Inspire Someone Today
Inspire Someone Today
E137 | The Trifecta of Leadership P2 | Catherine Li-Yunxia
This episode explores the transformative power of servant leadership, emphasizing that true leadership is about serving others and creating lasting impact rather than chasing titles. Listeners gain insights into aligning vision with purpose, building trust, and fostering a positive organizational culture.
• Leadership as a service to others
• Shift focus from status to meaningful impact
• Aligning individual contributions with organizational goals
• Importance of trust in empowering teams
• Balancing accountability with empowerment
• Creating a culture that prioritizes people
• Daily practices for successful leaders
• Emphasizing a legacy through impactful leadership
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So leadership is about serving. Leadership is not shifting focus from one to the other Means. You know, serving the leadership focus is not about shifting from leading to serving. Serving is leading, leading is serving, all right. So the first is, you know there's lots of people say that when I serve, when I embody serving the leadership, am I leading? Yes, you are.
Speaker 1:There's some message right Keep equity in my head, staying in my heart or not working a long time which is focus on impact rather than chasing status, because status is fleeting. When you're on the position, yes, you feel that you are respected, you have respect and you are treated well by everybody around you, but then, once you are leaving the position, you're no more holding the title and you're basically nobody right, but the impact is enduring. So, true leadership isn't about titles or accolades. It's about the laughs you touch, the impact you create, the laughs you touch, and it's about the growth you inspire and all the positive remarks you leave on the world. So shift your focus from chasing recognitions to creating meaningful changes and impact and build a legacy that lasts beaut, alexis that lasts.
Speaker 2:Welcome to Inspire Someone Today podcast, a show where we dive into the stories and insights that has the power to create ripples of inspiration in your life. I'm your host, shrikant, and I'm thrilled to be with you on this journey of inspiration. Hey, my dear listeners, welcome back to part 2 of this episode, the trifecta of leadership. If part 1 focused on authentic leadership, courageous leadership and solvent leadership, this part is equally entertaining, wherein Catherine further dwells upon the importance of mind power, certain mindset perspectives that she has recognized with leadership, and why to focus on impact is more important than chasing on position. Listening to this episode with Catherine and, by the way, if you have not checked out the Inspire Someone Today book, please have a look at Amazon and give it a go I see this as the three legs of a three-legged stool.
Speaker 2:One, we spoke about authentic leadership. Two was courageous leadership. Now the third element of that is servant leadership, right, servant in the service of others. It's so beautiful, so very well coined. So servant leadership, as the name suggests, shifts from leading to serving. How can leaders ensure they're empowering their teams without losing sight of the organization goals?
Speaker 1:Again, sri, I love those questions. Let me first clarify the questions from my perspective. So leadership is about serving. Leadership is not shifting focus from one to the other Means. You know, serving the leadership focus is not about shifting from leading to serving. Serving is leading, leading is serving, all right.
Speaker 1:So the first is you know lots of people say that when I serve, when I embody servant leadership, am I leading? Yes, you are, because leadership is about serving. Let me elaborate. So again, servant leadership isn't a tab leadership. Servant leadership is just the leadership.
Speaker 1:Leadership is about serving others and that's the core of it. That's it. It's not a position, not a power to be welded. It's a responsibility to help others succeed, to lead with a higher purpose and to work towards meaningful goals that benefit the greater good, which means serving doesn't mean lowering your head in front of others or that you lack boldness or courage. No, when you lead courageously, you are serving. When you make tough decisions, you are serving. Even when you must demonstrate authenticity in specific situations, you are serving, all right. Or maybe in some situations you need to insert authority, even though you are still serving. You do all of those things because you want to serve better and that means you need to lead better. So serving is just leadership, serving leadership isn't a new or separate type of leadership.
