168: Five Leadership Frequencies That Turn Culture Into Competitive Advantage with Lynne Viscio
/
As a leader, you are giving off signals with everything you do (or don’t do) in the workplace. Whether these signals are positive and aligned with your core values can make or break your organization’s culture and your own effectiveness as a leader. On this episode of The TalentGrow Show, culture architect and co-author of Five Frequencies: Leadership Signals that Turn Culture into Competitive Advantage Lynne Viscio joins me to share how you can leverage the Five Frequencies framework to upgrade your leadership success. Discover how your signals could be harming your organization’s culture, the best way to begin implementing the Five Frequencies framework in your daily interactions, and how to use ‘signal boosts’ such as the one Lynne calls lose your excuses to increase your positive influence as a leader. Listen to this episode for inspiring real-life examples and actionable advice, and don’t forget to share with others!
ABOUT LYNNE VISCIO:
Lynne Viscio architects culture-shaping strategy for leaders and top teams. She brings her 25+ years of business experience as she works with clients from problem identification to customized design through to successful implementation, making sure they are equipped for long-term, sustained results. She has graduate degrees from the University of New Hampshire, New York Medical College, and Temple University.
WHAT YOU’LL LEARN:
Lynne gives a brief overview of the Five Frequencies framework (6:37)
What is the best way for leaders to get started using this framework? (9:20)
Lynne shares one of her favorite success stories from the book and elaborates on the importance of one of the five frequencies (11:40)
What are signal boosts? How can leaders leverage this concept to upgrade their leadership? Lynne explains one signal boost that she calls lose your excuses, with a compelling real-life example (15:27)
Halelly and Lynne discuss the danger of giving off mixed signals as leaders (19:49)
Why it’s important to role model the things you want to see more of (21:04)
What’s new and exciting on Lynne’s horizon? (24:31)
One specific action you can take to upgrade your leadership effectiveness (26:04)
RESOURCES:
Get the book Lynne co-authored: Five Frequencies: Leadership Signals that Turn Culture into Competitive Advantage
Check out Lynne’s company website and the website for the Five Frequencies book
Connect with Lynne on LinkedIn
Episode 168 Lynne Viscio
Soundbite The reality is, it doesn’t work that way. You actually have to pay attention to all five frequencies all the time, because people are watching all five. There may be people out there, and they may not have this framework in their head, but it doesn’t matter, because they’re still watching. They’re watching what you do. They’re watching what you say. They’re watching what you reward. They’re watching what you tolerate and what you choose not to tolerate. And so they’re watching all of these things, and if you’re broadcasting really great signals on one frequency but on none of the others, it doesn’t work. Your efforts to shape culture are just doomed for failure.
Welcome to the TalentGrow Show, where you can get actionable results-oriented insight and advice on how to take your leadership, communication and people skills to the next level and become the kind of leader people want to follow. And now, your host and leadership development strategist, Halelly Azulay.
Intro Welcome back TalentGrowers to another episode of the TalentGrow Show. I’m Halelly Azulay, your leadership development strategist here at TalentGrow, the company that sponsors the TalentGrow Show so that it is free for you every Tuesday. This week we’re going to talk about culture. How do you shape your culture as a leader in a way that is effective and in a way that is completely doable? My guest this week, Lynne Viscio, is going to share with you five different frequencies that you are communicating the culture and setting and shaping the culture, whether you mean to or not. So, what I hope is that you’ll come to recognize how those are things that you can absolutely change in a positive way and through your actions and your behaviors create the kind of culture you want. We’ll talk about the five frequencies and Lynne also shares a couple of really great success stories and stories that exemplify what she’s talking about. We talk about a couple of different signal boosts, which are coaching points for what leaders may be apt to do wrong and how to do it the right way, and she shares the super actionable tip, of course, because we always do that on the TalentGrow Show. So I hope that you’ll enjoy this episode. I look forward to hearing your feedback afterwards. Without further ado, let’s listen in to my conversation with Lynne.
