196: In the Ready Zone – How to Reframe, Refocus, and Realign Your Leadership with Esther Weinberg
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What allows a workplace culture to survive, adapt and thrive in the face of change? That is the crucial question so many leaders are (or should be) asking themselves today. On this episode of The TalentGrow Show, leadership training expert Esther Weinberg joins me to tackle this issue and present the unique leadership framework she calls The Ready Zone. To operate in The Ready Zone as a leader means to measure and elevate six Zone Performance Indicators (ZPIs) that provide leaders with a practical means to reframe, refocus and realign in the face of challenge and change. Tune in to discover the six ZPIs, learn how to develop what Esther calls your visibility quotient (VQ), and get actionable advice for unifying, inspiring and empowering your workplace culture. Listen and don’t forget to share this episode with others!
ABOUT ESTHER WEINBERG:
Esther Weinberg is a leadership training expert that empowers and equips high-level executives in the entertainment industry to build sustainable company cultures based on a foundation of respect, safety and trust. As Founder & Chief Leadership Development Officer of The Ready Zone, she coaches leaders through change with proven systems to reframe, refocus, realign—and ultimately—put people first.
Esther’s breakthrough strategies have helped clients including Netflix, NBCUniversal, Microsoft, ESPN, WarnerMedia, Sony, Warner Bros., CNN, DreamWorks Animation, Discovery Communications, Adobe, Disney, IMAX, National Geographic, and Nickelodeon.
WHAT YOU’LL LEARN:
What is The Ready Zone? Esther describes her unique leadership framework (8:02)
How trust, respect, and safety impact every aspect of the workplace, and why it is so important to measure them (10:03)
Esther introduces the six “Zone Performance Indicators” (ZPIs), and shares a real-life story to help illustrate what it looks like to implement the first indicator, called Pivot Ready (11:02)
A brief overview of all six ZPIs (18:33)
Why do many leaders make the mistake of trying to be invisible? Esther describes what she calls the visibility quotient (VQ) (22:01)
How leaders can develop VQ authentically and effectively in themselves (23:41)
What’s new and exciting on Esther’s horizon? (27:29)
One specific action you can take to upgrade your leadership effectiveness (28:22)
RESOURCES:
Get Esther’s free eBook, Why Your Company’s Bottom Line is NOT Your Top Priority
Check out Esther’s website
Listen to Esther’s podcast, Deeply Simply Human
Connect with Esther on LinkedIn
Episode 196 Transcript Episode 196 – Esther Weinberg on the TalentGrow Show
SOUNDBITE: Then you go, “Okay, what I’m doing is not really great.” But then you can say, “Okay, what do I need to stop doing and what do I need to start doing in order to create a different outcome?” That’s what I call pivot moments. Anyone can do what we’re talking about, regardless if it’s at work or with weight loss or with money. You don’t have to have a fancy title in order to create those kind of pivot moments for yourself.
intro 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 another episode of the TalentGrow Show. I’m Halelly Azulay, your leadership development strategist here at TalentGrow, which is the leadership development company that I founded in 2006 to develop leaders that people actually want to follow. This TalentGrow Show episode will feature someone who can help you develop your leadership skills. Esther Weinberg will join me and we’re going to talk about something she calls The Ready Zone. What it means, and how to get there – she talks about how to reframe, refocus and realign your leadership to make sure you are operating in a way that creates meaningful and measurable change to improve your leadership, and we even talk about a common mistake that you might not expect is a mistake you may be making as a leader and how to fix it. Then of course she issues an actionable challenge right at the end, as we always have something super actionable at the end. I hope you enjoy this episode, my interview with Esther Weinberg and let me know what you thought about it afterward.
Here we go.
TalentGrowers, welcome back. I’m so glad this week to bring on Esther Weinberg to the podcast. She’s a leadership training expert that empowers and equips high-level executives in the entertainment industry to build sustainable company cultures based on a foundation of respect, safety and trust, which we’ll talk about today. As Founder and Chief Leadership Development Officer of The Ready Zone, she coaches leaders through change with proven systems to reframe, refocus, realign and ultimately put people first. Esther’s breakthrough strategies have helped clients including Netflix, NBC Universal, Microsoft, EPSN, Warner Media, Sony, Warner Brothers, CNN and the list goes on. Esther, welcome to the TalentGrow Show.
Thank you so much. It’s an absolute delight to be here.
