December 16, 2024 • 30 mins
Join me, Ron Harvey, as I chat with Andrew Beaulieu, a leadership development coach from Montreal, who traded his construction boots for a coaching career. Discover the transformative power of "leadership wellness" and how focusing on personal well-being can elevate your ability to lead others. Together, we tackle the age-old challenge of work-life balance, advocating for a more integrated approach that addresses nine essential life areas—promoting a well-rounded lifestyle that helps leaders manage stress and stave off burnout.
Have you ever considered the friction that can arise when personal and corporate values clash? Andrew and I delve into this critical topic, highlighting how aligning these values can redefine success beyond material gains toward genuine fulfillment. Reflecting on my own career shifts, I discuss how the pandemic offered an unexpected chance for introspection, pushing me toward a deeper understanding of personal satisfaction. This conversation invites you to periodically reassess your values, ensuring they harmonize with your aspirations and professional objectives.
Prioritizing people in leadership isn't just a nice-to-have; it's essential. We explore the pivotal role of self-care in effective leadership, where a focus on quality over quantity can boost productivity without sacrificing well-being. Emphasizing the importance of executive presence, vulnerability-based trust, and recognizing one's blind spots, we discuss how building a holistic team is crucial for organizational success. If you're eager to enhance your leadership skills, this episode offers valuable insights and resources, from coaching to consulting, to help you lead with intention and resilience.
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Speaker 1 (00:01):
Welcome to Unpacked Podcast with your host
leadership consultant, ronHarvey of Global Core Strategies
and Consulting.
Ron's delighted to have youjoin us as he unpacks and shares
his leadership experience,designed to help you in your
leadership journey.
Ron believes that leadership isthe fundamental driver towards
making a difference.
(00:21):
So now to find out more of whatit means to unpack leadership,
here's your host, ron.
Speaker 2 (00:27):
Harvey, good morning.
This is Ron Harvey, the VicePresident and Chief Operating
Officer for GlobalCorpStrategies and Consulting, a
leadership firm.
We're based out of Columbia,south Carolina.
My wife and I have been inbusiness for over 10 years and
the thing that we enjoy doingthe most is really adding value
to leaders so they can be thebest version of themselves to
take care of the people thatthey're responsible for and
responsible to.
(00:47):
We know that leaders have aresponsibility, and it's not
necessarily who works for you.
It's how you take care of thepeople that's helping you be
great.
So that's a challenge right nowacross the board.
I wish I had known as much as Iknow today when I'm in my first
leadership role.
I would have been a betterleader for the people that
counted on me to be great.
So we're going to talk about allthat, and that's what the whole
podcast is about is how do youget better at this thing called
(01:08):
leadership?
So we love it.
We enjoy it, but we do a smallunpack.
Our guests come on, they have agood time, with no questions in
advance.
The only thing that I do askfor all of us is that we talk
about leadership, whatever thatmay look like as we go forward.
So I'm super excited to haveanother phenomenal guest joining
us.
So, andrew, let me let youintroduce yourself, give you the
microphone and you go where youwant to go at in your
(01:29):
introduction.
Then we'll dive into the funstuff.
Speaker 3 (01:32):
Well, thanks, ron, I appreciate that.
My name is Andrew Bollier.
I'm out of Montreal, quebec,canada.
I'm a leadership developmentcoach.
This is my third careeractually, so I'm a three-time
entrepreneur.
Mostly worked in constructionin the past, first was in
residential property developmentand then I moved into general
contracting commercial generalcontracting coast to coast
across Canada, where I spent themost of my professional career
(01:54):
16 years there and I grew upfrom being a middle-level
manager to a director to beingan owner-operator of that
organization that both of thosecompanies are still running
today.
I've just decided now to take myexperiences and challenge
myself in new ways, and so I'vecreated my own coaching practice
Bold Moves Coaching andConsulting and I help leaders
(02:14):
just I think you said it so wellget better at doing what they
love to do, which is taking careof other people, leading others
to be the best versions ofthemselves on and off the ice I
like the call yes, I'm Canadian,so on and off the ice hockey
reference.
Be the best versions ofthemselves at work, but also be
the best versions of them athome.
And so I kind of coinedleadership wellness and I say
(02:34):
how important it is to take careof ourselves as leaders, put
ourselves back at the top of ourpriority list so that we can be
the best for the people aroundus.
How we show up is so important,and I think we've lost our way
as leaders in that right.
We've become too, dare I say,capitalist, in the sense that
we're all about abundance.
We want more, we want more, andso we're always chasing
(02:55):
everything else, puttingeveryone else above ourselves,
and at the end, that's actuallyhurting us both personally and
professionally, and thestatistics are showing that Ron
Reports are showing.
Last year we had the highestnumber of leadership burnouts in
North America, and so that'swhy I've devoted my coaching
practice Bold Moves, coachingand Consulting to help leaders
regain control of their life andtheir practices.
Speaker 2 (03:18):
Wow, you opened a whole lot for me to unpack,
andrew.
I'm a very kind, veryentrepreneur.
You know three-timeentrepreneur.
He's changed careers andleadership and then you've got
the wellness of the connective.
People like to call it balance.
I don't know if it's everbalanced.
It hasn't ever been balanced.
For me it was more like aseesaw up and down.
Sometimes I was more at homeand sometimes I was more at work
.
Sometimes I was more into myeducation.
(03:41):
So I'll dive in.
Thank you for sharing that foreverybody that's watching and
listening.
You know that we just unpackingour real conversations.
We have fun and we laughbecause we got a sense of humor
here, but we also like to getstuff done, so the work has to
get done.
So when you start thinkingabout balancing high stress
roles, which comes withleadership naturally and I think
you leaders balance that I meanyou have a family, you have
(04:02):
expectations at work, you gotpersonal things going on, you
want to take some vacation.
If you got kids, add to thathow do you balance all of these
things that can be high stressas a leader?
Speaker 3 (04:11):
And I love how you said that you know this
balancing act.
Most people think of a seesawwork on one side, life on the
other side, right, that wholecoin, work-life balance.
And I don't love that becausemy studies have shown that there
are really, generally speaking,nine key areas of life, and
work is just one of nine areasof life.
Within that are your personalgrowth, your spirituality, your
(04:32):
finances, your health, yourfamily, your friends, fun and
recreation.
These are all in a physicalenvironment.
These are all areas of ourlives that are important, that
are conducive for us to be atour best.
Think of it as like a wheel, ifyou will, and if some areas of
your life are more depleted thanothers, you're going to be kind
of splashing along in your life.
You're going to have a bumpyride if you're thinking of a car
(04:54):
riding on a highway.
Right, you need to have ideallyas much of your nine areas of
life as full as possible.
Now, 100% is not possiblebecause we only have 168 hours a
week.
We have to intentionally planour time and our priorities a
certain way, depending on wherewe are in our life, and so I
help leaders, high performingexecutives, first off, build
(05:14):
that self-awareness around thesenine areas, and each of these
nine areas have sub areas.
By the way, nine is just thehigh 30,000 level fee, but when
I dive deeper, each one of theseareas has other sub areas is
the best way to say it and so Ihelp them build up the
self-awareness first, and thenfrom there we build
intentionality Intentionalityaround boundaries,
(05:36):
intentionality aroundcommunication, which is so
important.
Ron, people tend to just think,oh, communication, oh,
communication is so impactful,it needs to be so well done.
Language is important, timingis important, the form of how
you communicate is so important.
So, boundaries, communicationand really redefining their
values on a regular basis, weshould be.
Our values are our guidingcompass and we tend to lose
(05:59):
sight of them because we livebehind the corporate values, but
personal values is what guidesyou on a day-to-day basis.
So those are my three pillarsit's boundaries, it's
communication and it's valuesaround those nine areas of life.
Speaker 2 (06:12):
Wow, a lot offered, so I'm going to slow us down a
little bit.
Can you drop those nine forpeople that are listening?
I love them.
Then we're going to shift intothe values part.
I love how you corporate andpersonal.
