120: Master These 11 Skills That AI Will Never Replace | Authentic Leadership

Intro

0:00

2025 is here and thepace of change has

0:02

never been fasterare you ready to

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thrive in a worldwhere AI accelerates

0:07

everything but can't replace the most

0:09

essential human skills that's why we've

0:11

created a special 11p part series on the

0:13

learn itall podcast to help you master

0:15

the skills needed to Future proof

0:16

yourself and your career from

0:18

self-awareness to listening and

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developing trust these are the traits

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that will make you irreplaceable in an

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Ever evolving Workforce I'm Damon l by

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CEO of learn it and two-time bestselling

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author and I'll be your throughout the

0:30

series joining me is Dr Mickey Fitz

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Collins learn's to pranked facilitator

0:35

and a leadership expert dedicated to

0:37

helping you growthis series is brought

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to you in partnership with our good

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friends at muchskills a platform that

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helps organizations map and understand

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their Workforce capabilities drawing

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from Insight from their survey of over

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28,000 professionals we'll unpack 11

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skills in this weekly series that will

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prepare you to thrive in an Ever

0:55

evolving world if you enjoy this episode

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please take a moment to rate and review

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on your favorit epodcast platform your

1:01

feedback helps us share this message far

1:04

and wide let's dive into today's top

1:06

skill Mickey how are you doing I'm so

What is authentic leadership

1:09

pumped up to have you back for another

1:11

episode awesome thanks Damon I'm super

1:14

excited to be here you know this has

1:15

been so much fun having these uh

1:18

conversations and I can't wait to dig

1:19

into authentic leadership today yeah so

1:22

it's one of my favorite topics and I

1:24

think it's critical uh for leaders to do

1:27

their very best to be authentic so let's

1:30

just jump right into it Define for me

1:33

what authentic leadership is yeah I mean

1:36

there's a lot of different components

1:38

that fall into this this or fall under

1:40

the umbrella of authentic leadership but

1:42

what we're really talking about Damon is

1:44

leadership that's grounded in in

1:46

transparency um ethics integrity and the

1:50

big one here is emotional intelligence

1:51

right just kind of this idea of

1:53

self-awareness and self-management um it

1:55

actually makes me think a lot about your

1:57

book right the learnit all leader and

1:59

the difference between you you've I've

2:01

read you uh read read your writing about

2:04

this and heard you speak about the

2:05

difference between people who act like

2:07

know-it-alls and people who act like

2:09

learn it alls right learn it alls are

2:11

authentic leaders so that's what we're

2:12

going to be talking about today is this

2:14

transparency openness Integrity things

2:17

of that sort well thank you for the plug

2:19

Mickey I appreciate it yeah so so let's

Dangers of knowing it all

2:21

talk about this so you know let's just

2:23

stay on that um what's the danger of

2:26

being a know-it-all leader you know and

2:29

or or not authentic um if you take that

2:32

approach what's the dangers in it yeah

2:36

well I mean I think you know when when I

2:38

first heard youspeak that that term and

2:41

kind of bring that into my awareness it

2:43

just made me think about ego right like

2:45

leaders that lead from a place of ego

2:48

their own stature you know their their

2:50

own gains all of this sort of stuff

2:52

which is an easy place I think for a lot

2:54

of us to be right is well I've done all

2:56

of these things Ihave all these

2:58

accolades many years experience all this

2:59

this sort of stuff but the problem with

3:01

that if we're not really operating from

3:03

a place of authentic leadership is

3:05

there's a lot of negative kind of what I

3:07

would say like Cascade effects with our

3:09

teams um the first and foremost and

3:11

probably the most primary one here is a

3:15

massive massive decrease in trust right

3:17

because there's just a huge amount of

3:18

distance between you as the leader and

3:21

your team if you're operating from this

3:22

place of know it all and and

3:24

inauthenticity right um when we think

3:27

about that across the individual across

3:28

teams we're talking about low morale

3:30

we're talking about people operating in

3:32

fear or from a place of fear right

3:34

because they're fearful of their leader

3:36

they're fearful of making mistakes a

3:38

lack of psychological safety which leads

3:41

to things like burnout disengagement and

3:43

ultimately turnover um which I mean you

3:45

and I every single day are talking with

3:48

organizations andleaders across the

3:50

country across theworld really about

3:52

the importance ofretaining and building

3:54

the skills of ourpeople right so being

3:56

a inauthentic leaderreally is the

4:00

opposite of what wewant to be in order

4:02

to have the mostsatisfied and engaged

4:04

and and retained

4:06

Workforce and I'mthinking again about

4:08

not all and thereason why I say a not

4:10

all is inauthenticbecause a not all

4:12

says they know itall which you and I

4:14

know isn't possibleyou can't know it

4:16

all so that's nottrue so let's just

4:19

jump right in nowagain and uh you got a

4:21

great story on umyour experience you

4:24

know it I alwayshave stories for you

4:26

Damon yeah I thinkthis is really kind

4:27

of a a story uhabout feedback back and

4:30

you know a few yearsago I was in an

4:32

organization and Icame in as a new

4:34

director and um Iwas you know as one is

4:38

brand new employeecoming in as the

4:39

leader I was eagerto make a really

4:41

positive impact butI was aware this is

4:43

a new team to me Ihave a lot to learn

4:45

around the TeamDynamics and rather than

4:47

diving straight intookay let's do these

4:49

changes let's dothese things checklist

4:51

da da I decided myfirst priority

4:54

because I wanted tobe focused in on on

4:56

being an authenticleader was to really

4:58

get to know thepeople and understand

5:00

their perspectivesright really get to

5:01

know I had folksthat were in that

5:03

department that werethere for 20 plus

5:05

years right kind ofin their roles and

5:07

so in my first fewweeks I scheduled

5:09

one-on ones witheach member of the team

5:11

and I askedquestions really broad sort

5:13

of things right kindof opening myself

5:15

it it took a lot ofvulnerability Damon

5:17

but asking questionslike what do you

5:18

feel is working wellin our department

5:20

what areas do youthink need Improvement

5:22

what are yourbiggest pieces of advice

5:24

for me what are thepotholes that we

5:26

need to watch outfor and I inquired

5:29

about thesequestions but also people's

5:31

personal and professional goals and kind

5:33

of how can I support them and one of the

5:35

people on the team mentioned that you

5:37

know Communicationin our department is

5:38

is really siloed theprevious leader was

5:41

a huge micromanagerum there was a lot

5:44

of duplicatedefforts people were really

5:46

fearful essentiallywhat she was talking

5:48

about was a lack ofpsychological safety

5:50

and fearfulness umuh of the the

5:53

previous supervisorright another person

5:55

shared I feel reallyunderutilized and

5:57

and I you know Idon't feel like I can

5:59

can come tosupervisors as people that

6:01

can really actuallyhelp me grow right

6:03

and another persontalked about a lack

6:05

of transparencyright so I took all of

6:07

this stuff and to methese are like the

6:10

main ingredients ofbeing this authentic

6:13

leader and so I tookall of this stuff

6:14

and what I did was Iorganized I I

6:16

pulled the team backtogether and I said

6:18

listen let meanonymize all this stuff

6:20

but here's what Ilearned here's the

6:22

different pieces andit came down to

6:24

here's the actionsteps that I'm going

6:26

to take on a dailybasis I started every

6:29

single day I had apost- a note on my

6:31

monitor that said bevulnerable right

6:34

and so every singleday it was

6:36

vulnerable to whatdo I not know what do

6:38

I not know enough ofwhat type of

6:41

guidance do I needto seek from my team

6:42

members all of thesesort of things and

6:44

I approached everysingle day with that

6:46

idea of kind ofleading with that

6:48

transparency leadingwith that openness

6:50

um the vulnerabilityto say I don't know

6:52

or I think I made amistake right the

6:55

number of times Ihad to come to these

6:56

folks that have beenin the role for 20

6:57

plus years and belike I know I'm your

7:00

but I think I made amistake and I need

7:02

your help right whatthat did was this

7:04

cultivated thisenvironment of a high

7:07

level of trustpersonal connection right

7:10

morale went uppeople immediately were

7:12

talking aboutfeeling pride in their

7:14

work feeling likethey were part of the

7:15

decision-makingprocess um feeling like

7:18

there was positivehope for the future

7:19

and it was such agreat example of

7:21

really turningaround a group a group of

7:24

people that hadpreviously experienced

7:26

somebody who wasvery inauthentic in

7:28

their leadership andand so I share that

7:30

story with you Damonbecause I think

7:31

it's such a um it'sa powerful real life

7:34

example of whathappens when we take

7:37

those steps asLeaders to really kind of

7:39

open ourselves up ofthe positive

7:41

changes that we canhave for the team

7:42

which then result inthese huge positive

7:44

changes for theoverall Organization no

Vulnerability

7:47

that's a great storyand and one thing

7:49

that really stuckwith me there is

7:51

around vulnerabilityand so my question

7:54

uh Mickey is how canleaders overcome

7:56

the fear of beingvulnerable while still

7:58

maintaining you knowa level of

8:00

authority and

8:02

presence yeah yeah Ithink you know when

8:05

I hear you ask thatquestion it's it's

8:07

about boundariesright everybody I mean

8:09

when we think aboutour personal lives

8:10

and our professionallives we need to

8:12

have boundaries andwe we don't want to

8:14

sidestep around themor tiptoe around

8:16

them right and so Ithink uh naming

8:19

vulnerability Inamed that as a value

8:21

for me in that roleand and from from

8:23

that point forward Iwas like this is

8:25

going to be part ofwho I am which is

8:27

that people aregoing to you know get

8:29

what they see seewhat they get um and

8:32

that means at timesI'm going to need to

8:33

show people that I'mstruggling I'm need

8:36

going to need toshow people that I make

8:37

mistakes becausewe're human right we're

8:41

fallible leadersright even though we're

8:43

the people in chargeit doesn't mean

8:44

that we knoweverything it doesn't mean

8:46

that we're doing everything 100% right

8:49

but with that when you bring into that

8:52

that equation you can be vulnerable and

8:54

be a person of authority to say this is

8:56

how decisions are going to be made this

8:58

is how the structure is going to work

9:00

these are what the goals are these are

9:01

the kpis right that level of

9:03

transparency is just as important as the

9:06

transparency in our everyday

9:08

interactions right so it's a both and

9:10

really it's not a one or the other I

9:11

think a lot of times people say how do I

9:13

have Authority or doI be vulnerable

9:16

right you can do both of those things

9:18

but to me I think alot of it is about

9:20

saying it out loudto people of I am

9:22

going to bevulnerable I'm going to be a

9:24

real person with youand I am the person

9:27

who's going to beholding accountability

9:29

I am the personwho's going to be

9:30

working with you toset the goals and

9:32

set the metrics yeahI think that's so

Confidence

9:35

important I look atit like it's

9:37

important to bevulnerable but maintain

9:40

confidence uhbecause you know people

9:42

want to follow aleader who they believe

9:45

you know has theirback and and has the

9:48

strength to overcomechallenges now you

9:50

don't have to haveall the answers right

9:52

the but and you needto know people to

9:55

turn to and and youknow dust yourself

9:57

off of things don'tgo well so it's it's

9:59

fine and it's youhave to admit mistakes

10:03

or just say hey Idon't know but you

10:04

also want to leadpeople by saying we're

10:07

going to figure thisout and be

10:08

confident about thatand if you do that

10:10

that that buildstrust in people saying

10:13

hey this person'sopen and this person's

10:15

also willing to saythat that you know

10:18

that that that we'reg to get this done

10:19

and we're g tofigure it out so Mickey

10:22

what are the keysteps a leader can take

10:25

to master authenticleadership yeah I

10:28

was just going tosay this is exactly

10:29

kind of leading usright into I have

10:31

kind of fourdifferent things four

10:33

different buckets Iwould say that are

10:35

the super importantpieces of being an

10:36

authentic leader umthe first one and

10:39

the most importantone is emotional

10:40

intelligence andwhat's awesome about

10:42

this is I justfacilitated both of our

10:45

emotionalintelligence workshops this

10:46

week and so it's sofresh in my mind and

10:49

every time I Ifacilitate these

10:51

workshops it reallyreminds me of the

10:53

importance ofunderstanding myself right

10:56

I think as Leadersit's you know some we

10:58

get so focused onthis is what I need to

11:01

do for these otherpeople for the

11:02

organization for ourcustomers clients

11:04

all this outwardsort of stuff but we

11:06

have to start firstwith our own

11:08

self-awareness wehave to start first

11:09

with understandingour emotions we have

11:11

to manage thoseemotions and then

11:14

develop the skillsof empathy to be able

11:16

to understand otherpeople's

11:17

perspectives andthen thus build our

11:20

relationships andcultivate and and

11:21

sustain thoserelationships so the the

11:24

very first importantthing you know I

11:26

think uh uhespecially in the last 5 to

11:28

10 years I feel likeeverybody's talking

11:30

about emotionalintelligence I always

11:32

say it's in the topfive if not the top

11:34

three of skills thatI think people need

11:36

to really really digdeep and develop so

11:39

emotionalintelligence absolutely would

11:40

be the first piecefor for becoming an

11:42

authentic leader thesecond piece and

11:45

and I was introducedto this term not

11:46

too long ago and itjust it makes so

11:48

much senserelational transparency and

11:50

what I mean by thatis relational

11:53

transparency is kindof the openness the

11:55

transparency but inrelationships in in

11:58

terms of being asupervisor and so what

12:00

I what I'm talkingabout with this is

12:02

involved decisionmaking we talk about

12:04

this in a couple ofour different

12:05

workshops from ourdecision making

12:07

Workshop to a coupleof different ones

12:09

about letting peopleknow what are the

12:11

factors that aregoing into making a

12:13

decision how are wegoing to make the

12:15

decision rightsometimes it might be you

12:17

as as the CEO of theorganization you're

12:19

going to make theleader other or the

12:21

decision other timesit might be we're

12:22

going to have a voteright other times

12:25

maybe we defer tothe subject matter in

12:26

the room um butmaybe uh you know people

12:30

need to understandhow a decision is

12:31

going to be made andthen when that

12:33

decision is is madehow are we going to

12:36

be kind of madeaware of the progress on

12:38

that um I think youknow this this idea

12:41

of relationaltransparency is also about

12:43

progress updatingabout letting people

12:46

know the State ofAffairs right you know

12:49

how how are thingsgoing in the

12:50

organization whereare we successful

12:52

where are we havingtroubles um because

12:54

if we don't hearfrom our leaders we

12:56

fill in the gapsright like that's one

12:58

of the things thatwe do is is we kind

12:59

of fill in the gapswhere we don't see

13:01

uh uh informationright progress profits

13:04

whatever it might beum I think also

13:06

that relationaltransparency has a lot

13:08

to do with thatvulnerability of uh uh

13:11

sharing I made amistake we had a

13:13

misstep this didn'tquite work out the

13:15

way that we wantedit to that builds

13:17

trust right eventhough you're

13:18

delivering bad newswhat that does

