's doing the work, what's

475
00:35:00.400 --> 00:35:04.760
interesting to them, what motivates them, what they naturally do well, what

476
00:35:04.920 --> 00:35:08.079
their bigger purpose is really at place, so well to your whole mission of

477
00:35:08.159 --> 00:35:14.320
working on purpose, and so this
whole idea that if you're going to have

478
00:35:14.360 --> 00:35:19.199
a strong relationship with the people that
you work with, you have to recognize

479
00:35:19.239 --> 00:35:24.480
that there's this thing sort of like
a bank account that you're depositing into based

480
00:35:24.519 --> 00:35:28.559
on the interactions that you have with
them. This actually goes all the way

481
00:35:28.599 --> 00:35:34.079
back to a theme and a value
that was started at Scandinavian Airlines, where

482
00:35:34.519 --> 00:35:38.639
the CEO Scandinavian Airlines talked about every
time we touch a customer, it's a

483
00:35:38.639 --> 00:35:45.320
moment of truth. We've either added
equity to the relationship or we've taken equity

484
00:35:45.320 --> 00:35:49.280
away, depending on whether it was
a positive or negative experience. And in

485
00:35:49.320 --> 00:35:51.920
the same way the people that we
work with day in, day out.

486
00:35:52.039 --> 00:35:54.960
And this does not have to do
with going down or up. This has

487
00:35:55.000 --> 00:36:00.159
to do with everybody that you interact
with in the organization. Every time you

488
00:36:00.280 --> 00:36:05.440
touch you have a contact point with
them in some way, sharing information,

489
00:36:06.440 --> 00:36:10.079
encouraging them, exchanging energy, any
kind of thing, anything like that that's

490
00:36:10.119 --> 00:36:15.760
going on. If it's more positive
than negative, you're building equity in their

491
00:36:15.840 --> 00:36:20.039
relationship. And the research which comes
out of the University of Washington and it

492
00:36:20.119 --> 00:36:24.280
was led by doctor John Gotman says
that at work, if it's three positive

493
00:36:24.280 --> 00:36:30.719
deposits for everyone withdraw, you're going
to have a pretty healthy relationship, beautifully

494
00:36:30.719 --> 00:36:32.800
said. And then of course you
go on to say in the book,

495
00:36:34.079 --> 00:36:37.800
and we'll just touch on it lightly
here that you apply that same idea to

496
00:36:37.920 --> 00:36:43.440
feedback to your people as well as
how you interact with your own peers.

497
00:36:43.440 --> 00:36:45.360
So we talked about managing up,
managing down, and then of course,

498
00:36:45.519 --> 00:36:50.239
you know, relating to and managing
our peers. You have a bit in

499
00:36:50.280 --> 00:36:52.840
there that I thought was so great
about being gracious, helpful, help them

500
00:36:52.840 --> 00:36:57.280
feel comfortable sharing their ideas and opinions, don't cut them off, don't demean

501
00:36:57.320 --> 00:37:00.719
them or condescent, and same thing
given. Apply that three to one ratio

502
00:37:00.840 --> 00:37:06.159
and feedback, and I thought that
was also very very useful. And again

503
00:37:07.159 --> 00:37:12.639
I think that candidly, probably at
least I don't have any original ideas at

504
00:37:12.639 --> 00:37:16.079
all. It's just that I've learned
from other thought leaders, and I see

505
00:37:16.079 --> 00:37:21.239
those ideas through a new prism.
So this all comes back. This comes

506
00:37:21.239 --> 00:37:24.039
from a book by Rob Cross called
The Power of Social Networking, where he

507
00:37:24.119 --> 00:37:30.960
said there's a difference between informal leadership
and an organization in formal leadership, and

508
00:37:30.000 --> 00:37:36.239
sometimes your informal leaders actually have more
power than the formal leaders, more influence.

