January 20, 2025 • 26 mins
This episode delves into the transformative leadership journey through personal resilience and emotional intelligence. Jonathan shares insights from his life-changing experience with epilepsy, emphasizing the significance of human connection, the role of feedback, and adapting to both challenges and technologies in leadership.
• Jonathan's background in leadership coaching
• The life-changing experience that led to writing "Seizing Today"
• The importance of human connection in overcoming adversity
• Emotional intelligence as a key leadership skill
• The impact of assumptions on team dynamics
• Practical tips for introverted leaders
• Embracing feedback for professional growth
• Navigating change and technology in leadership
• The value of mentorship and proactive engagement
• Key lessons on authenticity and adaptability in leadership
Connect with Ron
Just Make A Difference: Leading Under Pressure by Ron Harvey
“If you don’t have something to measure your growth, you won’t be self-aware or intentional about your growth.”
Learn more about Global Core Strategies
.
.
.
.
.
Disclaimer:
The views and opinions expressed in this podcast are those of the speakers and guests and do not necessarily reflect the official policy or position of any organization or entity. The information provided in this podcast is intended for educational and informational purposes only and should not be considered as professional advice. Listeners should consult with their own professional advisors before implementing any suggestions or recommendations made in this podcast. The speakers and guests are not responsible for any actions taken by listeners based on the information presented in this podcast. The podcast is not intended to be a substitute for professional advice or services. The speakers and guests make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the information, products, services, or related graphics contained in this ...
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
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 Harvey.
Speaker 2 (00:28):
Good morning.
This is Ron Harvey, the VicePresident and Chief Operating
Officer for Global CourseStrategies and Consulting.
We're a leadership developmentfirm based out of Columbia,
south Carolina.
For those of you that follow usknow that's where we are.
For those that are new, weenjoy what we do and our primary
goal as a company is to makesure that we help leaders create
a sustainable workforce by themgetting better Keyword
(00:48):
sustainable by the leadergetting better, and we spend all
our time helping them be moreeffective at being a better
leader so their workforce issustainable.
But I always pause and we dorecordings where we bring guests
from around the world, alldifferent backgrounds, because I
want to always offer you thebest.
So we do unpack with HarveyPodcast and I'm super excited.
(01:09):
I got you know, jonathan, onfrom Baltimore, the Maryland
area, if you will, and I'llpause and hand him the
microphone, because I alwaysinvite my guests to tell more
about them that I share otherthan their name.
So, jonathan, let me give youthe microphone.
Speaker 3 (01:18):
Yeah, Bethesda, Maryland, closer to DC than
Baltimore.
We're not too far fromBaltimore, yes yes, yes, yes,
bethesda.
Speaker 2 (01:24):
Thank you for that correction.
He's in Bethesda, maryland.
Speaker 3 (01:26):
Yes, yeah, I am an executive leadership coach.
I do a lot of leadershipdevelopment work in general,
outside of just the one-on-onecoaching.
I do some group coaching, I doa lot of facilitation and
training.
I speak on various leadershiptopics and I also have a book
that was recently published acouple of weeks ago, actually
(01:52):
called seizing today which I'msuper excited about.
So but I, like you, I everytime I get up in the morning.
I sort of pinched myself that Iget to do this kind of work,
cause it is, in my opinion, thebest kind of work.
Just giving back to thecommunity and helping people
achieve their goals is just somuch fun for me.
So thank you for having me.
Speaker 2 (02:08):
Awesome, it's a pleasure, pleasure and thank you
for joining.
Congrats on the book that youhave out and we'll make sure we
highlight that if you get a copyof it or you have it and you
can show people where, where isthat?
So we'll do it twice, you know.
So you have the book out.
How was that experience writingthe book and getting it out?
How was the experience?
Speaker 3 (02:24):
Quite an experience, and it is available on the
typical sites Amazon, barnes,noble, et cetera.
Yeah, so writing a book wasnever something that was on my
bucket list, to be quite honest,but I had a bit of a
life-changing experience around30.
And that sort of triggered thewell.
The thought came later thanthat, but the story around that
(02:46):
started around 30 when I had myfirst seizure.
I was soon after diagnosed withepilepsy and over the next 14,
15 years I had over 500 seizures, countless medical tests, I was
in the hospital for over 40days and nights.
I had three brain surgeries.
So quite the journey, and thebook chronicles sort of all the
things that happen along the way.
(03:07):
But it's really all aboutresilience and courage and being
able to, you know, get throughthe really difficult times.
And how do we do that right?
Not letting myself go downthose negative rabbit holes,
trying to maintain positivity,which at times was difficult.
To be quite honest, part of thetime that I was in the hospital
, for those 40 days and nights,I had wires coming out of the
(03:28):
back of my head connected to anEEG machine, so I couldn't
actually move around unless anurse came to wheel me or push
me.
So not a whole lot ofindependence.
Speaker 2 (03:39):
Wow.
You never know what our guestsare going to share.
And thank you for thetransparency because it's
unpacked and oftentimes peoplesee what you've become after all
of that and leadership is ajourney and being able to be
resilient.
Can you unpack?
I mean, what were the thingsthat you did to be right?
Because it is tough.
And thank you for being honestand transparent.
It wasn't easy, so people thatare listening, it's not easy but
(04:03):
it's not impossible.
What were the things thatactually kept you grounded
enough and staying in there?
Speaker 3 (04:07):
Because that sounds like it was a tough journey.
Yeah, you know, I would reallypoint to two things, and these
are things that I really spent alot of time researching,
thinking about and I've writtenabout them, I talk about them
with my clients, and that's justthe power of human connection
and emotional intelligence.
Those are really two thingsthat I leaned into.
Just being in a hospital forthat long and going through what
(04:28):
I went through, the people inmy life that I was able to make
and build and continue to havestrong connections with,
particularly in the hospital,was really just what got me
through all this.
I have a chapter in the bookthat I call the Five People Plus
One you Meet in the Hospitaland, in homage to Mitch Albom's,
the Five People you Meet inHeaven.
(04:48):
So I talk about these sixpeople that touched me in
different ways that helped meagain get through this really,
really challenging time.
So it was really a focus onconnections.
And then the second piece of itemotional intelligence.
You know it's very easy.
As I mentioned earlier, it'sjust sort of go down these
negative rabbit holes and getfrustrated and angry.
And why me, why me, why me?
You know, at the end of the day, we all have our own stuff
(05:10):
right.
Everybody's got something.
This is my something, and I'mnot going to let my emotions get
the best of me.
I really focused on how do Istay calm, how do I stay strong
through all of this.
I know I can get through it.
It's not going to be easy, sothat was the second piece of it.
