170: How to Leverage Neuroscience to Be a More Compelling Leader with Christine Comaford
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As a leader, understanding the mechanisms and motivations that underlie human behavior is a critical advantage. Businesswoman, author, and serial entrepreneur Christine Comaford joins me on this episode of The TalentGrow Show to share what every leader needs to know about neuroscience to become more compelling and effective. She describes the three different parts of your brain and how they influence human behavior, what sends your brain into either a ‘smart state’ or a ‘critter state,’ and how you can leverage an upgraded understanding of neuroscience to optimize goal-setting, accountability, and productivity in yourself, your team, and your organization. Plus, Christine shares a surprising finding about how our brains react to stretch goals! Listen and share with others in your network.
ABOUT CHRISTINE COMAFORD:
Christine Comaford is a businesswoman, author and serial entrepreneur. She has founded and sold five businesses including Artemis Ventures and First Professional Bank, which was acquired by Union Bank. Comaford has been a board member for more than 36 start-ups and has invested in over 200 companies.
She is a Leadership and Culture Coach with SmartTribes Institute, which she founded in order to help leaders navigate growth and change. Her institute specializes in Neuroleadership Training, and she has crafted a series of workshops designed to help businesses understand the science behind how the brain works, which they can then apply to their businesses. She created OneTribe Foundation, a charitable foundation that donates 5% of SmartTribes Institute's annual revenue to charitable causes each year. She is also the host of her own podcast, titled Crack the Behavior Code.
WHAT YOU’LL LEARN:
The Emotion Wheel - Christine Comaford on episode 170 of The TalentGrow Show Podcast with Halelly Azulay. [Click to enlarge.]
What do leaders need to know about neuroscience to become more compelling and effective? Christine begins by describing the three parts of the brain and how they operate (5:33)
The “smart state” and the “critter state” (7:20)
What enhances and what reduces accountability in the workplace? Simple practices every leader can implement (11:18)
Understanding the menu of human behaviors (15:31)
Christine weighs in on the Situational Leadership Model and when guidance is most necessary (17:04)
The flavors of accountability: to the customers, to ourselves, to each other, to the business, and to your team (18:03)
Christine describes how the brain affects and reacts to the types of goals we set, leading to a surprising finding about stretch goals (19:02)
A sneak peak at one of the assessments that Christine offers on her website (23:19)
What’s new and exciting on Christine’s horizon? (25:47)
One specific action you can take to upgrade your leadership skills (27:27)
RESOURCES:
Get Christine’s latest book, Power Your Tribe: Create Resilient Teams in Turbulent Times (here’s an excerpt)
Check out the SmartTribes website – check out the resource page with the assessments we discussed
Here is the STI Feedback Frame graphic Christine mentioned
Check out the page for the Beyond Your Brain retreat
Connect with Christine on Twitter
Listen to Christine’s podcast, Crack the Behavior Code
Episode 170 Christine Comaford
Here’s the challenge – when we have all three parts of the brain working together, that’s wonderful. We call that the smart state. But, changing directives, unclear communication, corporate politics, conflict avoidance, you name it, people letting you down, breaking promises, low accountability and people go into what we call critter state. Critter like a little animal. Heads down, safe or not, dead or not, fight, flight, freeze. So we want to really make sure leaders are aware of how their team is doing. Are they in smart state? Are they in critter state? If they’re in critter state, why?
Let’s begin… 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.
Hey there TalentGrowers. Welcome back to the TalentGrow Show. I’m Halelly Azulay, your leadership development strategist here at TalentGrow, the company that sponsors the TalentGrow Show, where we develop leaders that people actually want to follow. We do that by consulting to organizations about their leadership development strategy. We speak at conferences and meetings about leadership related topics and facilitate team retreats and workshops around team development and leadership development and actionable ideas at that. This week we have a guest named Christine Comaford and she is going to talk to us about the neuroscience of leadership, about accountability, and about the traits that leaders need to have, plus a very actionable tip around how to give feedback so people can actually hear it and do something about it. I think it’s going to be super actionable and interesting and very packed with a lot of information, so I hope that you enjoy this week’s episode. Without further ado, let’s listen to my conversation with Christine.