Speaker 1:And then back to the second part of the question, right? So how to ensure leaders, you know, to ensure leaders are empowering the teams without losing sight of organizational goals, they must focus on a few key things, right? The first thing align your vision and purpose and see I'll keep mentioning the purpose, emphasizing purpose and so on why Leadership is about ensuring every team member understands the vision and purpose and how their individual contributions connect to the broad organizational goals. So empowerment happens better when people know how their actions align with the mission, building their sense of ownership and the commitment to success. All right. And the second is you must build the trust, because in leadership you must create an environment where people feel trusted to the initiative, to voice their opinions and to make decisions that move the organization forward. So the trust is essential for empowerment, but also ensures that decisions are made in alignment with larger goals. Without trust you can't serve well, as a lack of trust in the workplace could undermine self-leadership by creating barriers to collaborations, could undermine self-leadership by creating barriers to collaborations, to reducing open communications and eroding employee morale, making it difficult for leaders to inspire, empower and serve effectively. The trust is also essential, right.
Speaker 1:And next one serving with courage and humility. True leaders require humility as well as courage. Serving doesn't mean avoiding hard decisions or being passive. In fact, when you lead with courage, when you make a tough course or take responsibility for outcomes, you are serving the organizations and your team better. It's about doing what's right for others and the organization, even when it's challenging to do so.
Speaker 1:Yes, so when you serve, when you lead with courage and humility, right, and you must balance the empowerment and accountability as well. You know when you empower them and they need to hold themselves accountable. Okay, empowerment and accountability go hand in hand. Leaders empower team by giving them autonomy and the tools they need to succeed, but they must also ensure that each individual understands their responsibility and expectations before having the autonomy. So means each team member need to hold themselves accountable by saying that. You know, sri, I heard a lot of times say that.
Speaker 1:Okay, as a good leader, you need to hold your team accountable.
Speaker 1:You know that's a different thing.
Speaker 1:Yes, you hold your team accountable, but the much more effective and better way is to empower your team with accountability means they can hold them accountable.
Speaker 1:All right, hold them accountable means they have the ownership. They own the problems. They own the ownership. They own the problems, they own the solutions, they own the progress. They always problem-solving instead of okay, I'm held accountable by my boss, I'm waiting for instructions, I'm waiting for giving steps to move forward. No, you're not waiting, you take initiative, right. Yes, so collaboration is also important. Well, good leaders, they create environment that team members work together to achieve something greater than any individual could alone. So when you encourage your people to collaborate, encourage your people to collaborate, you create environments where everyone contributes, shares ideas, it's not a standalone and also can innovate towards the collective success of the team and organization. So serving is leadership, and leaders must always be focused on serving their teams, guiding them with clarity and a purpose to accomplish shared goals. Those include empowering your team, making tough decisions that even demonstrate authority when necessary, but all of it's the part of how you serve them better in doing so and lead better.
Speaker 2:So we have been talking a lot about this trifactora of leadership. Let's shift gears. And something that I really admire I've become a big fan of what you write on LinkedIn. No wonder why you are the top voice on LinkedIn. Some of your catchy phrases that caught my attention and I would want to draw your insights into this. One such phrase is hardship doesn't define your journey. Your perspective does.
Speaker 1:Yeah, thanks for capturing it.
Speaker 2:There is so much in that one sentence. Tell us a little more about that.
Speaker 1:Thanks. So thanks, sri, for capturing this. You know. Let's break it down right? Basically two parts. The first part is hardship. Don't define your journey, of course.
Speaker 1:Hardships are just external events or situations, you know. Yeah, they are often difficult, painful or challenging. You know. Those could include setbacks, failures or loss, even daily struggles or whatever. And those events alone don't determine the outcome of your life or past. They're just events. They don't have the inherent power to shape your future, unless you allow them to do. Which means all about yourself, right? All about your inner power, all about who you are. So the impact of the hardship is not in the event itself, but in how you react to it. The second part of your perspective does.
Speaker 1:This highlights the idea that your mindset and attitude are the real defining factors in your journey. How you choose to perceive and how you choose to respond to hardship plays a crucial role in whether you see them as obstacles or opportunities, right? So perspectives are how you mentally and emotionally interpret the situations. Someone facing a hardship might see it as a setback, where another person might see it as an opportunity for learning, growth or resilience. And this is very easy to choose, you know, right. So it's basically our outlook that determines whether a hardship becomes a defining moment that stops us or an experience that strengthens and defines us.