509
00:37:36.719 --> 00:37:40.280
And then he outlines that the way
that we develop informal influence in an

510
00:37:40.360 --> 00:37:45.960
organization is by helping people get their
work done, helping them solve stuff,

511
00:37:46.039 --> 00:37:52.039
solve tough problems, helping them feel
energized, by spending time with us and

512
00:37:52.199 --> 00:37:59.480
helping them feel freedom to share their
ideas and opinions. Those four ways are

513
00:37:59.559 --> 00:38:06.039
how we build relationships in a way
where the relationship actually becomes life giving instead

514
00:38:06.039 --> 00:38:09.599
of life sucking. Yeah, that
whole thing of contributing energy is very very

515
00:38:09.599 --> 00:38:13.960
important to me too, and I
gravitated to that as well. And then

516
00:38:14.039 --> 00:38:15.599
just quickly, you and I spoke
on the break about what you just said

517
00:38:15.599 --> 00:38:20.679
about how you don't really have any
original ideas but you've been kind of repackageding

518
00:38:20.760 --> 00:38:22.599
through your own prism, and of
course I agree with that. Well,

519
00:38:22.639 --> 00:38:25.440
that's what we all do. But
like we were saying together on the break,

520
00:38:25.519 --> 00:38:30.320
right, what we're doing is where
we're filtering our messages through our unique

521
00:38:30.320 --> 00:38:34.639
purpose. That's our lens of how
we see the world in a way that

522
00:38:34.719 --> 00:38:37.360
maybe just once for somebody can hear
it differently when they didn't hear it before.

523
00:38:37.400 --> 00:38:42.159
And that's the beauty of it.
It is and because it becomes a

524
00:38:42.199 --> 00:38:45.039
part of us, it's an expression
of us, it's more than just information.

525
00:38:45.320 --> 00:38:50.000
It really does have that energy and
that creativity attached to it as well,

526
00:38:50.960 --> 00:38:52.199
and it's wonderful. It's a great
place to stand from. I love

527
00:38:52.239 --> 00:38:55.000
it. I love it, love
it, love it. Okay, So

528
00:38:55.400 --> 00:38:58.960
for that, we're getting close to
the end you already, and I really

529
00:38:58.960 --> 00:39:00.400
want to talk about some of the
things that you mentioned in the book that

530
00:39:00.480 --> 00:39:04.840
great leaders do. I think this
is again very very useful for our listeners.

531
00:39:04.880 --> 00:39:07.559
And one of the things that you
say, there's three that I wanted

532
00:39:07.599 --> 00:39:13.840
to talk about is turning problems into
opportunities. Yes, it's an amazing story

533
00:39:13.840 --> 00:39:16.440
that we don't have time for right
now, but Napoleon Hill was a journalist

534
00:39:16.440 --> 00:39:23.639
in Appalatia who got the opportunity to
interview. His name escapes to me right

535
00:39:23.639 --> 00:39:30.239
now, but Carnegie and Andrew Carnegie, and as a result of all of

536
00:39:30.320 --> 00:39:35.360
that, he wrote a number of
books that have had a huge impact on

537
00:39:35.400 --> 00:39:38.960
the human success story. One of
his quotes that I've used for my whole

538
00:39:39.000 --> 00:39:45.199
life as a guidepost is that every
problem, heartache, or failure has contained

539
00:39:45.199 --> 00:39:50.880
within it a seed of equivalent or
greater benefit. And this really is part

540
00:39:50.880 --> 00:39:53.440
of the job of a leader is
to help us overcome obstacles, is to

541
00:39:53.480 --> 00:39:58.760
help us see that every problem is
it's not a stumbling block. We can

542
00:39:58.800 --> 00:40:01.320
turn it into a stepping stone zone
if we understand how to use that problem

543
00:40:01.360 --> 00:40:07.440
to our advantage instead of to our
disadvantage. M Yeah. In fact,

544
00:40:07.480 --> 00:40:09.400
one of the things that we that
I talk about, just as in my