I’m really glad you’ve come by. I’m really looking forward to this conversation today. I know that before we started recording, we agreed that we are very aligned in many of the ways in which we help leaders become better leaders. But before we get any further, I always ask my guests to describe their professional journey very briefly. Where did you start and how did you end up where you are today?
Wow. That’s a long time ago, in a galaxy far, far away. I actually started my career in public relations and I was in the PR and marketing industry. I did work for about 12 different industries. I was on the agency side for a long time. I remember that I really wanted to get into entertainment and got the opportunity to work for a terrific woman who owned her own agency and she was launching all of these different entertainment brands so I started working for her. That’s really what started my career. I went and worked for her for awhile and then I left the entertainment business and went to work for a worldwide financial investment company and at the time – now I’m going to really date myself – the entertainment section of the newspaper was in the back of the newspaper and I found myself, I kept reading the back of the newspaper and I kept thinking, “I think something is wrong here. I think you need to go back to entertainment.”
So I went back and I started working for Fox’s FX network, and I’m a New Yorker. You’ll probably hear that in my dialect – born and bred in Brooklyn – and so I started working at Fox and then I got this incredible job working for Disney. Was head of publicity for their cable division for a while and it was interesting. When I was at Disney, I remember kind of toward the end of my career there, I was in an executive – part of the senior management team and was in the executive room – and the CFO said, “I just want everybody to know we lost about a third of our workforce.” I remember thinking, “What? What are you talking about? A third?” The head of sales and I were just frozen. And everyone else, including a management consultant in the room, which you’d be floored by, and she was like, “Yeah, fine, normal.” We were like, “That’s not normal. No.” What is it about our culture? It was the first time, I think, in my life that I was thinking about culture and the impact of culture on our environment and how that really eroded who we were being as an organization. About a year later, I left Disney because I thought I really don’t want to do this anymore. I don’t want to be in PR world. But I didn’t know what I wanted to do. It was like I just couldn’t do this anymore. I can’t be in an organization … it wasn’t about Disney, it was more that I didn’t want to do PR anymore. I was really disenfranchised. I can’t just keep doing this. But I have this itch around people development but I didn’t even know what that meant. It was a long time ago, over 20 years ago, and so I kind of – they say it’s like fumbling toward ecstasy – and so I found a woman that was giving a speech around finding your North Star in your life.
I remember thinking, “I wonder, if I got people together on a weekly basis to talk about what is really meaningful for them in their lives, and really set a designed intention to achieving something, within a span of eight weeks, how far would they go?” What blew my mind is eight people came and eight people in eight weeks transformed their lives and I had no idea what facilitation was or coaching was or anything. Then I thought, well, wait. I’m onto something. I signed up and started being trained to develop, because I really am a big believer in being trained and developed and not just saying that I’m something. I was trained and developed to be an executive coach and then started a leadership development company, and that was about 20 years ago. So now here’s where we are. I’ve had the good fortune over the last 20 years of having my own company, which I can’t believe that’s actually that long. And I’ve worked and so our focus is primarily in the entertainment industry, but I will say also I’ve had the great honor of working many different countries over the globe, including being steeped. I moved to Uganda, Africa, about 10 years ago with the thought that I’d never come back. I was doing the work I was doing. At night I was doing entertainment work and during the day, I was doing human rights and child rights work. It was a pivotal time in my life and my career. Then finally I just got to a place where I felt like I needed to move back to the United States. I moved back to the U.S. and over the last 10 years I’d say I’ve had a different kind of renaissance in my company. Really, I would say that it always came back to me about what was the fabric of things that were similar? It was all about the humanity of people and how do you build these environments of trust, respect and safety, whether you’re a child, whether you’re an adult, whether you’re being abused, whether you’re giving negative feedback, positive feedback, inside of organizations. I found the real connective tissue and so that led me to where we are today.
Wow. I want to do a whole podcast just on your career now! What a journey. Just looking at your material and your blog, I see that you recently rebranded your company and renamed it The Ready Zone. Your branding is beautiful, by the way. This Ready Zone is definitely the crux of your work and what you call the process or the framework that you lead companies through. I’d love for you to tell us briefly what that is, and why you think that leaders need to create this in their organizations and on their teams.