Speaker 1:So why I published it? You know why it matters? Because it's so well from this statement so we can see. It encourages personal responsibility and empowerment. It says that you hold the key to how your life turns out. Your perspective on challenges influence whether you remain stuck or move forward. You know, even when facing difficult circumstances, you can choose how to frame those experiences and what lessons to draw from them. So your perspective is powerful. It can either limit or propel you forward. In my view, life is not about avoiding difficulties. It's about embracing the process of overcoming them with the right mindset.
Speaker 2:Beautiful. You mentioned about perspectives can limit or propel you. It ultimately boils down to mindsets and in the work that you have done working very closely with the Seasuit folks, with leaders across the globe are there elements that you have noticed that has helped people to develop these mindsets? What are those one or two good practices that you have noticed that has helped people to develop good mindsets?
Speaker 1:Yeah. So during this conversation I emphasized so many times so much about the purpose and clarity, you know. So anything we do, any new actions we take, right is all about a reason, Means that that's a purpose. This is something we really, really want to do. So, yes, when they face the obstacles, setbacks. And so, yes, when they face obstacles, setbacks and those with special CEOs, the very challenging business landscape and economic situation, they realize that, okay, sometimes they're stuck there, but they reconnect with a purpose they want to drive forward, they want to achieve, they want to unleash right. They keep asking them what they are creating and what's the impact they are inventing, and so those really add energy to personal power and effectiveness.
Speaker 1:When they are stuck somewhere, because they gain courage to move forward, they gain energy to move forward. They gain energy to move forward. Sometimes it's not about lack of vision, lack of clarity. It's about when they are immersed in challenges, pressures, noises, and the purpose is kind of a left inner corner. So that's a moment. They need a space, facilitated by coaches like us, to ask them critical questions they were not able to ask themselves, to make them reconnect with the purpose they had at the beginning. And the purpose is still strong, it's just they are kind of covered or buried by noises, uncertainty, challenges, difficulties, roadblocks, uncertainty, challenges, difficulties, roadblocks. Once they have the space to listen to themselves quietly again, they have the chance to reconnect with their purpose and then they gain the courage and power to move forward again.
Speaker 2:And let's move on to this other headline that you created, which was let's create culture 500 instead of fortune 500.
Speaker 1:Yes, that's a dream, sri. Create a Culture 500 list. Right, it's a dream. You know, fortune 500, of course it was valid a few days ago, but I think it was needed. I mean, in my opinion, what I discussed with my CEO clients when I coached them and worked with them. And actually this topic comes from a conversation with one of the CEO clients, because we were discussing the critical importance of having a great culture in the workplace. And then we reflect on the facts that all the CEOs are pushing for numbers means driving the fortune right, driving the financial results, but I realized what supports any organization driving the results actually is the culture. Means drive the fortune right, drive the financial results, but they'll realize what sports any organization drive the results actually is the culture. The culture is good, and then team will motivate it More, having stronger intrinsic motivation, you know. And then we're joking oh, what if we create a culture 500? That would be an annual award. So a culture 500 list would recognize the companies that excel in culture, values most important to employees in terms of trust, collaboration, psychological safety.
Speaker 1:A great organizational culture doesn't just feel good because it drives the performance. A strong culture list is a foundation for financial success. When you invest in people, you're building trust, encourage collaboration, you foster psychological safety and your employees become more engaged, more productive and then more committed. So the commitment will fuse the performance, driving profit and sustained growth. If one day, if we really have the culture 500 list, but not every organization would be in that list, then what if those who might not be on the list and then their time will come, you know, because the sustained culture excellence leads to exceptional employee performance they will right, because they realize the importance of you having a great culture.
Speaker 1:You must reflect and put effort and develop a strategy on how to create a great culture even better than before. Right? So the culture is not just for culture. Even better than before. Right? So the culture is not just for employee, not just say that, okay, make my people feel good and having good culture, they feel trusted, they feel connected. Not just for them, it's great for business as well. It's the ultimate goal. So, in order to make the company a culture 500 contender right, it was such a list of what created it I would think start with one simple act invest in people. That's it.