13:20

that's a hugedeposit in the Trust bank

13:22

so I mean that's ahuge component to

13:23

authentic leadershipso that second

13:25

piece relationaltransparency the third

13:28

one and I know thatthis is is a huge

13:29

one to you is livingyour values and

13:31

kind of operatingwith Integrity making

13:34

decisions that arealigned with your

13:35

values even whenthey're hard decisions

13:38

to make whetherthat's about uh letting

13:41

somebody go umstopping pursuing a

13:44

certain venture or acertain product

13:46

line or pivotingwhen it feels

13:48

uncomfortablewhatever that is right

13:49

living values andand making sure that

13:51

you're aligned withthose values and not

13:53

just chasing afterwhat's shiny right I

13:55

think that's a superimportant part of

13:56

authentic leadershipand then the fourth

13:58

one

13:59

circles back to thedecision-making

14:01

which is balanceddecision-making and I

14:03

know um you andCandace Porter you know

14:05

you have yourfantastic book on

14:06

decisionmaking andI'm sure we'll talk

14:08

about that at somepoint too but the

14:10

importance of notmaking snap decisions

14:12

or emotionaldecisions right I think

14:14

authentic leadersare the ones that say

14:17

I'm struggling rightnow there's a lot

14:19

of information thatI need to take in

14:21

there's a lot of different factors that

14:22

we need to look atand I'm not making

14:24

this snap decisionfrom a place of

14:26

emotion from a placeof frustration from

14:28

a place of ego butreally you know

14:31

seeking and givingfeedback around big

14:34

decisions so thoseare the four big

14:35

pieces to me when Ithink about being an

14:37

authentic leaderthat's where it's at

14:39

those are the coreingredients that's

Reflection

14:41

awesome Mickey knowI'm gonna start kind

14:43

of reflect back onwhat you said so

14:45

starting with numberone um and we have

14:48

to go through allfour of them but you

14:49

talked aboutemotions and that reminded

14:52

me I had umlisteners you should go back

14:54

and check out myepisode with Craig

14:56

dowen uh it's inthis it's gonna be in

14:58

the show notes hebrought up a great

15:00

point he says thathis definition of uh

15:04

authentic leadershipis when your

15:07

beliefs values andbehaviors align with

15:10

each other and whathappens sometimes is

15:14

if you lose controlof your emotions all

15:17

that your teammembers or other

15:18

individuals see areyour behaviors so if

15:21

you go to numberthree on your list

15:23

values well youcould talk about your

15:25

beliefs and valuesum but if if you're

15:28

not if you're notyou know walking the

15:30

walk if if you'reshowing something else

15:33

then people aren'tgoing to trust you so

15:35

I think that that isso critical that uh

15:37

keep in mind thatpeople see your

15:39

behaviors so you gotto be able to

15:41

monitor youremotions it's okay to be

15:43

upset but it's it'show you go about

15:45

things and thennumber two we talked

15:48

about um the Gap inin transparency you

15:52

know uh and not as

15:54

critical and becauseleaders if you're

15:56

not if you're notsharing if if you're

15:59

not sharing I got aquestion for you on

16:00

this if you're notsharing with your

16:02

team people aregoing to get they're

16:05

they're going tomake things up in their

16:06

own head right soand a lot of times

16:08

they're going totake it to the worst

16:09

case scenario so thebest thing you

16:11

could do is youcould address things

16:12

early and you sharethe facts and again

16:15

you could even do sowith confidence so

16:18

you want to kind ofclose that Gap but

16:20

my question for youMickey around number

16:21

two is there ever apoint where you

16:24

could be too

16:26

transparent yeahabsolutely and and

16:29

again I think thiswhere it it comes

16:30

back to boundariesright ultimately and

16:33

again depending onyour organization a

16:35

lot of this has todo with the culture

16:36

of your organizationbut um you know

16:40

there there is apoint I mean TMI right

16:42

too much informationwhere um whether

16:45

it's you're sharinggood news or sharing

16:47

bad news sometimesgetting into the

16:49

minutia of that newsis not actually

16:52

helpful to the teamright because it's

16:55