Speaker 2 (05:27):
Yes, though, connections and emotional
challenges, which I love thatyou said it, because most of our
guests talk about the power ofconnection and what it does for
you as human beings.
You know you're being somethingwith other humans and so I'm
glad that you're tapping intothat and you talk about the
resiliency.
But you're coaching, you'retraining, you're developing.
What lessons have you learnedfrom your own experiences that
(05:48):
you bring in real time, not outof an MBA program, not some
academia answer, and those aregreat and those are fine, but I
think there's a combination ofthat and real world experiences.
How much have the experiencesyou've gone through made you
better fit to be able to coachand lead and be a speaker on
stage?
How much of that actuallycontributed to who you are?
Speaker 3 (06:03):
today.
I am very much a strongintrovert.
If I had my druthers, I coulddo anything with my time.
I would sit on the couch andread a book, but yet I get up in
front of very large groups allthe time.
I'm sort of this reluctantperformer because, at the end of
the day, that's what we do asfacilitators, as speakers.
We're performing, and that'sjust not natural for me.
(06:27):
I've sort of shied away fromthe spotlight for so long in my
life and one of my mantras thisyear was really leaning into the
spotlight, and that's that'sreally changed things for me,
especially with the book out.
The other thing that I'll sharethat's not an MBA lesson, that's
something that I've learnedalong the way, that I love to
talk about, and it's related toconnection is the biggest driver
of disconnection.
(06:47):
So we, you know, we can talkabout what connection is and how
you connect with people, butwhat prevents us from connecting
with people?
And in my opinion, the biggestthing that causes disconnection
between people is assumptions.
Right, and we do it all thetime.
We make assumptions based onwhat people look like, how they
dress, how they talk, what theysay, what they do, and it's all
(07:12):
from our own lens, right.
But instead of getting curiousand asking questions to better
understand okay, what did thatperson mean?
Where is that person comingfrom?
We make these assumptions, wejump to judgments.
So I really try to work on okay, yes, we're all going to be
judgmental, that's just who weare as humans.
But let's take a step back.
What am I missing?
What else is going on with thisperson that I don't know?
Speaker 2 (07:33):
Yeah, I love it.
Thank you for bringing that out, because you do.
We focus on the connectionpiece, but what causes
disconnection?
I want to back up a little bitand unpack something.
What are some tips that you canshare with people that are
introverted, like you are, to beable to show up and deliver and
get past this thing, because Iget it and a lot of introverts
say, well, I can't do it, Ican't do it, I can't do it.
What are some practical stepsthat you've actually put in
(07:54):
place where you got a book andit kind of course your hand a
little bit, but what are thethings that you do to help you
be successful at not losing thefact that you're introverted but
not losing your audience aswell?
Speaker 3 (08:05):
Yeah, that's a great question.
There's a variety of things.
I really have to get myself inthe right mindset going into it.
You know, at this point in mycareer it's not nearly as
challenging as it was earlier inmy career to get up.
For, you know, speaking infront of large groups I
absolutely love it.
I mean just the interactionwith groups and the energy that
(08:26):
the group has, the questions,the feedback.
That's what really drives me.
That gives me the energy tostay up there on stage for, you
know, as long as I need to, orin front of groups for as long
as I need to.
It's that like I need somethingto come.
I need that energy to come tome.
I'm not, I don't have all thatenergy within.
Like I said, I'd rather just besitting on a couch reading a
book.
So for me, it's how do I engagemy audience so that they're in
(08:49):
it with me?
Because if it's just me upthere talking and I'm just
looking at people staring at me,it's not fun, it's not gonna
work.
So it's really about how do Iget it to be a two way
conversation and get people toshare their thoughts and push
back on me too.
And I always tell my groups,like you know, if you hear
something that you disagree with, tell me, let's talk about it.
(09:10):
I love that.
I love when people have adifferent perspective.
It's not, you know, justbecause I'm up here doesn't mean
that I have all the answers andeverything I'm saying is right.
Speaker 2 (09:19):
Yes, I love it.
You went back to connectionagain, and so, even when you're
on the stage and you're doingthe speech, the energy is the
connection between people, whichis super important for all of
us.
Regardless of whether it's oneperson or 5,000 people, you know
that connection matters for allof us.
So for those of you that arelistening, thinking a keynote
doesn't need a connection we do.
The computer doesn't need aconnection we do.
We need you to engage, we needyou to participate, we need you
to do and I've going to sayfeedback.
(09:49):
How important is feedback foryour growth, or for any of you's
growth?
I mean?
So it sounds like on stage, youwant to give you feedback, the
pushback, the differentperspective.
How do you embrace feedbackwhen you're supposed to be?
Speaker 3 (09:54):
the expert.
Yeah, I love feedback good, bador otherwise and the challenge
for leaders.
So often I hear this all thetime I'm needy or that's weak BS
like ask for it.
Ask for it, I mean, becauseotherwise what happens is you
(10:25):
question yourself and you knowyou're making up stories and
right, sometimes it's just theother person's busy and they've
just didn't even cross theirmind.
I was actually with a group Iwas doing a corporate offsite a
couple weeks ago and the CEOadmitted that.
She said listen, one of herdirect reports said I really
need feedback, I need to knowwhether I'm doing a good job.
(10:46):
I need to know if there'ssomething I need to change.
You know, and her point wasthat's just not my personality,
that's not my style, like, ifthere's something wrong you'll
hear from me, right, that's abig mismatch.
But now both of them understandwhere they're coming from and
they can both sort of meet inthe middle.
That's sort of the result ofthat conversation, right, I
don't expect that everybody'sgoing to just kind of alter
(11:06):
their styles entirely, but oncewe understand where each one's
coming from, then we can alterour style based on who it is
that we're talking to or whatthey need.
Speaker 2 (11:15):
I love it being able to meet people where they are,
make adjustments necessary foryou to be effective versus
comfortable, and so all thethings that you're sharing on
the Jonathan is you may beuncomfortable, but it may be
necessary to get done whatyou're trying to get done.
So leadership is not alwayscomfortable.
You may have to adjust andadapt and meet people where they
are.
How do you get to a place whereyou don't let that become a
(11:36):
distraction from you beingeffective?
Speaker 3 (11:38):
I think the first thing is just recognizing it,
acknowledging it.
Right, we are going to havethose judgments, no matter what.
We can't change that, they'regoing to come up.
But then what do we do withthat?
Right, and that's where I go tocuriosity.
It's okay.
Well, my mind says they'rewearing this or they're saying
that, or they're doing this.
I think it's this, but askingthose powerful, open-ended
(12:01):
questions to really understandwhere they're coming from.
Because, again, I can't countthe number of times where I've
made a judgment in my head andthen I've been curious and
realized, wow, I was reallywrong about that.