Speaker 2:I don't think it is any figment of imagination to talk about cultures 500. If you think about it, 50 years back there didn't exist Fortune 500. Somebody thought about it and now here we are sitting talking about Fortune 500. Maybe 50 years from now somebody will be talking about Culture 500 and they might just attribute it to you, catherine.
Speaker 1:Wow, yes, that would be so fantastic. You know, dream would come true, right?
Speaker 2:Absolutely, and the way I look at it is while looking at financial numbers is important, it's an outside in approach. The market tells you what needs to be done. This is what the competition is and you kind of go behind it. But the culture journey is an inside out approach. If you build a great culture as an organization, have the systems, processes, teams, the teams will propel you to kind of get to the market results. Then you achieve the financial goals that you want to do. It's the same, but the perspective definitely alters the approach.
Speaker 1:Absolutely, they are intertwined, you know, intertwined in the wrong hand. I absolutely agree with you, right.
Speaker 2:Wonderful. We are having some lovely discussion with Catherine, the renowned CXO CEO coach. We slip into our segment of this conversation, the power of three round, where I'll ask Catherine couple of quick rapid fire questions. The first of the power of three round question, catherine, coming to you, is what three daily practices successful leaders do.
Speaker 1:That's an easy question to me, actually, compared to your previous questions. The reason is that you know I frequently share those three daily practices for leaders to practice to embody. Right. The first one is find the time to do nothing, literally nothing. Find the time to do nothing, literally nothing, because when you do nothing, you don't look at the phone, you don't check the text message or emails, you don't listen to the podcast, you don't read the articles or whatever learning and so on. Right, this will allow your brain to be completely free from processing all the information that has absorbed and creating the ideal space for reflection, and this, again, is a brain science. So when our brain is unoccupied, all the brain cells can achieve an optimal coherent state. Only during the optimal coherent states, our brain cells work together closely to deliver the best results and the insight. Would it shock you, osri?
Speaker 2:Yeah, just doing nothing, the power of doing nothing.
Speaker 1:Yes, the power of doing nothing. When I started advocating for this strategy and not just any strategy, right, most of the leaders were shocked to hear. They were like Catherine, are you joking? Because most of us we're a badge of being busy? Right, I feel like, okay, I'm successful, I'm effective when I'm busy. You know, if you ask history, how have you been? I've been busy, busy, I would do that nothing. Right? Yes, so if you challenge especially CEOs, oh, I have so much to achieve, so many things to do. Right, so you're responsible, I need to do things.
Speaker 1:You know, if you encourage them to find time to do nothing, literally nothing, they face challenges, but then we have to come to the brain science. You, they face challenges, but then we have to come to the brain science. It's actually the same science, the same theory, based on meditation. When you do meditation, you basically do literally nothing. You don't read anything, you don't listen, you basically focus on one thing and read. Your brain and the brain cells can connect to each other, achieve the optimal, coherent state. When we are busy with something, all of our brain cells are busy with processing things alone, separately. Can you imagine the results and the insights compared to all come together delivery results and the insights.
Speaker 1:So this is the first point spend time to do nothing. Second is get sufficient sleep, please. Sleep is not luxury at all. It's simply part of the nature. It's natural things, right. We shouldn't do things against the nature. That's my philosophy. Sleeping is just part of the nature. It's so essential for maintaining mental clarity, emotional balance as well as physical energy. So three perspectives are three Mental perspective, emotional perspective and physical perspective. All right, mental clarity, emotional balance and physical energy, you know, sleeping. So leaders who priority sleep will really make sharp decisions and communicate more effectively and sustain peak performance. This is no doubt. And third one is practice gratitude, the intentional gratitude. Take a few moments each day to reflect on what you are grateful for in life. This is a very simple habit, but it helps shift your focus from from challenges to opportunities, you know, improve emotional resilience and foster physical sorry for positive mindset, you know, and, by the way, inspires those around you as well and if these are traits that you're observing, successful leaders.
Speaker 2:And it costs nothing, it is not too much of effort. Doing nothing, sleeping well and expressing gratitude. How simple it is to succeed. And so few followed so religiously. Thanks for sharing that, catherine. