What is the Ingredient Mix in Your Leadership CAKE?

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What's working on purpose anyway? Each
week we ponder the answer to this question.

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People ache for meaning and purpose at
work, to contribute their talents passionately

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and know their lives really matter.
They crave being part of an organization that

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inspires them and helps them grow into
realizing their highest potential. Business can be

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such a force for good in the
world, elevating humanity. In our program,

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we provide guidance and inspiration to help
usher in this world we all want

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working on purpose. Now Here is
your host, doctor Elise Cortes. Welcome

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back to Working a Purpose program.
Thanks or tuning again this week at Least

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Course has your host joining you from
Dallas, which is my home base.

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By way of introduction, if you
don't know me, I'm a management consultant

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specializing in meaning and purpose, organizational
logotherapist, inspirational speaker, social scientist,

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and author. You can learn more
about me and the work I do at

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at leastcore test dot com, orgustodashnow
dot com. Before we get started in

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today's program, we must thank our
partner and sponsor, Work Proud. We

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are a perfect collaboration. Everyone wants
to know they matter and the work that

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they do is meaningful and appreciated.
Work Proud is a mobile platform built to

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encourage employees to share stories and recognize
each other's contribution. Work Proud empowers hr

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and business leaders to help create company
cultures where all employees are inspired to feel

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proud of their work. I'm proud
of their company. Check them out at

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workproud dot com. With us today
is Steve Rush. He's the CEO at

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Improv Consulting. He's a strategic thinker
and futurist. He's the host of the

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Leadership Hacker podcast, the author of
The Leadership Cake, our recipe for success

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in leadership, and a renowned global
expert in leadership transformation and communication. We'll

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be talking today about the unique cake
recipe from his book and how it can

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be applied to develop our own unique
and tasty of leadership. You joined it

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today from London, where it is
actually I think midnight, is that right?

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It's eleven pm? Eleven pm,
and you've had a very full day

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and very good in full day.
Thank you for joining us, and so

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I'm delighted to be delighted to be
with you and the thrill that we get

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to literally taste your recipe for leadership
in this conversation for those of us having

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a close to a midnight snack,
You're perfect, exactly perfect. So to

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get us started here, I did
read your book cover to cover, as

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I'm prone to do. But those
of you who don't know much about you,

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if we could just get you situated
with with our listeners and our viewers.

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I think of you as a consultant, strategic thinker, futurist author,

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of course, but will you share
a bit about your background so that we

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know where you're coming from and what
you're pouring yourself into today. Yeah.

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So I've come to learn over the
last few weeks of explaining myself to a

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number of people that I have a
career of two thirds and a third.

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So my first two thirds of my
career I was in corporate banking and commercial

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banking and private banking, and grew
through the leadership hierarchy. And my last

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real job, as I like to
call it, before I do what I

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do now, because I don't really
see what I do now as a real

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job, I was running the division
of a wealth management business for a global

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bank as an executive vice president,
so lots of responsibility, multi billion dollars

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of revenue and had a blast,
but just got bored. So that triggered

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a conversation with my boss at the
end of my year appraisal that ended up

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me asking for a way out to
do a bit of soul searching and ended

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up in the world I'm doing now, which is the next third of my

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career, in this chapter of my
career, which is just helping people become

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better at what they do, and
that has an enormous scope, so everything

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from leadership development, coaching, helping
people through change and transformation, whether it

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be a system a process, whether
it be organization or restructure, and anything

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and everything in that space. And
that happened purely by accident and me just

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finding out that actually what I was
really good at in my corporate world was

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having great conversations with people and helping
them solve their problems. And it wasn't

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until I left my corporate world and
realized that actually I could still do all

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of that, but I didn't have
to worry about the corporate hang ups that

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come with working Anansishi was able to
be really true to myself and give people

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real candor and honorty, and it
certainly well, we're nearly ten years later

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and had a ball worked all over
the world splendid. And as I was

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saying to you before we came on
here, let's just quote doctor Seuss.

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It should be it should be like
that, and we want it to be

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like that for a lot of people, which is why both of us do

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what we do. So I'm really
happy to share with you. I share

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you on air with people that are
listening to this. And of course today

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we want to focus on leadership,
and more and more we're seeing, especially

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in this pandemic, the world certainly
needs leadership. But I want to understand

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from your vantage point, because everybody
has a unique point of entry or reason

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for entry, why is developing leaders
so important to you? So it's a

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great question, and actually I just
want to just take us a step back,

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because leadership for me, isn't about
a role. It's a behavior.

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And quite often, you know,
I can often be guilty of this myself

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actually in giving people leadership roles.
But actually leadership is a behavior, and

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we see it in school playgrounds,
in school yards, we see it in

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you know, churches, we see
it in community centers, we see it

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all over the place. And actually, if we start to rethink about the

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role that leadership plays. It's about
the fact that as the right behavior is,

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doing the right thing in the right
time and responding in the right way

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doesn't really have to come with a
corporate title. It doesn't have to come

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with an age group either. In
my my son's basketball team, I see

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leadership happening with eleven twelve year old
kids. So this is about just understanding

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the core principles about what's doing the
right thing. And my experience tells me

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that if you do the right thing, that's broadly what leadership is. Hmmm,

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that was just me definitely worth listening
to, Okay, and I like

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that. Actually I wrote that down. I want to use that as a

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quote when I shared this out with
people. So here you are. It's

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nice to be Maybe maybe it's not
nice for you, but I always think

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it's nice to be on the other
side of the mic when I'm on somebody

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else's show. But for me,
six years in my show has really helped

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me learn a ton about what I'm
up to, meaning, passion, purpose,

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while being et cetera. So I'm
interested to understand what you have learned

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about business and leadership by hosting the
Leadership Hacker Podcast. Sure, I think

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you and I are absolutely blessed,
aren't we with the opportunity to speak with

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so many different people from so many
different walks of life. I think I've

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learned so much in the last twelve
months. So my podcast is coming for

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its twelve twelve month birthday, it's
first year birthday next week and fifty five

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fifty six episodes in and every single
week I learned. And I guess the

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one thing that strikes me is that
every guest I have on it learns too.

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And it's that one thing that just
always strikes me that whatever the age,

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whatever the experience, background, corporate
experiences, et cetera, there is

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this real restless curiosity to want to
continually learn. And that's been the real

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kind of theme that kind of strings
through all of the conversations I've had.

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That's probably a one putting And the
other thing that I've learned than anything is

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how much more twelve months in now
I value diversity more I've ever done,

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and not just diversity in terms of
ethnicity and sexual orientation, but diversity into

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thought and experience. And I think
that's one that we often sometimes miss out

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in that whole diversity conversation. So
one of the things that's interesting for me.

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I'll share this because I do I
do think that well, I think

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it's been identified by various people,
not just me, even this conversation,

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just the importance of ongoing learning,
especially in today's ever, ever changing world

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in the moment, it's curious for
my vantage point, and from my own

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show, if you were to look
at the three hundred and twenty episodes that

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I've hosted, what you would notice
is the unfoldment of my consciousness. And

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so really the things that i'm because
I opt into I only bring on people

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who can advance the conversation on creating
a meaningful workplace, inspirational leadership and business

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that's done from a stakeholder, capitalistic, thoughtful, conscientious vantage point. And

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so you know, there's no reason
I probably wouldn't have wouldn't have noticed,

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you say, five years ago,
four years ago, three years ago.