545
00:40:09.440 --> 00:40:15.559
own journey of purpose, is that
it is that when we embrace those things,

546
00:40:15.599 --> 00:40:20.840
that those adversities that we've overcome and
really come to recognize how they've made

547
00:40:20.920 --> 00:40:23.480
us actually into who we are today. That's a very different view of looking

548
00:40:23.480 --> 00:40:27.920
at problems. Yeah, it really
is. And it's not that we want

549
00:40:27.920 --> 00:40:30.719
to keep going through difficult times,
but it's that we're going to use difficult

550
00:40:30.760 --> 00:40:34.920
times to make us a better person, which is going to give us better

551
00:40:35.000 --> 00:40:38.159
types, no question about it,
no question. Now. Another one that

552
00:40:38.199 --> 00:40:42.519
you talk about here in terms of
what makes for a great leader is and

553
00:40:42.559 --> 00:40:45.119
this is really one of my favorites
that you talk about. You say,

554
00:40:45.159 --> 00:40:50.079
great leaders inspire people to make commitments
they wouldn't otherwise make. Yeah, I

555
00:40:50.119 --> 00:40:52.960
think that really one of the great
tests of leadership. And I'm toward the

556
00:40:53.039 --> 00:40:57.320
end of my career. When you
look back over your career, the things

557
00:40:57.360 --> 00:41:02.440
that you're the most appreciative for our
relationships and if you had the opportunity to

558
00:41:02.599 --> 00:41:07.920
inspire encourage somebody else to do something
big and they come back to you and

559
00:41:07.920 --> 00:41:09.599
say I never would have done it
had it not been for your encouragement.

560
00:41:09.719 --> 00:41:14.880
So I think a great leader sees
potential in people before they see it,

561
00:41:15.280 --> 00:41:20.519
and calls it out and helps to
give them the courage to pursue something that

562
00:41:20.960 --> 00:41:23.280
they would have never pursued had it
not been for the voice of that leader.

563
00:41:24.119 --> 00:41:27.559
Well, and think about how that
really breaks down to what we're talking

564
00:41:27.599 --> 00:41:32.079
about here, leadership. If we
are individually leading people to their potential and

565
00:41:32.119 --> 00:41:37.320
who they can become, that is
to me, that's leadership. Well that's

566
00:41:37.400 --> 00:41:42.440
me working on purpose least. My
mission in life is to help people recognize

567
00:41:42.440 --> 00:41:46.320
and pursue their greatest potential because I
can't think of anything more meaningful than helping

568
00:41:46.360 --> 00:41:51.360
somebody to do that. And you
know, we only get one precious life,

569
00:41:51.360 --> 00:41:53.079
don't we, And we don't know
just when or how long for we

570
00:41:53.159 --> 00:41:57.719
get it. So working at that
sooner rather than later is important. And

571
00:41:57.760 --> 00:42:00.960
I can tell you for me in
terms of leaders and boss is in my

572
00:42:00.000 --> 00:42:04.480
listeners who've heard me for a while
know this. I was fired when I

573
00:42:04.519 --> 00:42:08.079
was nineteen by a boss that I
absolutely loved because he saw that I could

574
00:42:08.079 --> 00:42:10.159
do so much more in life.
And he said it'd be a crime to

575
00:42:10.199 --> 00:42:15.679
keep you here. Wow, and
he's still a dear friend of mine today

576
00:42:15.840 --> 00:42:21.159
some you know whatever, that's been
thirty five years later. So yes,

577
00:42:21.480 --> 00:42:24.159
it's incredible. He helped me,
He led me to what I could become.