MAIN
Welcome back TalentGrowers. This week I have Christine Comaford with me, and she is a leadership and culture coach, serial entrepreneur and New York Times bestselling author. For over 30 years she has helped leaders navigate growth and change. She specializes in applied neuroscience, which helps her clients achieve tremendous results in record time. TalentGrowers know I geek out on neuroscience, so I always love to have a guest on who can talk neuroscience with me. She’s built and sold five companies with an average ROI of 700% and she was a software engineer in the early days of Microsoft and Apple. She is a human behavior expert, a leadership columnist for Forbes.com and the New York Times bestselling author of Power Your Tribe, Smart Tribes and Rules for Renegades. Christine is sought after for providing proven strategies to shift executive behavior, to create more positive outcomes and fall in the lines of teams in the times of change, profoundly increase sales, product offering and company value. Christine, welcome to the TalentGrow Show.
Thank you Halelly. It’s great to be here.
So glad you’re here. Looking forward to our conversation, but before we do, I always ask my guests to give us a very brief overview of their professional journey. Where did you start and how did you get to where you are today?
At 14 I was selling pastries at a bakery and I realized how fun it was to transact business. So, at 19, I was able with some older folks to launch my first business, which was a private bank for [inaudible] individuals. And then after that, that was my first experience with stock. We sold the bank to Union Bank and that worked out pretty well and I realized, “Wow, business is fascinating.” Getting people aligned, moving people in different directions. Working with customers and prospects. So basically, it went from there. Taught myself to be an engineer. Built a series of professional financial services, professional services technology companies, and then ultimately retired at 40 and had a bunch of people calling me, “Help us out, help us out, help us out,” and I’ve worked now with 300 emerging growth companies. 700 of the Fortune 1,000. Really it’s all about people and how do we lead people more effectively and how do we have deeper connections and how do we actually honor the human being in the workplace and not see them as a robot? Very short, kind of birds eye view. I initially came from the perspective of being an engineer, and when I look at the human brain, it’s like the coolest computer ever, and software are beliefs or identity, that’s the software. Our capabilities are behaviors. So, that’s what we’re going to talk about today is how we can help people step into their most personal best, if you will, by leading them most effectively.
Very fascinating and definitely had an impressive track record and having your first company at 19 and selling to a major bank is amazing. I feel very gratified and affirmed that a person with your history and background, especially given what kind of industries you were in, comes to the conclusion that it’s the human side of work, which is where I operate in my work and in my business, so yay! We are aligned on that and I hope more people get the message. So our listeners, the TalentGrowers, are leaders, current leaders and emerging leaders and aspiring leaders. What do they need to know about neuroscience to become more compelling?
Yes, let’s do two things. Thing one, the three key parts of the brain that we interact with in the workforce, the workplace, are the reptilian brain, the mammalian brain and the neo-cortex. When these three parts of the brain are working well together, the reptilian brain stimulus response machine, all about keeping us safe, no concept of quality of life, kind of basic life support systems. That’s the part of you that reacts if something zooms towards you. You don’t even have to think about it. If the reptilian brain could speak, it would said “Dead or not.” That’s operating in the workplace, when people get scared.
Next, mammalian brain, the emotional part of us, the emotional brain if you will. This is also the hippocampus, which has a lot to do with learning and memory. So we remember things that are emotional. We’ll remember our company values, our team’s code of conduct, if it’s inspiring and emotional. If our company’s mission is inspiring and emotional and beautiful, if our goals are emotional and inspiring and uplifting, etc., empowering. So we want to make sure we take care of the emotional part of people at work as well. If the mammalian brain could speak it would say “Friend or foe?” A little more evolved than “Dead or not” but still, trying to keep us safe.