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So I'm curious, do you find
that your own attraction to podcast guests or

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even material is changing in some particular
in particular fashion, Yeah, it is.

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Actually what I think is really quite
stark is my own self development has

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actually become pushed to the full and
as a result of feeding my own curiosity

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about me and my growth, and
my personal growth inspires me to want to

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look for other people who can also
not just enrich my thinking and behavior,

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but if it will enrich mind,
absolutely no, rich the audience that we

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serve. And you know, there's
been a number of things in the course

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of the last twelve months that have
really pivoted the way I do things for

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me personally, from my business as
well as my family too. M hm.

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And how great is that? So
you know, well, and you

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know, for me, what I
always find amazing is when people come on

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my show and they hear that I
actually read their book cover to cover,

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and it's evidenced in the questions I
asked them. They're always kind of amazed

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with that. I'm like, why
wouldn't I read your book car to cover?

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Why wouldn't I do that? You
put something out of the world,

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and I frankly want a benefit of
it myself. So same thing with your

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book, which brings me to my
next question. So I really appreciated just

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the craftiness of your book and just
where it all came from. Maybe before

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I get into some of the mechanics
I guess I want to start with just

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where the the idea of where you
came up with the analogy of a ca

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Crispy came from you from your book. Sure, so it was he picture

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the scene. I was kind of
coaching a really left hand brain CFO who'd

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become the CEO of a private banking
organization. You know, he had zero

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emotional intelligence. Very very highly intelligent
person understood academically that he needed to do

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lots of things and shift lots of
behaviors, but emotional and physically couldn't see

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it. And it was just really
wrestling. I tried lots of you know,

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psychometric testing to wave under his nose
and getting to think of himself differently,

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and I just couldn't get that emotional
shift in him. So that weekend

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I'd flown home and my wife is
a very traditional girl from the North of

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England, and we were getting it
was just the last Sunday before Advent and

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traditionally in the North of England they
mix a Christmas cake and that particular time

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and my wife was talking to me
about the Christmas cake and we have to

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put a coin in the Christmas cake
and stirrep so all the kid to take

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it in turns to stir it,
and that was kind of you to give

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us good luck. And she was
just talking about the ingredients that she was

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going to get that day. And
so she was talking about, you know,

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if we've got to get this right, and I've got to get that

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balance right, and if I don't
get this, it's not going to be

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a cake. And clearly, being
the attentive husband wasn't particularly being all ears.

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And you know, I'd got one
ear on. You know, I've

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got to go back on Monday and
speak to the CEO. And it was

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just epiphany almost of that's it.
It's about getting the ingredients in balance.

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And I remember I remember sitting up
and saying to her leadership cake, and

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she looked at me as if to
say, what are you talking about.

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I said, it's a cake,
leadership cake. Just bear with me,

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and I dashed, dashed downstairs.
I went into the office and I googled

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the leadership cake and there was nothing
there and ingredients in leadership. There was

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a couple of articles, but nothing
really that was kind of empowering. So

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I thought, God, there's something
here. I'm going to test this when

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I go back on Monday. So
I hopped on a plane on Monday.

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We got to do his office and
we're in our session together and yeah,

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and I said to him, I
said, look, I know you're going

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to find this a little bit challenging, but I just want you to think

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of yourself as a cake. And
can you imagine all that went over?

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It was? I said, just
human be here. So do you like

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cakes? Yeah? I like cakes? Okay, so what about cakes?

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Do you like? Well? I
like these things, he said, Steve,

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this has got nothing to do with
me. He said, it's got

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everything to do with you, because
I want you to think about your leadership

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and being like a cake. If
you think of if we're going to make

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a cake, we're going to need
some flour, We're going to need some

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eggs, we're going to need some
water, we can need some sugar.

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If you think about those things,
you haven't got any eggs, Colin,

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you haven't got any sugar. You
just this mushy thing over here. And

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I said, and actually, you
know, this is all really really brilliant,

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but there's just too much of it. And what we need to do

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is get some of this in balance
so that you are constructed like a cake

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and sat up in his chain.
Okay, so what ingredients do I need?

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Which then started the conversation which led
into me doing loads of research around

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what are the things that are common
across great leaders A couple of years later,

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Leadership Cake was born. I love
the way you write about it in

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the book. It's just splendid.
Of course I knew that, sirup.

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I wanted you to share it with
our listeners and our viewers, and I

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just what I appreciate that is just
even how you situated, you know,

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left brain right brain sort of thing
which you also of course address in your

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book as well. Super important.
And so from what I could understand,

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and let's just cover this piece,
p this first piece, and then we'll

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go into the others after the break. But you've got this premise, as

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I can understand it, of your
cake model, and that's the E plus

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R equals Oh. Can you talk
about that? Yeah, Well, we

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all have a cake metaphorically, and
in order to be thoughtful about our cake,

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the E plus our equals Oh.
Is this the effect of whenever we

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go through our leadership career, there
will always be things that we are faced

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with. So the events that's the
there r is the way that we react

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to them, and owe is our
outcome. Now, we have very little

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control over our events that happen,
but if we want to change the outcomes,

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the only thing we can change is
the way that we react to them.

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So if I'm really thoughtful around how
I respond, how I react,

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and in doing so, how I
construct, my recipe for success will be

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whether or not you're an effective leader
or not. I just think that is

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so incredibly crisp and clear, which
is why I wanted to start with that

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before we got into the actual ingredients
per se part of it, because when

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you recognize it, and I think
that's exactly it. And so then now

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when you start to say things like
emotional intelligence, which of course feeds into

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how we react to something, how
we choose to react, and then with

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what regard or from what do we
pull from to be able to form a

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reaction. So crisp and so I
thought that was a great way for us

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to start the conversation. What I
want to do after the break, Steve,

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is talk more in depth about your
actual model self the ingredients. So

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let's grab our first break. Sure, I'm Elise Cortez, your host,

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We were in there with Steve Rush. He's the CEO of Improved Consulting.

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He is also a strategic thinker and
a futurist. We've been talking a bit

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about where his interests came from in
leadership and how we went about creating an

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approach to addressing it. After the
break, we're going to get more into

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the detail of the actual model itself
and those ingredients. Stay with us.

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We'll be right back. Doctor Elise
Cortes is a management consultant specializing in meaning

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and purpose and inspirational speaker and author. She helps companies visioneer for greater purpose

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among stakeholders and develop purpose inspired leadership
and meaning infused cultures that elevate fulfillment,

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performance, and commitment within the workforce. To learn more or to invite Elise

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to speak to your organization, please
visit her at elisecortes dot com. Let's

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talk about how to get your employees
working on purpose. This is working on

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on Purpose with doctor Elise Cortes.
To reach our program today or open a

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conversation with Alise, send an email
to Alise Alise at elisecortes dot com.

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Now back to working on purpose.
Thanks for starting with us and welcome back

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to Working on Purpose. I wanted
to let you know that in response to

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some of the inquiries that I've been
getting about how to help companies care for

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their employees as the pandemic continues and
anxiety, stress, depression, and feeling

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disconnected or on the rise in the
workplace, we have just launched a wellbeing

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webinar and learning series to nurture and
build individuals from the inside out. If

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you want to know about that,
reach out to me via email. That's

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the best Waylease at Leascortes dot com
if you're just joining the program. My

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guest is Steve Rush. He's the
CEO of Improved Consulting and a strategic thinker

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and futurist. He's the host of
the Leadership Hacker podcast and the author of

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Leadership Cake. He joined you today
from London. I'm your host, Alis

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Cortes, So let's dive into Steve
if we can. Let's if you can

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first. And by the way,
it's always so useful, right when you

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can create some kind of an acronym
that helps readers be able to grab and

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remember what you have. It's just
stunning. I'm working in my second book

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trying to figure that out myself,
So thank you for the model. So

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cake, break it down and then
we'll talk about each one of those essential

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ingredients. What's cake? So I
came up with the idea of cake,

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which was as a result of the
conversation we spoke about earlier. But then

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I set around to do some research
because it's all very well less creating an

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acronym and trying to retrofit some stuff, but actually I wanted to make sure

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that I understood from great leaders around
the world, what were the things that

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were common that everybody had. And
actually I come up with about five or

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six different things, and of course
it would it just happened to work out

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that the four things that presented themselves
that were most common amongst great leaders were

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communication, authenticity, knowledge, and
empathy. And it just happens to make

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cake. So it kind of worked
out quite neat. Okay, well,

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let's let's talk about each one of
them. So you know, and I've

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heard I really want want to emphasize
this. This is so important because I

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work with a spectrum of people between
of course introversion and extraversion, and so

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you talked about obviously the C is
for communication in the peak and so so

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critically important. And even last week
on the show Steve I was on with

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Robert White and who also emphasized that
that as being one of three critical factors

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that impact our performance. And I
don't care if you know it comes naturally

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or not. You've got to be
good at it. So bring us into

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the fould. Talk to us about
communication. So communication is absolutely essential in

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every single walk of life. If
we're if we're able to adapt the way

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that we communicate to anybody and every
situation, we're going to be more effective

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leaders. So whether it be you're
talking to a brand new hire or a

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graduate employee, or another CEO of
another organization, or a lady down the

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road or a gentleman in the village, wherever you are, if you're able

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to adapt to those individuals styles,
tones, commonalities, we're able to become

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more like them. And you know, right back through the centuries and the

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generations, we all have that natural
innate association to want to be like people

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like us. And therefore, the
more you're able to adapt your communication style,

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people will understand you. And the
big thing of course with communication is

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it has to be absolutely two way. Most organizations, most leaders often have

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a perception they've communicated where actually they've
probably just cascaded. They've sent information,

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they've you know, don a broadcast, they've been on a podcast. That's

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not communicating unless you've got some response
in relation to what you've sent out,

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and therefore how you close that loop
is equally as an essential part of that

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communication strategy. So one of the
things that I was thinking about as you

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were saying that, Steve, is
one of the many ways that I could

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be described as I've read energy.
According to Luminus Sparks, I know the

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words very high, speak fast,
I walk fast. You know, I

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think you know. I like to
get things done. I'm all about achieving

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results, et cetera. And what
I know listeners and viewers is that when

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I come in, and it's very
easy to ascertain someone else's energy or their

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color by watching how they move and
even the first hearing, the first few

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sentences from their mouth. If I'm
coming in, and the technical audiences that

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I'm working with engineer scientists, it
people a lot of them have more bluer

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energy, so they want the information. They don't want the rapid fire.

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So I literally I want to come
in hot and so what they what they

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of. Where I can connect with
them better is when I dial that energy

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down, I bring my tone down
and bring my energy to closer to their

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level. And I'm really thoughtful about
what it is that I say, and

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choiceful in my words, economical in
my words, and now I have a

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better way to be able to communicate. So, Steve, that's the way

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I would interpret what you just said
about changing how we communicate. It's a

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really great point because there are loads
of tools that help us do that.

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So whatever Youngian style of assessment you
take, or you like you're just understanding

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how you're naturally going to communicate is
really helpful and how others respond to that,

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so how you can use different tools
and activities. And of course most

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of our communication is nonverbal, and
you know that's really important in the world

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that we're in now, where we're
much more virtual than we've ever been before,

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and how do you tap into that
nonverbal communication scientists have told us is

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about fifty five percent. Well,
most recent studies suggest it could be as

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much as seventy five percent of our
communication is nonverbal, and therefore it's not

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just about what we say and what
we do, how we use other things

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to help us communicate. Well,
I think maybe even seen as stat that

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our actual words used might even accom
even an only account for like seven percent

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of the case or something crazy like
that. Maybe that's what was in your

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book. I can't remember. But
now what's important to say next? Then?

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I think since people hearing what I
just said about how I change the

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way that I talk with other people
does not mean that I'm being inauthentic.

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It means that I'm flexing myself so
that I can connect with that person meaningfully.

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So your second ingredient is a for
authenticity. Talk about that one.

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So authenticity is a little bit overplayed. When I read the book about five

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years ago, this was kind of
still relatively upbeaten on the agenda, And

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you know it's been overplayed because people
have a perception now I can just be

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authentic. Well, no, that's
not your choice. Unfortunately, you can

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attempt to be authentic, but you'll
only know that by how people respond and

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react to you. Because all authenticity
is it's just being who you really are,

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and it's not putting on a guys, it's not trying to mimic somebody

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else. It's not trying to use
other language that you've heard from other people.

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It's just taking the best of everybody
but molding it so that it's actually

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physically manifested by you and it feels
like you. And we have a little

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trigger in our brain that helps us
spot in authentic behavior, and that's a

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little shift in dopamine in our brain. And typically what happens, of course,

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is we think we're being authentic.
But you know, when somebody is

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telling you they're authentic, that's probably
not a good sign in the first place.

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And I just want to be really
authentic. It is probably not a

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good long to start with. But
equally, when we feel that gut,

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feel that it isn't anything to do
with our gut. Ironically, it's to

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do with the shift in dopamine.
It's the reward chemical that makes this risk

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of pay attention to what's happening.
And in doing so, when that little

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shift in dopamine takes place, we
should notice that because it's telling us that

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two things could be happening. Either
what that person is telling us is perhaps

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not authentic, or it could be
a bias that we have. And it's

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about what in five chance of it
being a complete bias, but we then

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just need to test that. But
being authentic is just if you have to

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have a work hat and a home
hat, that's never going to work.

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This is about just you being that
consistent you. And what I was thinking

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as you were talking about that,
Steve, is is this is where people

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can start to expect they know what
they're going to get with you because you're

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dependable. You're reliable in who you
are. They know who you are and

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what your brand is if you will. So the other thing that you talk

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about in authenticity that we have to
talk about because it smacks right up my

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alley and you know, I can't
get past this, but I'm going to

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quote this from your book and then
have you comment on it. You say,

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of the leaders that I have worked
with, the ones who have the

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ability and desire to be inspired themselves
also demonstrate the same desire to inspire others

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without fail. Leaders who inspire others
demonstrate a passion and love for whatever it

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is they do. Inspirational people always
display high energy, and it's that energy

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that captures our attention. Yes,
yes, and yes, that's what my

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book is all about. So yes, say more please. Yeah, it's

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just an infectious, isn't it.
Yes, you know that when you're in

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the presence of somebody who is genuinely
there because they want to support you,

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and they genuinely have a very low
agenda for themselves, that's just really empowering.

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And what happens as a result of
that is the person who's empowered to

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create that environment feels even more empowered
because other people are responding and reacting in

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a positive way, and it just
becomes a self fulfilling prophecy of energy,

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as I call it, because it
just creates great results in that way.

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I'll add to that and see what
you think about this. I have increasingly

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in my own study, is Steve, I continue to study a logo therapy,

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I find myself, of course sitty
more deeply meaning and purpose and what

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I what you what you can't get
away from in those studies is is the

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ongoing and development of consciousness. And
when you start looking down that path,

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what happens is you start to notice
that everybody that's in that path really talks

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about one word all the time,
and it's that word you said, energy.

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So I really come to believe that
everything is energy and that we as

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human beings and everything else traffic on
some level or decibel of energy or vibration,

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if you will. And so the
higher that we vibrate, the higher

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that we work, the more that
we can. We tend to be pulling

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others up and being being interested in
being pulled up by others above us.

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Your thoughts, reactions, Yeah,
so I think somebody called it the law

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of attraction. Actually, I think
it's just the law of energy. And

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if you give out good energy,
what happens is that the people they find

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that and they feel that, and
they fuel the energy in you. But

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it starts, really, doesn't it. I think it's beautiful. And so

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of course the work that I do
around about nurturing meaning and purpose, so

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meaning is really just an energy engine, that's what it is. So that's

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00:26:51.200 --> 00:26:56.440
why I start with that as a
basis. So third ingredient in your model

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K for knowledge. Talk to us
about knowledge. Yes, so this is

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a really interesting one. So when
I started doing some research, there are

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so many great leaders who possess great
knowledge but can't lead. And the reason

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they can't leaders because this ingredient seems
to be overplayed in their cake and you

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00:27:18.160 --> 00:27:22.839
know, you know it be technical
specialists or you know, have worked through

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the hierarchy of the organization have become
the font of all knowledge. And what

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I found through my research is that
most organizations where they have very technically gifted,

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very very technically gifted leaders, tend
not to have as an effective and

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00:27:37.519 --> 00:27:45.119
an organized workforce. Whereas where they
had less academically educated entrepreneurs leading those businesses,

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what you then saw was a very
different energy in the workforce. So

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it led me on this path to
just discover what was really going on.

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And what I found, knowledge is
only power if you share that all the

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way through all of your organization.
And there is this old knowledge is powered,

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I just don't buy it anymore.
Through my experience and my conversations and

401
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my work, what I've found is
that knowledge can only be powerful if it's

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disseminated through the organization, if it's
shared and communicated as quickly as it possibly

403
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can, so that everybody gets to
grow and learn as everybody should, that

404
00:28:22.920 --> 00:28:26.640
as beautifully articulated articulated. The other
thing that I think I remember you saying

405
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too about knowledge, And tell me
if I dreamt this or got at someplace

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else, but I think you also
said something about it's important for leaders to

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be able to know enough about the
general space and the people that they're working

408
00:28:37.839 --> 00:28:41.680
with so that they can appreciate the
work that they're actually doing. Yeah,

409
00:28:41.720 --> 00:28:45.480
you're absolutely right. So there's a
danger, isn't it becoming too knowledgeable?

410
00:28:45.559 --> 00:28:48.599
And I know that sounds a bit
almost noxygmore and in a little bit cliche,

411
00:28:48.640 --> 00:28:52.319
But if you knew too much about
the business that you are leading,

412
00:28:52.759 --> 00:28:56.440
then two things are happening. One, you're not being curious enough to find

413
00:28:56.480 --> 00:29:00.799
new things you don't know about.
And secondly, what happens is consciously you

414
00:29:00.880 --> 00:29:06.039
stop asking those curious questions because you
know the answers, and therefore it's how

415
00:29:06.079 --> 00:29:10.039
you create the space to keep evolving
and keep growing, so that knowledge becomes

416
00:29:10.079 --> 00:29:15.880
that continuum, that growth that you
have that allows you to keep fresh and

417
00:29:15.960 --> 00:29:19.119
keep asking the right questions at the
right times. We are two pie's in

418
00:29:19.119 --> 00:29:23.759
a pod. I am constantly talking
with my clients about the importance of cultivating

419
00:29:23.799 --> 00:29:29.119
curiosity and employing curiosity, because there's
always that concern, well, what if

420
00:29:29.119 --> 00:29:30.640
people think I don't know what I'm
talking about, I don't know I should

421
00:29:30.680 --> 00:29:33.359
know, I'm the leader. Well, why would you be expected to know

422
00:29:33.400 --> 00:29:37.319
everything. Why can't you come in
with you know, smelling of curiosity or

423
00:29:37.319 --> 00:29:41.200
smelling with curiosity and lead with that, and so I see it's something very

424
00:29:41.200 --> 00:29:45.480
similar. So that's right, right, all right. So the last part

425
00:29:45.519 --> 00:29:48.799
of the cake here, in terms
of its foundation anyway, is E for

426
00:29:48.880 --> 00:29:52.880
empathy. Yeah, so it's kind
of well trodden, this isn't it,

427
00:29:52.920 --> 00:29:57.720
But still people get it wrong.
And this is about really just being in

428
00:29:57.759 --> 00:30:03.759
the service of the people you work
for and understanding from many perspectives, how

429
00:30:03.799 --> 00:30:08.640
it really feels like, what it
really looks like, how it really experienced

430
00:30:08.640 --> 00:30:12.480
things. And I use this as
a kind of egg metaphor in my cake.

431
00:30:12.519 --> 00:30:17.319
It's the one that binds the others
together, because without you truly really

432
00:30:17.440 --> 00:30:22.319
understanding what it is like for the
people that work with you, then you're

433
00:30:22.599 --> 00:30:29.240
likely to make a polyformed decisions and
you're likely to not make the most effective

434
00:30:29.480 --> 00:30:33.559
decisions and conversations. So it's for
me, it's the one that binds everything

435
00:30:33.599 --> 00:30:40.279
together. You just reminded me of
just and this will speak to the how

436
00:30:40.319 --> 00:30:44.920
it is that we react to events
or people or situations. And this is

437
00:30:44.920 --> 00:30:48.400
probably my least favorite phrase that's probably
ever been uttered in the world. Well,

438
00:30:48.480 --> 00:30:52.319
the fact of the matter is what
is the fact of the matter,

439
00:30:53.000 --> 00:30:57.759
usually almost uttered in some kind of
a disagreement, and it's their fighting words.

440
00:31:00.440 --> 00:31:03.319
They just they ignite the iyer.
So those of you listening, if

441
00:31:03.319 --> 00:31:04.839
you have this in your life or
this is a go to phrase for you,

442
00:31:06.279 --> 00:31:08.839
for you, I've really encouraged you
to revisit that. Yeah. So

443
00:31:08.880 --> 00:31:11.680
this notion of empathy, and of
course, as you use the other phrase

444
00:31:11.720 --> 00:31:18.000
before, emotional intelligence is so so
so important and really boundless in our ability

445
00:31:18.000 --> 00:31:21.880
to cultivate that in our lives and
our work. Yeah, it's easy to

446
00:31:21.880 --> 00:31:25.720
say, isn't it. I need
to be more empathetic. But you don't

447
00:31:25.720 --> 00:31:30.640
see many courses on empathy. You
don't see this is a learned behavior,

448
00:31:30.799 --> 00:31:34.240
by the way that we all have
to learn. Very few people are naturally

449
00:31:34.240 --> 00:31:40.279
empathetic. And we have those colored
energies that you talked about, that we're

450
00:31:40.640 --> 00:31:44.359
coded in a certain way through our
belief systems and the values and our upbringings

451
00:31:44.400 --> 00:31:48.519
and our experiences, and some of
them drive us toward empathy, and some

452
00:31:48.559 --> 00:31:51.599
of them drive us away from empathy. But it's just noticing where you are

453
00:31:51.640 --> 00:31:53.599
at one point in time and recognizing
that without empathy, you're going to be

454
00:31:53.640 --> 00:31:57.640
less effective. Beautifully said, and
a great way to take us into our

455
00:31:57.720 --> 00:32:00.799
last break. I'm doctor Really Cortes, your host. We've been in there

456
00:32:00.799 --> 00:32:05.319
with Steve Rush, who's the CEO
at Improved Consulting. He's also a strategic

457
00:32:05.359 --> 00:32:07.839
thinker and a futurist. We've been
talking about the chief ingredients of his cake

458
00:32:07.920 --> 00:32:10.839
model. After break, we're going
to talk about how to really employ those

459
00:32:10.880 --> 00:32:15.720
to create your own leadership tastes and
be memorable. Stay with us, We'll

460
00:32:15.720 --> 00:32:21.240
be right back. Doctor Release Cortes
is a management consultant specializing in meaning and

461
00:32:21.279 --> 00:32:27.160
purpose and inspirational speaker and author.
She helps companies visioneer for greater purpose among

462
00:32:27.240 --> 00:32:34.960
stakeholders and develop purpose inspired leadership and
meaning infused cultures that elevate fulfillment, performance,

463
00:32:35.160 --> 00:32:38.720
and commitment within the workforce. To
learn more or to invite Elise to

464
00:32:38.720 --> 00:32:44.680
speak to your organization, please visit
her at Elisecortes dot com. Let's talk

465
00:32:44.720 --> 00:32:54.960
about how to get your employees working
on purpose. This is working on purpose

466
00:32:55.000 --> 00:33:00.480
with doctor Elise Cortes. To reach
our program today or open a coom conversation

467
00:33:00.559 --> 00:33:07.079
with alease, send an email to
a Lease Alise at Alise Coortes dot com.

468
00:33:07.680 --> 00:33:16.079
Now back to Working on Purpose.
Thanks for staying with us, and

469
00:33:16.119 --> 00:33:20.400
welcome back to Working on Purpose.
I wanted to let you know if you

470
00:33:20.440 --> 00:33:23.279
didn't know this, I am a
new mother to a new being. I

471
00:33:23.319 --> 00:33:27.920
had a baby in the pandemic.
It's not what you think though. It's

472
00:33:27.920 --> 00:33:31.599
a book. It's called Purpose Ignited, How inspiring Leaders unleash passion in elevate

473
00:33:31.680 --> 00:33:36.440
cause. And I really wrote it
to awakened passion and purpose and the readers

474
00:33:36.440 --> 00:33:40.079
and help them become and transform into
inspiring leaders that create the workplaces people can

475
00:33:40.119 --> 00:33:43.839
actually thrive. So that is my
baby. I would love for you to

476
00:33:43.880 --> 00:33:45.839
read it. I love your feedback
about it as well. It's on Amazon

477
00:33:46.240 --> 00:33:49.880
if you're just joining us. My
guest is Steve Rush. He is the

478
00:33:49.880 --> 00:33:53.000
CEO of Improved Consulting. He joined
us from London today where it's almost now

479
00:33:53.039 --> 00:33:57.559
midnight, so I applaud him for
still staying up with us. He's also

480
00:33:57.599 --> 00:34:00.759
the host of the Leadership Hacker podcast
and the author of the book called Leadership

481
00:34:00.799 --> 00:34:05.640
Cake. I'm your host, doctor
Leascortez. Okay, so let's get into

482
00:34:05.680 --> 00:34:08.239
this next piece that I really find
I'm sorry, there's no other better way

483
00:34:08.280 --> 00:34:12.039
to say it. And this is
my word that people know me for yummy.

484
00:34:12.559 --> 00:34:15.599
Right. I love the idea of
developing the taste of your cake.

485
00:34:15.800 --> 00:34:19.840
You know what is it? Chocolate? Is it? Strawberry? Cheerry is

486
00:34:19.880 --> 00:34:22.880
my favorite, by the way,
So talk to us about this idea of

487
00:34:22.880 --> 00:34:27.440
developing the taste of your cake.
So we talked about the essential ingredients,

488
00:34:27.440 --> 00:34:30.000
which are communication, authenticity, knowledge, and empathy. But they're not the

489
00:34:30.039 --> 00:34:34.920
only ingredients. You know, you
end up with a good sponge at the

490
00:34:35.039 --> 00:34:37.440
end of that, and then of
course you need to adjust your cake according

491
00:34:37.440 --> 00:34:42.079
to taste. And metaphorically, what
that really means is that, depending on

492
00:34:42.119 --> 00:34:45.760
your environment, depending on the people
you work with, you're going to need

493
00:34:45.800 --> 00:34:49.519
a spoonful of extra ingredients here and
there, and that will range of anything

494
00:34:49.519 --> 00:34:53.199
from humility and integrity, and you
can pledge a few other things together,

495
00:34:53.840 --> 00:34:58.679
but you will only know based on
how people can consume your cake. So

496
00:34:58.719 --> 00:35:00.440
I use the kind of metaphor.
But if you had a big, thick

497
00:35:00.599 --> 00:35:05.360
whipped cream filling, that's kind of
your personal development. So the thicker and

498
00:35:05.440 --> 00:35:09.119
creamier your whipped cream filling is,
the more likely people are going to consume

499
00:35:09.159 --> 00:35:15.039
your cake because in doing so,
you're going to share in your knowledge,

500
00:35:15.039 --> 00:35:17.800
in your development, and you're learning
with those people. And if you think

501
00:35:17.840 --> 00:35:22.760
about when we enter a bakestore,
we look with our eyes, don't we,

502
00:35:22.239 --> 00:35:24.679
And when we go into to choose, you know, you know,

503
00:35:24.679 --> 00:35:29.280
what's the flavor of the month.
If we chose a cake that had,

504
00:35:29.400 --> 00:35:34.519
you know, the tiniest thin layer
of butter or maybe no jelly in there,

505
00:35:34.559 --> 00:35:37.000
but we've got this one next to
it that is pumped full of cream,

506
00:35:37.159 --> 00:35:39.679
our eyes are going to be drawn
to it because it tells us that

507
00:35:39.719 --> 00:35:44.119
there's something more in there. And
that's the whole premise of you know,

508
00:35:44.119 --> 00:35:46.480
if you're going to be an effective
lead, it just doesn't stop when you

509
00:35:46.519 --> 00:35:51.360
bake your sponge cake. But you've
got to then start thinking about adding in

510
00:35:51.639 --> 00:35:55.039
different ingredients and modifying your recipe over
time to the audience you work with.