578
00:42:24.559 --> 00:42:28.360
Yeah, that's beautiful. Yeah,
it's beautiful. And the hope is

579
00:42:28.440 --> 00:42:30.679
that we can do that for others
because at the end, that's the thing

580
00:42:30.679 --> 00:42:34.800
that we'll treasure the most. Well, and think about that. I mean,

581
00:42:34.840 --> 00:42:37.000
I know today he's eighty four years
old now. I just talked to

582
00:42:37.079 --> 00:42:39.920
him last week. He's back in
the hospital. He's got some health concerns,

583
00:42:39.960 --> 00:42:45.079
but he has made talk about making
a difference and mattering to me.

584
00:42:45.320 --> 00:42:49.119
I have stuck with this man for
decades now because of the difference he made

585
00:42:49.119 --> 00:42:52.480
in my life. Yeah, that's
beautiful. It is. So I wanted

586
00:42:52.480 --> 00:42:54.559
to really share it with our listeners
so you could recognize the difference you can

587
00:42:54.599 --> 00:43:00.480
really make when you do this leadership
thing well and for the intent, it's

588
00:43:00.559 --> 00:43:05.679
beautiful. And again, a leader
doesn't have to have a position or a

589
00:43:05.800 --> 00:43:08.880
title to be that kind of an
encourager. You just have to know the

590
00:43:08.920 --> 00:43:16.559
person, recognize their potential and encourage
them to pursue it well. And that

591
00:43:16.679 --> 00:43:20.320
maybe goes to the last point that
I wanted to make about what you say

592
00:43:20.360 --> 00:43:23.239
about great leaders. You say,
great leaders transcend self interest in self promotion,

593
00:43:23.840 --> 00:43:28.440
and what captures their attention and passion
is much bigger than themselves. They

594
00:43:28.480 --> 00:43:31.400
want to make a difference. Yeah, and that was very intentional. I

595
00:43:31.480 --> 00:43:37.679
don't think that it's realistic to tell
a leader to forget about self interest or

596
00:43:37.719 --> 00:43:40.559
self promotion. I'm not even sure
if that's healthy. I think of my

597
00:43:40.639 --> 00:43:45.599
own children and do I want to
tell them to forget about their own needs

598
00:43:45.719 --> 00:43:49.679
or their own aspirations. I don't
think that's the right thing. But what

599
00:43:49.880 --> 00:43:52.800
is the right thing I think is
don't stop there, go beyond that,

600
00:43:53.000 --> 00:43:59.119
transcend self interest in self promotion,
because you've caught a sense of purpose that's

601
00:43:59.239 --> 00:44:04.320
greater than taking care of yourself.
It's your way, as Steve Jobs used

602
00:44:04.320 --> 00:44:06.960
to say, it's your little way
to put a dent in the universe.

603
00:44:07.440 --> 00:44:09.440
And yeah, and to that point, when I read that part of your

604
00:44:09.440 --> 00:44:13.639
book, I was thinking about Aaron
Hurst, who is an author. He

605
00:44:13.679 --> 00:44:15.360
was on my radio show as well, and he wrote The Purpose Economy,

606
00:44:15.400 --> 00:44:20.239
and he says, for something to
generally qualify for a purpose, one you

607
00:44:20.280 --> 00:44:23.199
have to be serving an audience beyond
yourself. Two, in the service of

608
00:44:23.320 --> 00:44:28.639
doing that purpose, you're personally growing. And three you're creating a community.

609
00:44:29.559 --> 00:44:32.400
So to me, that was conjured
when you made those points, wonderful.

610
00:44:34.239 --> 00:44:36.679
I agree with him. That's great
and it's a great book. Also,

611
00:44:37.639 --> 00:44:43.239
Yeah, you read it, Yes, Yeah, I'm quite quite impressed with

612
00:44:43.320 --> 00:44:45.880
him. I did go to his
Purpose conference in October as well, met

613
00:44:45.880 --> 00:44:49.519
some other people who are also working
on purpose. It was pretty great.

614
00:44:50.000 --> 00:44:52.599
Yeah, We've got a lot of
great people that are on the face of

615
00:44:52.599 --> 00:44:57.159
the earth today and the more we
focus on them, the stronger we get.