So we'll unpack that second,but can you lay out the nine
again for people that arelistening that may want to take
notes?
Yeah, absolutely.
Speaker 3 (06:29):
I actually have it on my other screen here so I don't
misquote it.
So I have a physicalenvironment and I'll even give a
little brief description ofeach one.
So, physical environment, whichis about creating a space
conducive to your wellbeing,your comfort and your
productivity, work and career.
Which is about your personaland professional life and your
level of satisfaction withinyour current position.
Family and friends.
(06:55):
It's all about your socialcircle, support systems and
meaningful connections,relationships and love.
Is about your intimaterelationships and overall
satisfaction.
Within that, fun and recreationincludes hobbies, interests and
activities that you reallyenjoy doing.
Health and wellness encompassesphysical health, mental health,
emotional well-being, finances,financial well-being, which is
about achieving stability,security and prosperity in your
(07:15):
financial life.
Personal growth, continuouslearning, self-improvement,
expanding on your skills andknowledge.
And spirituality or self-time.
For those who are in spiritual,encompassing spiritual beliefs,
practices and time dedicated toyourself for self-reflection
and relaxation, and those tendto be, generally speaking, the
(07:35):
nine areas, critical areas oflife.
Speaker 2 (07:38):
Yes, we're going to put contact information at the
end so you can have aconversation.
If that's something that'ssuper important to you and they
should be critical areas of life.
This is for you as anindividual.
Leaders are human, so I don'twant you to think you're some
kind of robot and you're justgoing to make it through.
You mentioned earlier you talkabout when you walk into the
organization and you become theCEO or whatever.
There are some core values thatcome with the organization.
They're put on websites,they're put all over and I get
(08:08):
it.
But when I walked into anorganization, what I heard you
say is you got your personalcore values and they're driving
you.
How do you help make sure thatthose are in alignment with what
the corporate is also asking soyou can be healthy?
Speaker 3 (08:16):
That's a wonderful question and I think that's
something that has to be doneperiodically throughout seasons
of your life.
It's not just a one-time.
Do it because mostly when yougo for a job interview, you're
looking at the corporate values,you're looking at the culture
and you're seeing is there analignment with where I am in my
life today, with what thisorganization stands for?
And if the answer is yes, youtend to move forward.
But that doesn't mean that'sgoing to be sustainable for all
(08:38):
time, because things change inlife.
You have children, you getmarried, you relocate, something
happens in your life that is aturning point.
All of these things areopportunities to rediscover
what's important to you andwhat's your driving factors
today.
What are your values when you'realigning with a corporate value
, personal versus corporate?
Why there is a distinctionbetween the two is corporate
(08:58):
values tend to be about how dowe make this entity, this
organization, run and sustainlong-term.
They tend to be around teamworkand communication and integrity
, possibly some citizencorporateship, you know, giving
back to our communities thingsof that nature.
But they don't necessarily talkabout things that are the
personal value it could befamily.
(09:19):
Family is important to us,whereas in corporate they say
leave your personal at home.
Well, no, family is importantto me, it's a personal directive
.
So that's just an example ofhow you can have a
distinguishment between the two,actually a friction point even
at times, because as you startto expand on your families, you
have children, you want to bemore present at home, you want
to be more available to yourfamily, and that could be a
friction point that needs to bediscussed at that point in time.
(09:40):
It doesn't mean it's a dealbreaker, it means it's a point
of discussion and reflection.
So you know, a lot of peoplehave grit or they'll have I'm
drawing a blank on my word herewhen they want to challenge
themselves in different ways.
They want continuous learningas a personal value.
But maybe the organizationyou're working for you've hit a
plateau, maybe you've hit aceiling and you can't continue
to grow.
Well, that's going to be againanother friction point that you
(10:01):
have to sit with and reflect onand say am I okay with where I
am, or is that, you know,calling me to something else?
Or maybe I need to add onsomething in my life, expand on
what I currently have in orderto fulfill that personal value
of mine.
And we can't ignore thembecause they're going to surface
in different ways.
They're going to manifestthemselves in different ways,
and if you ignore them, theywill bubble to the surface one
(10:23):
way or another at a certainpoint.
So it's healthy to reflect onthese periodically.
And I say seasons of lifebecause it's not necessarily
every year that you're going tohave something change in your
life.
Time is flying quite quickly.
As we get older it goes fasterand faster.
So maybe it is every year,maybe it's twice a year, it's
whatever.
It's each their own, but I tendto do it once a year.
Speaker 2 (10:42):
Yes, as you mature and get older, I tell people the
days get longer, the years getshorter.
It's pretty short.
Like what did this?
Like well, they went.
Man, it's already Christmas.
They're like we didn't getready to start thinking about
holidays already.
So, based on your background,based on what you've done as you
do you switch careers severaltimes I have to believe, or at
least think, that you had toredefine success because, from
(11:04):
organization to department todepartment, career to career, it
changed.
I guess I would like to say itchanged.
How do you redefine success?
As you're growing and you'rechanging and life is changing,
how do you redefine success?
Speaker 3 (11:15):
Yeah, it evolves over time.
I like to say Nothing quitechanges, but it evolves.
And for me, one thing it usedto be about success.
So success for me used to beabout growth within the
organization, financialcompensation, you know, it's
things that were morematerialistic in life Am I able
to get the house that I want,the car that I drive, the suit
that I wear?
It was very external, it's howpeople perceived my
(11:37):
accomplishments and my goals,and that was very external.
It's how people perceived myaccomplishments and my goals and
that was very fulfilling in ayounger age.
But as I've matured I'm a fatherof two young daughters and my
life has evolved I realized thatsuccess is only one half of the
equation.
You also need fulfillment.
And fulfillment is that innerfeeling, is does it bring me joy
, does it bring me meaning?
Do I feel like I have purposehere?
(11:57):
Do I wake up energized versusdepleted?
And it's really thatintersection on that Venn
diagram, ron, that's the sweetspot.
You want a happy blend ofsuccess and fulfillment and
that's really what gets yougoing.
And that was one of the reasonsfor my most recent career
changes I had, you know, as anowner-operator of a large
organization here in Canada byall traditional metrics of
(12:19):
success.
I had what most people aspirefor in a career, but I was
lacking a little bit on thefulfillment side.
You know, this season of mylife, with my two children, who
are young, I want to be morepresent at home.
I want to be able to have moreflexibility to work here.
I have other partners that werepulling you know, not
necessarily pulling pressure,but there was other complexities
to the organization thatwouldn't allow me necessarily to
(12:41):
live into that fulfillment thatI defined for myself and my
personal values, and so that'swhy I made a most recent change
and I like to say it's more likean onion.
There's many layers to it, butthat was one of them, that was
one of the onions layers, butfor me that's how it's evolved.
So for me it's not just aboutsuccess, it's not about just
financial compensation andbenefits and being able to
(13:02):
afford a lifestyle that you'vealways dreamed of.
There has to be something more,and that's on the feeling side.
How does it make you feel to beable to do this?
What's the legacy behind?
Speaker 2 (13:12):
it.
I mean, I love where you'regoing at.
How did you recognize that itwas time for a change again?
What are the things that younotice about yourself that
helped you get there?
Do you realize you need tochange?
Speaker 3 (13:21):
Yeah, absolutely.
This is going to sound maybe alittle funny, but it was the
pandemic that actually was thebreak I needed, in the sense
that the whole world came to ahalt really suddenly, right, and
so it physically andemotionally brought me back home
.
And that was a time for me toreflect and really stop and say
like whoa, what have I beendoing?
I've been on autopilot, I'mgoing through the motions every
(13:42):
day.
Although I wasn't unhappy, Iwasn't fulfilled, and there is a
huge difference between thosetwo things.
I'll say it again Even though Iwasn't unhappy, I wasn't
fulfilled, and having that kindof moment to just breathe and be
at home with the things thatare most important to me my two
daughters and my wife was kindof a wake-up moment, saying like
I'm missing all the smallthings.