Let’s dig in Hey there TalentGrowers. I’m glad to have Lynne Viscio with me. She architects culture-shaping strategy for leaders and top teams. She brings her 25-plus years of business experience as she works with clients from problem identification to customized design through to successful implementation, making sure they are equipped for long-term sustained results. She has graduate degrees from the University of New Hampshire, New York Medical College and Temple University. Lynne, welcome to the TalentGrow Show.
Thank you Halelly. Thanks for inviting me to be here.
I’m glad you’re here, and before we get started talking about some very interesting research and insights from your book, I always ask my guests to briefly introduce their professional journey. Where did you get started and how did you get to where you are today?
Thanks for asking. Since I am representing really four authors on a book, if it’s okay, I’d really like to speak to our collective journey and how we got to where we are as consultants and authors of this Five Frequencies, this book. So at MG Strategies we’ve work together as consultants in one capacity or another for 15 years and some of us, dating ourselves, have 30-plus years of business experience. Over that time we’ve worked with hundreds of leaders, dozens of organizations. Often times, the organizations we work with are large, large Fortune 500 companies, but that’s not always true. We work with large companies and small companies. We work with for-profit, not-for-profit groups. We work across industries – health care, finance, higher ed, hospitality, travel. We work with organizations that are small and local and we work with companies that have footprints all over the planet. Through the years our consulting work has really evolved. But there are two things that have remained true about who we are and what we do. Those two things are we always advise and counsel leaders and the people who support them. Specifically we’re advising them around ways to be strategic and deliberate and focused on delivering long-term success and results. The second thing is we always work with them, helping them to make the choices and decisions that really drive the leadership agenda in their organization. We help them build process and systems that support organizational alignment and again support the leadership agenda.
So we’ve spent lots of time with leaders and it was really easy to see in our time with leaders how in every single organization, culture impacts productivity, and how in every organization, culture also impacts the probability that an organization is either going to fulfill its aspiration and mission and vision or not. And the second thing is, we also saw how much leaders struggled with that, to really understand how to influence culture. They had a sense of the culture in their organization, but when you talk about culture and shaping or reshaping culture, it’s sort of squishy and shapeless and it’s hard for a leader to get his or her arms around that. We realized pretty quickly that we had something special. We have a way to measure and manage organizational culture. So over time, we have evolved into a firm that almost exclusively right now works in service of equipping leaders to shape and reshape the culture inside their organizations. And to do so in a way that drives performance and turns culture into competitive advantage. That's who we are.
That’s a great and very helpful overview of your firm and it is hard to write a book. It’s definitely daunting to write a book with four people together. But give us something about you, just a littlie bit, so that we can get to know you. What do you bring into this? Did you always work in the leadership space or did you make some kind of a career pivot?
I actually did make a career pivot. I worked in and around health care, in health and wellness, for close to 20 years. In doing that, I found myself really drawn to teaching, coaching, training, thinking about process and process reengineering. I found that I was really interested in those things and I ended up going back to school. I went to Temple University and got a different degree and got into a different field and really started studying communication and leadership. For me that was a career pivot and it was a wonderful one because I love the space that we’re in. I feel like what we do changes day to day, it’s interesting, and it makes a difference.
We mentioned your book called Five Frequencies, leadership signals that turn culture into competitive advantage, and you wrote it along with Jeff Grimshaw, Tanya Mann and Jennifer Landis. And so in this book, the Five Frequencies, you and your co-authors say that intentionally or unintentionally, we create a culture through these signals that we broadcast as leaders, and that there are five frequencies along which we are broadcasting these signals. Give us an overview of this framework, of the five frequencies.
The five frequencies, it’s a framework for leadership effectiveness in general. But more specifically, it’s a framework for how leaders shape culture. What we learned in 20 years or leadership research, really boots on the ground of sort of experience of leaders, we learned that leaders are shaping culture every single day. They’re either doing it intentionally or unintentionally. So as a leader, you don’t get to take a pass. You don’t get to say, “I wasn’t hired as a culture shaper,” or, “I don’t know how to do that,” or, “I don’t have time for that. Too much other stuff on my plate.” You just don’t. Because if you say that, then you are still shaping culture, you’re just doing it unintentionally. We realized that leaders can intentionally shape culture and that’s what we coach them to do. We coach and teach them to intentionally shape culture, based on what we call the signals that they’re broadcasting on five frequencies.