616
00:44:58.159 --> 00:45:00.599
Well, you know one thing that
I will say to this purpose it

617
00:45:00.679 --> 00:45:02.920
is because you know, it's become
really quite a movement of sorts and certainly

618
00:45:02.920 --> 00:45:07.639
even an industry. I had a
woman in my show a couple three weeks

619
00:45:07.679 --> 00:45:09.800
ago named Karen Hoyis, and she
writes in her book and we talked about

620
00:45:09.800 --> 00:45:13.280
on the show. She says,
right now, only one person of the

621
00:45:13.320 --> 00:45:17.559
whole global population is fully working from
their purpose, and that when we get

622
00:45:17.559 --> 00:45:22.960
to three that human consciousness will be
raised such that peace will actually become possible.

623
00:45:24.039 --> 00:45:28.000
That's beautiful, isn't it? Though? It is. One of my

624
00:45:28.119 --> 00:45:31.360
sons has become quite a popular speaker, and he recently spoke at an event

625
00:45:31.440 --> 00:45:36.119
and I got a chance to see
it, and the theme of his presentation

626
00:45:36.400 --> 00:45:39.119
was what are you willing to risk? And it really comes back to purpose.

627
00:45:39.199 --> 00:45:42.840
What is it that you care so
much about, that you believe in

628
00:45:42.960 --> 00:45:47.119
so much that you're willing to risk
in order to advance it. And he's

629
00:45:47.159 --> 00:45:51.679
done that in his own life,
and it's really what's created the platform for

630
00:45:51.760 --> 00:45:55.599
his leadership to influence others. You
and I talked about him. What a

631
00:45:55.639 --> 00:46:00.599
remarkable man. Okay, So two
more questions before I have to let you

632
00:46:00.639 --> 00:46:02.840
go. So this next thing that
you said that I think is important for

633
00:46:02.920 --> 00:46:07.400
us to say for ourselves and for
our listeners, is you say that position,

634
00:46:07.480 --> 00:46:12.000
expertise, and character are always a
work in progress, and that it's

635
00:46:12.039 --> 00:46:15.840
critical that we understand that we're not
ever finished. There's always work to be

636
00:46:15.920 --> 00:46:21.119
done. We can't let success create
complacency. Yeah, because that's really what

637
00:46:21.239 --> 00:46:25.320
keeps us growing, and that's what
keeps life interesting. I lost my father

638
00:46:25.679 --> 00:46:30.519
last August. He was just a
couple months short of ninety four years old,

639
00:46:30.039 --> 00:46:34.679
and one of the greatest examples that
he set for me is that all

640
00:46:34.719 --> 00:46:39.559
the way up to the last few
days, he was always enthusiastic about becoming

641
00:46:39.559 --> 00:46:45.559
a better person. He was always
enthusiastic about developing his character and really developing

642
00:46:45.599 --> 00:46:50.280
his expertise. Is a little bit
crazy, but he was still he was

643
00:46:51.039 --> 00:46:54.280
an inventor, and he was still
inventing things into his nineties. But he

644
00:46:54.519 --> 00:47:00.760
demonstrated to me the zest of life
and recognizing that we know ever crossed the

645
00:47:00.760 --> 00:47:05.880
finish line in this life. At
best, one of our greatest choice is

646
00:47:05.920 --> 00:47:08.320
when we get to pass the baton
to the next generation, to the next

647
00:47:08.320 --> 00:47:12.960
group of leaders. And in a
way, that's really where our book ends

648
00:47:13.239 --> 00:47:17.760
is when David Emily's mentor gets the
opportunity to pass the baton to her and

649
00:47:17.800 --> 00:47:22.119
to say you go, you can
do it. M h. And by

650
00:47:22.159 --> 00:47:25.199
the way, a listener is just
a bit of a cliffhanger. The ending

651
00:47:25.239 --> 00:47:30.320
of the book is so beautiful.
It's just beautiful. Ron I just appreciate

652
00:47:30.360 --> 00:47:32.039
so much, as I told you
before, how you finish the book.