either overwhelmingit's too much it's

16:57

things that peopledon't understand

16:59

or it's things thatyou know I'm just

17:01

not privy to thatlevel of decision

17:03

making or strategyso when you share

17:06

some of this stuff Idon't really

17:08

understand what itmeans and so I just

17:10

kind of cast itaside and I say that's

17:11

not important Ithink the other side of

17:14

it too that I thatI've experienced in

17:16

in leaders and inpeers before too is

17:18

oversharing in termsof transparency of

17:21

personal life rightwe need to have some

17:23

level of boundary Ithink people want to

17:26

it makes us feelcloser when we know

17:28

stuff about you knoweach other as as

17:30

individuals and Ithink that's really

17:31

important right tokind of bring your

17:33

whole self to workyou don't leave your

17:35

personal life at thedoor that's just

17:37

not really a reallife thing people talk

17:39

about work lifebalance it's really more

17:40

about work lifeintegration but if we go

17:43

too far right andand we're we're

17:46

especially in theposition of power that

17:48

we are as as ascodified leaders in

17:50

organizations you'reyou're bringing

17:53

people into yourpersonal world where

17:55

maybe they don'tfeel like they are

17:57

invited or they wantto be right and so

17:59

I think sometimesyou can go a little

18:00

too far with thatyeah great answer yes

Values

18:04

we definitely wantpeople to bring their

18:05

true self to the youknow the full self

18:07

to the office butbut also you know you

18:09

got to be mindful ofof what you are uh

18:12

making sure thatit's professional you

18:15

don't want to showup with flipflops and

18:16

and and if that'snot if that's not the

18:18

right environmentand talking about

18:20

things that thatmight upset people um

18:22

so just be mindfulof it and and come to

18:25

be as authentic aspossible no I I think

18:27

that's great um

18:29

well what else Imean there's values

18:31

which is soimportant right I mean

18:32

that's so importantand one of the

18:34

things that alwaysstands out for me

18:35

especially whenyou're working with

18:37

customers is ifthere's if if if they're

18:40

coming up with asolution that they

18:42

think uh is best forthem but we know

18:45

that there's asolution that's maybe

18:47

less expensive orfits better for them I

18:49

I always encourageactually I don't

18:51

encourage I demandthe sales team like

18:53

you got to do rightby your customer

18:55

right um and to methat's that's the

18:58

important of valuesyeah I mean I think

19:01

valuing therelationship above all else

19:04

I think is is socritical with authentic

19:07

leaders um there areorganizations that

19:09

value The Profitamongst you know above

19:12

all else that theyvalue the position in

19:14

the marketplace butI think when you're

19:16

talking aboutvaluing the relationship I

19:18

mean it makes methink a lot about you

19:20

know our friendsLarry LaVine and and

19:22

Meredith Belltalking about character

19:23

talking about trustthe importance of

19:25

the relationship youknow you you may

19:29

the sale that youmake or or whatever it

19:31

might be might be alittle bit lower

19:33

right now but thelong-term return on

19:35

that investment whenyou truly have a

19:37

partner withsomebody way above and

19:40

beyond what aninitial sale might be

19:42

right and I thinkabout the you know

19:44

that you youtransfer that over into

19:45

your personal lifetoo right of you know

19:47

I might have a bigwin with oh I met

19:50

this person andthey're so cool and they

19:52

have this big highstature in my

19:54

community or thisorganization I'm part

19:56

of and I had thisone amazing

19:57

interaction withthem well what's one

20:00

interaction asopposed to a friendship

20:03

that you cultivateover time a

20:04

relationship thatyou cultivate over

20:06

time authenticleaders are far more

20:08

focused on therelationship than they

20:10

are about theimmediacy of of short-term

20:13

outcom absolutelyawesome Damon I'd like

20:16

to ask you aquestion um because I you

20:17

know I'm alwayscurious about um your

20:20

your world and yourbackground you know

20:21

having been CEO oflearn it for almost

20:23

30 years now rightknocking on the door

20:25

30 years pretty soonhere which is