I mean, I would say that, I’ve been working 20-plus years with organizations in media and entertainment, plus other sectors like I mentioned, and what I’ve really seen is when leaders cultivate and they nurture this high level of alignment – which we can talk about in a second – they deliberately and intentionally, those are two big words, being deliberate and intentional about it, they create this engaged and powerful and profitable workplace culture. One doesn’t go without the other. They also create this workplace that gears toward growing the humanity in other people as well as themselves, and we really need this today more than ever. So when these kind of organizations operate in their mindset, when valuing one another is not only a high priority, it’s as measured and as valued as the bottom line, they are operating in what I call The Ready Zone. That is when organizations place trust, respect and safety as a high value and they actually measure it. That is as valued to them as the bottom line, when they’re measuring trust, respect and safety. Because it is no longer a nice-to-have, it’s actually a true business imperative. That’s why I called it The Ready Zone, because people want to feel ready and powerful to take on all of the opportunities and challenges at their feet. The question is, how? What I found is that especially if you look at the data also, so for example, PWC did a 2016 global CEO survey and they said that 55-percent of CEOs believe that a lack of trust is a major threat to their organization’s growth. If you look from a data standpoint too, having those three things – trust, respect and safety – really impacts everything. I have not met a leader that would disagree with me. The only thing is, are you not just valuing it, but are you measuring it? It’s a nice talking point, but doing it is a whole other story.
That’s very intriguing to me that you speak about measurement, because you’re right. These are things that some people would like to throw into the bucket of touchy-feely, fuzzy things that HR and leadership coaches like to talk about, but we here focus on business metrics. So how do we measure this kind of stuff?
It’s interesting. What we did was, in thinking through this framework – because the framework is based on 20-plus years of work – we created what we call zone performance indicators. That’s kind of our KPI, key performance indicators, for The Ready Zone. We wanted to make sure that if I’m talking about something like this, you know this from the work you do, that people just don’t go, “That sounds nice. It’s very esoteric, but how is it really practical?” We created these six zone performance indicators and they are in our normal vernacular, but we define them differently. For example, one of them we call pivot ready. That measures how individuals are personalizing and moving through changes with resilience. And the degree to which they do that is the degree to which they create one thing that we call as pivot moments. So how do you actually do that, practically? We say that pivot moments are a formula, and you can think of it almost like a scientific formula – that your perception, which means your emotions, plus your position means your experience about the changes, plus your performance, the actions you’re taking to support the change, actually equals having pivot moments.
Let me make this really super practical with an example. I was meeting with a client recently and one of her intentions for the coaching and for her growth was that while she was incredibly direct and in your face, there were many issues she was sidestepping and she really lacked compassion. She didn’t know how to meld this compassion side with handling really tough issues. But her aim and her intention was to be compassionate, collaborative, while being highly direct. That was just part of who she is. We don’t want to change the fabric of who people are. At the end of our meeting, we were reviewing some logistics in our coaching engagement and the next step was to meet with her boss, who was the head of the division. It was going to be a conversation between the three of us and I told her, very L.A. – I’ll have my assistant talk to your assistant – and she goes, “No, no, no, please do everything through me.” Now, look, this could be a seemingly just very innocuous statement. Just coordinate through me, no problem. But I thought it was really odd because she was a senior vice president. One of her goals was to elevate to an executive vice president and she shared that she doesn’t trust her assistant and isn’t sure if she’s the right person for the job. That’s curious. We started talking about it and it I said, “How do you really feel about her, like when you think about your emotions around your assistant? What comes up for you?” This is normal – you can assert anyone into this role. And she said, “Look, I’m very frustrated. I’m really disappointed. I’m really angry and I’m also afraid. I’m afraid because you just don’t know when you hire sometimes what you get. As much as you screen people.” Understandable, right? I said, “What is your experience about your assistant? Every time you come to the office and see her – what do you think of?” She said, “I hate to admit it, but the first thing I think of when I walk in the office, I see her on her computer and I think, ‘She’s on Instagram.’” I said, “Do you know she’s on Instagram?” No, she saw her once. She said, “My experience is that I know she’s not doing a great job. She didn’t really have the aptitude to get it done. I don’t feel like she has the desire to grow. And even though I’d given her deadlines, and those deadlines were followed up with, she’s really not doing the work.” I said, “Let’s talk about the actions that you’re taking to support this.” She was complaining about it. She admitted she was also talking to her husband quite frequently about it, as well as a few others. She was perpetuating. She wasn’t doing anything about it because she had someone of low performance, but when I asked her how long it was going on – take a wild guess. How long do you think this had been going on?
Oh gosh. Well, definitely way too long. How long?
Years.
I would have not guessed that. Ouch.
Two years. Think about it. She never did much about it. She tolerated the behavior until it was intolerable. And the pain. You think of this, because you can apply this to so many things. The pain of being intolerable became a place for her to pivot when we talked about it. But if we look at when we say pivot in this moment, what does it really mean? Was she examining where she wasn’t effective? Was she admitting her part? And were there other opportunities to pivot earlier? Did she have to wait until she got to a place of intolerance where most of us go to in order to change or to pivot? So if you think about it, where are we in our lives proactively looking to pivot or in our work? And you know, an effective leader looks at yourself first, where you can take responsibility, where you could be causing the matter to make all of these kind of adjustments. The examination of the inner work, as you know, is vital for each leader to do to create a new outcome. I said to her, first she had to be really clear on her intention, and what is the intention for how she really wanted to pivot with her assistant? Once we connected her intention and then we looked at her feelings and her experience, and what actions she was really taking, she actually could then make a different decision. Then at that point, she could say, “You know what? The kindest thing I can do for both of us is to move her on.” That was obvious to me – obvious to you and everybody listening to this – and obvious to her. But what it took for her to move into that action really had to be connecting to her intention, really diving deep into what her emotions were, the actions she was taking, what her experience was of her assistant, in order to move into a different outcome. And then she could say, you go, “Okay, what I’m doing is not really great.” Then you could say, “What do I need to stop doing and what do I need to start doing in order to create a different outcome?” That’s what I call pivot moments. Anyone can do what we’re talking about, regardless if it’s at work or with weight loss or with money. You don’t have to have a fancy title in order to create those kind of pivot moments for yourself.
Getting back to what we were talking about, that’s one of the ZPIs that we created, an element of the pivot-ready zone that anyone can do. That you can really see measures your effectiveness.
Then you can see the results? I guess you can measure results too, because you can measure performance indicators that most people have around to see what changed after?
Absolutely. For her, what stops us mostly? If you really think about it, if we knew better, we’d do better. I always say that all the time. If we knew better, we’d do better. And so for her, if a way to measure it is what was the perception, the position, the performance before, and get really honest about it, and it was producing a certain outcome. If you look at that candidly, and then say, “What is my intention for this situation? Then what do I need to start doing and stop doing in order to create a different result? Then you actually can take an action that will move you into a different outcome and you can measure – are the actions that I’m taking producing a different result than was originally? That measurement can become something that you completely can see very clearly after you take the action.
You have six different zone performance indicators in your system. Can you give us a broad overview of the other five?
We have pivot ready, we have action ready, we have influence ready, we have connect ready, we have impact ready and we have culture ready. Just to give you a sense. The overview, like what you’re talking about, pivot ready is really how you move through changes in your work, the level of resilience you have, the responsibility for how we take in the changes and facilitating change and buy-in at all different levels of the organization.
Action ready is when you have a strong sense of purpose, when you develop strong boundaries and base the decisions you’re taking every day on those boundaries and also how they add up to creating your legacy. We are huge about creating a legacy and that being the context for everything you do because that also will determine your level of emotional intelligence and your level of decisiveness.
An influence ready, influence is one of the most critical measures of leadership and that revolves around achieving a high level of visibility and alignment while building the sustainable, healthy relationships and you’ve got to be visible if you want to inspire people, which a lot of leaders today don’t like to be so visible.
Connect ready is pretty self explanatory in that way, which is communication. People talk about all the time, but it’s not just our words that we say verbally and non-verbally. It’s one of the most essential elements of leadership. Who are we being in our communication is vital. It’s having the skills to take on having tough conversations, giving feedback clearly and effectively, being consistent with your word, taking responsibility for what you say and the ripple effect of how it lands.
Impact ready is all about developing teams. When teams are aligned, and in sync, they can take on any challenge. And so you can see when you clearly understand the impact you’re having on your team with your mindset, your thoughts and your actions, you can be what we say impact ready. One of the cornerstones of that we talk about lots of times, developing a team commitment. A commitment for how you’re delivering on your organization objectives and vision. The last piece is culture ready. Lots of people define culture in a bunch of different ways. The way we define it is in order for a culture to be the fabric of an organization, you have to coach and mentor people to be their best. You really have to train people. Leaders today are not taught to be coaches, and they’re not taught to be mentors. They’re thrown into situations and say, “Have at it.” Every single mentoring program that I ever have heard of, they don’t train the mentors. They give you a little training for the mentees, they say the mentor has been doing it for a long time, have at it. That doesn’t work. It really teaches how do you coach, how do you mentor, how do you nurture these meaningful connections and appreciate contribution?