511
00:35:58.239 --> 00:36:00.800
I love that, and you know, I also think what's interesting about that?

512
00:36:00.840 --> 00:36:04.119
And I'm not sure if I want
you to. I do want you

513
00:36:04.159 --> 00:36:07.320
to distinguish how that is different from
the icing on the cake, and then

514
00:36:07.559 --> 00:36:09.719
and then I'll wait in and go
for it. So the icing the cake

515
00:36:10.480 --> 00:36:15.320
is again if we look about from
eyes, well, this is the kind

516
00:36:15.320 --> 00:36:19.679
of metaphor from what are are distilled
down to being brand or your leadership brand

517
00:36:20.039 --> 00:36:22.519
in exactly the same way you can
look into a cake store. You can

518
00:36:22.519 --> 00:36:28.199
see a beautifully well iced cake and
it looks amazing. You get it home,

519
00:36:28.400 --> 00:36:31.400
you cut into it, and there's
this gooey mess in there. So

520
00:36:31.480 --> 00:36:34.880
you can have, you know,
the great suits, you can have the

521
00:36:34.960 --> 00:36:38.880
great watches, you can have the
great collateral that makes you look like a

522
00:36:38.960 --> 00:36:43.840
leader. But if your essential ingredients
in your whipperen filling is not there,

523
00:36:43.880 --> 00:36:47.400
it's going to taste pretty yucky.
Conversely, there's people who are really missing

524
00:36:47.400 --> 00:36:52.400
the point here around how they can
promote their own self worth in their leadership

525
00:36:52.519 --> 00:36:58.199
careers and in their personal careers by
making sure that their icing is congruent with

526
00:36:58.360 --> 00:37:01.280
what they've built. So all these
wonderful, yummy fillings are all present,

527
00:37:01.639 --> 00:37:06.239
but just nobody gets to see it
or experience it. And therefore it's how

528
00:37:06.280 --> 00:37:10.599
we can market ourselves and present ourselves, and how we can grow so that

529
00:37:10.639 --> 00:37:15.159
we become more appeating to other people. Well, and then that gets us

530
00:37:15.199 --> 00:37:22.280
to what I think is just delightful
about your metaphor just carries so beautifully the

531
00:37:22.320 --> 00:37:25.400
notion of the taste that we actually
leave in the mouse and the people that

532
00:37:25.440 --> 00:37:29.920
we lead, which of course I
think you refer to as legacy. Yeah,

533
00:37:29.960 --> 00:37:32.280
so talk to us a bit about
that notion of this taste that we

534
00:37:32.400 --> 00:37:37.159
leave behind. So it's a really
interesting when we look back over our careers,

535
00:37:37.199 --> 00:37:40.039
there will be people that we've worked
with who we would be able to

536
00:37:40.079 --> 00:37:44.880
recall in an instant, who are
just great leaders. Will know how it

537
00:37:44.960 --> 00:37:50.000
made us feel and the warmth and
the joy it felt to work with those

538
00:37:50.039 --> 00:37:53.440
people, and that's legacy. But
equally, we'll have some memories I'm sure

539
00:37:53.519 --> 00:37:58.880
that throughout our careers of people who
we just want to avoid, who don't

540
00:37:58.920 --> 00:38:02.199
share the same v use, and
who would have maybe left a really bitter

541
00:38:02.239 --> 00:38:06.360
taste in our mouth. And that's
what I going to refer to as what

542
00:38:06.440 --> 00:38:12.480
leadership cakes legacy is around. If
your cake has the essential ingredients, it's

543
00:38:12.559 --> 00:38:16.599
well constructed, you've added to it
and adopted it over time. You know

544
00:38:16.679 --> 00:38:20.920
what you say you do, and
what you say and do looks exactly what

545
00:38:20.960 --> 00:38:23.519
it should do, you're going to
leave a great legacy behind. Conversely,

546
00:38:23.559 --> 00:38:27.480
if it's a bit gooey and muggy. Then you'll also leave a legacy,

547
00:38:27.519 --> 00:38:30.320
but it won't be the one that
you're anticipating. It'll be the one that

548
00:38:30.360 --> 00:38:32.400
you look back over in time and
say, I want to avoid that leader.

549
00:38:35.000 --> 00:38:37.440
I think that is so accessible,
Steve. Again, what I really

550
00:38:37.480 --> 00:38:39.960
appreciate about your work is is that
it's so accessible. In fact, if

551
00:38:40.000 --> 00:38:45.000
I know it's been translated into many
different languages, how many different languages,

552
00:38:45.719 --> 00:38:52.119
so it's in Japan, China,
career that is splendid, I mean,

553
00:38:52.119 --> 00:38:55.000
And again that just says something about
what you've done in the world, and

554
00:38:55.039 --> 00:38:59.320
I really applaud that. And there's
something about being able to make it accessible

555
00:38:59.360 --> 00:39:01.800
like that to me when you I've
never thought about the idea of what taste

556
00:39:01.800 --> 00:39:05.760
am I leaving it in someone's mouth. I always think about the energy piece.

557
00:39:06.000 --> 00:39:09.719
But if I'm going to go taste, I'm going dark chocolate, memorable,

558
00:39:10.119 --> 00:39:14.920
intense and inspiring. That's that's that's
going to be the taste that I

559
00:39:14.960 --> 00:39:17.760
want to leave behind. And we
actually even use that metaphor and consciously didn't

560
00:39:17.760 --> 00:39:21.960
we that they've left a bit of
taste in our mouth? Is that kind

561
00:39:22.000 --> 00:39:25.199
of whole premise isn't it. M
I just think it's just divine And and

562
00:39:25.239 --> 00:39:29.400
to your point, you know,
there are people that we can all conjure

563
00:39:29.440 --> 00:39:34.400
in our minds that are really not
not maybe not effective leaders, or they

564
00:39:34.519 --> 00:39:38.400
certainly have left a a a negative
taste in our mouth. And so one

565
00:39:38.400 --> 00:39:42.000
of the things that you're writing your
book and I completely agree with, is

566
00:39:42.039 --> 00:39:45.119
you remind us that it's important to
remember that we can learn a lot from

567
00:39:45.199 --> 00:39:50.920
poor leaders and their ineffective approaches as
long as we as we process that experience

568
00:39:50.960 --> 00:39:53.360
by asking ourselves, what did I
learn from that experience? Definitely, so

569
00:39:53.840 --> 00:40:00.559
I think even more so in those
moments where we are in that moment probably

570
00:40:00.599 --> 00:40:06.079
feeling pretty terrible about the experience.
It's again that the plus articles, it's

571
00:40:06.119 --> 00:40:09.639
how we react to the event that
gives us a really positive learning outcome.