(14:03):
And you know, I've learned thatat this age of my children,
quantity is important, not justquality, which they were seeing
me on the weekends if they werelucky to ever see me at night,
because I was working 67 hours aweek and I realized I'm not
giving them the quantity thatthey need at this time of their
life for me to build arelationship that I want with
them long-term.
You know, when your kids getolder, they go into THR.
(14:25):
It becomes less about quantityand more about quality.
But at this age my kids areeight and six, so go back four
years when the pandemic happened.
The younger Quantity mattersand for me, to be the type of
father that I wanted to be, Ineeded to be more present at
home and that was what wasdefining fulfillment for me, and
still does to this day.
(14:45):
So, you know, not everyone'sgoing to have a and let's hope
that there's not everyone'sgoing to have a global pandemic
to kind of give them that momentof clarity or an awareness.
But that's what, you know,working with a coach can do for
you is it can help you bringthose awarenesses that you don't
have time to think about inyour busy day.
Things are hectic and, like wesaid, time is flying.
You kind of need someone tobring it back and ask the right
(15:05):
questions, give you the rightclarity to help you build that
awareness that comes out.
You're right, something's off.
You know my guiding compass isoff.
I need to make an adjustmenthere somewhere, and it doesn't
have to be a career change likeI did.
It might be something moreminor.
Speaker 2 (15:18):
Yes, because society will prompt us that we got to
chase all those things that theworld said is they win.
Yep, how do you, as a CEO,executive or a leader, not feel
guilty about spending qualitytime with your family?
Speaker 3 (15:32):
I worked with a coach and she brought this to my
attention very early because Ihad that same question.
I felt guilty that I wasn'tdoing what I needed to do for
the organization, and she saidthis and I actually posted on
LinkedIn today about it.
Actually, funny enough, there'sa difference between being
selfish and self-interest.
Speaker 2 (15:51):
Hmm, right, that's what the idea of it, cause I
don't think anyone said on anyof the podcasts you know I love
it.
Speaker 3 (15:58):
Yeah, that again.
There's a difference betweenbeing selfish and self-interest.
There's a difference betweenmaking yourself a priority,
because when you do that, youfirst off, your own well-being
is better, but you also show upbetter for people.
Use the airplane analogy rightyou put the mask on yourself
before the person sitting nextto you.
Self-interest is an essential.
It's a must-have for any leaderto better take care of the
(16:22):
people in their charge.
It's the least selfish thingthat they can do is take care of
themselves so that they cantake care of other people.
When I'm selfish, I'm onlythinking about myself.
I'm not thinking how can I dosomething that's going to
benefit people around me?
And now it's.
The misconception that a lot ofleaders have is I don't have
the time to make myself apriority.
I'm a servant leader.
Therefore everyone else comesfirst.
(16:42):
That's actually wrong.
You take care of yourself andyou will take better care of
those around you.
Speaker 2 (16:48):
We use the word executive presence, leadership
presence, like what does thatactually mean?
Like when I ask organizationswell, ron doesn't have executive
presence and I'm like what doesthat mean?
What does it look like?
Speaker 3 (17:06):
How do I taste, touch , feel Like?
What is this thing calledleadership or executive presence
?
Executive presence is rolemodeling the behaviors and
actions that you want others tofeel.
As a leader, Our job as leadersare to make the next generation
of leaders and their job tomake the next generation of
leaders.
It job to make the nextgeneration of leaders.
It's not about conserving whatwe have.
It's about giving it to thenext line, if you will, the next
wave of people.
Our job is to groom them, and Iequate it almost to being a
(17:29):
parent, right?
In my case, my job is to takecare of my children and get them
to grow up to be responsible,ethically minded, ambitious
individuals who have success andfulfillment.
Like this is my job as a parent.
Well, it's the same thing.
As a leader, your job is tohelp the people in your charge
grow to feel safe, to have trust, to feel heard, to feel seen.
(17:50):
And this is executive presence,is role modeling those
behaviors and actions that thepeople around you receive you,
the way you intend to bereceived.
Speaker 2 (17:59):
Phenomenal.
What if I've made a mistake?
I love that you're saying likeyou're this role model.
How do I repair any damagethat's caused by me by not being
a good role model?
I made a mistake.
I wasn't totally transparent orhonest or forthcoming or nice
or kind or whatever that thingis that created this disconnect
(18:20):
in my organization?
Speaker 3 (18:21):
How do I fix that?
You own it.
You need to own it.
We're all human right, and weall make mistakes.
And those who are vulnerableenough and courageous enough,
bold enough to own theirmistakes or even own saying I
intended to come off a certainway but you received it
differently.
That's my bad.
Even if there was no malintent,that's my bad.
Let me try again.
Can I try again?
(18:41):
Will you allow me to give asecond kick at the can, because
I think I can do better.
I think it's owning it, and youdo that by just being vulnerable
, and I talk a lot aboutvulnerability-based trust.
Vulnerability is not a weakness, it's a strength.
It's putting your heart on yoursleeve and wearing it there
proudly and as a leader.
That is probably one of thebest things you can do,
specifically in today's day andage, with a new generation of
(19:03):
workers coming into theworkplace.
They want to see thatauthenticity.
You want to see thatvulnerability.
You want to see that you careand that you're a human being
that bleeds the same type ofblood that we bleed.
You said it before we're notrobots, far from it, and I think
just own it.
It's never too late to make achange or to say, hey, we've
(19:25):
been doing something for 30years.
I hate that saying we've beendoing it for 30 years, so what's
wrong?
It's okay to say we're notafraid of the news.
That's what's wrong.
I think it's okay to say, hey,we've been doing a certain way
and I'd like to try somethingdifferent.
Is everyone okay with that?
And make it inclusive.
People will respect you morefor that.
People will follow you throughthat because they will feel it,
not just hear it.
Speaker 2 (19:45):
Yes, I love it.
So let's go to the place.
On here, andrew, we got to makethe numbers, we got to get
things done.
Bottom line matters toorganizations and results have
to happen.
How do I do that?
While also practicing self-care.
Speaker 3 (19:58):
Well, there's so many answers to this.
There's no one answer to this,but there are a few I can list
off here.
So one when we show up at ourbest, and we're hopefully again.
If I'm a leader and I'm takingcare of my own wellbeing and I'm
role modeling, this, it's forthe intent, not only for my own
care, but that others in myorganization will also practice
self-care and we're going tofoster that culture right, we're
(20:18):
going to foster that soeveryone can show up at their
best.
When people show up at theirbest, they get more things done
in a lesser amount of time witha higher quality.
Productivity goes up,Interdepartmental collaborations
go up, Communication improvesOur error margins decrease,
Turnover decreases yourretention, so your profitability
is going up, your revenue isgoing up, your net margins are
(20:40):
healthier, all because you'reshowing up at better versions of
yourself.
That's the first.
The second is there's amisconception, and I have a
certification in neuroscienceand we can only do between four
to six hours of hard cognitivework a day.
That is it.
So the individuals doing 12, 14hour days are not actually
(21:01):
being more productive.
They're just burning theircandle out at both ends.
So there's a misunderstandingthat more time equals more value
.
We can spend more quality timeand earn better value.
But again, that starts from thetop downs.
For leaders to really identifywhere the priorities are right
now and that's where I saidcommunication is one of the
three pillars.
We need to communicate so thatthey know that they're not
(21:25):
spinning in a hamster wheel justrunning after their tail.
We're saying work on thesethings.
This is what's going to give usour biggest ROI, this is where
we're going to get our biggestreturn and this is what's
healthy for the organization.
And really spell it out forthem, Don't hide it from them,
because at the end of the day,this is what's going to help you
hit those milestones.
Build that motivation, makethem feel like they have a sense
of ownership in the business.
People want to feel like theyown the business without
(21:47):
actually owning the business andthey'll go to war for you.
They'll fight tooth and nailand they're going to work hard
without burning themselves outbecause we're practicing
self-care.
Speaker 2 (21:56):
Awesome.
During the pandemic, duringyour transition from career to
career.
What are the things you'velearned about yourself that made
you better?