653
00:47:32.519 --> 00:47:37.960
Thank you very much. It's still
tugs at Stacey's in my heart every time

654
00:47:38.000 --> 00:47:43.199
we read it. Well, it's
wonderful to be moved to tears and that's

655
00:47:43.239 --> 00:47:45.920
what you did for me. Well, thank you, Elise. You know

656
00:47:46.159 --> 00:47:52.280
because of your own work that we
live to create value for others, so

657
00:47:52.360 --> 00:47:57.280
getting that feedback from you is very
meaningful. Thank you. And with that,

658
00:47:57.440 --> 00:47:59.840
here we are at the end of
the show already, Ron, So

659
00:48:00.679 --> 00:48:02.719
what would you say in about twenty
seconds, what would you like to leave

660
00:48:02.719 --> 00:48:06.800
our listeners with. Well, I
like to encourage them, first of all,

661
00:48:06.840 --> 00:48:08.960
to continue to listen to your show
because you're doing a great job and

662
00:48:09.000 --> 00:48:15.840
you're having some great guests on your
show. If they'd like to look into

663
00:48:15.880 --> 00:48:17.840
the book, they can get at
any place that books are sold. It's

664
00:48:17.880 --> 00:48:22.960
available in ebooks, it's available on
audible. We actually hired professional actors to

665
00:48:23.079 --> 00:48:29.960
record it on audible, and just
encourage them that the only limits on your

666
00:48:30.000 --> 00:48:34.079
potential are the limits that you may
have created yourself, and because you created

667
00:48:34.079 --> 00:48:37.559
them, you're the one who can
tear them down. Beautiful way to finish.

668
00:48:37.880 --> 00:48:40.559
Now, if listeners want to find
you, what's the best website to

669
00:48:40.599 --> 00:48:45.880
send them to? They can go
to Price Associates dot com and if they

670
00:48:45.920 --> 00:48:49.960
go there, we have a landing
page for Growing Influence, where we have

671
00:48:50.079 --> 00:48:55.679
some videos and additional materials as well. So it's Price Associates dot com.

672
00:48:55.679 --> 00:49:00.079
Wonderful Ron, thank you so much
for being a guest on my show and

673
00:48:59.760 --> 00:49:02.880
Sarah sharing your beautiful heart, soul
and wisdom with all of us. Thank

674
00:49:02.920 --> 00:49:08.679
you, Lise, it's been great
to be with you, absolutely so if

675
00:49:08.719 --> 00:49:12.320
you missed the show. Last week, listeners, we were on the air

676
00:49:12.360 --> 00:49:17.599
with Bob Hopkins and Amit Banerjee talking
about their whole focus on teaching philanthropy to

677
00:49:17.719 --> 00:49:22.679
kids and the impact that has made
for both of their lives, Bob being

678
00:49:22.760 --> 00:49:27.239
the instructor and Amit being this student. A fantastic conversation. Next week,

679
00:49:27.239 --> 00:49:30.360
we'll be on the air with Sophie
McLean talking about her incredible years long quest

680
00:49:30.440 --> 00:49:35.039
to search for meeting and avoid the
tedium of the everyday life. She has

681
00:49:35.199 --> 00:49:37.679
been on quite an adventure and shares
a lot of what she's learned to transformed

682
00:49:37.679 --> 00:49:40.880
herself into today. See you there. Remember that work is at least one

683
00:49:40.920 --> 00:49:47.920
third of her life, So let's
work on purpose. We hope you've enjoyed

684
00:49:47.960 --> 00:49:52.639
this week's program. Be sure to
tune in to Working on Purpose featuring your

685
00:49:52.679 --> 00:49:59.400
host Alis Cortes each week on the
Voice America empowerment channel. This week,

686
00:49:59.599 --> 00:50:00.960
find you life's purpose at work