March 24, 2025 • 23 mins
Leadership coach Jaclyn Strominger shares how leaders can create meaningful change by focusing on their communication, vision, and team building skills. She draws from her personal journey from unfulfilling corporate jobs to founding her high-performance coaching business Leap to Your Success.
• Bad leadership dramatically impacts career trajectory, while great leadership nurtures potential
• The LEAP framework focuses on Leveraging Communication, Energy, Action and Performance
• Effective leaders get to know their people and understand their dreams and aspirations
• Great leadership requires having and clearly articulating your vision and mission
• Focus on building people's strengths rather than fixating on their weaknesses
• Trust is built by keeping your word and giving people opportunities to rise up
• Leaders must shift from individual achievement to team enablement
• Develop techniques to stay composed under pressure through breathing and grounding exercises
• Create opportunities for team members to take risks without fear of punishment
Visit leaptoyoursuccess.com to download the Unstoppable Leadership Journal and receive a complimentary coaching call to help you leap into 2025 with greater success.
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.”
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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 ...
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
Welcome to Turning Point Leadership Podcast with
your host, ron Harvey of GlobalCore Strategies and Consulting.
Ron's delighted you joined usand excited to discuss and help
you navigate your journeytowards becoming an effective
leader.
During this podcast, ron willshare his core belief that
effective leadership is one ofthe key drivers towards change.
So together let's grow asleaders.
(00:25):
Here's Ron Harvey.
Speaker 2 (00:30):
Good morning.
This is Ron Harvey.
I'm the Vice President andChief Operating Officer of
Global Core Strategies, which isa leadership firm.
We're based in Columbia, southCarolina.
So if you follow our podcast,you know that information.
But you also know that thispodcast is all about unpacking
something and talking leadershipand inviting guests from around
the world to share theirexpertise.
So I really love it that ourguests come on without any
(00:51):
questions in advance.
So I'm not sure what I'm goingto ask any of them, but I will
tell you we'll talk leadership,we'll have fun, we'll hang
around about 20 to 25 minuteswith you, but we try to share
something that's going to helpmake you more effective as a
leader and what we all know, andall of our guests know that
leadership is a challenge andit's hard and it's becoming more
difficult and it's changeddrastically from when I was 25.
(01:12):
But we share that with you.
So hang on for the ride.
I have a phenomenal guestcoming from the West Coast with
us this morning, and so I'mgoing to pause and get out of
her way and let her introduceherself.
Speaker 3 (01:28):
Jacqueline, thank you for saying yes.
Let me hand it over to you andintroduce yourself.
Thank you so much for having meon as a guest.
So I'm Jacqueline Straubinger.
I'm a high performance coach.
I focus on a few differentthings One is getting shit done
and the other is really helpingleaders leap to their greatest
success, which is the name of mycompany Leap to your Success.
And I started on this path andsimply, a lot of us go down a
(01:49):
path because it's eithersomething that we've done or
something we didn't have, and soI jumped into coaching and
being a high performance coachbecause of my journey, which
I'll share with you.
When I got out of college and Iwent to a great university, I
got my dream placement in mycareer of choice and I say
(02:10):
career over job, because there'sa huge difference, in my
opinion, between career and joband so my first company that I
worked at I'm super excited.
I'm in magazine publishing.
I'm like one of those seniorsgraduating college with a job in
hand, heading to New York cityand I had interviewed, I had
done all this stuff, you knowgone to New York and I have my
(02:34):
first day, by the way, which, Ikid, I kid you not, I was late
for two hours.
I was late two hours because Iwas taking the bus from New
Jersey and I had never done thatbefore, or I was taking, I
should say, take the train,taking the bus, but the bus
never showed up.
So I had to take the train andit was like a convoluted.
I was like my first day Anyway,I digress, but my first day I
(02:55):
get to the office and the personwho I thought I was working
with and for was not that personand I was put under or working
with this other woman and Iwon't name her name because I
don't know if she'll belistening and she was horrific,
like she was the worst leader.
(03:17):
And so when you look at twopeople, and you look at two
people who start at the exactsame time, one has a great
leader and one has a crappyleader.
It's amazing the differencethat can happen in the
trajectory of somebody's lifeand business.
And so, from that point on, Iwas always searching in the next
(03:38):
company that I went to.
Yes, it was money, but thething that I was always looking
for was the leader to lead meand to almost, like, take me
under their wings.
Speaker 2 (03:50):
Yes.
Speaker 3 (03:51):
And it was something that I actually never really
found.
So I knew that I had to becomethat person for myself.
And I will say this it's verydifficult to do.
And so in my career I mean, Idid great.
I moved up, I got to the making, the great six figures.
I'm doing all these amazingthings, but something was always
(04:12):
missing, like in what I wasdoing.
And then I, you know, then youdo the life things right.
I meet my husband, we getmarried, we move out in New York
city, we move back to Boston,have kids.
I'm still in magazinepublishing.
And then it was one of thosedays when I wake up in the
morning and I had this humungoaha moment, like well, there was
(04:35):
like two twice Once when I toldmy boss that I was pregnant I
was VP of sales for a companyand I was pregnant with my
second and his comment was oh,that's why the CEO hates hiring
women.
Probably could have sued.
But you know, he said she saidright, nothing recorded.
So that was like a huh.
(04:56):
And somebody said something tome that said, oh, that's not a
great thing for your career.
And I thought, huh, I haven'tthought about my career in a
while.
This had become a job, and thenfast forward a couple of years
later.
I'm driving my kids you know,they're at preschool and school
(05:18):
and I'm driving my kids and I'mlike, what the freaking hell am
I doing?
And I had this major momentwhere all kind of came together.
I came back to my house and Ijust started writing about what
I wanted not what I needed, butwhat did I want?
Where did I see myself?
Here I am, I've gone to this.
(05:40):
I'm looking at my life, whereI've been, what I've done, and I
kept thinking there wassomething more for me.
But what was that?
So I just started writing out,you know, answering questions
like where do you see yourselfin, not just five years or 10
years, but at the end of theline?
(06:00):
Like, how do you want to be ableto look back and have, and what
do you want people to say, andwhat do you want?
Where do you want to go?
Like, how do you want to beable to look back and have, and
what do you want people to say,and what do you want?
Where do you want to go?
Like, where are places that youwant to travel?
What are the things that youknow?
What's the impact that you wantto make on the world, like how
do you want to lead a legacy,and what is that?
And I, I'm writing, writing,writing.
(06:21):
And it was from that moment onthat we made major shifts,
because I decided that rightthen and there I picked up the
phone, called my boss, I toldhim I was done.
I don't recommend everybodydoing this.
And then I called my husbandtalk to your partner first just
saying but then I startedcrafting the vision for our
(06:43):
family, saying but then Istarted crafting the vision for
our family, and it was then thatwe had started to look for
different opportunities.
I could go anywhere, myhusband's more, he has a more
fixed position, he's got to beat a place to work, so we
started looking and it was thenthat we just really came
together.
And I will tell you, I onlywish I had done that sooner,
(07:04):
because then I became a coach.
I started working with people,I started helping them find
their true north and that'swhere Leap to your Success came
from.
And we developed the LEAPframework, which is Leveraging
Communication, energy, actionand Performance, energy, action
(07:27):
and performance.
And that leveragingcommunication is not just the
communication that you sayoutward, it's everything.
It's a communication that yousay to yourself, it's a
communication that's your vision, your mission, your achievement
code.
It's all of that packedtogether, because that
communication it's yourframework for your life, it's
the CEO of your life and I talkabout being the CEO of you and
(07:51):
then it's the energy.
I do this great assessment.
When I got my certification forcoaching, they had this great
assessment tool that we coulduse and it's called the Energy
Leadership Index Assessment.
It is attitudinal, so it helpskind of unpack, like where are
you looking at things?
Are you someone that's toocompassionate?
What are the things in yourattitude attitudinally that
(08:15):
might be either holding you backor stopping you from greatness,
or where do you need to rise upa little bit more?
And then we create action plansand then we look at performance
, because everything is aboutperformance.
We always have to measure,monitor and adjust and it's
something that, because of thatmoment in time and even though I
(08:37):
did direct marketing and eventhough I know about looking at
statistics and stats and results, when you do any type of
marketing testing, we've got toalways look and you always have
to have your control and youhave to do tests against that.
I forgot to do that for my lifeand we have to.
Speaker 2 (08:58):
Yes, yes, when you think about where you were and
you had that first leader.
That wasn't effective.
What are the people actuallylooking for in a leader?
Speaker 3 (09:07):
Two things Well, a bunch of things.
I shouldn't say not just twothings.
There's a few key things Ithink that we have to look for
and if you're in the interviewprocess or if you're looking
internally within yourself,number one An effective or a
great leader is going to, firstand foremost, get to know the
people under their leadershipright.
So I need to know about you.
(09:29):
I need to know what does Ronwant in life?
Where does he want to go?
What's his dream?
I need to know that.
That's kind of key Number one.
I need to get to know that.
Number two is as the leader, Ineed to have a clear vision and
mission spelled out, not justfor me but for my team.
(09:52):
Where do I want my team to go?
What is that team going to doand how do people within my
charge, where do they fit?
Are they in the right spot?
So it's asking questions.
Great leaders are going to getto know people in their charge.
They're going to know theirvision and their mission and
(10:14):
they're going to share it often,like every week or every day,
and they're going to help thepeople that they are leading.
Pull out their strengths andask the question if you are in
an area of weakness, we havethose constructive interview,
(10:36):
informational reports and whenwe have the annual review.
Constructive criticism is whatpeople have called it.
Well, you have a strength,let's build that up.
If there's an area of weakness,do you want to build that up?
Or is it something that wouldbe saying you know what, you
don't need to have that, becauseJohn over here is great at that
(10:58):
, and you two, your strengthsand his strengths, and you two,
your strengths and his strengths, when we put them together,
bubble up.
So I believe leadership isabout bringing people up, and a
great leader is going to do that.
It's not about them, it's aboutthe team.
Speaker 2 (11:16):
I mean you work hard, you get to leadership by you
know, building up your resume,showing up, delivering, but then
you get there and it's notabout you.
How do you overcome that?
Because you know you get thereand you have an ego, or you have
this personality that, hey, I'mthe smartest in the room all
the time.
How do you help leaders realizethat that's probably not the
most effective thing, eventhough you worked hard, you bust
(11:40):
your butt.
You're proving yourself.
When you get there, it's notabout you.
How do you help leaders?
Speaker 3 (11:42):
get over that?
That's a great question.
You smack them in the head.
No, I'm just kidding.
One of the biggest things that Ilike to do is I like to ask
great leaders or people that arein leadership, and if they want
to become a great leader, I askthem who they think is a great
leader.
Who are the people that theythink are great, great leaders?
And I asked them to look at.
(12:04):
A lot of times I will ask themto take a look at a sports team
and if they've played sportsbecause I personally was not a
big team player but I've read aton of things but I love sports.
I love watching a game.
I'm a big basketball fan.
My son plays basketball andthat's like a great way to see
(12:27):
great teamwork and I love it atthe college level when you see
it and I taught them about greatcoaches there and what do they
do.
Take what you can get on thecourt and how would you bring
that into your boardroom andyour company, and we get them to
(12:47):
look at that and really dig in,because when you look at that,
you can easily see being adictator and telling people and
shouting doesn't make a greatcoach, and that's what a great
leader is to their team.
They're a coach, coach, they'rebringing out their people, and
so you really have to pull thatout and really kind of figure
(13:10):
out and ask the questions whattype of leader do they want to
be?
Speaker 2 (13:14):
because if they want to be the dictator, that's a
style, but look where it'sgotten people yes, pretty much
done that style of command andcontrol and dictating and being
the smartest in the room.
How do you help leaders that,when your back is against the
wall, you're not getting theresults that you want?
People have kind of let youdown or they haven't followed
through.
How do you help leaders keeptheir cool and take care of
(13:36):
their team and still do wellwhen everything doesn't look
good?
How do you help us still beeffective for those moments when
things are not getting done andyou're held accountable for it?
Speaker 3 (13:45):
That is actually, I think, one of the biggest things
.
You know, one of the thingsthat the ELI does is actually
helps people figure out how theyactually operate under stress
and under pressure, and so oneof the things that I like to do
is reverse it right.
So it's the reminder Ifsomething's going down the
toilet, it didn't just happenthat second.
(14:07):
Usually it's something that'sbeen building over time and
something's been missing.
So then we have to take thatand say, okay, guess what?
This very moment, maybe this isthe line in your sand, right?
What are you going to dodifferently?
The line in your sand, right?
What are you going to dodifferently if what it's been
(14:28):
doing?
And that's where that MMA comesin.
When I talk to people about that, we always have to be measuring
, monitoring and adjusting.
So obviously we have to say,hey, guess what?
This is a time for adjustment,and yelling and screaming is not
effective and you can yell andscream all you want, but it's
the reminder to say who is theperson that is going to get help
(14:50):
and served.
Is it the guy that's standingat the counter screaming, or is
it the person who is actuallyspeaking?
Nicely, right?
So it is definitely one ofthose hard things.
Who is actually speaking nicely, right?
So it is definitely one ofthose hardest things.
So then we have to teach peopleand give people tools to say,
(15:11):
in that moment when you feellike screaming at the top of
your lungs and yelling ateverybody because, trust me,
we've all had those moments Imean God is a parent, right,
right, yes, I've been there andI've been like, and then I'm
like jacqueline, what are youdoing?
take a breather.
You know it's like okay, sowhat tool is going to be
(15:32):
effective for you?
Because everybody's going tohave a different one.
What can you do in that momentwhen you feel your blood boiling
and you just want to scream,that you can take a minute and
calm down and change fromscreaming to okay, let's work on
this problem, let's work onthis together, right?
(15:55):
So sometimes it's a breathingtechnique.
Sometimes I have people do thepressure points where they
actually will hold their fingersand press and count.
You know, even if it's countingto 10, to me that's like one of
the best tools.
You can even use it.
You know, I've seen's countingto 10.
To me, that's one of the besttools.
You can even use it.
I've seen people in meetingswhere they're like I just want
to scream at everybody.
I'm like, okay, put your handstogether.
(16:15):
You could even do it.
You can put your hands on thetable no one's going to know,
and you could start pressing onthe table to create that
pressure and take a couple ofdeep breaths and bring it back.
But having little tips andtools that you can do in the
moment, it is a very hard thingto learn.
But you can't and you know this.
(16:35):
You can't change that insomebody unless they are ready
to make that change inthemselves.
Speaker 2 (16:42):
Yes, yes, they have to be ready.
Trust is at an all-time low.
Leaders are struggling withearning it or maintaining it or
keeping it, for a variety ofreasons.
Irregardless of the reasons,it's at an all-time low where
people don't trust theirleadership team or their
executives.
How do we close the gap on lackof trust across our industries,
in the workplace, betweenleaders and their workforce?
Speaker 3 (17:04):
That is one of my biggest magic wands, if we can
change that.