That will create, if you’ve got all six of these aligned, you have a really powerful workforce.
It’s a lot of plates to keep spinning, which is why I often say leadership is a very tough job. It’s definitely not easy and you can’t just do it by throwing people at it because it is this complex and they need some support and mentoring and coaching to be able to succeed. You’re doing good work in the world. There is so much we can dig into and we don’t have enough time for all of it. I was thinking we could talk about mistakes that leaders are making, and when you talked about visibility you kind of went into it a little bit. You sent me a book that you wrote, Why Your Company’s Bottom Line is Not Your Top Priority, which is a very intriguing topic. One of those, you say that to be an effective leader you need to be visible and many leaders want to be invisible. Why are they making that mistake?
It’s a funny thing because where many different leadership systems talk about developing your emotional intelligence and even I mentioned developing your emotional intelligence or your EQ, your emotional quotient, I say you have to develop your VQ, your visibility quotient. And what that is about is many leaders, if you’re introverted, you really want to be invisible. If you’re extroverted, you may believe … it’s almost like if you go to a party and you’re an extrovert and you’re chatting a little bit to everybody, but are you creating really meaningful connections? Not necessarily. Are you really intentional on your communication, sharing with people what you’re doing and how you’re doing it? No. Lots of people don’t want to, they feel that if they talk about their work and their contribution to the work, they’re going to sound like a used car salesman and sound like they’re so self-promotional that no one is going to get near them. And it’s not true. Because people think the work will speak for itself, and you know what? I’m so sorry, it’s not true. The work doesn’t necessarily speak for itself. And if you go out and you speak to people about the work you’re doing, or get visibility, it doesn’t mean that you’re a showman.
I’ll give you an example about it – there was a woman, she was in a research division at a company and she said to me, one of her client groups, she said, “Look, I’ve got to tell you, every single week I go into these meetings with them and all they do is debate me. They debate, debate, debate. Every single thing I say. And you know what? I’m an introvert and it makes me smaller.” Interesting, because what they’re talking about is launching new technologies, and guess what? This woman’s background was from Yahoo and Apple and Google and I’m thinking, “If they’re going to listen to anybody, they should be listening to you!” What we talked about when it comes to developing her visibility quotient is because she was very afraid. She said, “I don’t want to speak up. I don’t want to sound like a showman. And I’m just being swallowed up. They’re not going to listen to me anyway.”
What we talked about, we said let’s identify who are three key people that you’d like to have influence with? We identified them. Then I said to her, what are they passionate about? In their work and in their lives? Some things she knew, some things she didn’t know. She really wanted to have influence. What she said to me was, “Look, if I can make a difference in these meetings on a weekly basis, that would change my life around. Because I have to tell you, I’ve gotten to a place where I don’t even want to come to work anymore and I want to switch my client groups.” I was like, wait a minute, we’ve got to change this dynamic. One of the people she identified was this woman named Pamela and she realized Pamela was passionate about grooming and growing people, developing new technologies, also connecting. She’s a big connector. Connecting people. And she really was all about making sure that people were very well aligned in doing the work together. I said to her, “What are you passionate about?” She said, “You know, in a way, I’m actually passionate about most of the things she is.” I said, “That sounds really good.”
I call that your passion center. She identified Pamela’s passion center and her passion center, and where they intersected. Where I call that your circle of alignment. I said, “What I’d like you to do is I want you to go and have lunch with her, coffee, something casual. And I want you to choose, think about ahead of time, a couple of things you could talk about that unite your passion centers. What are you really passionate about and start talking about things from there. Would you be open to doing that?” She said no problem, that was easy. They go to have lunch and not only do they discover that they have some things in common that she wrote down, but she discovered five things they have in common on top of that. What happened afterwards? Not only did they start to form a relationship, but in the meetings themselves, Pamela would then call on this woman and say, “You and I, we were having lunch the other day and you brought a couple of great ideas. It would be great if you could share because I really think it could change our business strategy.” Then two to three weeks, all the sudden, guess who started getting more of a seat at the table? The woman who didn’t even want a seat at the table. So if you focus on what is your passion center, what is the other person’s passion center, where those intersect, your circle of alignment, you go to create relationships based on that. Guess what? They don’t think you’re a used care salesman, they don’t think you’re smarmy, and you can really develop relationships. Frankly, you can develop them for a life. That’s what I would say is a clear way in to really growing your visibility and developing your visibility quotient.