So it's really about just getcurious with that other person,
and I wish everyone would dothat right, because to me that's
(12:22):
one of the biggest sources ofwhy we, as a whatever it is
right, I actually do I do anexercise with clients that I
call uncommon commonalities, andit's really designed to drive
(12:47):
that, to show people hey, youmay not connect with this person
because they're from adifferent place or they look
different or they act different,but there's a lot more things
that are similar about us thanare different.
Speaker 2 (12:59):
I mean, you're saying a bunch of people that follow
our podcast know that I lovethat language of who is in the
circle that's different to you,and how do you learn about them?
How do you get to the place asa leader?
Oftentimes, when you make anassumption and you make a bad
choice or decision or you saysomething, some leaders struggle
with apologizing at that moment.
How do you get stronger tobegin to mend the fences, if you
(13:19):
will as a leader, how do youget to where you can apologize
authentically?
Speaker 3 (13:29):
professionally where I think you're weak or there's
not something leaders should do.
Yeah, I love this questionbecause this comes up a lot and
I feel very, very strongly aboutthis.
I think as leaders, we need tolet and just humans, we need to
let go of the notion of it isweak to apologize, to admit that
we are wrong, bs.
I'm a huge reader.
I love Adam Grant in particularand his book not his most
(13:50):
recent book, but the book beforethat Think Again really delves
into this that we should bethinking like scientists.
We should constantly bequestioning what we think and
what we're saying and looking atalternative possibilities,
because we're not always goingto be right.
But what ends up happening sooften is we're wrong and then we
(14:10):
just double down because wedon't want to admit that we're
wrong, because that's weak.
I think it's weak to doubledown If you know you're wrong.
That's weak.
It's the total opposite.
I think it's weak to doubledown If you know you're wrong.
That's weak.
It's the total opposite.
I think as a leader, you get alot more respect from your
people when you admit thatyou're wrong and that you move
in the right direction fromthere.
Speaker 2 (14:28):
Yes, I love it because when you double down,
that's when the gloves come offand everybody starts fighting
Like, oh, that's the role you'regoing to play, okay, it's all,
then let's go take these glovesoff.
Then they become more defensive.
And so now you got two peoplethat are doubling down and
they'll know when to stop.
I thought a little bit.
I mean, you're running acompany, you're writing books,
you're on stages.
What are some of the lessonsyou learned on the journey
(14:51):
that's made you really good?
Speaker 3 (14:54):
Yeah, a couple of things that come to mind.
First is it's something that Ipaid more attention to in the
workplace, which was lookingaround at the people around me
that were successful and findingthe people that I really
admired, that I wanted to belike, that I wanted to take a
piece from.
To me, it's not about well,here's this person.
(15:16):
I want to be exactly like them.
So let me switch to doing allthe things that.
No, I took a little bit from alot of different people to mold
my style, to mold how I ledpeople, to mold how I operated.
I think that's really importantand it's sort of the flip side.
Leaders forget a lot of timesthat their people are watching
them.
Everything they do.
(15:36):
It's like your kids.
Right, for those of you havekids, your kids are watching and
listening to everything you do,whether you think they are or
not, and they're takingsomething from that.
But I think it's particularlyimportant in leadership to
recognize what are the thingsthat are truly important to you
and how do you mold that intoyour authentic style and you
mentioned authenticity earlier.
That's sort of the second pieceof this.
(15:57):
I think.
So often it's so easy for us,whether as leaders or just in
any role in our lives, to loseour authenticity because of
other factors.
And I think we really have tomaintain that authenticity.
And sometimes you know it'slike anything else, we're going
to get out of balance at times.
But coming back to that,sometimes you know it's like
(16:18):
anything else, we're going toget out of balance at times.
But coming back to that,because if we try to be someone
we're not, if we go against ourvalues, there's going to be so
much cognitive dissonance rightwhen it's just it's not going to
feel right and not to getpolitical by any means.
But you know, you see that alot in politics or in any place
where there's control or poweror money, people are not
authentic because it means thatthey can have more power, they
(16:42):
can have more control or theycan have more money right, yeah,
and I'm glad you're bringing itup that you see, in every space
of our society today, whetherit's politics, whether it's
school, whether it's education,whether it's CEOs or whether
it's, you know, social media.
Speaker 2 (16:53):
I mean to bring up a point for everyone that's
listening stuff is seen muchfaster by our society and some
of that stuff doesn'tnecessarily.
It shouldn't be on any screen,quite honestly, I mean.
And so how much are you lookingand watching social media?
That can really be not even thetruth.
The image they put in front ofyou may not be the reality of
what they're going through.
So I will tell you, be supermindful of getting caught up in
(17:15):
social media and everything thatyou think or everything that
you do shouldn't be seen orheard.
And I think we are so caught upin stuff.
Everybody has a microphone.
Now I think it gets us introuble because everybody does
have a microphone and everybodycan be a news reporter with a
flick of a phone and they canpost it to the world really
quick To that point.
Speaker 3 (17:32):
I talk about this a lot.
It's very simple, but soimportant.
And it's just because someonesays something and they say it
loudly or confidently doesn'tmean that it's true.
Yes, and that's especially onsocial media.
That's how well.
I saw it on social media, I sawit here, I read it there.
Okay, where's our criticalthinking right?
(17:53):
Let's take a step back.
Okay, yes, the person said it,they said it loudly, they said
it confidently.
They have a certain position insociety.
Let's do the research, let'smake sure that what we're
hearing is accurate, and I thinkthat's the step that a lot of
times, we miss.
Speaker 2 (18:10):
Awesome, awesome.
I have two more questions herefor us.
Ai is changing the game.
It's everywhere, all over theplace, and of course, there's
some concerns about it, butthere are a lot of advantages to
it as well.
How do leaders need to embraceas it's changing?
What should they embrace orwhat should they pay attention
to?
It's happening?
Ai is real.
Speaker 3 (18:28):
It's here.
I'll just preface all this bysaying by no means am I an AI
expert, but I do work with a lotof people that are in that area
, so I pick things up from them.
But I think the first thing ispretty basic and that's just we
can't, as leaders, ignore it andhope it goes away, because it's
not.
It is here to stay, no matterwhat.
And there are pretty simple usecases for leaders where you
(18:49):
don't need to be quote unquotetechnical from things as simple
as developing an agenda forweekly team meeting, right, that
may take you 10-15 minutesnormally.
Well, you can just plug thatinto ChatGPT and save yourself
that 10 or 15 minutes, all theway up to creating PowerPoint
presentations, to speeches, to Imean so many different things.
So I say all this and I don'tuse AI very often.
(19:12):
I do, you know, maybe a coupleof times a week.
It's something that is on mysort of list of.