The five frequencies are this – frequency one is decisions and actions. Frequency two, reward and recognition. As a leader we choose to reward and recognize. Frequency three is what you tolerate or as a leader say you will not tolerate in performance and behavior. Frequency four is how as a leader you show up informally. How you’re connected to people, how you relate to people, if you’re accessible, if you’re available, what kind of relationships you have with the people who work for you and the people who work for them. And frequency five is formal communication. None of those things are shocking – when we say “This is the framework,” nobody ever looks at us and debates us and says, “I can’t believe that. No one is watching my decisions and actions.” No one says that. The framework is somewhat intuitive and common sense, and the fact that it’s common sense, we don’t see that as a flaw. We see that as actually a feature of the program and it makes good sense. It’s sticky. I mean, when we talk about the five frequencies, it’s a sticky framework to use. It works and it’s impactful and it makes sense. And every leader can do it. I mean, it doesn’t take special training or special equipment. Every leader can be attentive to these things, but just because it’s commonsense doesn’t mean it’s easy to do. It takes dedication and it takes attention and it takes time to think about the signals you’re broadcasting, and consistently across these five frequencies.
So if someone wanted to begin being more intentional as a leader and to use your framework or model as their guide, is it something that they need to do one by one? Is it something where they need to be thinking about all of them at the same time? What’s the best way to get started?
That’s a great question. We’ve seen leaders fall short when they over-toggle on a single frequency. When they think, “OK, the way to be effective, the way for me to be really effective and shape culture, is to be really great.” We’ve seen this happen, for example, at frequency five. Formal communication. I’m a great formal communicator and if as an organization we send out really meaningful messages to our people and we’re all great stand-up presenters, that’ll make a big difference. That’ll shape culture. But the reality is, it doesn’t work that way. You actually have to pay attention to all five frequencies all the time, because people are watching all five. There may be people out there, and they may not have this framework in their head, but it doesn’t matter, because they’re still watching. They’re watching what you do. They’re watching what you say. They’re watching what you reward. They’re watching what you tolerate and what you choose not to tolerate. And so they’re watching all of these things, and if you’re broadcasting really great signals on one frequency but on none of the others, it doesn’t work. Your efforts to shape culture are just doomed for failure.
Worse yet, if you broadcast conflicting signals. We see leaders, for example, “You know what’s really important to me around here is people have flexibility in our workday and we have flexible schedules and I’m OK with people working from home,” but the only people they reward are the ones who stay late in the office every single day of the week. It’s not about productivity, it’s about face time in the office. When they do that, you’ve just sent the most important signal you’re going to send. Which is, “What I really think is important is being in the office.” So you run the risk as a leader if you’re lucky, people will ignore your words. If you’re unlucky, they’re going to mock you as a hypocrite. She said X but she does Y.
That’s right.
So broadcasting consistently across the signals is tough, but that’s the job. That’s the mission.
I think that makes sense. It makes it harder, but it’s work. One of the things I liked in your book is it’s got all of these really rich case studies that help to breathe life into these different frequencies and showcase them. You have failure stories as well as success stories. What’s one of your favorite success stories from the book, if you would share a brief version of it and why is it your favorite?
I’m a big fan of frequency four, which is how you show up informally. The reason I’m a big fan of it is because at the end of the day, it’s the essence of leadership. It’s the heart of leadership. Literally it is how you show up day in and day out with your people. Are you visible, accessible? Are you relational? Do you hear the things you should hear? Do you hear when people have concerns or distractions? You know what they’re feeling and thinking? Do people tell you the kinds of things as a leader you need to hear? Do you really know things about your folks? Do you know things about their family, their interests or hobbies? So that’s frequency four.