Speaker 3 (22:02):
Building connections with people.
One of my biggest strengths inmy past life and this life, one
thing that has evolved with meis slowing things down and
taking more time with people.
We found I say we as in theorganization found that when I
took time and I sat with everysingle one of our in-house, our
office staff members we had 70staff, 35 in office I sat with
(22:22):
every single one of them on aweekly basis for one hour and
when I sat with them I said thistime is for you.
I have my objectives of what Iwant to get out of this meeting.
So there's certain KPIs that Iwant to review with you.
But if you want to talk aboutanything else, this time is for
you.
It could be personal, it couldbe professional, it could just
be social.
We could cut the meeting rightnow if you'd like.
This time is for you.
(22:43):
And when I actually slowedthings down and I gave my team
the space, I built psychologicalsafety, I built trust, I built
rapport, I built relationshipswith these people, both
personally and professionally,and we noticed that the
organization as a whole grewstronger.
People wanted to come to work,People enjoyed coming to work,
there was friendships, there waslaughter, and so building
(23:05):
connections is one thing that Ihave.
I wear as a badge of honor.
I love building connectionswith people and in this new life
of mine, this new career path,I get to do that again in a
different capacity, and I thinkit's the thing I enjoy the most.
It gives me fulfillment andmakes me feel like I'm
scratching over that successwheel as well.
It gives me both, and I thinkthat's where a lot of leaders
(23:26):
can if they're listening andthey're looking at ways to
improve their organizations istake the time to build
relationships with your staff,both personally and
professionally.
You will thank me down the road.
Speaker 2 (23:37):
Yes, you and I will sing that song together probably
every day.
I talk about social capitalWith people.
It'll take you further thanyou'd agree in your experience.
Speaker 3 (23:58):
Yeah, something that you said that I want to unpack
before we wrap up here.
How important is it for leadersto find and intentionally make
time, to give people their time.
They are the ones who take careof your clients, your customers
.
Without them, your organizationwill shrink and or fail.
You need to.
It's number one it's number oneon my list is to make the time
for your people.
If you don't have the time, youneed to delegate, you need to
hire, you need to do something,you need to come up with a
(24:20):
strategic plan to find that time.
You need to be very intentionalabout the time you make.
If you don't, I fear that itwill have bigger repercussions
on their business long-term thanif they did.
Speaker 2 (24:31):
Yeah, I love it because I talk about it all the
time and you hear, you know thehigher you go.
People say I'm busy, I'm busy,I'm busy and metrics and numbers
and profit margins and losses,and you know what the books are
saying.
At the end of the year we wantto equate everything back to
some kind of a document, aspreadsheet, and we don't have
people built into that and Ilove that you're reinforcing
that.
I kind of got to slow down tospeed up.
Speaker 3 (24:54):
So what was really interesting is, when I worked
for the general contract inbusiness, I was in charge of
administration and finance, somy job was to look over the
financial statements and Ilooked at numbers every day,
whole day.
The one line to your point thatyou're not going to see there
is, like you said I love thesentence social capital.
It's not a line on your balancesheet but it affects every
single line on that financialstatement.
(25:14):
To your point, someone who'svery analytical and maybe
doesn't enjoy that socialcollaboration so much.
Right, and they just likethrowing their numbers and their
nose in the books.
You're missing a big part of thepuzzle.
You're missing a big part ofthe puzzle.
It's the people outside youroffice, it's the people within
your organization at all levels.
So if that's not somewhere youenjoy and get fulfillment with
(25:37):
creating those collaborations,those connections with others,
you need to find someone who can, on your behalf.
A good leader recognizes wherethey have their blind spots or
weaknesses and they'll findsomeone who helps complement
that.
We don't have to be the best ateverything, but we need to
surround ourselves with peoplewho are the best at everything
so that we can be the mostholistic possible.
Speaker 2 (25:55):
Yes, I love it.
He's dropping nuggets for youbecause every leader feels like
they got to have the answer foreverything.
This is the only team, you know?
Speaker 3 (26:02):
No, you think of the hockey team.
Again, I'm Canadian, but it'sthe good GM surrounds himself
with the best coach, assistantcoach, top players.
The GM might not be the besthockey player, but he's going to
build a good hockey team bysurrounding himself with the
right people.
Speaker 2 (26:16):
Yeah, I mean it's amazing because I think you know
up north in New EnglandPatriots and Bill Belichick was
doing a phenomenal job, I said,well, what NFL did he play for?
He was like, yeah, just goresearch.
What NFL team did he actuallyplay for?
He came out of the WalkerAcademy Absolutely he did, but
with an earthly professionalcareer.
He was a phenomenal coach, buthe leveraged the things around
(26:39):
you.
So, leaders, if you'relistening, you don't have to be
the best at everything Now.
You do have to be good at whatyou're supposed to be good at,
or whatever that thing is thatyou bring to the team and or
whatever that thing is that youbring to the team and that's
based on organizations.
But you got to surroundyourself with talent,
trustworthy people, capablepeople and you got to get out of
their way.
Speaker 3 (26:55):
Yeah oh, trust, you got to get out of their way.
Yeah, you just sprinkled thatin there.
Trust yes, you need to trustthe people you empower.
Speaker 2 (27:04):
Yes yeah, so as we come to a close, is there
anything that comes to mind thatyou want to leave with the
audience?
You know your top three things,or is there a list, and not
that you have to have it?
What would you leave them with,if anything?
Speaker 3 (27:28):
utility belt.
These days and age, the numbersdon't lie.
If you're a numbers person, thestatistics show that last year
we had the highest number ofrecord of burnouts in leaders.
And if you don't know where tostart, we'll partner with
someone who can help you get youthere Again.
You don't need to knoweverything, but there are
resources out there.
There are leadershipdevelopment coaches, there are
consultants.
There are so many differentresources out there for you, so
don't let it be what holds youback.
Speaker 2 (27:47):
Yes, invest in yourself.
Invest in yourself.
Yeah, invest in yourself.
With that being said, ifsomeone wants you on a podcast
or someone wants to find outmore about your programs and
your organization, what's thebest way for them to make
contact with you and yourorganization?
Speaker 3 (27:59):
Absolutely.
There are three real key waysthat you can get ahold of me.
You can go and visit my websiteat wwwboldmovescoachingca, and
there is a contact me part on mywebsite, so feel free just to
reach out.
You can contact me on LinkedInunder Andrew Bollier,
b-a-u-l-i-e-u, and I'm onLinkedIn every day.
So, again, just message me,connect with me.
(28:20):
I'd be more than happy to havea conversation with you.
Or you can email me directly atandrewatboldmovescoachingca.
No matter what, if you reachout to me, we're just having a
conversation.
There's no obligations.
We're just going to see whatyour needs are, where I can help
, and go from there.
Speaker 2 (28:33):
Yes, thank you.
Thank you, phenomenalconversation.
Thank you for sharing so muchrich information and adding
value to the audience thatfollows us and listens to us.
You know, but doing probably80% to 90% of the same things.
If you're a leader and you're asmall business owner,
entrepreneur, if you will, don'tbe afraid to communicate and
collaborate with people that dowhat you do, that can probably
(28:55):
help you or you can help them.
I call it coopetition.
Cooperate with your competition, which is huge.
As a society.
This is an ecosystem.
Your business is not big enough, fast enough, strong enough and
good enough to do it byyourself.
You're going to have to findsomeone and I always tell even
the best-made automobile, don'tmake all the parts for that car.
Yes, there are things that theydo so you can have a phenomenal
(29:18):
vehicle that don't have theirbrand and their name on it, but
it's still to make it a safe,reliable vehicle for their
customers, and I think all of usowe that as entrepreneurs.
What can we do to make it thebest product or service offering
for the customers?
That's invested in our business, invest in your people.
The best way to reach me is onLinkedIn.
You can always follow ourpodcast.
We ask that you share it.
We release a new podcast everysingle Monday to add value to
(29:41):
you.
You can follow me on LinkedInor you can go to our company's
webpage at GlobalCoreStrategiesand Consulting and you can reach
us.
We're happy to support you,serve you and partner with you,
point you in the right direction, either or Our job is to be of
service and be a great partnerin our community and on this
podcast.
So thank y'all for joiningAndrew and I.
With that being said, we'regoing to sign off and thank you
for hanging with us for at least30 minutes and until next time,
(30:02):
andrew and I will be signingoff and appreciate you joining
us.
Speaker 1 (30:06):
Well, we hope you enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Remember to join us everyMonday as Ron unpacks sound
advice, providing real answersfor real leadership challenges.
Until next time, remember toadd value and make a difference
where you are, for the peopleyou serve, because people always
(30:29):
matter.
Welcome to Unpacked Podcast with your host
leadership consultant, ronHarvey of Global Core Strategies
and Consulting.
Ron's delighted to have youjoin us as he unpacks and shares
his leadership experience,designed to help you in your
leadership journey.
Ron believes that leadership isthe fundamental driver towards
making a difference.
(00:21):
So now to find out more of whatit means to unpack leadership,
here's your host, ron.
Speaker 2 (00:27):
Harvey, good morning.
This is Ron Harvey, the VicePresident and Chief Operating
Officer for GlobalCorpStrategies and Consulting, a
leadership firm.
We're based out of Columbia,south Carolina.
My wife and I have been inbusiness for over 10 years and
the thing that we enjoy doingthe most is really adding value
to leaders so they can be thebest version of themselves to
take care of the people thatthey're responsible for and
responsible to.
(00:47):
We know that leaders have aresponsibility, and it's not
necessarily who works for you.
It's how you take care of thepeople that's helping you be
great.
So that's a challenge right nowacross the board.
I wish I had known as much as Iknow today when I'm in my first
leadership role.
I would have been a betterleader for the people that
counted on me to be great.
So we're going to talk about allthat, and that's what the whole
podcast is about is how do youget better at this thing called
(01:08):
leadership?
So we love it.
We enjoy it, but we do a smallunpack.
Our guests come on, they have agood time, with no questions in
advance.
The only thing that I do askfor all of us is that we talk
about leadership, whatever thatmay look like as we go forward.
So I'm super excited to haveanother phenomenal guest joining
us.
So, andrew, let me let youintroduce yourself, give you the
microphone and you go where youwant to go at in your
(01:29):
introduction.
Then we'll dive into the funstuff.
Speaker 3 (01:32):
Well, thanks, ron, I appreciate that.
My name is Andrew Bollier.
I'm out of Montreal, quebec,canada.
I'm a leadership developmentcoach.
This is my third careeractually, so I'm a three-time
entrepreneur.
Mostly worked in constructionin the past, first was in
residential property developmentand then I moved into general
contracting commercial generalcontracting coast to coast
across Canada, where I spent themost of my professional career
(01:54):
16 years there and I grew upfrom being a middle-level
manager to a director to beingan owner-operator of that
organization that both of thosecompanies are still running
today.
I've just decided now to take myexperiences and challenge
myself in new ways, and so I'vecreated my own coaching practice
Bold Moves Coaching andConsulting and I help leaders
(02:14):
just I think you said it so wellget better at doing what they
love to do, which is taking careof other people, leading others
to be the best versions ofthemselves on and off the ice I
like the call yes, I'm Canadian,so on and off the ice hockey
reference.
Be the best versions ofthemselves at work, but also be
the best versions of them athome.
And so I kind of coinedleadership wellness and I say
(02:34):
how important it is to take careof ourselves as leaders, put
ourselves back at the top of ourpriority list so that we can be
the best for the people aroundus.
How we show up is so important,and I think we've lost our way
as leaders in that right.
We've become too, dare I say,capitalist, in the sense that
we're all about abundance.
We want more, we want more, andso we're always chasing
(02:55):
everything else, puttingeveryone else above ourselves,
and at the end, that's actuallyhurting us both personally and
professionally, and thestatistics are showing that Ron
Reports are showing.
Last year we had the highestnumber of leadership burnouts in
North America, and so that'swhy I've devoted my coaching
practice Bold Moves, coachingand Consulting to help leaders
regain control of their life andtheir practices.
Speaker 2 (03:18):
Wow, you opened a whole lot for me to unpack,
andrew.
I'm a very kind, veryentrepreneur.
You know three-timeentrepreneur.
He's changed careers andleadership and then you've got
the wellness of the connective.
People like to call it balance.
I don't know if it's everbalanced.
It hasn't ever been balanced.
For me it was more like aseesaw up and down.
Sometimes I was more at homeand sometimes I was more at work
.
Sometimes I was more into myeducation.
(03:41):
So I'll dive in.
Thank you for sharing that foreverybody that's watching and
listening.
You know that we just unpackingour real conversations.
We have fun and we laughbecause we got a sense of humor
here, but we also like to getstuff done, so the work has to
get done.
So when you start thinkingabout balancing high stress
roles, which comes withleadership naturally and I think
you leaders balance that I meanyou have a family, you have
(04:02):
expectations at work, you gotpersonal things going on, you
want to take some vacation.
If you got kids, add to thathow do you balance all of these
things that can be high stressas a leader?
Speaker 3 (04:11):
And I love how you said that you know this
balancing act.
Most people think of a seesawwork on one side, life on the
other side, right, that wholecoin, work-life balance.
And I don't love that becausemy studies have shown that there
are really, generally speaking,nine key areas of life, and
work is just one of nine areasof life.
Within that are your personalgrowth, your spirituality, your
(04:32):
finances, your health, yourfamily, your friends, fun and
recreation.
These are all in a physicalenvironment.
These are all areas of ourlives that are important, that
are conducive for us to be atour best.
Think of it as like a wheel, ifyou will, and if some areas of
your life are more depleted thanothers, you're going to be kind
of splashing along in your life.
You're going to have a bumpyride if you're thinking of a car
(04:54):
riding on a highway.
Right, you need to have ideallyas much of your nine areas of
life as full as possible.
Now, 100% is not possiblebecause we only have 168 hours a
week.
We have to intentionally planour time and our priorities a
certain way, depending on wherewe are in our life, and so I
help leaders, high performingexecutives, first off, build
(05:14):
that self-awareness around thesenine areas, and each of these
nine areas have sub areas.
By the way, nine is just thehigh 30,000 level fee, but when
I dive deeper, each one of theseareas has other sub areas is
the best way to say it and so Ihelp them build up the
self-awareness first, and thenfrom there we build
intentionality Intentionalityaround boundaries,
(05:36):
intentionality aroundcommunication, which is so
important.
Ron, people tend to just think,oh, communication, oh,
communication is so impactful,it needs to be so well done.
Language is important, timingis important, the form of how
you communicate is so important.
So, boundaries, communicationand really redefining their
values on a regular basis, weshould be.
Our values are our guidingcompass and we tend to lose
(05:59):
sight of them because we livebehind the corporate values, but
personal values is what guidesyou on a day-to-day basis.
So those are my three pillarsit's boundaries, it's
communication and it's valuesaround those nine areas of life.
Speaker 2 (06:12):
Wow, a lot offered, so I'm going to slow us down a
little bit.
Can you drop those nine forpeople that are listening?
I love them.
Then we're going to shift intothe values part.
I love how you corporate andpersonal.
So we'll unpack that second,but can you lay out the nine
again for people that arelistening that may want to take
notes?
Yeah, absolutely.
Speaker 3 (06:29):
I actually have it on my other screen here so I don't
misquote it.
So I have a physicalenvironment and I'll even give a
little brief description ofeach one.
So, physical environment, whichis about creating a space
conducive to your wellbeing,your comfort and your
productivity, work and career.
Which is about your personaland professional life and your
level of satisfaction withinyour current position.
Family and friends.
(06:55):
It's all about your socialcircle, support systems and
meaningful connections,relationships and love.
Is about your intimaterelationships and overall
satisfaction.
Within that, fun and recreationincludes hobbies, interests and
activities that you reallyenjoy doing.
Health and wellness encompassesphysical health, mental health,
emotional well-being, finances,financial well-being, which is
about achieving stability,security and prosperity in your
(07:15):
financial life.
Personal growth, continuouslearning, self-improvement,
expanding on your skills andknowledge.
And spirituality or self-time.
For those who are in spiritual,encompassing spiritual beliefs,
practices and time dedicated toyourself for self-reflection
and relaxation, and those tendto be, generally speaking, the
(07:35):
nine areas, critical areas oflife.
Speaker 2 (07:38):
Yes, we're going to put contact information at the
end so you can have aconversation.
If that's something that'ssuper important to you and they
should be critical areas of life.
This is for you as anindividual.
Leaders are human, so I don'twant you to think you're some
kind of robot and you're justgoing to make it through.
You mentioned earlier you talkabout when you walk into the
organization and you become theCEO or whatever.
There are some core values thatcome with the organization.
They're put on websites,they're put all over and I get
(08:08):
it.
But when I walked into anorganization, what I heard you
say is you got your personalcore values and they're driving
you.
How do you help make sure thatthose are in alignment with what
the corporate is also asking soyou can be healthy?
Speaker 3 (08:16):
That's a wonderful question and I think that's
something that has to be doneperiodically throughout seasons
of your life.
It's not just a one-time.
Do it because mostly when yougo for a job interview, you're
looking at the corporate values,you're looking at the culture
and you're seeing is there analignment with where I am in my
life today, with what thisorganization stands for?
And if the answer is yes, youtend to move forward.
But that doesn't mean that'sgoing to be sustainable for all
(08:38):
time, because things change inlife.
You have children, you getmarried, you relocate, something
happens in your life that is aturning point.
All of these things areopportunities to rediscover
what's important to you andwhat's your driving factors
today.
What are your values when you'realigning with a corporate value
, personal versus corporate?
Why there is a distinctionbetween the two is corporate
(08:58):
values tend to be about how dowe make this entity, this
organization, run and sustainlong-term.
They tend to be around teamworkand communication and integrity
, possibly some citizencorporateship, you know, giving
back to our communities thingsof that nature.
But they don't necessarily talkabout things that are the
personal value it could befamily.
(09:19):
Family is important to us,whereas in corporate they say
leave your personal at home.
Well, no, family is importantto me, it's a personal directive
.
So that's just an example ofhow you can have a
distinguishment between the two,actually a friction point even
at times, because as you startto expand on your families, you
have children, you want to bemore present at home, you want
to be more available to yourfamily, and that could be a
friction point that needs to bediscussed at that point in time.
(09:40):
It doesn't mean it's a dealbreaker, it means it's a point
of discussion and reflection.
So you know, a lot of peoplehave grit or they'll have I'm
drawing a blank on my word herewhen they want to challenge
themselves in different ways.
They want continuous learningas a personal value.
But maybe the organizationyou're working for you've hit a
plateau, maybe you've hit aceiling and you can't continue
to grow.
Well, that's going to be againanother friction point that you
(10:01):
have to sit with and reflect onand say am I okay with where I
am, or is that, you know,calling me to something else?
Or maybe I need to add onsomething in my life, expand on
what I currently have in orderto fulfill that personal value
of mine.
And we can't ignore thembecause they're going to surface
in different ways.
They're going to manifestthemselves in different ways,
and if you ignore them, theywill bubble to the surface one
(10:23):
way or another at a certainpoint.
So it's healthy to reflect onthese periodically.
And I say seasons of lifebecause it's not necessarily
every year that you're going tohave something change in your
life.
Time is flying quite quickly.
As we get older it goes fasterand faster.
So maybe it is every year,maybe it's twice a year, it's
whatever.
It's each their own, but I tendto do it once a year.
Speaker 2 (10:42):
Yes, as you mature and get older, I tell people the
days get longer, the years getshorter.
It's pretty short.
Like what did this?
Like well, they went.
Man, it's already Christmas.
They're like we didn't getready to start thinking about
holidays already.
So, based on your background,based on what you've done as you
do you switch careers severaltimes I have to believe, or at
least think, that you had toredefine success because, from
(11:04):
organization to department todepartment, career to career, it
changed.
I guess I would like to say itchanged.
How do you redefine success?
As you're growing and you'rechanging and life is changing,
how do you redefine success?
Speaker 3 (11:15):
Yeah, it evolves over time.
I like to say Nothing quitechanges, but it evolves.
And for me, one thing it usedto be about success.
So success for me used to beabout growth within the
organization, financialcompensation, you know, it's
things that were morematerialistic in life Am I able
to get the house that I want,the car that I drive, the suit
that I wear?
It was very external, it's howpeople perceived my
(11:37):
accomplishments and my goals,and that was very external.
It's how people perceived myaccomplishments and my goals and
that was very fulfilling in ayounger age.
But as I've matured I'm a fatherof two young daughters and my
life has evolved I realized thatsuccess is only one half of the
equation.
You also need fulfillment.
And fulfillment is that innerfeeling, is does it bring me joy
, does it bring me meaning?
Do I feel like I have purposehere?
(11:57):
Do I wake up energized versusdepleted?
And it's really thatintersection on that Venn
diagram, ron, that's the sweetspot.
You want a happy blend ofsuccess and fulfillment and
that's really what gets yougoing.
And that was one of the reasonsfor my most recent career
changes I had, you know, as anowner-operator of a large
organization here in Canada byall traditional metrics of
(12:19):
success.
I had what most people aspirefor in a career, but I was
lacking a little bit on thefulfillment side.
You know, this season of mylife, with my two children, who
are young, I want to be morepresent at home.
I want to be able to have moreflexibility to work here.
I have other partners that werepulling you know, not
necessarily pulling pressure,but there was other complexities
to the organization thatwouldn't allow me necessarily to
(12:41):
live into that fulfillment thatI defined for myself and my
personal values, and so that'swhy I made a most recent change
and I like to say it's more likean onion.
There's many layers to it, butthat was one of them, that was
one of the onions layers, butfor me that's how it's evolved.
So for me it's not just aboutsuccess, it's not about just
financial compensation andbenefits and being able to
(13:02):
afford a lifestyle that you'vealways dreamed of.
There has to be something more,and that's on the feeling side.
How does it make you feel to beable to do this?
What's the legacy behind?
Speaker 2 (13:12):
it.
I mean, I love where you'regoing at.
How did you recognize that itwas time for a change again?
What are the things that younotice about yourself that
helped you get there?
Do you realize you need tochange?
Speaker 3 (13:21):
Yeah, absolutely.
This is going to sound maybe alittle funny, but it was the
pandemic that actually was thebreak I needed, in the sense
that the whole world came to ahalt really suddenly, right, and
so it physically andemotionally brought me back home
.
And that was a time for me toreflect and really stop and say
like whoa, what have I beendoing?
I've been on autopilot, I'mgoing through the motions every
(13:42):
day.
Although I wasn't unhappy, Iwasn't fulfilled, and there is a
huge difference between thosetwo things.
I'll say it again Even though Iwasn't unhappy, I wasn't
fulfilled, and having that kindof moment to just breathe and be
at home with the things thatare most important to me my two
daughters and my wife was kindof a wake-up moment, saying like
I'm missing all the smallthings.
(14:03):
And you know, I've learned thatat this age of my children,
quantity is important, not justquality, which they were seeing
me on the weekends if they werelucky to ever see me at night,
because I was working 67 hours aweek and I realized I'm not
giving them the quantity thatthey need at this time of their
life for me to build arelationship that I want with
them long-term.
You know, when your kids getolder, they go into THR.
(14:25):
It becomes less about quantityand more about quality.
But at this age my kids areeight and six, so go back four
years when the pandemic happened.
The younger Quantity mattersand for me, to be the type of
father that I wanted to be, Ineeded to be more present at
home and that was what wasdefining fulfillment for me, and
still does to this day.
(14:45):
So, you know, not everyone'sgoing to have a and let's hope
that there's not everyone'sgoing to have a global pandemic
to kind of give them that momentof clarity or an awareness.