I know I need to do more ofthis, but yeah, as a leader, we
have to embrace it.
It's here, it's not goinganywhere, and let's just hope
that all these dystopian usecases don't actually play out,
because that's the scary part.
Speaker 2 (19:30):
Yeah, I love what you said and I think it's just like
anything else because you havea driver's license, it doesn't
mean you get to drive any kindof way and be irresponsible.
I will tell you AIS here tostay, but be responsible.
There are consequences for notbeing responsible, such as your
brand, your reputation, yourimage and your integrity.
So use it responsibly, butleverage it, because it can make
a world of difference for yourcompany, your organization, your
(19:50):
team and your turnaround onresults.
So there's good to it all.
Just don't misuse.
It is what I would tell people.
Learn it, and most of us stayaway from what we don't know, so
we never learn it.
So we criticize it.
Go learn it, figure it out andfigure out where you can
leverage it at and where youdon't want to leverage it at.
But there's some value in AI.
Let me go to the place ofmentoring, or you know, having a
mentor or a sponsor or someonein your corner advocating on
(20:11):
your behalf how important hasthat played a role?
And what would you tell theaudience that's listening that
doesn't have a mentor right now?
What would you tell them?
Speaker 3 (20:18):
Yeah, I think it's very important.
I've had various mentors alongthe way in my 25 plus years of
my career and I think there canbe different types of mentorship
.
You know, it doesn't just haveto be a person that gives you
advice from time to time.
There's various ways toleverage mentors, but I think
(20:38):
the biggest thing is to alsoconsider what's in it.
What's in it for them, right,because you're asking them for
their time and they're busypeople too, so what is it that
they're going to get out of it?
So often, you know, mentorsbecome mentors because they want
to give back, they want to help.
But in my opinion, it's aboutthe person being mentored.
It's their agenda, it's wherethey want to go.
(20:59):
It's not about the mentordriving it, and I think
sometimes that's something thatdoesn't happen.
You know the mentee thinks, ohwell, the mentor is just going
to impart his or her knowledge,and you know I can just listen.
No, it's a two-way street.
It's a two-way street.
Speaker 2 (21:14):
Yes, yes.
So if you're in a position ofbeing the mentee, you should
bring an agenda to the table.
It is your meeting.
You're just leveraging thatindividual.
I don't know what you want offthe menu.
I kind of want you to bringyour appetite to what you need
today, and that can change frommeeting to meeting.
So think of it as when you goto a restaurant, they ask you
what do you want off the menu?
It's your agenda.
(21:35):
They can have 10,000 things.
Anytime you meet with yourmentor, you should bring
something that you want off themenu that day, and I shouldn't
have to figure it out as yourmentor.
So, as we begin to wrap up,what are three things that you
would love to leave with theaudience that's listening,
that's made you effective orsuccessful or you think will
help them?
What would you summarize itwith?
Speaker 3 (21:52):
Yeah, again, to get back to connection connection,
it's just to me probably themost important thing in life in
general, whether it's, you know,work or personal.
The connections that we makewith people is what gets us
through the difficult times.
It's also what helps us reallylive our best lives right.
We can't do this all on our own.
(22:13):
And the more you can connectwith people, especially people
that look different or dressdifferent or talk different or
from different places, they'regoing to have even more to offer
to you because they have adifferent perspective, a
different background.
Second, again, emotionalintelligence.
Again, I think it's just soeasy to let our emotions get the
best of us, for us to feel orto react negatively to a
(22:37):
personal attack or, you know, astressful situation.
But the more we can stay calmand recognize our emotions,
what's there, why it's happening, and then not react but respond
, the more effective we're goingto be.
And then three, I would justsay expect the unexpected.
You know stuff is going tohappen in your life, in your
(23:00):
career, and just embrace it.
I truly believe and my editoractually pointed this out to me
this was a big aha for me, hesaid after reading some of my
manuscript, he said you know,you're a really spiritual person
.
And I said to him no, not.
What are you talking about?
And then I started to thinkabout it more and I'm like
(23:20):
you're right, because I trulybelieve that we are all put on
this planet for a reason andit's up to us to figure out what
that reason is.
And it may take some time, itmay not happen right away.
I think there's a lot of peoplethat get frustrated, like I
don't know what I'm passionateabout.
That's still something you canfigure out and there's nothing
wrong with you because you don'tknow that right now.
(23:40):
But your friend does right.
Life kind of twists and turnsand just you know, stick with it
, because we're all put on thisplanet for a reason.
Figure out what it is, yes yes,thank you for sharing.
Speaker 2 (23:48):
You're spot on.
I'm glad that your editorreached in and said hey, here's
what I'm noticing like readingall this stuff, and you do go
outside.
You don't see the forestbecause of the one tree just in
front of you.
So thank you for sharing it,and I was hoping you'd pull back
up to the resiliency you knowwhen you shared your story of
how resiliency is being able tobounce back from adversity, and
you've done it time and timeagain.
I mean, I can only imagine howmany surgeries and how much you
(24:08):
went through and the challengesof being able to stay, because
it can be easy to give up whenit gets tough, and so being
resilient is huge.
Can you tell us the book againand then we'll go to that side
of people reach you.
Speaker 3 (24:21):
Yeah, the book again is called Seizing.
Today.
The subtitle is DiscoveringPurpose and Authenticity in a
Life-Changing Diagnosis.
Again, it's on Amazon, barnes,noble, ingramspark all the
online channels you can imagine,and then you can reach me.
Jontutorcom is my website, soJ-O-N-T-U-T-E-U-Rcom.
I'm on LinkedIn, my handle'sJonathan-Tutor, and Facebook is
(24:45):
the other place where I spend adecent amount of time and it's
also Jonathan Tutor.
I've been told I need to be onTwitter or X and Instagram, but
I haven't quite made those leapsyet.
Speaker 2 (24:57):
I can't say anything about that one.
I'm not there yet either, sobut Facebook and LinkedIn, I'm
all over and I'm hoping I getsome people in a different
generation that loves the otherplatforms and they can help me
get there.
I don't want me to get there.
We're probably going to be alittle bit of time between me
getting on Instagram and Twitterand all those other great
things, and I think that'ssuccessful.
I think they're really good.
Else that loves doing it, sothey can do it for me as well.
So you're not on your own onthat one, jonathan, thank you.
(25:18):
Thank you, that's correct.
Thank you, first of all, forcoming on the show.
It's always a pleasure to havea guest out of Transparent and
sharing, and the way you openedup the story about your
challenges allowed us to have adeeper conversation about
leadership and resiliency, andyou know how do you judge and
stereotype people and all theother things that surround us as
a world.
So thank you for what you'vedone over there and for our
guests.
Thank you for joining us.