The third part of the brain, the neo-cortex, prefrontal cortex is right behind your forehead. This is where we have planning, visioning, I’m here but I want to be there. What are the steps to get me there? Problem solving, discrimination, differentiation, etc. If the prefrontal cortex could speak it would say “What can I create?” Now it’s getting really interesting.
But here’s the challenge – when we have all three parts of the brain working together, that’s wonderful. We call that the smart state. But, changing directives, unclear communication, corporate politics, conflict avoidance, you name it, people letting you down, breaking promises, low accountability and people go into what we call critter state. Critter like a little animal. Heads down, safe or not, dead or not, fight, flight, freeze. So we want to really make sure leaders are aware of how their team is doing. Are they in smart state? Are they in critter state? If they’re in critter state, why? Do they need some communication to help them see that they’re safe here and they belong here and they matter? Because usually, safety, belonging, mattering, is missing one or all three, which then sends people into critter state. In critter state, they’re in that amygdala lockdown, that reptilian, mammalian brain lockdown, and they are not going to be very productive, going to have a hard time solving problems, going to have a really hard time innovating. If we look at what’s kind of cool beneath all of this, Halelly, it’s emotions. Safety, belonging, mattering, are emotional experiences. And as we start to honor the emotional experience, that’s how we actually get the top line, bottom line, better performance. By helping our people have a better experience they then become better “corporate citizens,” if you will.
People used to say, “Leave your emotions at the door,” or, “It’s not personal, it’s business.” Um, actually, it’s in your brain, biologically you cannot disconnect it! And it happens.
It doesn’t work that way. I remember that! Yeah, we’re not robots. Not possible.
You mentioned all of these words – emotions – and even just very recently, like a couple of week sago, I was doing a leadership development program and one of the people in the program, everyone looked at her when I said something, and I think emotions was in the sentence. Everybody looked at her and I was like, “What’s happening here?” Oh, she hates that word. Oh, and you’re a leader. Say more.
Oh boy. Good luck with that.
Do you encounter a lot of resistance still?
I don’t, but we start out, and I’m going to put this on my list of good stuff for you guys, we start out with checking in on how people are feeling. So on the show page, we’re going to put our emotion wheel so that you can actually look at, and a lot of our clients now start meetings where people look at the emotional wheel and say how they’re feeling. Mad, sad, scared, peaceful, powerful, joyful. That’s the center and then they span out from there. Number one emotion that I keep hearing, and I just came back from being in 10 different countries with over 1,000 leaders, the primary emotion that people kept telling me they were feeling was overwhelmed.
Oh yes.
Which is part of anxiety, which is part of fear. There’s a lot of fear, still, and we keep working on creating these – I can’t say fear-free workplaces because that’s delusional – but reducing fear in the workplace and Halelly, we’ve got a way to go.
It’s hard, tough. So, if you want to be more compelling, what I’m hearing you say is you have to recognize that this exists. The three different areas of the brain exist and they need to be working in unison to create that smart state and avoid triggering people going into that critter state. And you can check in with people to see where they’re at. Anything else we should do?
Yes, keep looking at do people feel safe? Do they feel that they belong? Are they all connected? Can they depend on each other? Does everybody have equal value? Do they feel that they matter? Are they getting acknowledge and appreciated for their unique gifts? Are they feeling a sense of achievement? Safety, belonging, mattering – when it’s missing, boom, instant critter state.
One of the other words people banter about a lot is the word accountability. There are people who say they experience a lack of accountability in the workplace, and that there’s things, you say there are conditions that can support accountability and there are conditions that can interferer or hinder accountability. So what can we do? What can we do to enhance it, and what can we stop doing or do less of or do differently to not diminish accountability?
Yes. Let’s start with what prevents or reduces accountability. Conflict avoidance, that is huge. People want to be comfortable versos courageous. People not saying what needs to be said. People wanting to be liked, which doesn’t ever work. So conflict avoidance is a whopper. Also, people don't trust you when you avoid conflict, because you’re not just telling the truth about what is. So that’s number one.