572
00:40:12.000 --> 00:40:15.920
And I definitely want to revisit a
conversation that smacks right to this that I

573
00:40:15.960 --> 00:40:21.440
had a few weeks ago with Tim
Spicer. I asked him why he was

574
00:40:21.480 --> 00:40:25.679
so rivetted on this notion of followership
within the leadership vein, and he got

575
00:40:25.719 --> 00:40:30.400
so beautifully thoughtful and contemplative, and
he just went to a spot in his

576
00:40:30.480 --> 00:40:35.159
life and he said, you know, I remember when I worked for an

577
00:40:35.199 --> 00:40:37.079
awful leader. And let me tell
you how I know this person was an

578
00:40:37.119 --> 00:40:42.079
awful leader because I would come home
and I would then unload on my wife

579
00:40:42.119 --> 00:40:45.000
for two hours every night about my
experience and how bad it was. And

580
00:40:45.039 --> 00:40:49.360
this poor woman sat there and listened
to this and supported me through all this.

581
00:40:49.960 --> 00:40:52.679
But this went on for more than
a year, and it was caustic

582
00:40:52.760 --> 00:40:57.360
and negative and awful. And I
think about all of those hours that we

583
00:40:57.480 --> 00:41:01.800
wasted dealing with the you know,
the rapnel of this leader. And so

584
00:41:01.960 --> 00:41:07.239
he said, that's why I really
started down the path of creating great leaders

585
00:41:07.239 --> 00:41:12.119
because I wanted I wanted them to
I wanted to avoid that problem happening anywhere

586
00:41:12.119 --> 00:41:15.760
in our communities. Isn't that beautiful? That's lovely great words. Yeah,

587
00:41:15.840 --> 00:41:19.480
yeah, And so so you know, I when I in my research,

588
00:41:19.519 --> 00:41:22.079
and I've done a lot of work
around meaning and work and identity and of

589
00:41:22.079 --> 00:41:24.960
course around the leadership as well.
And one of the things that I came

590
00:41:25.039 --> 00:41:30.000
up with as really that it showed
up large in my research is what I

591
00:41:30.320 --> 00:41:34.119
come to call the anti role model. Yeah, right, so this is

592
00:41:34.159 --> 00:41:37.599
thank you for showing me exactly what
I don't want to be got it writ

593
00:41:37.679 --> 00:41:39.960
large beautiful example. I'm going the
other direction. Right. They can be,

594
00:41:40.039 --> 00:41:43.800
as you say in your book,
so just as important as someone who

595
00:41:43.800 --> 00:41:47.400
shows us the actual way. And
the reason that happens, of course,

596
00:41:47.519 --> 00:41:53.039
is that it leaves quite an emittive
feeling to sometimes it's harder to recall the

597
00:41:53.119 --> 00:41:58.400
good times. It's it's sometimes easy
to recall the bad times because it's left

598
00:41:58.800 --> 00:42:05.519
that emotional negative connection with us.
And it's how you reframe that negative experience

599
00:42:05.639 --> 00:42:09.079
being a positive learning that'll make the
difference. Yeah. Yeah. And the

600
00:42:09.280 --> 00:42:12.800
other thing that I've really come to, Steve, and this will speak to

601
00:42:12.840 --> 00:42:15.840
the E and your cake, is
is just really recognizing and this is I

602
00:42:15.880 --> 00:42:17.880
would offer this to all of you
listening and watching, is you know,

603
00:42:17.880 --> 00:42:22.039
we're all on this journey at our
own pace. We're all trying to learn

604
00:42:22.079 --> 00:42:24.039
and become the best versions of ourselves, and we are we are absolutely going

605
00:42:24.119 --> 00:42:28.920
to get it wrong some of the
time, and so being able to practice

606
00:42:29.719 --> 00:42:34.360
a little humility in this and certainly
recognize that others do make mistakes and certainly

607
00:42:34.440 --> 00:42:37.840
leaders do as well. And the
other thing that I would absolutely say is,

608
00:42:37.239 --> 00:42:42.039
you know, leaders also need feedback, and so helping them understand just

609
00:42:42.079 --> 00:42:45.559
how they're showing up to us can
be extremely useful. They may not recognize,

610
00:42:45.599 --> 00:42:49.800
like I oftentimes don't recognize that I
come in the room blowing people's hair

611
00:42:49.800 --> 00:42:52.840
back. They're like, Courts,
could you just kind of tone it down

612
00:42:52.960 --> 00:42:55.079
just a little bit, But that's
just my energy. I love that.

613
00:42:55.199 --> 00:43:00.000
So it's just so important that we
recognize that we can help our leaders become

614
00:43:00.119 --> 00:43:02.239
better versions of themselves too through the
feedback we give them. I think that's

615
00:43:02.280 --> 00:43:06.039
a really great words. And what
I've come to notice too, really is

616
00:43:06.159 --> 00:43:10.480
is that most people don't turn up
to screw up. We genuinely turn up

617
00:43:10.559 --> 00:43:15.000
to genuinely with their best intentions,
do the best they can. Very few

618
00:43:15.039 --> 00:43:20.559
people, in my experience turn up
to really be caustic or get in the

619
00:43:20.639 --> 00:43:24.960
way, But by default or just
lack of awareness or lack of preparation and

620
00:43:25.039 --> 00:43:29.679
thought, they do screw up.
And it's important that, as part of

621
00:43:29.719 --> 00:43:34.440
that leadership responsibility that doesn't come with
role or title, that we let them

622
00:43:34.519 --> 00:43:37.000
understand the impact that they're having to
us and the people around us so that

623
00:43:37.039 --> 00:43:40.639
they can change well. And this
is why I think you and I both

624
00:43:40.679 --> 00:43:45.039
do the work that we do.
We all, everybody needs help, and

625
00:43:45.239 --> 00:43:47.039
we all can benefit from having the
mirror put up in front of us in

626
00:43:47.119 --> 00:43:52.119
terms of how we're behaving and what
is our what is our what is our

627
00:43:52.159 --> 00:43:54.039
mindset that's governing us that we don't
really understand. It's not conscious, but

628
00:43:54.039 --> 00:43:58.039
it's governing us. This is why
it's so important to be able to be

629
00:43:58.079 --> 00:44:00.480
steward on the journey of growth.
And of course why I know I love

630
00:44:00.519 --> 00:44:05.440
doing the work. There's nothing better
than watching them molecules, if someone change

631
00:44:05.519 --> 00:44:07.159
right in front of my eyes as
they get in our heart or learn something

632
00:44:07.239 --> 00:44:13.760
right, exactly right. So here
we are close to the end of the

633
00:44:13.800 --> 00:44:16.000
show already, Steve, So I
want, I love for you to weigh

634
00:44:16.039 --> 00:44:20.559
in what kind of leadership does the
world need today? Do you think here

635
00:44:20.599 --> 00:44:23.159
we are a year in the pandemic. What's yeah, what do we need?

636
00:44:24.159 --> 00:44:29.639
It's really really interesting when you ask
that question, because I'm not sure

637
00:44:29.679 --> 00:44:32.360
we know yet. And the reason
I'm not sure we know yet is because

638
00:44:32.360 --> 00:44:37.920
I don't think we know what the
future looks like. And therefore the leadership

639
00:44:37.920 --> 00:44:40.800
we need needs to be thoughtful and
it needs to be current and that's all

640
00:44:40.840 --> 00:44:45.440
it needs to be right now.
And if you are in the moment and

641
00:44:45.480 --> 00:44:47.840
you're leading in the now, then
you don't have to worry about what's going

642
00:44:47.880 --> 00:44:52.039
to happen in the future. And
what happens is we get distracted sometimes by

643
00:44:52.039 --> 00:44:57.199
having this great strategy of twenty twenty
eight and you know I need to do

644
00:44:57.239 --> 00:44:59.920
strategic thinking. Well, yeah,
sure, we need to have a lens

645
00:45:00.239 --> 00:45:04.280
that gives us that awareness. But
now is where you need to be present

646
00:45:04.360 --> 00:45:07.639
because now is what people need you. And let me echo that. That

647
00:45:07.760 --> 00:45:10.679
is just beautiful, Steve, What
a great way to answer that question.

648
00:45:10.760 --> 00:45:14.360
The other thing is what I would
say is and this still that's happening in

649
00:45:14.400 --> 00:45:15.559
some of the companies that I'm working
for, is I'm hearing from some of

650
00:45:15.599 --> 00:45:19.760
the people that they don't they can't
find their leader. Where's I don't know

651
00:45:19.760 --> 00:45:23.119
where my leader is? So being
visible, being able because it certainly is

652
00:45:23.159 --> 00:45:28.159
difficult, very difficult, to probably
the most difficult time to be a leader

653
00:45:28.199 --> 00:45:36.559
today and the most profound contribution to
be so as well. So your final

654
00:45:36.599 --> 00:45:39.039
thoughts here, Steve, knowing that
this show is listened to by people across

655
00:45:39.079 --> 00:45:44.639
the globe and it really is designed
to be able to help generate and advance

656
00:45:44.679 --> 00:45:49.400
the conversation on creating workplaces where people
can thrive and leaders that inspire them to

657
00:45:49.440 --> 00:45:52.599
do their best and do their business
at the highest level. What would you

658
00:45:52.639 --> 00:45:55.480
like to leave them with today?
So my kind of final thoughts and reflections

659
00:45:55.519 --> 00:46:00.000
are that you know, there's never
been a better time to learn about you

660
00:46:00.400 --> 00:46:04.280
and for you to be fit and
physically fit, mentally fit, so that

661
00:46:04.440 --> 00:46:08.119
when you show up, the people
who consume your leadership do so knowing that

662
00:46:08.480 --> 00:46:13.320
it's coming from a great place.
And I come to that conclusion because this

663
00:46:13.920 --> 00:46:15.920
last twelve months, you know,
for me personally in our business, it's

664
00:46:15.920 --> 00:46:19.719
been really tough. We've had to
really pivot, as many many businesses have

665
00:46:19.800 --> 00:46:23.119
done. And what I've come to
learn more in the last twelve months is

666
00:46:23.599 --> 00:46:29.239
that kind of self love, self
attention is where it starts. And therefore,

667
00:46:29.360 --> 00:46:32.559
before you set out on your conquering
the world journey, you need to

668
00:46:32.599 --> 00:46:37.480
conquer you, and that starts with
having really good morning routines, good sleep

669
00:46:37.559 --> 00:46:42.079
routines, and being physically and mentally
fit. In doing so, when you

670
00:46:42.079 --> 00:46:45.119
show up, you're much more likely
to be able to conquer whatever your company

671
00:46:45.119 --> 00:46:50.480
and your team throw at you beautiful
way to finish Deve then I completely agree

672
00:46:50.519 --> 00:46:52.440
with that. I'm so grateful that
we found each other. Thanks for being

673
00:46:52.480 --> 00:46:54.920
on the yeah, I mean tervice
program. Yeah, and remember, like

674
00:46:54.960 --> 00:47:00.159
you said, my friend shery Ella
Yurie is moving to each On London and

675
00:47:00.199 --> 00:47:01.480
I will come and visit her and
then I'm gonna come knock on your door

676
00:47:02.679 --> 00:47:07.360
and we are eating. So thank
you for that. Listeners and viewers.

677
00:47:07.360 --> 00:47:10.079
If you want to learn more about
Steve Rush, his Leadership cakebook, his

678
00:47:10.199 --> 00:47:13.880
Leadership Hacker podcast, or any of
the work the Hedeness team are doing,

679
00:47:13.920 --> 00:47:16.480
best way to start is this website. It's Improvedconsulting dot com. Let me

680
00:47:16.519 --> 00:47:22.679
spell that for you. It's imp
rov Consulting dot com. No E after

681
00:47:22.719 --> 00:47:27.199
the V. And thanks again to
our partnering sponsor, work Proud, which

682
00:47:27.199 --> 00:47:30.000
helps companies build a platform where your
workforce receives meaningful feedback and thanks for their

683
00:47:30.039 --> 00:47:34.360
work from people across your company.
Last week, if you missed the live

684
00:47:34.360 --> 00:47:36.760
show, you can always catch a
via recorded podcast. We were on the

685
00:47:36.880 --> 00:47:39.000
the Robert White, who has devoted
half a century of his life helping one

686
00:47:39.039 --> 00:47:45.599
point three million people transform their lives. Incredibly empowerful conversation we had. Next

687
00:47:45.599 --> 00:47:49.559
week, we'll be on the air
with Kolandro talking about her book Do Good

688
00:47:49.559 --> 00:47:52.559
Work at Work, How simple acts
of social purpose strive success and wellbeing.

689
00:47:52.840 --> 00:47:54.960
See you there. Remember that works
at least or third of our life.

690
00:47:54.960 --> 00:48:04.800
So let's work on purpose. We
hope you've enjoyed this week's program. Be

691
00:48:04.920 --> 00:48:07.920
sure to tune in to Working on
Purpose, featuring your host, doctor Elise

692
00:48:07.920 --> 00:48:14.519
Cortes, each week on the Voice
America Empowerment Channel. Together, we'll create

693
00:48:14.559 --> 00:48:21.800
a world where business operates conscientiously,
leadership inspires impassioned performance, and employees are

694
00:48:21.800 --> 00:48:25.559
fulfilled in work that provides the meaning
and purpose they crave. See you there,

695
00:48:27.000 --> 00:48:28.480
Let's work on purpose.