We enjoy having you.
(25:39):
Hopefully we drop somethingthat will make a difference for
you as you go on your journey ofleadership or encounter your
own challenges throughout life.
We'll take care of the peoplethat are counting on you the
most you know.
So, to everyone that'slistening and following Jonathan
, thank you for joining us.
Please tell a friend show FitSherry.
(26:03):
We'd be happy for that, and ifyou need services from either
one of us, you can find us bothon LinkedIn and we'll answer any
questions.
We're small business owners andwe're only successful because
the community supports us to besuccessful.
So thank y'all for followingour podcast, and the only reason
we're still here is because yousupport our show.
Thank you, and until next time.
Y'all have a wonderful day.
Speaker 1 (26:14):
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
(26:37):
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 Harvey.
Speaker 2 (00:28):
Good morning.
This is Ron Harvey, the VicePresident and Chief Operating
Officer for Global CourseStrategies and Consulting.
We're a leadership developmentfirm based out of Columbia,
south Carolina.
For those of you that follow usknow that's where we are.
For those that are new, weenjoy what we do and our primary
goal as a company is to makesure that we help leaders create
a sustainable workforce by themgetting better Keyword
(00:48):
sustainable by the leadergetting better, and we spend all
our time helping them be moreeffective at being a better
leader so their workforce issustainable.
But I always pause and we dorecordings where we bring guests
from around the world, alldifferent backgrounds, because I
want to always offer you thebest.
So we do unpack with HarveyPodcast and I'm super excited.
(01:09):
I got you know, jonathan, onfrom Baltimore, the Maryland
area, if you will, and I'llpause and hand him the
microphone, because I alwaysinvite my guests to tell more
about them that I share otherthan their name.
So, jonathan, let me give youthe microphone.
Speaker 3 (01:18):
Yeah, Bethesda, Maryland, closer to DC than
Baltimore.
We're not too far fromBaltimore, yes yes, yes, yes,
bethesda.
Speaker 2 (01:24):
Thank you for that correction.
He's in Bethesda, maryland.
Speaker 3 (01:26):
Yes, yeah, I am an executive leadership coach.
I do a lot of leadershipdevelopment work in general,
outside of just the one-on-onecoaching.
I do some group coaching, I doa lot of facilitation and
training.
I speak on various leadershiptopics and I also have a book
that was recently published acouple of weeks ago, actually
(01:52):
called seizing today which I'msuper excited about.
So but I, like you, I everytime I get up in the morning.
I sort of pinched myself that Iget to do this kind of work,
cause it is, in my opinion, thebest kind of work.
Just giving back to thecommunity and helping people
achieve their goals is just somuch fun for me.
So thank you for having me.
Speaker 2 (02:08):
Awesome, it's a pleasure, pleasure and thank you
for joining.
Congrats on the book that youhave out and we'll make sure we
highlight that if you get a copyof it or you have it and you
can show people where, where isthat?
So we'll do it twice, you know.
So you have the book out.
How was that experience writingthe book and getting it out?
How was the experience?
Speaker 3 (02:24):
Quite an experience, and it is available on the
typical sites Amazon, barnes,noble, et cetera.
Yeah, so writing a book wasnever something that was on my
bucket list, to be quite honest,but I had a bit of a
life-changing experience around30.
And that sort of triggered thewell.
The thought came later thanthat, but the story around that
(02:46):
started around 30 when I had myfirst seizure.
I was soon after diagnosed withepilepsy and over the next 14,
15 years I had over 500 seizures, countless medical tests, I was
in the hospital for over 40days and nights.
I had three brain surgeries.
So quite the journey, and thebook chronicles sort of all the
things that happen along the way.
(03:07):
But it's really all aboutresilience and courage and being
able to, you know, get throughthe really difficult times.
And how do we do that right?
Not letting myself go downthose negative rabbit holes,
trying to maintain positivity,which at times was difficult.
To be quite honest, part of thetime that I was in the hospital
, for those 40 days and nights,I had wires coming out of the
(03:28):
back of my head connected to anEEG machine, so I couldn't
actually move around unless anurse came to wheel me or push
me.
So not a whole lot ofindependence.
Speaker 2 (03:39):
Wow.
You never know what our guestsare going to share.
And thank you for thetransparency because it's
unpacked and oftentimes peoplesee what you've become after all
of that and leadership is ajourney and being able to be
resilient.
Can you unpack?
I mean, what were the thingsthat you did to be right?
Because it is tough.
And thank you for being honestand transparent.
It wasn't easy, so people thatare listening, it's not easy but
(04:03):
it's not impossible.
What were the things thatactually kept you grounded
enough and staying in there?
Speaker 3 (04:07):
Because that sounds like it was a tough journey.
Yeah, you know, I would reallypoint to two things, and these
are things that I really spent alot of time researching,
thinking about and I've writtenabout them, I talk about them
with my clients, and that's justthe power of human connection
and emotional intelligence.
Those are really two thingsthat I leaned into.
Just being in a hospital forthat long and going through what
(04:28):
I went through, the people inmy life that I was able to make
and build and continue to havestrong connections with,
particularly in the hospital,was really just what got me
through all this.
I have a chapter in the bookthat I call the Five People Plus
One you Meet in the Hospitaland, in homage to Mitch Albom's,
the Five People you Meet inHeaven.
(04:48):
So I talk about these sixpeople that touched me in
different ways that helped meagain get through this really,
really challenging time.
So it was really a focus onconnections.
And then the second piece of itemotional intelligence.
You know it's very easy.
As I mentioned earlier, it'sjust sort of go down these
negative rabbit holes and getfrustrated and angry.
And why me, why me, why me?
You know, at the end of the day, we all have our own stuff
(05:10):
right.
Everybody's got something.
This is my something, and I'mnot going to let my emotions get
the best of me.
I really focused on how do Istay calm, how do I stay strong
through all of this.
I know I can get through it.
It's not going to be easy, sothat was the second piece of it.
Speaker 2 (05:27):
Yes, though, connections and emotional
challenges, which I love thatyou said it, because most of our
guests talk about the power ofconnection and what it does for
you as human beings.
You know you're being somethingwith other humans and so I'm
glad that you're tapping intothat and you talk about the
resiliency.
But you're coaching, you'retraining, you're developing.
What lessons have you learnedfrom your own experiences that
(05:48):
you bring in real time, not outof an MBA program, not some
academia answer, and those aregreat and those are fine, but I
think there's a combination ofthat and real world experiences.
How much have the experiencesyou've gone through made you
better fit to be able to coachand lead and be a speaker on
stage?
How much of that actuallycontributed to who you are?
Speaker 3 (06:03):
today.
I am very much a strongintrovert.
If I had my druthers, I coulddo anything with my time.