I think that leaders who do a really good job of it, they get some breathing room on other frequencies. If things aren’t perfect, you get a little extra space. If you’re really sort of relationally rich or robust with your people. There’s someone, a coaching point, a signal boost, that we share which is you’ve got to go where your people go. As a leader you’ve got to be out with your people. There is someone who I think is just an absolute rock star. He’s an exemplar on Frequency Four and going where his people are, and his name is Tim Rausch and he’s the Chief Nuclear Officer at Tennessee Valley Authority. He is just amazing at this. As he was coming up through the ranks when he was VP and a plant manager, he would show up on Christmas Day. He’d be at the plant, nuclear power plants don’t close down on Christmas and holidays, and so he’d show up and people would say, “Tim, it’s Christmas. Why are you here?” And he would say, “Because you are.” Even as the CNO, he finds a way. He’s a c-suite level leader. He gets out three times a week to be with people, to walk the site, to meet, to interact. He walks with the people who work for him and he finds out what they’re thinking, what’s happening in the plant.
There was one time he was connected with, met with a civil engineer and he was talking to this engineer about his work and what he was doing. He said, “You know what? I’ve got to do a walk down on the 500-foot cooling tower.” He explained to Tim what he was going to do and kind of joked with him and said, “You should come with me.” And Tim thought about it and he went to his leader and said, “I think I’d like to do that,” and the leader was like, “Are you crazy? Why would you do that?” He said, “We’re sending one of our guys up. Why wouldn’t I go with him?” And so he did. Everybody in the plant heard it was going to happen. He did this, he went up, he did the walk around, spent a couple of hours, just really exploring the work that this engineer did and understanding the maintenance checks and talked with him about his skillset and other things he could be doing at the plant. It was just truly an exemplar moment for what it meant to be with people. If he did that as a stunt it wouldn't be nearly as powerful, but again, he does this everyday. It’s who he is. It’s sort of in his DNA as a leader. I just think leaders who really find a way to do that, to get out with their people and be connected and really sort of richly connected, are much better for it. I do think it buys you some space as you’re working to boost your signals on other frequencies. For example, if you made a decision and you failed to communicate why or you made the decision people didn’t like or didn’t understand, I think you get a little breathing room if you’ve been really great on frequency four. I think people give you some extra space as a leader.
I like that. I think this almost goes back to my previous question – you have to work on all of them, but maybe this is one that allows you to get some extra credit in the bank if you focus on it more than the others, you probably can’t fail as well.
I love that phrase. You get some extra credit in the bank. I think you do, because I think this is so rich and meaningful to people that when they feel connected to their leader, you know their leader could make mistake or fall short somewhere else and you just have some credit with them.
You also talk about, you mentioned just now, signal boosts, this term. Tell us more about what is a signal boost and then let’s talk about lose your excuses. What are some excuses that a lot of leaders are making that are harmful?
A signal boost is really a coaching point. We’ve tried to equip leaders with really practical guidance, practical coaching points for how they can do some of these things. It’s one thing to say, “Hey, boost your signals on frequency one, decisions and actions.” It’s another when you tell people specifically how to do that. Here are some practical advice, some things you can try behaviorally to boost your signals. So signal booster coaching points, and one of our coaching points is to lose your excuses. These are excuses that leaders make for why they can’t or they shouldn’t deal with a performance issue. An issue of poor performance or low performance. So there are some really common examples. One excuse that leaders make is, “I’m held hostage. I don’t have a choice. I can’t deal with this.” There’s a great story – again, there is someone we just think is an exemplar of this – a gentleman named Isaac Hanna. He’s a Michigan-based entrepreneur and he’s the founder of Wireless Giant in Michigan. His family immigrated to the U.S. from Iraq in the 70s, and in November of 1980 he was 16-years-old and he was helping his family run a small family market that they ran for their business. He worked in the family market when he wasn’t in school, and so he did that one day. He went to school, went to the market, came home and kind of shared with his dad what had happened at the market that afternoon. Then he went to take a shower. By the time he came out of the shower his dad had died of a brain aneurism.
Oh my goodness!