20:27

amazing because youknow I mean you're

20:29

only 25 so I don'teven know how this

20:31

happened but um youknow I'm wondering

20:34

how have you howhave you developed your

20:37

style as anauthentic leader over the

20:39

years kind of whatare some of the

20:40

things maybe youfeel like you've

20:42

changed over theyears or kind of bumps

20:43

and breezes thatyou've experienced

20:45

around authenticleadership well I've

Honesty

20:47

experienced bumpsand bruises of all

20:50

kinds and I thinkall all leaders have

20:52

and if they say theyhaven't then

20:55

they're not being II don't think honest

20:58

um

20:59

my authenticleadership style really was

21:01

developed from thecoaches I saw you

21:03

know that that Iplayed for I mean they

21:05

were they werepretty no filter right to

21:07

the point and andthey they would they

21:09

would show up and asthemselves which

21:11

which is fantasticalso my my dad you

21:14

know he you know hewas uh another no

21:17

filter uh he was hewasn't afraid to say

21:20

that he didn't knowsomething and so I

21:23

had a lot of greatrole models um in

21:25

that sense now someof the mistakes I've

21:27

made over the yearsI think sometimes it

21:30

would come down totransparency I mean I

21:32

remember uh probably10 years ago

21:35

somebody actuallycame to me asking for

21:37

a race and and Isaid uh you you got to

21:41

be kidding um youknow first of all you

21:43

got to raiseprobably six seven months

21:46

ago but on top ofthat haven't you seen

21:48

our sales numberslately you know our

21:50

numbers are are waydown and they said

21:52

no I had no idea Iwasn't aware of this

21:55

and so that struckme I was like okay

21:59

I'm not doing a goodenough job being

22:01

transparent and andsharing out where

22:03

things are at andbecause of that in

22:05

this particular casethe person was

22:07

looking at like Ohwe must be doing

22:08

great I'm busyteaching all the time so

22:10

things must befantastic and right

22:13

Mickey what I wouldsay about that is

22:15

sometimes I I I meanI wasn't doing that

22:16

to hide anythingit's just sometimes you

22:19

get so busy as aleader and you just

22:22

forget and and andyou also maybe forget

22:24

that people aren'tas dialed in as as

22:27

you are or the salesteam is or the

22:29

executive team soit's important to

22:32

communicate um youknow often and

22:34

through differentAvenues uh and so that

22:37

that is something II also there's also

22:40

been times I thinkI'm much better at

22:42

this hopefully notin your tenure but

22:44

there are timeswhere I uh would get

22:46

upset and send anemail that I wish I

22:48

could take back uhor maybe would be a

22:51

little

22:51

frustrated you knowand I've been a

22:54

little frustrated onthings and it goes

22:56

back to what Craiggon said is people

22:58

look at yourbehaviors and um that

23:02

regardless of whatyou say your values

23:03

or your beliefs areyou know th those

23:05

are some areas thatI've really worked

23:07

hard onself-reflection and

23:10

self-awareness yeahI think that's

23:12

that's such a hugetakeaway from all of

23:15

this statement is isto uh reflect right

23:18

I mean you know wewe can't just be

23:21

operating and justdoing the stuff and

23:23

things that's theeasy part of do the

23:26

stuff and things thebig gigantic to-do

23:28

list of us haveevery single day but to

23:30

really be anauthentic leader means that

23:32

we're stopping andpausing and we're

23:34

thinking about okaylike where am I at

23:36

emotionally withthis stuff how much am

23:39

I involving my teamhow transparent am I

23:41

being am I lettingpeople know how

23:44

decisions are beingmade am I updating

23:46

people on progressam I sharing the

23:48

story across theorganization all of

23:51

that stuff I meanthose those are the

23:53

ingredients ofauthentic leadership but

23:54

it can be I I thinkit's easy for people

23:56

to fall into thattrap of just like just

23:58

doing the stuff andthings kind of the

24:00

mechanical doing thework that we do and

24:01

there's nothingwrong with that it just

24:04

is a different styleof leadership and I

24:06

I think it's not thestyle of leadership

24:09

that a lot of uhespecially thinking

24:11

about kind of ouryounger Generations

24:12