I would sit on the couch andread a book, but yet I get up in
front of very large groups allthe time.
I'm sort of this reluctantperformer because, at the end of
the day, that's what we do asfacilitators, as speakers.
We're performing, and that'sjust not natural for me.
(06:27):
I've sort of shied away fromthe spotlight for so long in my
life and one of my mantras thisyear was really leaning into the
spotlight, and that's that'sreally changed things for me,
especially with the book out.
The other thing that I'll sharethat's not an MBA lesson, that's
something that I've learnedalong the way, that I love to
talk about, and it's related toconnection is the biggest driver
of disconnection.
(06:47):
So we, you know, we can talkabout what connection is and how
you connect with people, butwhat prevents us from connecting
with people?
And in my opinion, the biggestthing that causes disconnection
between people is assumptions.
Right, and we do it all thetime.
We make assumptions based onwhat people look like, how they
dress, how they talk, what theysay, what they do, and it's all
(07:12):
from our own lens, right.
But instead of getting curiousand asking questions to better
understand okay, what did thatperson mean?
Where is that person comingfrom?
We make these assumptions, wejump to judgments.
So I really try to work on okay, yes, we're all going to be
judgmental, that's just who weare as humans.
But let's take a step back.
What am I missing?
What else is going on with thisperson that I don't know?
Speaker 2 (07:33):
Yeah, I love it.
Thank you for bringing that out, because you do.
We focus on the connectionpiece, but what causes
disconnection?
I want to back up a little bitand unpack something.
What are some tips that you canshare with people that are
introverted, like you are, to beable to show up and deliver and
get past this thing, because Iget it and a lot of introverts
say, well, I can't do it, Ican't do it, I can't do it.
What are some practical stepsthat you've actually put in
(07:54):
place where you got a book andit kind of course your hand a
little bit, but what are thethings that you do to help you
be successful at not losing thefact that you're introverted but
not losing your audience aswell?
Speaker 3 (08:05):
Yeah, that's a great question.
There's a variety of things.
I really have to get myself inthe right mindset going into it.
You know, at this point in mycareer it's not nearly as
challenging as it was earlier inmy career to get up.
For, you know, speaking infront of large groups I
absolutely love it.
I mean just the interactionwith groups and the energy that
(08:26):
the group has, the questions,the feedback.
That's what really drives me.
That gives me the energy tostay up there on stage for, you
know, as long as I need to, orin front of groups for as long
as I need to.
It's that like I need somethingto come.
I need that energy to come tome.
I'm not, I don't have all thatenergy within.
Like I said, I'd rather just besitting on a couch reading a
book.
So for me, it's how do I engagemy audience so that they're in
(08:49):
it with me?
Because if it's just me upthere talking and I'm just
looking at people staring at me,it's not fun, it's not gonna
work.
So it's really about how do Iget it to be a two way
conversation and get people toshare their thoughts and push
back on me too.
And I always tell my groups,like you know, if you hear
something that you disagree with, tell me, let's talk about it.
(09:10):
I love that.
I love when people have adifferent perspective.
It's not, you know, justbecause I'm up here doesn't mean
that I have all the answers andeverything I'm saying is right.
Speaker 2 (09:19):
Yes, I love it.
You went back to connectionagain, and so, even when you're
on the stage and you're doingthe speech, the energy is the
connection between people, whichis super important for all of
us.
Regardless of whether it's oneperson or 5,000 people, you know
that connection matters for allof us.
So for those of you that arelistening, thinking a keynote
doesn't need a connection we do.
The computer doesn't need aconnection we do.
We need you to engage, we needyou to participate, we need you
to do and I've going to sayfeedback.
(09:49):
How important is feedback foryour growth, or for any of you's
growth?
I mean?
So it sounds like on stage, youwant to give you feedback, the
pushback, the differentperspective.
How do you embrace feedbackwhen you're supposed to be?
Speaker 3 (09:54):
the expert.
Yeah, I love feedback good, bador otherwise and the challenge
for leaders.
So often I hear this all thetime I'm needy or that's weak BS
like ask for it.
Ask for it, I mean, becauseotherwise what happens is you
(10:25):
question yourself and you knowyou're making up stories and
right, sometimes it's just theother person's busy and they've
just didn't even cross theirmind.
I was actually with a group Iwas doing a corporate offsite a
couple weeks ago and the CEOadmitted that.
She said listen, one of herdirect reports said I really
need feedback, I need to knowwhether I'm doing a good job.
(10:46):
I need to know if there'ssomething I need to change.
You know, and her point wasthat's just not my personality,
that's not my style, like, ifthere's something wrong you'll
hear from me, right, that's abig mismatch.
But now both of them understandwhere they're coming from and
they can both sort of meet inthe middle.
That's sort of the result ofthat conversation, right, I
don't expect that everybody'sgoing to just kind of alter
(11:06):
their styles entirely, but oncewe understand where each one's
coming from, then we can alterour style based on who it is
that we're talking to or whatthey need.
Speaker 2 (11:15):
I love it being able to meet people where they are,
make adjustments necessary foryou to be effective versus
comfortable, and so all thethings that you're sharing on
the Jonathan is you may beuncomfortable, but it may be
necessary to get done whatyou're trying to get done.
So leadership is not alwayscomfortable.
You may have to adjust andadapt and meet people where they
are.
How do you get to a place whereyou don't let that become a
(11:36):
distraction from you beingeffective?
Speaker 3 (11:38):
I think the first thing is just recognizing it,
acknowledging it.
Right, we are going to havethose judgments, no matter what.
We can't change that, they'regoing to come up.
But then what do we do withthat?
Right, and that's where I go tocuriosity.
It's okay.
Well, my mind says they'rewearing this or they're saying
that, or they're doing this.
I think it's this, but askingthose powerful, open-ended
(12:01):
questions to really understandwhere they're coming from.
Because, again, I can't countthe number of times where I've
made a judgment in my head andthen I've been curious and
realized, wow, I was reallywrong about that.
So it's really about just getcurious with that other person,
and I wish everyone would dothat right, because to me that's
(12:22):
one of the biggest sources ofwhy we, as a whatever it is
right, I actually do I do anexercise with clients that I
call uncommon commonalities, andit's really designed to drive
(12:47):
that, to show people hey, youmay not connect with this person
because they're from adifferent place or they look
different or they act different,but there's a lot more things
that are similar about us thanare different.
Speaker 2 (12:59):
I mean, you're saying a bunch of people that follow
our podcast know that I lovethat language of who is in the
circle that's different to you,and how do you learn about them?
How do you get to the place asa leader?
Oftentimes, when you make anassumption and you make a bad
choice or decision or you saysomething, some leaders struggle
with apologizing at that moment.