But that's what, you know,working with a coach can do for
you is it can help you bringthose awarenesses that you don't
have time to think about inyour busy day.
Things are hectic and, like wesaid, time is flying.
You kind of need someone tobring it back and ask the right
(15:05):
questions, give you the rightclarity to help you build that
awareness that comes out.
You're right, something's off.
You know my guiding compass isoff.
I need to make an adjustmenthere somewhere, and it doesn't
have to be a career change likeI did.
It might be something moreminor.
Speaker 2 (15:18):
Yes, because society will prompt us that we got to
chase all those things that theworld said is they win.
Yep, how do you, as a CEO,executive or a leader, not feel
guilty about spending qualitytime with your family?
Speaker 3 (15:32):
I worked with a coach and she brought this to my
attention very early because Ihad that same question.
I felt guilty that I wasn'tdoing what I needed to do for
the organization, and she saidthis and I actually posted on
LinkedIn today about it.
Actually, funny enough, there'sa difference between being
selfish and self-interest.
Speaker 2 (15:51):
Hmm, right, that's what the idea of it, cause I
don't think anyone said on anyof the podcasts you know I love
it.
Speaker 3 (15:58):
Yeah, that again.
There's a difference betweenbeing selfish and self-interest.
There's a difference betweenmaking yourself a priority,
because when you do that, youfirst off, your own well-being
is better, but you also show upbetter for people.
Use the airplane analogy rightyou put the mask on yourself
before the person sitting nextto you.
Self-interest is an essential.
It's a must-have for any leaderto better take care of the
(16:22):
people in their charge.
It's the least selfish thingthat they can do is take care of
themselves so that they cantake care of other people.
When I'm selfish, I'm onlythinking about myself.
I'm not thinking how can I dosomething that's going to
benefit people around me?
And now it's.
The misconception that a lot ofleaders have is I don't have
the time to make myself apriority.
I'm a servant leader.
Therefore everyone else comesfirst.
(16:42):
That's actually wrong.
You take care of yourself andyou will take better care of
those around you.
Speaker 2 (16:48):
We use the word executive presence, leadership
presence, like what does thatactually mean?
Like when I ask organizationswell, ron doesn't have executive
presence and I'm like what doesthat mean?
What does it look like?
Speaker 3 (17:06):
How do I taste, touch , feel Like?
What is this thing calledleadership or executive presence
?
Executive presence is rolemodeling the behaviors and
actions that you want others tofeel.
As a leader, Our job as leadersare to make the next generation
of leaders and their job tomake the next generation of
leaders.
It job to make the nextgeneration of leaders.
It's not about conserving whatwe have.
It's about giving it to thenext line, if you will, the next
wave of people.
Our job is to groom them, and Iequate it almost to being a
(17:29):
parent, right?
In my case, my job is to takecare of my children and get them
to grow up to be responsible,ethically minded, ambitious
individuals who have success andfulfillment.
Like this is my job as a parent.
Well, it's the same thing.
As a leader, your job is tohelp the people in your charge
grow to feel safe, to have trust, to feel heard, to feel seen.
(17:50):
And this is executive presence,is role modeling those
behaviors and actions that thepeople around you receive you,
the way you intend to bereceived.
Speaker 2 (17:59):
Phenomenal.
What if I've made a mistake?
I love that you're saying likeyou're this role model.
How do I repair any damagethat's caused by me by not being
a good role model?
I made a mistake.
I wasn't totally transparent orhonest or forthcoming or nice
or kind or whatever that thingis that created this disconnect
(18:20):
in my organization?
Speaker 3 (18:21):
How do I fix that?
You own it.
You need to own it.
We're all human right, and weall make mistakes.
And those who are vulnerableenough and courageous enough,
bold enough to own theirmistakes or even own saying I
intended to come off a certainway but you received it
differently.
That's my bad.
Even if there was no malintent,that's my bad.
Let me try again.
Can I try again?
(18:41):
Will you allow me to give asecond kick at the can, because
I think I can do better.
I think it's owning it, and youdo that by just being vulnerable
, and I talk a lot aboutvulnerability-based trust.
Vulnerability is not a weakness, it's a strength.
It's putting your heart on yoursleeve and wearing it there
proudly and as a leader.
That is probably one of thebest things you can do,
specifically in today's day andage, with a new generation of
(19:03):
workers coming into theworkplace.
They want to see thatauthenticity.
You want to see thatvulnerability.
You want to see that you careand that you're a human being
that bleeds the same type ofblood that we bleed.
You said it before we're notrobots, far from it, and I think
just own it.
It's never too late to make achange or to say, hey, we've
(19:25):
been doing something for 30years.
I hate that saying we've beendoing it for 30 years, so what's
wrong?
It's okay to say we're notafraid of the news.
That's what's wrong.
I think it's okay to say, hey,we've been doing a certain way
and I'd like to try somethingdifferent.
Is everyone okay with that?
And make it inclusive.
People will respect you morefor that.
People will follow you throughthat because they will feel it,
not just hear it.
Speaker 2 (19:45):
Yes, I love it.
So let's go to the place.
On here, andrew, we got to makethe numbers, we got to get
things done.
Bottom line matters toorganizations and results have
to happen.
How do I do that?
While also practicing self-care.
Speaker 3 (19:58):
Well, there's so many answers to this.
There's no one answer to this,but there are a few I can list
off here.
So one when we show up at ourbest, and we're hopefully again.
If I'm a leader and I'm takingcare of my own wellbeing and I'm
role modeling, this, it's forthe intent, not only for my own
care, but that others in myorganization will also practice
self-care and we're going tofoster that culture right, we're
(20:18):
going to foster that soeveryone can show up at their
best.
When people show up at theirbest, they get more things done
in a lesser amount of time witha higher quality.
Productivity goes up,Interdepartmental collaborations
go up, Communication improvesOur error margins decrease,
Turnover decreases yourretention, so your profitability
is going up, your revenue isgoing up, your net margins are
(20:40):
healthier, all because you'reshowing up at better versions of
yourself.
That's the first.
The second is there's amisconception, and I have a
certification in neuroscienceand we can only do between four
to six hours of hard cognitivework a day.
That is it.
So the individuals doing 12, 14hour days are not actually
(21:01):
being more productive.
They're just burning theircandle out at both ends.
So there's a misunderstandingthat more time equals more value
.
We can spend more quality timeand earn better value.
But again, that starts from thetop downs.
For leaders to really identifywhere the priorities are right
now and that's where I saidcommunication is one of the
three pillars.
We need to communicate so thatthey know that they're not
(21:25):
spinning in a hamster wheel justrunning after their tail.
We're saying work on thesethings.
This is what's going to give usour biggest ROI, this is where
we're going to get our biggestreturn and this is what's
healthy for the organization.
And really spell it out forthem, Don't hide it from them,
because at the end of the day,this is what's going to help you
hit those milestones.
Build that motivation, makethem feel like they have a sense
of ownership in the business.
People want to feel like theyown the business without
(21:47):
actually owning the business andthey'll go to war for you.
They'll fight tooth and nailand they're going to work hard
without burning themselves outbecause we're practicing
self-care.
Speaker 2 (21:56):
Awesome.
During the pandemic, duringyour transition from career to
career.
What are the things you'velearned about yourself that made
you better?
Speaker 3 (22:02):
Building connections with people.
One of my biggest strengths inmy past life and this life, one
thing that has evolved with meis slowing things down and
taking more time with people.
We found I say we as in theorganization found that when I
took time and I sat with everysingle one of our in-house, our
office staff members we had 70staff, 35 in office I sat with
(22:22):
every single one of them on aweekly basis for one hour and
when I sat with them I said thistime is for you.
I have my objectives of what Iwant to get out of this meeting.
So there's certain KPIs that Iwant to review with you.
But if you want to talk aboutanything else, this time is for
you.
It could be personal, it couldbe professional, it could just
be social.
We could cut the meeting rightnow if you'd like.
This time is for you.