Immediately after the burial, his mom handed him the keys and said, “Isaac, you have to run the market. You have to keep the market alive.” He’s a 16-year-old high school student who now has to run a market. So he does. He’s doing that to help support his family and there’s a gentleman in the market, his name is George and he’s the butcher. This is back in the day when butchers didn’t just place meat in cases. The cattle came in as cattle and they had to know what they were doing and cut it up. So this guy was a great butcher, but he had a gambling problem. He would often come to Isaac and say, “I need an advance on my paycheck.” Isaac would do that, because he felt like he had to. He was held hostage. He needed this butcher. He didn’t know how to cut meat, his brother didn’t know how to cut meat, so he would give him advances. Well, after he had given him three or four advances, George came to him again and he said, “I can’t. George, I can’t give you another advance.” It was a Friday afternoon, and so George said, “I quit,” and he tore off his apron, threw it down on the floor and left. The market was busy, it was the weekend. Fortunately, Isaac’s brother had just started to work with George and was learning a bit about what it meant to be a butcher, so he got thrown into the mix that weekend. They survived, made it through the weekend and on Monday, George came back in and said, “Who cut the meat this weekend?” Isaac said, “We did,” and George asked for his job back. Isaac gave it to him, because they did need him, but George never again asked for an advance on his paycheck.
Isaac had a certain amount of courage, even as a 16-year-old, not to be held hostage by a situation with an employee where he felt like, “I just can’t. I can’t discipline this guy. I have to do whatever he or she wants, because we need him.” Leaders have that feeling all the time. Either because a person is a top performer or they fill a very unique role or unique niche or the other excuse is, “I can’t hold this high performer accountable. I just can’t. He’s our top salesman.” Yeah, he did something pretty awful – he got up on the podium at the presentation of sales awards and said something really inappropriate and off color, something that we’d fire anyone else for, but can we fire him? He’s our top sales guy. And so these are the kind of excuses leaders make. They tell themselves, “I can’t deal with these issues and there are good reasons why.” But as a leader, you have to. If you don’t, they just drain the heck out of your culture. They drain productivity. They distract and demoralize everyone who is watching it go on. And sometimes they even send the message that no only do we tolerate bad behavior, but we reward it! We actually reward it. We provoke people who do some of these things too, because we need them. We really need these guys to step up to the next level of the organization.
I see these stories all the time. It is so rampant where it seems like it’s, “Do as I say, not as I do,” and that there is a lack of alignment or integrity, it seems at least to the employees, it feels like there is a lack of integrity if leaders say one thing and do another or have mixed messages like that.
Right. When you do that, when you’re broadcasting those mixed messages, that’s where you don’t have consistency across the signals. “I say X, but what you see me do is Y,” people will always default to watching what they see you do. Your words become meaningless and they’ll watch your actions. If we let that sales guy, that situation go, if we continue to give George advances on his paycheck and we don’t do the same thing for others, it sends a message. Sadly, the worst of it is that typically, what ends up happening in a lot of these situations, our high performers are expected to pick up whatever slack exists. If we let a lower performer skate by, the high performers have to pick up the slack. The winner of the pie-eating contest gets more pie. You’re doing great, you get more work. And eventually those people become exhausted, demoralized, and they leave or they stay and resent it. None of that is good. Culturally, none of that is the place to be.
That’s exactly right. I really love that, and I would love for you to share maybe one other, what’s a favorite signal boost that you have?
One of the other signal boosts that we talk about a lot with leaders is role modeling the things you want to see more of. It’s a frequency one, decisions and actions, signal boost. Again, this is one of those things. One of the reasons I like it is because it’s practical and anybody can do it. You don’t need special training to do this. You just need to be willing to be a good role model. Again, we worked with a leader who was fantastic at that. His name is Dr. Reginald Eadie. He was the CEO and president of two urban hospitals in Detroit. He since moved on to another hospital facility in New England, but he was amazing. He would walk, two hospitals, he’d be out rounding every week. He would walk with people, he would meet with people, he would find out what’s working and what was not. And he’d do this all the time. It wouldn’t be uncommon to see somebody pushing him on a gurney. He’d hop on a gurney and say, “Roll me to radiology.” What’s he doing? Why is that hospital president laying on a gurney having someone push him to radiology.
Right, why?