How do you get stronger tobegin to mend the fences, if you
(13:19):
will as a leader, how do youget to where you can apologize
authentically?
Speaker 3 (13:29):
professionally where I think you're weak or there's
not something leaders should do.
Yeah, I love this questionbecause this comes up a lot and
I feel very, very strongly aboutthis.
I think as leaders, we need tolet and just humans, we need to
let go of the notion of it isweak to apologize, to admit that
we are wrong, bs.
I'm a huge reader.
I love Adam Grant in particularand his book not his most
(13:50):
recent book, but the book beforethat Think Again really delves
into this that we should bethinking like scientists.
We should constantly bequestioning what we think and
what we're saying and looking atalternative possibilities,
because we're not always goingto be right.
But what ends up happening sooften is we're wrong and then we
(14:10):
just double down because wedon't want to admit that we're
wrong, because that's weak.
I think it's weak to doubledown If you know you're wrong.
That's weak.
It's the total opposite.
I think it's weak to doubledown If you know you're wrong.
That's weak.
It's the total opposite.
I think as a leader, you get alot more respect from your
people when you admit thatyou're wrong and that you move
in the right direction fromthere.
Speaker 2 (14:28):
Yes, I love it because when you double down,
that's when the gloves come offand everybody starts fighting
Like, oh, that's the role you'regoing to play, okay, it's all,
then let's go take these glovesoff.
Then they become more defensive.
And so now you got two peoplethat are doubling down and
they'll know when to stop.
I thought a little bit.
I mean, you're running acompany, you're writing books,
you're on stages.
What are some of the lessonsyou learned on the journey
(14:51):
that's made you really good?
Speaker 3 (14:54):
Yeah, a couple of things that come to mind.
First is it's something that Ipaid more attention to in the
workplace, which was lookingaround at the people around me
that were successful and findingthe people that I really
admired, that I wanted to belike, that I wanted to take a
piece from.
To me, it's not about well,here's this person.
(15:16):
I want to be exactly like them.
So let me switch to doing allthe things that.
No, I took a little bit from alot of different people to mold
my style, to mold how I ledpeople, to mold how I operated.
I think that's really importantand it's sort of the flip side.
Leaders forget a lot of timesthat their people are watching
them.
Everything they do.
(15:36):
It's like your kids.
Right, for those of you havekids, your kids are watching and
listening to everything you do,whether you think they are or
not, and they're takingsomething from that.
But I think it's particularlyimportant in leadership to
recognize what are the thingsthat are truly important to you
and how do you mold that intoyour authentic style and you
mentioned authenticity earlier.
That's sort of the second pieceof this.
(15:57):
I think.
So often it's so easy for us,whether as leaders or just in
any role in our lives, to loseour authenticity because of
other factors.
And I think we really have tomaintain that authenticity.
And sometimes you know it'slike anything else, we're going
to get out of balance at times.
But coming back to that,sometimes you know it's like
(16:18):
anything else, we're going toget out of balance at times.
But coming back to that,because if we try to be someone
we're not, if we go against ourvalues, there's going to be so
much cognitive dissonance rightwhen it's just it's not going to
feel right and not to getpolitical by any means.
But you know, you see that alot in politics or in any place
where there's control or poweror money, people are not
authentic because it means thatthey can have more power, they
(16:42):
can have more control or theycan have more money right, yeah,
and I'm glad you're bringing itup that you see, in every space
of our society today, whetherit's politics, whether it's
school, whether it's education,whether it's CEOs or whether
it's, you know, social media.
Speaker 2 (16:53):
I mean to bring up a point for everyone that's
listening stuff is seen muchfaster by our society and some
of that stuff doesn'tnecessarily.
It shouldn't be on any screen,quite honestly, I mean.
And so how much are you lookingand watching social media?
That can really be not even thetruth.
The image they put in front ofyou may not be the reality of
what they're going through.
So I will tell you, be supermindful of getting caught up in
(17:15):
social media and everything thatyou think or everything that
you do shouldn't be seen orheard.
And I think we are so caught upin stuff.
Everybody has a microphone.
Now I think it gets us introuble because everybody does
have a microphone and everybodycan be a news reporter with a
flick of a phone and they canpost it to the world really
quick To that point.
Speaker 3 (17:32):
I talk about this a lot.
It's very simple, but soimportant.
And it's just because someonesays something and they say it
loudly or confidently doesn'tmean that it's true.
Yes, and that's especially onsocial media.
That's how well.
I saw it on social media, I sawit here, I read it there.
Okay, where's our criticalthinking right?
(17:53):
Let's take a step back.
Okay, yes, the person said it,they said it loudly, they said
it confidently.
They have a certain position insociety.
Let's do the research, let'smake sure that what we're
hearing is accurate, and I thinkthat's the step that a lot of
times, we miss.
Speaker 2 (18:10):
Awesome, awesome.
I have two more questions herefor us.
Ai is changing the game.
It's everywhere, all over theplace, and of course, there's
some concerns about it, butthere are a lot of advantages to
it as well.
How do leaders need to embraceas it's changing?
What should they embrace orwhat should they pay attention
to?
It's happening?
Ai is real.
Speaker 3 (18:28):
It's here.
I'll just preface all this bysaying by no means am I an AI
expert, but I do work with a lotof people that are in that area
, so I pick things up from them.
But I think the first thing ispretty basic and that's just we
can't, as leaders, ignore it andhope it goes away, because it's
not.
It is here to stay, no matterwhat.
And there are pretty simple usecases for leaders where you
(18:49):
don't need to be quote unquotetechnical from things as simple
as developing an agenda forweekly team meeting, right, that
may take you 10-15 minutesnormally.
Well, you can just plug thatinto ChatGPT and save yourself
that 10 or 15 minutes, all theway up to creating PowerPoint
presentations, to speeches, to Imean so many different things.
So I say all this and I don'tuse AI very often.
(19:12):
I do, you know, maybe a coupleof times a week.
It's something that is on mysort of list of.
I know I need to do more ofthis, but yeah, as a leader, we
have to embrace it.
It's here, it's not goinganywhere, and let's just hope
that all these dystopian usecases don't actually play out,
because that's the scary part.
Speaker 2 (19:30):
Yeah, I love what you said and I think it's just like
anything else because you havea driver's license, it doesn't
mean you get to drive any kindof way and be irresponsible.
I will tell you AIS here tostay, but be responsible.
There are consequences for notbeing responsible, such as your
brand, your reputation, yourimage and your integrity.
So use it responsibly, butleverage it, because it can make
a world of difference for yourcompany, your organization, your
(19:50):
team and your turnaround onresults.
So there's good to it all.
Just don't misuse.
It is what I would tell people.