So I think the best way that wecan actually close the gap and
how a leader can do that, how doyou build trust?
Trust is built by keeping yourword.
If you say you're going to dosomething, you need to follow
(17:25):
through.
Trust is built also by givingpeople the opportunity to rise
up and do something good, and so, in order to do that, we have
to know, in our charge as theleader, to take those steps.
It might be something small,but we have to say okay, I want
(17:47):
to build trust among my team.
How do you build that trust?
Well, it's coming together.
It's giving people the abilityto take risks and you, as the
leader, not scream at them ifthey fail or don't do it the way
you want to do it, or maybethey missed something.
(18:08):
But that building of trust,leaders have to know that the
people that are on their team,that they are their team and you
have to.
Maybe it's doing some exercise.
Like you know, they talk aboutteam building, right, and you
know people have done thosethings.
I got to trust the person backbehind me and I'm going to trust
them by falling back.
(18:29):
So what are some of thosethings that you can do to build
that trust and make sure thatyou don't take it away, because
you can be doing all this workand then in a nanosecond it goes
away because you don't followthrough on your word?
And I think the biggest thingwithin companies I see is that
(18:51):
people promise so much, there'sa lot of over-promising and
under-delivering.
A lot of companies aren'ttaking care of the people
underneath them and I hate theword underneath but you've got
chiefs and you've got Indians,and some of those Indians can
rise to become chiefs, you know,or however you want, like the
rookie player on a team can riseup to become the captain.
(19:15):
But it's building people up andremembering that we are in this
together.
So take everybody together, youknow, and get them out there
working together, get them outthere playing, get them to know
each other and build thoserelationships.
If you think about and I just,I'm just thinking about Top Gun,
maverick, right In the movie,tom Cruise said you need to
(19:37):
build a team.
So what are you doing?
What did they do?
They spent a day playingfootball and there was I think
it was like double defense,whatever it was football on the
beach.
You build a team and you getpeople who are not normally
working together workingtogether.
You know, every company hasclicks.
(19:58):
Every company is going to havelike I'm super comfortable, you
know, talking with you, but I'mnot comfortable talking with the
person over here.
So what am I going to do?
I'm going to sit down and I'mnot comfortable talking with the
person over here.
So what am I going to do?
I'm going to sit down and I'mgoing to sit next to you at all
of our meetings.
Well, you got to shake it up.
You got to get people to knoweach other.
So what are you doing?
To build the team, to build thetrust among everybody else.
(20:21):
So know that everybody has eachother's back.
Yes, yes.
Speaker 2 (20:26):
Phen, I'm going to love it and thank you for
sharing.
Is there anything that youleave the audience with?
You know from your experiencesin years of being in this space
and industry and beingsuccessful.
Is there anything that youleave as just golden nuggets
that you would like for theaudience to walk away with?
Speaker 3 (20:41):
God, I have a ton, but leap really leap.
Leverage your communicationreally.
Sit down.
If you haven't sat down andwritten your vision, your
mission statement, go to mywebsite.
Leap to your success.
There's going to be an annoyingpop-up that's going to come up
and it's going to have theunstoppable leadership journal
(21:05):
and it is all about helping youcraft your vision and your
mission statement.
Get it.
It's the perfect time.
Grab it right now.
Look at that and then spend thetime crafting what you want.
2025 is around the corner.
Quitter's Day is usually aroundJanuary 22nd, because people
(21:26):
create goals and they just don'tstick to them.
No, no, look at your vision andyour mission statement.
Craft that and you will nevermiss a goal yes, love it.
Speaker 2 (21:37):
How do people reach out to you, jacqueline?
I mean, I know you're you're onLinkedIn and I have your email
address, but what's the best wayfor people to reach out to you,
contact you?
You know, just you know theyneed your services or want to
invite you for a guest on theshow.
How do people reach you?
Speaker 3 (21:49):
So, best thing, go to my website, grab that journal.
When you do it, you get acomplimentary call with me, and
I would love to have 10 callswith listeners between now and
the end of the year to get youto leap into 2025 with the
greatest success.
That is my thing, that's what Iwant.
So go to my website, grab thejournal, get on my calendar
(22:13):
between now and the end of theyear.
You know the biggest thing thatI do, I do one-on-one coaching.
I love it.
I love helping people soar andI love helping people leap to
their greatest success andbecome amazing leaders of
themselves and of their teams.
Speaker 2 (22:29):
Yes, Thank you, and for everyone that's listening,
go to the website, grab thejournal and you're getting a
complimentary call withJacqueline as you get ready for
2025, which all of us will bedoing that and so it's great to
have a coach in your corner tohelp you navigate those spaces
and places that you're trying togo.
Again, this is Ron Harveycoming to you with Unpacked Well
.
We always have phenomenalguests.
We release a different episodeevery Monday.
(22:50):
Stay tuned, share with yourfriends and your family, just so
you can continue to grow as youcontinue on the journey of
leadership.
Easier to find me on LinkedInor you can go to our website,
find all the information thatyou want from either one of us.