that are coming intothe work world I

24:14

don't think thatthat's what they're

24:15

expecting I thinkthey're expecting

24:17

authentic leadershipright so I mean

24:18

there's a wholegenerational component

24:20

to this as well Icouldn't agree more

24:23

and as we're we'reabout to wrap up now

24:25

Mickey um any finalwords uh on the on

24:28

the topic or uh anaction You' like our

24:31

listeners to takeyeah I mean the big

24:34

call to action Iwould have to you and

24:36

this might feel alittle bit awkward

24:38

when you first do itbut I always tell

24:40

people to uh to nameout loud your

24:43

authentic leadershiplike what you're

24:45

doing and what Imean by that is like

24:48

saying things like Iwant to make sure

24:50

that everybody knowshow I'm making this

24:52

decision or it'sreally important to me

24:54

that I'm sendingthese regular progress

24:56

reports so that it'stransparent to

24:57

everybody of thesuccess and struggles

25:00

of the organizationright naming the

25:02

behaviors that arethe things that you

25:04

know not just doingthose things but

25:06

naming them I thinkagain that's that's

25:08

deposits in theTrust Bank for folks of

25:10

like okay you'rebeing intentional about

25:12

this and it's notjust this kind of

25:14

afterthought to youagain I think it's

25:16

the intentionalcomponent and so I would

25:18

encourage people toname those behaviors

25:21

out loud as you areliving your life as

25:23

an authentic leaderawesome and really

Recap

25:25

quickly can you gothrough the four

25:27

steps again

25:28

yeah absolutely sothose big four steps

25:31

start first withemotional intelligence

25:32

the most importantpiece is being aware

25:34

of ourselves inrelationship to becoming

25:36

more empathetic andunderstanding of

25:38

other people thesecond piece is this

25:40

idea of relationaltransparency and so

25:42

what are we doing toto be transparent

25:45

about how we'remaking decisions how

25:46

progress ishappening um being

25:48

vulnerable withpeople about mistak

25:50

making things ofthat sort the third

25:53

piece the big one hereis living your

25:54

values so makingsure that you have

25:56

alignment between your actions and your

25:58

Valu vales essentially living with or

26:00

acting with integrity and then the last

26:02

four or the last oneof the the four is

26:04

balanced decision making and so letting

26:07

people know kind ofthese are how

26:08

decisions are making going to be made

26:10

but also just not doing snap decision

26:12

making again this kind of comes back to

26:14

our emotional awareness Mickey this has

26:17

been awesome and soto kind of recap

26:19

what we talked aboutthe importance of

26:21

being a authenticleader and we like to

26:24

say a learn it allleader versus a

26:25

know-it-all leaderwe talked about our

26:27

four steps which youjust uh shareed

26:29

with us again andreally how authentic

26:31

leaders build trustwhich is so

26:34

critically importantthat you can be

26:36

vulnerable andconfident at the same

26:38

time and theimportance of transparency

26:41

and how importantthat is so you can

26:43

close theinformation Gap um I think

26:46

your team will rereally appreciate that

26:48

so listeners untilnext time can you

26:50

please do us a bigfavor if you got

26:52

value out of thisepisode please rate

26:56

and U like this andsubscribe to our

26:58

YouTube channel orwherever you're

27:00

watching this andshare with your

27:01

friends it reallyhelps get the word out

27:04

and until next timeplease stay curious

27:06

and keep growinghave a great day

27:08

everyoneself-awareness is one of those

27:10

ambiguous sort ofterms when I say

27:12

self-awareness whatwe're going to be

27:14

talking about isthis idea of kind of

27:15

recognizing andunderstanding our own

27:17

emotions and beingaware of like who am

27:20

I how am I how do Ifeel how am I

27:22

behaving where am Icontributing how

27:24

does my meaning andpurpose fit together

27:26

essentially it'skind of mindfulness in

27:27

some way but minusthe you know kind of

27:30

meditation practicesort of stuff and um

27:33

that's what we'regoing to be focusing

27:34

on is kind ofunderstand what drives you

27:35

and and being awareof those pieces

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