I love it. That’s very practical. It definitely aligns with the things I teach which is authentic networking with integrity. Build real relationships that are based on mutual interest and mutual values and I think that TalentGrowers can put that to action right away, so I appreciate you sharing that story. We’re running out of time, so before you share one specific action and tip, what is new and exciting on your horizon Esther?
I think you mentioned it before that I’ve got this new ebook on my website that I am engaging to really share because I think that it seems like within our world over the last year or two years, I’ve been really noticing a sea change that people are really wanting to create these kind of workforces that we’ve been talking about today, to create this ready zone in their business, and it’s really timely. That’s what I would say I’m really excited about.
it’s a very nice resource. I really enjoyed reading it. It’s robust, it’s not hard to read, it’s got cast studies in it, it’s beautifully laid out, so kudos to you. I think you’re saying that you can give it away to TalentGrowers later, right?
Yes! Yes!
Awesome. I think they’re going to love it. What is one specific action that TalentGrowers can take today, tomorrow, this week, that can help them ratchet up or upgrade their own leadership skills, ready zone skills?
I would say to give everyone a challenge. Which I think you’d probably be very happy about. Literally, for the next 30 days, pick one tool that we talked about today and begin using it. For example, we talked about pivot ready. How do really capitalize on these pivot moments and how to create them for yourself. Maybe that’s your thing as a way to accelerate you personally forging ahead for your future, the future of your team or your organization. Maybe it’s increasing your visibility. Take that on. Make a list of three people you want to have impact with, and start creating, identifying what their passion center is and where you’re aligned on that.
Wow, that’s a lot of things.
I would say pick one. Just pick one thing that they heard. Just pick one that you heard and for the next 30 days, begin using it. If you’re going to create pivot moments, do it. Take it and start creating it. If you’re going to focus on your visibility, take that on and do it. Take one thing that we talked about today and really almost journal, because we’re talking about measurement today. How you measure your success is actually keeping track. If you’re going to create pivot moments, identify where are the ideas that you need to do that? One area. And then start seeing how that begins to evolve and shift for you and your relationships.
Great. So just choose something and start moving forward on it and then journal your experience so you can see and notice the shift.
Exactly. Remember, it’s all about how you reframe, you refocus and you realign to be a stronger leader. And that’s really what we’ve been talking about today. If you take on any of these tools that we’ve been talking about, it will allow you to reframe how you see things, to refocus and then to realign, to have a better outcome.
Great. I know people are going to want to learn more from you and about you, so what’s the best place for them to go on social media, online, where?
The best place – and this is what you were talking about before – go to TheReadyZone.com and download the ebook. It’s free for all your listeners. It’s right there on the homepage. Put in your information, download the book. Like you were saying, it’s filled with practical strategies and tools and I always say like we’re talking about today, pick one thing when you read it that you want to put in place and start measuring it.
Great. We will link to that in the show notes. Are you active on social media? Should people follow you anywhere?
The best place to follow me is on LinkedIn. Esther Weinberg. And we also have a group, The Ready Zone group too, to help leaders, especially during times of change. You can connect with me there too.
Fabulous. I really appreciate you taking time to share your insights with the TalentGrowers today Esther. Thank you.
Thank you so much. This was great.
OUTRO
Well, there you have it TalentGrowers. That’s it for another episode of the TalentGrow Show. I hope that you enjoyed my conversation with Esther and all of the actionable advice that she gave. I hope that you take her up on the challenge to begin implementing at least one thing that you learned about in today’s episode. You know I want to know, what are you choosing and how did it go after you did it? I am really interested in hearing about your progress and your insights, because let’s face it – that’s the reason I do this show. It is to help you and to know that it’s making a difference. So don’t be a silent one. Let me know and keep in touch. So, I am Halelly Azulay, your leadership development strategist here at TalentGrow and this is the TalentGrow Show. I really appreciate that you spent some time with us today and hope that you got great value. 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.
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