(22:43):
And when I actually slowedthings down and I gave my team
the space, I built psychologicalsafety, I built trust, I built
rapport, I built relationshipswith these people, both
personally and professionally,and we noticed that the
organization as a whole grewstronger.
People wanted to come to work,People enjoyed coming to work,
there was friendships, there waslaughter, and so building
(23:05):
connections is one thing that Ihave.
I wear as a badge of honor.
I love building connectionswith people and in this new life
of mine, this new career path,I get to do that again in a
different capacity, and I thinkit's the thing I enjoy the most.
It gives me fulfillment andmakes me feel like I'm
scratching over that successwheel as well.
It gives me both, and I thinkthat's where a lot of leaders
(23:26):
can if they're listening andthey're looking at ways to
improve their organizations istake the time to build
relationships with your staff,both personally and
professionally.
You will thank me down the road.
Speaker 2 (23:37):
Yes, you and I will sing that song together probably
every day.
I talk about social capitalWith people.
It'll take you further thanyou'd agree in your experience.
Speaker 3 (23:58):
Yeah, something that you said that I want to unpack
before we wrap up here.
How important is it for leadersto find and intentionally make
time, to give people their time.
They are the ones who take careof your clients, your customers
.
Without them, your organizationwill shrink and or fail.
You need to.
It's number one it's number oneon my list is to make the time
for your people.
If you don't have the time, youneed to delegate, you need to
hire, you need to do something,you need to come up with a
(24:20):
strategic plan to find that time.
You need to be very intentionalabout the time you make.
If you don't, I fear that itwill have bigger repercussions
on their business long-term thanif they did.
Speaker 2 (24:31):
Yeah, I love it because I talk about it all the
time and you hear, you know thehigher you go.
People say I'm busy, I'm busy,I'm busy and metrics and numbers
and profit margins and losses,and you know what the books are
saying.
At the end of the year we wantto equate everything back to
some kind of a document, aspreadsheet, and we don't have
people built into that and Ilove that you're reinforcing
that.
I kind of got to slow down tospeed up.
Speaker 3 (24:54):
So what was really interesting is, when I worked
for the general contract inbusiness, I was in charge of
administration and finance, somy job was to look over the
financial statements and Ilooked at numbers every day,
whole day.
The one line to your point thatyou're not going to see there
is, like you said I love thesentence social capital.
It's not a line on your balancesheet but it affects every
single line on that financialstatement.
(25:14):
To your point, someone who'svery analytical and maybe
doesn't enjoy that socialcollaboration so much.
Right, and they just likethrowing their numbers and their
nose in the books.
You're missing a big part of thepuzzle.
You're missing a big part ofthe puzzle.
It's the people outside youroffice, it's the people within
your organization at all levels.
So if that's not somewhere youenjoy and get fulfillment with
(25:37):
creating those collaborations,those connections with others,
you need to find someone who can, on your behalf.
A good leader recognizes wherethey have their blind spots or
weaknesses and they'll findsomeone who helps complement
that.
We don't have to be the best ateverything, but we need to
surround ourselves with peoplewho are the best at everything
so that we can be the mostholistic possible.
Speaker 2 (25:55):
Yes, I love it.
He's dropping nuggets for youbecause every leader feels like
they got to have the answer foreverything.
This is the only team, you know?
Speaker 3 (26:02):
No, you think of the hockey team.
Again, I'm Canadian, but it'sthe good GM surrounds himself
with the best coach, assistantcoach, top players.
The GM might not be the besthockey player, but he's going to
build a good hockey team bysurrounding himself with the
right people.
Speaker 2 (26:16):
Yeah, I mean it's amazing because I think you know
up north in New EnglandPatriots and Bill Belichick was
doing a phenomenal job, I said,well, what NFL did he play for?
He was like, yeah, just goresearch.
What NFL team did he actuallyplay for?
He came out of the WalkerAcademy Absolutely he did, but
with an earthly professionalcareer.
He was a phenomenal coach, buthe leveraged the things around
(26:39):
you.
So, leaders, if you'relistening, you don't have to be
the best at everything Now.
You do have to be good at whatyou're supposed to be good at,
or whatever that thing is thatyou bring to the team and or
whatever that thing is that youbring to the team and that's
based on organizations.
But you got to surroundyourself with talent,
trustworthy people, capablepeople and you got to get out of
their way.
Speaker 3 (26:55):
Yeah oh, trust, you got to get out of their way.
Yeah, you just sprinkled thatin there.
Trust yes, you need to trustthe people you empower.
Speaker 2 (27:04):
Yes yeah, so as we come to a close, is there
anything that comes to mind thatyou want to leave with the
audience?
You know your top three things,or is there a list, and not
that you have to have it?
What would you leave them with,if anything?
Speaker 3 (27:28):
utility belt.
These days and age, the numbersdon't lie.
If you're a numbers person, thestatistics show that last year
we had the highest number ofrecord of burnouts in leaders.
And if you don't know where tostart, we'll partner with
someone who can help you get youthere Again.
You don't need to knoweverything, but there are
resources out there.
There are leadershipdevelopment coaches, there are
consultants.
There are so many differentresources out there for you, so
don't let it be what holds youback.
Speaker 2 (27:47):
Yes, invest in yourself.
Invest in yourself.
Yeah, invest in yourself.
With that being said, ifsomeone wants you on a podcast
or someone wants to find outmore about your programs and
your organization, what's thebest way for them to make
contact with you and yourorganization?
Speaker 3 (27:59):
Absolutely.
There are three real key waysthat you can get ahold of me.
You can go and visit my websiteat wwwboldmovescoachingca, and
there is a contact me part on mywebsite, so feel free just to
reach out.
You can contact me on LinkedInunder Andrew Bollier,
b-a-u-l-i-e-u, and I'm onLinkedIn every day.
So, again, just message me,connect with me.
(28:20):
I'd be more than happy to havea conversation with you.
Or you can email me directly atandrewatboldmovescoachingca.
No matter what, if you reachout to me, we're just having a
conversation.
There's no obligations.
We're just going to see whatyour needs are, where I can help
, and go from there.
Speaker 2 (28:33):
Yes, thank you.
Thank you, phenomenalconversation.
Thank you for sharing so muchrich information and adding
value to the audience thatfollows us and listens to us.
You know, but doing probably80% to 90% of the same things.
If you're a leader and you're asmall business owner,
entrepreneur, if you will, don'tbe afraid to communicate and
collaborate with people that dowhat you do, that can probably
(28:55):
help you or you can help them.
I call it coopetition.
Cooperate with your competition, which is huge.
As a society.
This is an ecosystem.
Your business is not big enough, fast enough, strong enough and
good enough to do it byyourself.
You're going to have to findsomeone and I always tell even
the best-made automobile, don'tmake all the parts for that car.
Yes, there are things that theydo so you can have a phenomenal
(29:18):
vehicle that don't have theirbrand and their name on it, but
it's still to make it a safe,reliable vehicle for their
customers, and I think all of usowe that as entrepreneurs.
What can we do to make it thebest product or service offering
for the customers?
That's invested in our business, invest in your people.
The best way to reach me is onLinkedIn.
You can always follow ourpodcast.
We ask that you share it.
We release a new podcast everysingle Monday to add value to
(29:41):
you.
You can follow me on LinkedInor you can go to our company's
webpage at GlobalCoreStrategiesand Consulting and you can reach
us.
We're happy to support you,serve you and partner with you,
point you in the right direction, either or Our job is to be of
service and be a great partnerin our community and on this
podcast.
So thank y'all for joiningAndrew and I.
With that being said, we'regoing to sign off and thank you
for hanging with us for at least30 minutes and until next time,
(30:02):
andrew and I will be signingoff and appreciate you joining
us.
Speaker 1 (30:06):
Well, we hope you enjoyed this edition of Unpacked
Podcast with leadershipconsultant Ron Harvey.
Remember to join us everyMonday as Ron unpacks sound
advice, providing real answersfor real leadership challenges.
Until next time, remember toadd value and make a difference
where you are, for the peopleyou serve, because people always
(30:29):
matter.
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