He wasn’t napping. He wasn’t looking for a break. He wasn’t tired. He wanted to see the hospital through the eyes of the patient. He wanted to see what a hospital patient laying on a gurney saw on his trek down the hall. So he would do that and all the sudden he’d say, “Stop! What do I see?” And everyone would crane their necks at the ceiling and, oh, stained and broken ceiling tiles. “Let’s fix that. I’m a patient, I don’t want to see that.” And so he did it all the time. He role modeled. He’s only one set of eyes. If it was up to him to see everything, the hospitals couldn’t succeed. But when role modeled, constantly looking at the hospital through the eyes of the patient and he did that around hospital employees, eventually other people sort of took up that way of being. Always seeing the hospital through the eyes of the patient, whether what does it feel like in a wheelchair? What does it look like when I’m laying in my bed? What’s the experience on a gurney? How cold or warm is it when I’m waiting in a waiting room? So he was just wonderful. That, and again, he didn’t do those things – it wasn’t a one-time stunt. His whole way of being was role modeling, whatever he wanted from others. And he did it all the time in every aspect of his leadership.
That’s great. I think when you think about the kinds of leaders that people will kind of jump through fire for and do anything for, it’s these kinds of leaders. These leaders who model or are in the trenches with you and don’t just sort of sit in their high tower or in their corner office and give you theoretic marching orders because they thought them up.
Right. Because those leaders, to most people they seem disingenuous and disconnected, right? If you’re sitting up on your 32nd floor corner office and you’re telling me the way things run down in radiology, you don’t have any credibility with me. But if you’re actually walking the halls and I see you all the time, walking through radiology and every other department in the building, then I believe you are a credible source of feedback and information. So it’s exactly right.
And it creates a common language. Good. I appreciate this, because I think that it’s definitely very, as you said, it’s intuitive, but it’s not necessarily common practice and what’s really great is that it’s not that hard to implement. I think everyone listening is feeling hopeful and encouraged. Before you share one specific action that people can take today or this week, what’s new and exciting on your horizon, Lynne? What’s got you energized these days?
Honestly, all of our work is exciting to us because we feel like what we’re doing is sort of unique and cutting edge, and we feel like it’s a little bit of a niche. We’ve talked with lots of leaders who understand they need to reshape or change their culture but don’t know how. So it’s a good reason to get up everyday out of bed, knowing that what we do makes a difference and that we’re sort of in a special place to help. We also have new clients. We have a new client that comes to the table and it’s fun for us – we have a methodology for working with our leaders and clients around culture, and we’re really faithful to the methodology because it works. But every time we do it, we customize it. We make it just right for that client. Even if it’s two energy companies and they both have roughly the same size population and demographic, we never treat them exactly the same way, because they each have their unique history and moods. When we get new clients, like I said, every experience is special. We have lots of ongoing clients because we also pay attention to their unique needs and customize what we do. We just always reserve the right to get smarter and we’re just always looking for new stories, great stories, that demonstrate leaders and action in the five frequencies. We feel confident, but we don’t know it all. We reserve the right to get smarter every single day and we like to sort of build up our case stories and continue to spread the word about the kinds of work we do.
Awesome. That’s important work in the world, so thank you for doing that. What’s one specific action that TalentGrowers can take today, tomorrow, this week, that can help them upgrade their own leadership skills?
I think the role modeling piece, that example that I shared, and the way that I would suggest or challenge a leader to think about how he or she plays that out in their organization, is to first sort of address the question, where does your organization or team fall short? What is it that you want people to do more often or do more of or do more effectively that you don’t see them doing today? Then this week, find a way to role model that. So, if in our organization we’re not good at owning up to mistakes – we bury them, we ignore them, we don’t call them out, we don’t address them – then this week, if you make a mistake, admit it. Show people it’s okay. Show them how you address it, how you stand up to it, how it can be a positive, how we learn from it. If your organization isn’t good at being collaborative, find a way to partner with another organization, another department in your organization. If you’re not good at taking risks, find a way to show people you’re taking a smart, informed risk. Just look at what it is your organization falls short on today or your team fell short on today and find a way to role model it. Role model it for your people.