We'd love to hear from you andthank you all for joining us as
Jacqueline and I walk throughseveral things that help you as
a leader.
So until next time, Jacquelineand I will sign off and we wish
(23:11):
you all a wonderful holidayseason.
Speaker 1 (23:15):
We hope you enjoyed this edition of Turning Point
Leadership with your host, RonHarvey.
We're so glad you joined us.
Remember to join us every firstand third Mondays and expect to
receive real answers for realleadership challenges.
Until next time, make adifference where you are and
with what you have.
There are those who arecounting on you for effective
(23:36):
leadership.
Welcome to Turning Point Leadership Podcast with
your host, ron Harvey of GlobalCore Strategies and Consulting.
Ron's delighted you joined usand excited to discuss and help
you navigate your journeytowards becoming an effective
leader.
During this podcast, ron willshare his core belief that
effective leadership is one ofthe key drivers towards change.
So together let's grow asleaders.
(00:25):
Here's Ron Harvey.
Speaker 2 (00:30):
Good morning.
This is Ron Harvey.
I'm the Vice President andChief Operating Officer of
Global Core Strategies, which isa leadership firm.
We're based in Columbia, southCarolina.
So if you follow our podcast,you know that information.
But you also know that thispodcast is all about unpacking
something and talking leadershipand inviting guests from around
the world to share theirexpertise.
So I really love it that ourguests come on without any
(00:51):
questions in advance.
So I'm not sure what I'm goingto ask any of them, but I will
tell you we'll talk leadership,we'll have fun, we'll hang
around about 20 to 25 minuteswith you, but we try to share
something that's going to helpmake you more effective as a
leader and what we all know, andall of our guests know that
leadership is a challenge andit's hard and it's becoming more
difficult and it's changeddrastically from when I was 25.
(01:12):
But we share that with you.
So hang on for the ride.
I have a phenomenal guestcoming from the West Coast with
us this morning, and so I'mgoing to pause and get out of
her way and let her introduceherself.
Speaker 3 (01:28):
Jacqueline, thank you for saying yes.
Let me hand it over to you andintroduce yourself.
Thank you so much for having meon as a guest.
So I'm Jacqueline Straubinger.
I'm a high performance coach.
I focus on a few differentthings One is getting shit done
and the other is really helpingleaders leap to their greatest
success, which is the name of mycompany Leap to your Success.
And I started on this path andsimply, a lot of us go down a
(01:49):
path because it's eithersomething that we've done or
something we didn't have, and soI jumped into coaching and
being a high performance coachbecause of my journey, which
I'll share with you.
When I got out of college and Iwent to a great university, I
got my dream placement in mycareer of choice and I say
(02:10):
career over job, because there'sa huge difference, in my
opinion, between career and joband so my first company that I
worked at I'm super excited.
I'm in magazine publishing.
I'm like one of those seniorsgraduating college with a job in
hand, heading to New York cityand I had interviewed, I had
done all this stuff, you knowgone to New York and I have my
(02:34):
first day, by the way, which, Ikid, I kid you not, I was late
for two hours.
I was late two hours because Iwas taking the bus from New
Jersey and I had never done thatbefore, or I was taking, I
should say, take the train,taking the bus, but the bus
never showed up.
So I had to take the train andit was like a convoluted.
I was like my first day Anyway,I digress, but my first day I
(02:55):
get to the office and the personwho I thought I was working
with and for was not that personand I was put under or working
with this other woman and Iwon't name her name because I
don't know if she'll belistening and she was horrific,
like she was the worst leader.
(03:17):
And so when you look at twopeople, and you look at two
people who start at the exactsame time, one has a great
leader and one has a crappyleader.
It's amazing the differencethat can happen in the
trajectory of somebody's lifeand business.
And so, from that point on, Iwas always searching in the next
(03:38):
company that I went to.
Yes, it was money, but thething that I was always looking
for was the leader to lead meand to almost, like, take me
under their wings.
Speaker 2 (03:50):
Yes.
Speaker 3 (03:51):
And it was something that I actually never really
found.
So I knew that I had to becomethat person for myself.
And I will say this it's verydifficult to do.
And so in my career I mean, Idid great.
I moved up, I got to the making, the great six figures.
I'm doing all these amazingthings, but something was always
(04:12):
missing, like in what I wasdoing.
And then I, you know, then youdo the life things right.
I meet my husband, we getmarried, we move out in New York
city, we move back to Boston,have kids.
I'm still in magazinepublishing.
And then it was one of thosedays when I wake up in the
morning and I had this humungoaha moment, like well, there was
(04:35):
like two twice Once when I toldmy boss that I was pregnant I
was VP of sales for a companyand I was pregnant with my
second and his comment was oh,that's why the CEO hates hiring
women.
Probably could have sued.
But you know, he said she saidright, nothing recorded.
So that was like a huh.
(04:56):
And somebody said something tome that said, oh, that's not a
great thing for your career.
And I thought, huh, I haven'tthought about my career in a
while.
This had become a job, and thenfast forward a couple of years
later.
I'm driving my kids you know,they're at preschool and school
(05:18):
and I'm driving my kids and I'mlike, what the freaking hell am
I doing?
And I had this major momentwhere all kind of came together.
I came back to my house and Ijust started writing about what
I wanted not what I needed, butwhat did I want?
Where did I see myself?
Here I am, I've gone to this.
(05:40):
I'm looking at my life, whereI've been, what I've done, and I
kept thinking there wassomething more for me.
But what was that?
So I just started writing out,you know, answering questions
like where do you see yourselfin, not just five years or 10
years, but at the end of theline?
(06:00):
Like, how do you want to be ableto look back and have, and what
do you want people to say, andwhat do you want?
Where do you want to go?
Like, how do you want to beable to look back and have, and
what do you want people to say,and what do you want?
Where do you want to go?
Like, where are places that youwant to travel?
What are the things that youknow?
What's the impact that you wantto make on the world, like how
do you want to lead a legacy,and what is that?
And I, I'm writing, writing,writing.
(06:21):
And it was from that moment onthat we made major shifts,
because I decided that rightthen and there I picked up the
phone, called my boss, I toldhim I was done.
I don't recommend everybodydoing this.
And then I called my husbandtalk to your partner first just
saying but then I startedcrafting the vision for our
(06:43):
family, saying but then Istarted crafting the vision for
our family, and it was then thatwe had started to look for
different opportunities.
I could go anywhere, myhusband's more, he has a more
fixed position, he's got to beat a place to work, so we
started looking and it was thenthat we just really came
together.
And I will tell you, I onlywish I had done that sooner,
(07:04):
because then I became a coach.
I started working with people,I started helping them find
their true north and that'swhere Leap to your Success came
from.
And we developed the LEAPframework, which is Leveraging
Communication, energy, actionand Performance, energy, action
(07:27):
and performance.
And that leveragingcommunication is not just the
communication that you sayoutward, it's everything.
It's a communication that yousay to yourself, it's a
communication that's your vision, your mission, your achievement
code.
It's all of that packedtogether, because that
communication it's yourframework for your life, it's
the CEO of your life and I talkabout being the CEO of you and
(07:51):
then it's the energy.
I do this great assessment.
When I got my certification forcoaching, they had this great
assessment tool that we coulduse and it's called the Energy
Leadership Index Assessment.
It is attitudinal, so it helpskind of unpack, like where are
you looking at things?
Are you someone that's toocompassionate?
What are the things in yourattitude attitudinally that
(08:15):
might be either holding you backor stopping you from greatness,
or where do you need to rise upa little bit more?
And then we create action plansand then we look at performance
, because everything is aboutperformance.
We always have to measure,monitor and adjust and it's
something that, because of thatmoment in time and even though I
(08:37):
did direct marketing and eventhough I know about looking at
statistics and stats and results, when you do any type of
marketing testing, we've got toalways look and you always have
to have your control and youhave to do tests against that.
I forgot to do that for my lifeand we have to.
Speaker 2 (08:58):
Yes, yes, when you think about where you were and
you had that first leader.
That wasn't effective.
What are the people actuallylooking for in a leader?
Speaker 3 (09:07):
Two things Well, a bunch of things.
I shouldn't say not just twothings.
There's a few key things Ithink that we have to look for
and if you're in the interviewprocess or if you're looking
internally within yourself,number one An effective or a
great leader is going to, firstand foremost, get to know the
people under their leadershipright.
So I need to know about you.
(09:29):
I need to know what does Ronwant in life?
Where does he want to go?
What's his dream?
I need to know that.
That's kind of key Number one.
I need to get to know that.
Number two is as the leader, Ineed to have a clear vision and
mission spelled out, not justfor me but for my team.
(09:52):
Where do I want my team to go?
What is that team going to doand how do people within my
charge, where do they fit?
Are they in the right spot?
So it's asking questions.
Great leaders are going to getto know people in their charge.
They're going to know theirvision and their mission and
(10:14):
they're going to share it often,like every week or every day,
and they're going to help thepeople that they are leading.
Pull out their strengths andask the question if you are in
an area of weakness, we havethose constructive interview,
(10:36):
informational reports and whenwe have the annual review.
Constructive criticism is whatpeople have called it.
Well, you have a strength,let's build that up.
If there's an area of weakness,do you want to build that up?
Or is it something that wouldbe saying you know what, you
don't need to have that, becauseJohn over here is great at that
(10:58):
, and you two, your strengthsand his strengths, and you two,
your strengths and his strengths, when we put them together,
bubble up.
So I believe leadership isabout bringing people up, and a
great leader is going to do that.
It's not about them, it's aboutthe team.
Speaker 2 (11:16):
I mean you work hard, you get to leadership by you
know, building up your resume,showing up, delivering, but then
you get there and it's notabout you.
How do you overcome that?
Because you know you get thereand you have an ego, or you have
this personality that, hey, I'mthe smartest in the room all
the time.
How do you help leaders realizethat that's probably not the
most effective thing, eventhough you worked hard, you bust
(11:40):
your butt.
You're proving yourself.
When you get there, it's notabout you.
How do you help leaders?
Speaker 3 (11:42):
get over that?
That's a great question.
You smack them in the head.
No, I'm just kidding.
One of the biggest things that Ilike to do is I like to ask
great leaders or people that arein leadership, and if they want
to become a great leader, I askthem who they think is a great
leader.
Who are the people that theythink are great, great leaders?
And I asked them to look at.
(12:04):
A lot of times I will ask themto take a look at a sports team
and if they've played sportsbecause I personally was not a
big team player but I've read aton of things but I love sports.
I love watching a game.
I'm a big basketball fan.
My son plays basketball andthat's like a great way to see
(12:27):
great teamwork and I love it atthe college level when you see
it and I taught them about greatcoaches there and what do they
do.
Take what you can get on thecourt and how would you bring
that into your boardroom andyour company, and we get them to
(12:47):
look at that and really dig in,because when you look at that,
you can easily see being adictator and telling people and
shouting doesn't make a greatcoach, and that's what a great
leader is to their team.
They're a coach, coach, they'rebringing out their people, and
so you really have to pull thatout and really kind of figure
(13:10):
out and ask the questions whattype of leader do they want to
be?
Speaker 2 (13:14):
because if they want to be the dictator, that's a
style, but look where it'sgotten people yes, pretty much
done that style of command andcontrol and dictating and being
the smartest in the room.
How do you help leaders that,when your back is against the
wall, you're not getting theresults that you want?
People have kind of let youdown or they haven't followed
through.
How do you help leaders keeptheir cool and take care of
(13:36):
their team and still do wellwhen everything doesn't look
good?
How do you help us still beeffective for those moments when
things are not getting done andyou're held accountable for it?
Speaker 3 (13:45):
That is actually, I think, one of the biggest things
.
You know, one of the thingsthat the ELI does is actually
helps people figure out how theyactually operate under stress
and under pressure, and so oneof the things that I like to do
is reverse it right.
So it's the reminder Ifsomething's going down the
toilet, it didn't just happenthat second.
(14:07):
Usually it's something that'sbeen building over time and
something's been missing.
So then we have to take thatand say, okay, guess what?
This very moment, maybe this isthe line in your sand, right?
What are you going to dodifferently?
The line in your sand, right?
What are you going to dodifferently if what it's been
(14:28):
doing?
And that's where that MMA comesin.
When I talk to people about that, we always have to be measuring
, monitoring and adjusting.
So obviously we have to say,hey, guess what?
This is a time for adjustment,and yelling and screaming is not
effective and you can yell andscream all you want, but it's
the reminder to say who is theperson that is going to get help
(14:50):
and served.
Is it the guy that's standingat the counter screaming, or is
it the person who is actuallyspeaking?
Nicely, right?
So it is definitely one ofthose hard things.
Who is actually speaking nicely, right?
So it is definitely one ofthose hardest things.
So then we have to teach peopleand give people tools to say,
(15:11):
in that moment when you feellike screaming at the top of
your lungs and yelling ateverybody because, trust me,
we've all had those moments Imean God is a parent, right,
right, yes, I've been there andI've been like, and then I'm
like jacqueline, what are youdoing?
take a breather.
You know it's like okay, sowhat tool is going to be
(15:32):
effective for you?
Because everybody's going tohave a different one.
What can you do in that momentwhen you feel your blood boiling
and you just want to scream,that you can take a minute and
calm down and change fromscreaming to okay, let's work on
this problem, let's work onthis together, right?
(15:55):
So sometimes it's a breathingtechnique.
Sometimes I have people do thepressure points where they
actually will hold their fingersand press and count.
You know, even if it's countingto 10, to me that's like one of
the best tools.
You can even use it.
You know, I've seen's countingto 10.
To me, that's one of the besttools.
You can even use it.
I've seen people in meetingswhere they're like I just want
to scream at everybody.
I'm like, okay, put your handstogether.
(16:15):
You could even do it.
You can put your hands on thetable no one's going to know,
and you could start pressing onthe table to create that
pressure and take a couple ofdeep breaths and bring it back.
But having little tips andtools that you can do in the
moment, it is a very hard thingto learn.
But you can't and you know this.
(16:35):
You can't change that insomebody unless they are ready
to make that change inthemselves.
Speaker 2 (16:42):
Yes, yes, they have to be ready.
Trust is at an all-time low.
Leaders are struggling withearning it or maintaining it or
keeping it, for a variety ofreasons.
Irregardless of the reasons,it's at an all-time low where
people don't trust theirleadership team or their
executives.
How do we close the gap on lackof trust across our industries,
in the workplace, betweenleaders and their workforce?
Speaker 3 (17:04):
That is one of my biggest magic wands, if we can
change that.
So I think the best way that wecan actually close the gap and
how a leader can do that, how doyou build trust?
Trust is built by keeping yourword.
If you say you're going to dosomething, you need to follow
(17:25):
through.
Trust is built also by givingpeople the opportunity to rise
up and do something good, and so, in order to do that, we have
to know, in our charge as theleader, to take those steps.
It might be something small,but we have to say okay, I want
(17:47):
to build trust among my team.
How do you build that trust?
Well, it's coming together.
It's giving people the abilityto take risks and you, as the
leader, not scream at them ifthey fail or don't do it the way
you want to do it, or maybethey missed something.
(18:08):
But that building of trust,leaders have to know that the
people that are on their team,that they are their team and you
have to.
Maybe it's doing some exercise.
Like you know, they talk aboutteam building, right, and you
know people have done thosethings.
I got to trust the person backbehind me and I'm going to trust
them by falling back.
(18:29):
So what are some of thosethings that you can do to build
that trust and make sure thatyou don't take it away, because
you can be doing all this workand then in a nanosecond it goes
away because you don't followthrough on your word?
And I think the biggest thingwithin companies I see is that
(18:51):
people promise so much, there'sa lot of over-promising and
under-delivering.
A lot of companies aren'ttaking care of the people
underneath them and I hate theword underneath but you've got
chiefs and you've got Indians,and some of those Indians can
rise to become chiefs, you know,or however you want, like the
rookie player on a team can riseup to become the captain.
(19:15):
But it's building people up andremembering that we are in this
together.
So take everybody together, youknow, and get them out there
working together, get them outthere playing, get them to know
each other and build thoserelationships.
If you think about and I just,I'm just thinking about Top Gun,
maverick, right In the movie,tom Cruise said you need to
(19:37):
build a team.
So what are you doing?
What did they do?
They spent a day playingfootball and there was I think
it was like double defense,whatever it was football on the
beach.
You build a team and you getpeople who are not normally
working together workingtogether.
You know, every company hasclicks.
(19:58):
Every company is going to havelike I'm super comfortable, you
know, talking with you, but I'mnot comfortable talking with the
person over here.
So what am I going to do?
I'm going to sit down and I'mnot comfortable talking with the
person over here.
So what am I going to do?
I'm going to sit down and I'mgoing to sit next to you at all
of our meetings.
Well, you got to shake it up.
You got to get people to knoweach other.
So what are you doing?
To build the team, to build thetrust among everybody else.
(20:21):
So know that everybody has eachother's back.
Yes, yes.
Speaker 2 (20:26):
Phen, I'm going to love it and thank you for
sharing.
Is there anything that youleave the audience with?
You know from your experiencesin years of being in this space
and industry and beingsuccessful.
Is there anything that youleave as just golden nuggets
that you would like for theaudience to walk away with?
Speaker 3 (20:41):
God, I have a ton, but leap really leap.
Leverage your communicationreally.
Sit down.
If you haven't sat down andwritten your vision, your
mission statement, go to mywebsite.
Leap to your success.
There's going to be an annoyingpop-up that's going to come up
and it's going to have theunstoppable leadership journal
(21:05):
and it is all about helping youcraft your vision and your
mission statement.
Get it.
It's the perfect time.
Grab it right now.
Look at that and then spend thetime crafting what you want.
2025 is around the corner.
Quitter's Day is usually aroundJanuary 22nd, because people
(21:26):
create goals and they just don'tstick to them.
No, no, look at your vision andyour mission statement.
Craft that and you will nevermiss a goal yes, love it.
Speaker 2 (21:37):
How do people reach out to you, jacqueline?
I mean, I know you're you're onLinkedIn and I have your email
address, but what's the best wayfor people to reach out to you,
contact you?
You know, just you know theyneed your services or want to
invite you for a guest on theshow.
How do people reach you?
Speaker 3 (21:49):
So, best thing, go to my website, grab that journal.
When you do it, you get acomplimentary call with me, and
I would love to have 10 callswith listeners between now and
the end of the year to get youto leap into 2025 with the
greatest success.
That is my thing, that's what Iwant.
So go to my website, grab thejournal, get on my calendar
(22:13):
between now and the end of theyear.
You know the biggest thing thatI do, I do one-on-one coaching.
I love it.
I love helping people soar andI love helping people leap to
their greatest success andbecome amazing leaders of
themselves and of their teams.
Speaker 2 (22:29):
Yes, Thank you, and for everyone that's listening,
go to the website, grab thejournal and you're getting a
complimentary call withJacqueline as you get ready for
2025, which all of us will bedoing that and so it's great to
have a coach in your corner tohelp you navigate those spaces
and places that you're trying togo.
Again, this is Ron Harveycoming to you with Unpacked Well
.
We always have phenomenalguests.
We release a different episodeevery Monday.
(22:50):
Stay tuned, share with yourfriends and your family, just so
you can continue to grow as youcontinue on the journey of
leadership.
Easier to find me on LinkedInor you can go to our website,
find all the information thatyou want from either one of us.
We'd love to hear from you andthank you all for joining us as
Jacqueline and I walk throughseveral things that help you as
a leader.
So until next time, Jacquelineand I will sign off and we wish
(23:11):
you all a wonderful holidayseason.
Speaker 1 (23:15):
We hope you enjoyed this edition of Turning Point
Leadership with your host, RonHarvey.
We're so glad you joined us.
Remember to join us every firstand third Mondays and expect to
receive real answers for realleadership challenges.
Until next time, make adifference where you are and
with what you have.
There are those who arecounting on you for effective
(23:36):
leadership.
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