Number two, org values that don’t honor accountability. If you have core values in your company and they don’t actually address the accountability topic, you’re missing a key core values. Whether you call it integrity or accountability or whatever, our org values have to say accountability is important.
Number three, absence of explicit communication processes, so a lot of us, as leaders, do implicit. We figure the person will understand what we just said. Explicit is delegating with a clear spec. Here’s exactly what I need – could you echo back to make sure that I am a good communicator? Not because you might not have listened well. We take responsibility.
I love that you added that. That is so important, because I think that’s exactly the reason why some people feel ill at ease doing it. They don’t want to offend the other person’s intelligence, so add that little statement.
I want to make sure that I’m really a clear communicator. Can you echo back what I said? Because seriously, chances are good when you start doing echo back, you’re going to find that you missed a lot of stuff. That you assumed. Empower people to succeed, so check in mid-way with that explicit communication. Then celebrate when they do a good job or have a conversation, and some consequences if they don’t. Explicit communication is number three.
Number four, leaders that don’t model accountability, you’ve seen this before Halelly. The team doesn’t take it seriously because the leaders don’t walk the walk, so why should they?
Number five, assuming other people won’t be accountable. Kind of branding somebody as the slacker. That’s not cool. Don’t do it.
Then six which is sort of a whopper that people miss, high staff turnover. If we have high staff turnover, balls will get dropped. Someone is like, “I thought George was handling that.” “I thought Sue was handling that.” “I didn’t even know Tom was handling it. He just quit and I don’t know what happened to it.” Those are the things that get in the way.
Things that actually increase accountability are resolving the things I just mentioned, and then really forging this powerful group and individual identity around accountability. How do we do that? We give status. Status in the tribe in your workplace, in your team, in your tribe, by giving public and specific recognition. High five to Halelly for being super accountable. She got the XYZ project done on time, on budget, exactly to spec. Woo! High five Halelly. So that happens publicly. That’s specifics, not just “High five, Halelly is awesome.” That’s a sugar high. So you’ll feel good for a second and then be like, “How do I become awesome again?” Now, Halelly knows how to be awesome again, and if other people are struggling with accountability, they can pull her aside and say, “I want to be more accountable. How do you do it?” Sharing, noting each other’s superpowers, because we’re all going to have certain superpowers.
Back with my Halelly example, if one of her superpowers is accountability, that’s awesome. Other people in the tribe know it. They can come to her to learn more about accountability. Next, making accountability a good-feeling behavior. The human organism will always gravitate toward, will always choose, the best feeling behavior on their behavioral menu. So in any given situation, we have a certain range of possible behaviors. Think about the performance review. Some people have a very impoverished menu of behaviors during the performance review. Defensiveness, fear, etc. Start to notice as you move through the world how broad your behavioral menu is. Look at the emotion wheel if you’re not sure what should be on it. Then let’s look at how to make accountability feel good. With the praise, with accountability being something we identify with – this is who we are. We are the people that always come through. And then of course structurally. Quarterly business reviews, monthly business reviews, weekly status, Kanban boards, all the ways we can track accountability. Then also with goals, a lot of leaders miss, they do the “what – we need to accomplish this,” they do the “when – by such and such date,” but they often don’t do the why. Here’s why this goal matters, not just to make more money, but why this matters is so that we can achieve this particularly great thing. And then how? How are some of the ways, not all of the ways, but just how are some of the ways that we’re going to achieve this? Sometimes people, they really want to achieve a certain goal, but they have no context. They have no idea. So, why is this relevant and then what are some of the first few things I could do?
Do you follow the situational leadership model, the Blanchard model, that says that different people at different stages in their career or different stages in their development along a particular skill track need more of the “how” earlier on and less of it later? Or do you find that everybody wants more of the how?