Nice. Instead of giving them a lecture about how they should be doing this differently or teaching them or talking about it, doing it.
Yeah. Just go out and do it. Find one thing you want them to do more of and find a way to role model it for them. We say “Show more than tell.” Don’t tell them you want them to do it. Show them how you want them to do it. People need to follow a certain process and no one has been following it, show them this week how that process should be followed. Demonstrate it. And I don’t mean in a demo mode, I mean do it in real life. Play it out the way it should be played.
Right. Let me just ask you a follow up question on that – let’s just say I did that. Do I just leave it up to people to notice or do I point it out or talk about it after doing? Is there any kind of telling that should be involved, or just keep doing it and hope that they notice?
It is a good idea to also speak of it. You would do some frequency five, some formal communication, to maybe highlight the fact, “Hey, there’s this procedure. It’s a safety procedure. We haven’t been following it. We should.” That comes up in a team huddle or a team meeting. And then at another point there’s a chance for you to actually put it into action. We put it into action. You don’t want there to be a long runway for people to connect the dots between something you did and maybe you never actually said we’re going to pay attention to this, so it does help to broadcast on multiple frequencies. But the show more than tell means it’s not enough for you to stand up every huddle and say, “Don’t forget to go do that safety thing.” What really matters is you say it and then they see you do it time and time again. It’s a really great question.
Great. That’s very clarifying. Lynne, it’s been fun talking with you and I really appreciate that you’ve stopped by on the TalentGrow Show to share some of these insights with us. How can people learn more from you and stay in touch online, on social, where should they follow?
First of all, thanks for inviting me to be here today. It’s been wonderful. We have a website, if you’re interested in who we are as a consulting firm, you can find us at www.mgstrat.com. We also have a specific website for our book which is www.FiveFrequencies.com. That can be the number five or you can spell it out. On the book website you can find an introductory chapter to the book Five Frequencies, and you can also find a discussion guide, because we understand in lots of organizations, folks like to get together and actually discuss leadership books and leadership practice, so there’s a discussion guide available to take a look.
Great, is that just complimentary on your site?
Absolutely.
Super. We will definitely link to all of that in the show notes. Great! I’m glad we had this chance to talk and thanks again for sharing Lynne. We appreciate you.
Great, thank you.
Wrapping up TalentGrowers, I hope that you found this valuable. I’d love to hear what you thought, so definitely let me know. In the show notes page comments, on social media, email me or leave me a voicemail on my website using that little black tab on the right which is available on every page of the website on any device. So take action! Lynne suggested that you look for things that people need to be doing differently and then instead of telling them, showing them. I’d love to hear what you ended up doing and how it worked for you and keep the conversation going.
Well, that’s it for another episode of the TalentGrow Show. I’m Halelly Azulay, your leadership development strategist here at TalentGrow and the TalentGrow Show is sponsored by TalentGrow, a company I founded in 2006 that develops leaders that people actually want to follow. One of the main ways we do that is to help organizations create a more strategic and intentional approach to developing leaders, but also speaking at conferences and providing training workshops around specific leadership skills. Thanks for tuning in, and until the next time, make today great.
Thanks for listening to the TalentGrow Show, where we help you develop your talent to become the kind of leader that people want to follow. For more information, visit TalentGrow.com.
Get my free guide, "10 Mistakes Leaders Make and How to Avoid Them" and receive my weekly newsletter full of actionable tips, links and ideas for taking your leadership and communication skills to the next level!
Don't forget to LEAVE A RATING/REVIEW ON APPLE PODCASTS/iTUNES! It’s easy to do (here’s how to do it in 4 easy steps). Thank you!!
Like the Facebook page of The TalentGrow Show!
Join the Facebook group – The TalentGrowers Community!
Intro/outro music: "Why-Y" by Esta
You Might Also Like These Posts:
114: Building a Positive, Consistent Company Culture Your Team will Rave About with CEO Bob Glazer
Ep066: Successful culture and leadership advice from startup mentor and investor Carter Laren
Ep043: Career, Culture, and Influence Hacks with Robert Richman