Learn it, and most of us stayaway from what we don't know, so
we never learn it.
So we criticize it.
Go learn it, figure it out andfigure out where you can
leverage it at and where youdon't want to leverage it at.
But there's some value in AI.
Let me go to the place ofmentoring, or you know, having a
mentor or a sponsor or someonein your corner advocating on
(20:11):
your behalf how important hasthat played a role?
And what would you tell theaudience that's listening that
doesn't have a mentor right now?
What would you tell them?
Speaker 3 (20:18):
Yeah, I think it's very important.
I've had various mentors alongthe way in my 25 plus years of
my career and I think there canbe different types of mentorship
.
You know, it doesn't just haveto be a person that gives you
advice from time to time.
There's various ways toleverage mentors, but I think
(20:38):
the biggest thing is to alsoconsider what's in it.
What's in it for them, right,because you're asking them for
their time and they're busypeople too, so what is it that
they're going to get out of it?
So often, you know, mentorsbecome mentors because they want
to give back, they want to help.
But in my opinion, it's aboutthe person being mentored.
It's their agenda, it's wherethey want to go.
(20:59):
It's not about the mentordriving it, and I think
sometimes that's something thatdoesn't happen.
You know the mentee thinks, ohwell, the mentor is just going
to impart his or her knowledge,and you know I can just listen.
No, it's a two-way street.
It's a two-way street.
Speaker 2 (21:14):
Yes, yes.
So if you're in a position ofbeing the mentee, you should
bring an agenda to the table.
It is your meeting.
You're just leveraging thatindividual.
I don't know what you want offthe menu.
I kind of want you to bringyour appetite to what you need
today, and that can change frommeeting to meeting.
So think of it as when you goto a restaurant, they ask you
what do you want off the menu?
It's your agenda.
(21:35):
They can have 10,000 things.
Anytime you meet with yourmentor, you should bring
something that you want off themenu that day, and I shouldn't
have to figure it out as yourmentor.
So, as we begin to wrap up,what are three things that you
would love to leave with theaudience that's listening,
that's made you effective orsuccessful or you think will
help them?
What would you summarize itwith?
Speaker 3 (21:52):
Yeah, again, to get back to connection connection,
it's just to me probably themost important thing in life in
general, whether it's, you know,work or personal.
The connections that we makewith people is what gets us
through the difficult times.
It's also what helps us reallylive our best lives right.
We can't do this all on our own.
(22:13):
And the more you can connectwith people, especially people
that look different or dressdifferent or talk different or
from different places, they'regoing to have even more to offer
to you because they have adifferent perspective, a
different background.
Second, again, emotionalintelligence.
Again, I think it's just soeasy to let our emotions get the
best of us, for us to feel orto react negatively to a
(22:37):
personal attack or, you know, astressful situation.
But the more we can stay calmand recognize our emotions,
what's there, why it's happening, and then not react but respond
, the more effective we're goingto be.
And then three, I would justsay expect the unexpected.
You know stuff is going tohappen in your life, in your
(23:00):
career, and just embrace it.
I truly believe and my editoractually pointed this out to me
this was a big aha for me, hesaid after reading some of my
manuscript, he said you know,you're a really spiritual person
.
And I said to him no, not.
What are you talking about?
And then I started to thinkabout it more and I'm like
(23:20):
you're right, because I trulybelieve that we are all put on
this planet for a reason andit's up to us to figure out what
that reason is.
And it may take some time, itmay not happen right away.
I think there's a lot of peoplethat get frustrated, like I
don't know what I'm passionateabout.
That's still something you canfigure out and there's nothing
wrong with you because you don'tknow that right now.
(23:40):
But your friend does right.
Life kind of twists and turnsand just you know, stick with it
, because we're all put on thisplanet for a reason.
Figure out what it is, yes yes,thank you for sharing.
Speaker 2 (23:48):
You're spot on.
I'm glad that your editorreached in and said hey, here's
what I'm noticing like readingall this stuff, and you do go
outside.
You don't see the forestbecause of the one tree just in
front of you.
So thank you for sharing it,and I was hoping you'd pull back
up to the resiliency you knowwhen you shared your story of
how resiliency is being able tobounce back from adversity, and
you've done it time and timeagain.
I mean, I can only imagine howmany surgeries and how much you
(24:08):
went through and the challengesof being able to stay, because
it can be easy to give up whenit gets tough, and so being
resilient is huge.
Can you tell us the book againand then we'll go to that side
of people reach you.
Speaker 3 (24:21):
Yeah, the book again is called Seizing.
Today.
The subtitle is DiscoveringPurpose and Authenticity in a
Life-Changing Diagnosis.
Again, it's on Amazon, barnes,noble, ingramspark all the
online channels you can imagine,and then you can reach me.
Jontutorcom is my website, soJ-O-N-T-U-T-E-U-Rcom.
I'm on LinkedIn, my handle'sJonathan-Tutor, and Facebook is
(24:45):
the other place where I spend adecent amount of time and it's
also Jonathan Tutor.
I've been told I need to be onTwitter or X and Instagram, but
I haven't quite made those leapsyet.
Speaker 2 (24:57):
I can't say anything about that one.
I'm not there yet either, sobut Facebook and LinkedIn, I'm
all over and I'm hoping I getsome people in a different
generation that loves the otherplatforms and they can help me
get there.
I don't want me to get there.
We're probably going to be alittle bit of time between me
getting on Instagram and Twitterand all those other great
things, and I think that'ssuccessful.
I think they're really good.
Else that loves doing it, sothey can do it for me as well.
So you're not on your own onthat one, jonathan, thank you.
(25:18):
Thank you, that's correct.
Thank you, first of all, forcoming on the show.
It's always a pleasure to havea guest out of Transparent and
sharing, and the way you openedup the story about your
challenges allowed us to have adeeper conversation about
leadership and resiliency, andyou know how do you judge and
stereotype people and all theother things that surround us as
a world.
So thank you for what you'vedone over there and for our
guests.
Thank you for joining us.
We enjoy having you.
(25:39):
Hopefully we drop somethingthat will make a difference for
you as you go on your journey ofleadership or encounter your
own challenges throughout life.
We'll take care of the peoplethat are counting on you the
most you know.
So, to everyone that'slistening and following Jonathan
, thank you for joining us.
Please tell a friend show FitSherry.
(26:03):
We'd be happy for that, and ifyou need services from either
one of us, you can find us bothon LinkedIn and we'll answer any
questions.
We're small business owners andwe're only successful because
the community supports us to besuccessful.
So thank y'all for followingour podcast, and the only reason
we're still here is because yousupport our show.
Thank you, and until next time.
Y'all have a wonderful day.
Speaker 1 (26:14):
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
(26:37):
matter.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!