I find that the less experience a person has, the more how they need. For sure. Because when you have more experience, you’re like, “Yeah, okay, so we need to get two million social media followers? Okay, I’ll do this, this, that, that and that.” Whereas the people who maybe are newer to the workplace, to the team, to the project, haven’t done it before, have no frame of reference. It’d be like, “I don’t know!”
You just throw them off the cliff and hope that they can fly and then when they crash … what happened to Shelly? Oh, yeah.
Where did she go? I want to say two more things about accountability, if we have time? Another thing I want to focus on is the flavors of accountability, and also what happens in the brain. I know you love science. So, five types of accountability. Just check-in with yourselves and see how you’re doing here. Number one, to the customer – are we doing what they expect? Number two, to ourselves – are we doing what we say we will? Number three, to each other – are we doing what we tell other people we agreed to do? Number four, to the business – are we just seriously doing what needs to be done for the business and that is right and honorable? And then number five, if you’re a leader, are you doing the work of leadership? It’s not always fun. Are you just showing up and doing what needs to be done? I think when we look at those five areas of accountability, many people miss all five of those areas of accountability. I find when we cover all those, then we’re like, “Yes, okay, cool. I’m doing thorough, compete accountability if you will. I feel like I’m in integrity with that.”
And I want to talk about goals for just a sec, because this is where we get a little bit messed up in accountability. When we set goals properly, it boosts our systaltic blood pressure, which is our focus and readiness to act response. Physiologically in our body. This is where we find is great to use needle movers, which has three-levels of a goal. Minimum – barely acceptable; target – woo-hoo, this is what I want to achieve; mind blower – that’s the stretch goal. Woo, if I achieve this, it’s awesome. What’s cool is since the brain perceives goals, psychologically, socially and spatially, the body will adjust the systaltic blood pressure, the focus and readiness to act, based on the level of the goal. So let’s say that the target revenue that you want is X million dollars, and the minimum barely acceptable is X minus 10 percent, and the mind blower is X plus 10 percent on up. Here’s what happens with systaltic blood pressure. The minimum, you’ll have fairly low systaltic blood pressure because you’ll be like, “I can totally do this.” The target though, you’ll have a huge spike in focus and readiness to act. Woo! This is the one I really want. High focus, high readiness to act.
Let me stop you for a second – you mean we’ll have that blood pressure response when focusing on the goal or when achieving it?
Oh, thank you, thank you. When working on it. Ooh, before you’ve achieved it, so it’s muy bueno. So you have more systaltic blood pressure, you’re less likely to give up as you are pursuing that target, middle goal. Then you have lesser systaltic blood pressure, less than the minimum goal. The stretch goal has even less systaltic blood pressure than the minimum. Isn’t that interesting?
Why is that?
You know, I don’t totally know. I just know this is the research that NYU found. I’ve been talking about three levels of goals forever and everyone is like, “Christine, you’re crazy.” Finally they did some research and they were like, “Hey, you’re actually right!” Thank you! Think about a minimum, barely acceptable, target what you really want people to do, and then the stretch goal, the mindblower, because otherwise, we have binary goals. You achieve it, you feel great. You don’t achieve it, you feel lousy. But life isn’t like that. You know this Halelly. Life is messy and uncertain and stuff happens that changes stuff. I want you guys to just think about that, because here’s the research – when we have our eyes on the prize and we have these three levels, we can make the finish line look 30 percent closer. This is just how your body responds. We can make it feel, the goal, feel 17 percent easier, thanks to systaltic blood pressure. And then my favorite, we can achieve the goal 23 percent faster. Have three levels of goals. Play with systaltic blood pressure. It’s happening in your body anyway, you know? Might as well capitalize on it.
Thank you for sharing that. This is intriguing. Just to make sure that I understand it, as a leader, if you’re helping your team members set goals, individual or team goals, what you’re saying is that we should be explicit in laying out three different goal levels and encourage them to go for the target?
Yes. Go for the middle one. And then we really want to make sure we plan for obstacles. Obstacles happen. We see this happen all the time. Our best-laid plans get sidetracked. Create those implementation intentions. Here’s how I’m actually going to do this. Oh, did you consider doing also this? “I hadn’t thought about that. I’m glad you shared how you’re thinking of doing it so that I could have this idea on this other thing.” And then when we really focus on that particular goal and visualize it being achieved, we can move that goal closer.
Great. I was digging around on your website and I saw that you have a couple of different assessments that you offer on there – we’ll link to it on the show notes – and I wonder if we can get a sneak peak at one of them, just in general. It says that there are five key traits of world-class executives or world-class leaders. What are they?
I’m glad you poked around. All of our assessments, it can help yourself, and we’ll have the link on the show notes. The leadership assessment, it’s a self-assessment, 35 questions. It takes about five to seven minutes, depending on the person. Please be thoughtful when you do it. Don’t be rushed through it because you won’t get as good of data. You see, you learn, your level of focus, clarity and clarity is not just an internal thing. We talked about explicit communication a couple of minutes ago. As a leader, that’s a big part of clarity. Focus, clarity, accountability – something else we just talked about. Influence, our ability to engage and enroll people, especially people who don’t report to us. And then sustainability. It’s fun to gauge yourself, to assess yourself on those five levels, which you can do on the leadership assessment and you’ll see the link on the show page. Then, you’ll get the results emailed to you immediately. You’ll see all the details. Then start working on those and then take it again in six months-plus and see how you’ve grown.
And what does sustainability refer to other? You explained the other four.
Thank you. Sustainability is really the ability to continuously deliver results without burning out. Because so many of us do that or have these bursts of creativity and then are flat lined for a while. Sustainability is a healthy, good old work-life balance, so that you can realize that it’s a marathon. It’s not really a series of sprints.
Great. Thank you for sharing that, and I’m glad we were able to cover some of them. Of course I would want to cover all of them, but we have the 30-minute format so we won’t, but people will be able to read and learn and try more from following you later. We will link to it. So, before you share one specific action – we always have that at the end of our show – what’s new and exciting on your horizon Christine? What’s exciting for you these days?
What’s super exciting for me is our Beyond Your Brain retreat. That’s the website as well, BeyondYourBrain.com. It is a retreat we hold out in nature, small group of leaders, and we go out and we kind of reconnect to the natural world, turn off our crazy buzzing brains all the time, and return to kind of how humans used to be. Way before we got digitally distracted to the extent that we’re so distracted now. We teach executives and leaders ancient wisdom, Native American wisdom, Peruvian shamanism, etc., and what’s really cool is people experience levels of peace and clarity and vision that they then can take back to their world. I think so many of us get too swept up in the busyness of life and then we start to lose the meaning and the fullness and the deep satisfaction. We’re just loving seeing what executives do and leaders do when they come back to their companies with these new perspectives and what it does for humanity in the workplace and insights and innovation and kindness and compassion and frankly, much better business results as well, which is super cool.
That is super cool. This is something that people do on their own? It’s not that the company sends a group or something like that, it’s just that anybody can sign up?
Anybody can sign up on their own.
So what’s one specific action, Christine, that TalentGrowers can take today, tomorrow, this week, that can help them upgrade their leadership skills?
Using the feedback frame and we are going to put the feedback frame info graphic on the show page. The feedback frame is giving people feedback in a way they can actually receive it, that actually works well with the brain, and it’s super simple. It’s a very simple format. It’s not the feedback sandwich that many of us were taught. Totally ineffective.
I hate that stupid sandwich!
It’s a bad sandwich. It’s not a tasty sandwich because it confuses the brain. Here’s what it is, super duper easy, and then I’ll show you a bad example and a good example. You say, “What’s working is,” and you list one or two things that are working. And then, pause, let the brain load up the visual, auditory, kinesthetic structures. Now the frontal lobes are super receptive and now we drop in, “And what I would like to see more of is,” blank. So it’s two things that are working, two things you’d like to see more of. One think that’s working, one thing you’d like to see more of.
Here’s an example of how leaders often give feedback that is useless. “Sue, you often forget to follow up with clients after projects are completed. You should really do something about that. A project isn’t really completed until you’ve had a conversation with a client. If you don’t take the effort to find out what areas we can improve our service in, we might lose our clients to competitors and as it stands, we can’t afford to do that, can we?” Ooh, snarky!
Here’s another one, one that’s working. “What’s working is your delegation. You manage six projects at a time. You see them to completion. You’re awesome in weekly team meetings. You help everyone get clear on what they need to do, and why and when they need to do it. What I’d like to see more of is contacting the client after a project is done, and eliciting that feedback on their experience with us. You could even ask a standard set of questions so we can assess our client care with set metrics.” Boom. Done.
It’s future-focused.
It’s exciting too. Like, “Ooh, this is working! And this is what I’m looking forward to saying more of.” It’s very future-focused. People love getting these. A lot of our clients are now doing feedback Fridays. Every Friday, everybody gives feedback to at least one person. You use it up, down, across the org chart. And what we found – let’s do the numbers because some people really like them – using the feedback frame, what our clients have found is that people are six times more likely to agree that the feedback is meaningful, six times more likely to agree that they’re motivated to do outstanding work, three times more likely to be more engaged at work.
Those are nice numbers.
They are nice numbers. So, I love receiving feedback frames. Sometimes my team won’t give them to me because sometimes you don’t give them to your leader and your leader has to make it easier for you to say yes. So with one of my team members recently I said, “Hey, let’s do a feedback frame next Wednesday at X-o’clock. I really want to know how I’m doing as your leader.” Feedback frame time came and she said, “I don’t really have feedback for you. Everything is going great.” I said, “What’s working?” She told me what was working. But then she was stuck on what she wanted to see more of. I said, “Can I jump into your chair for a second? I’m going to pretend that I’m you. So Christine, what I’d like to see more of is,” and I told her what I thought she might want to see more of from me, and it was so cute. She was like, “Yeah! I would like to see more of that. You know what I’d also like to see? Wait, I have to say one more of what’s working.” And we got on this amazing flow and she said, “You know what? There was feedback I needed to give you.” You have to prime the pump sometimes as the leader. Just own that. Own it and do it.
Okay. Good. This is very actionable and I look forward to sharing the information on the show notes page with TalentGrowers. Christine, I really appreciate you stopping by on the TalentGrow Show to share your insights with us. Thank you so much. How can people stay in touch, follow you, learn from you more online, on social?
Yes. Our website, SmartTribesInstitute.com. We’ll put that on the show page as well. The resources page at SmartTribesInstitute.com has tons of super cool stuff and we will point you to the assessments page there. And then if you want to follow us on Twitter, @Comaford, my last name. And if you’re curious about our retreat that we do that’s super awesome, we have digital support for it that starts in January each year and the retreat is always in the fall. That’s BeyondYourBrain.com. Thank you so much for your time today Halelly. It was fun to hang out with your peeps.
Here's the OUTRO
There you have it TalentGrowers. Yet another episode of the TalentGrow Show in the books. I hope you enjoyed it and that you take action, because without action, there is no change. And what action are you going to take? I’d love to hear what you thought, what you tried, how it worked. And, what you want to hear about in the future. I’m always open to your feedback and I thank you so much for spending time with me. I know you have a lot of choices for how to spend your personal development time and the fact that you’ve chosen to listen to this podcast and stick around all the way to the end means a lot to me. I definitely don’t take it for granted. Thank you TalentGrowers for listening. I’m Halelly Azulay, your leadership development strategist here at TalentGrow and this is the TalentGrow Show. Until the next time, make today great.
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Intro/outro music: "Why-Y" by Esta
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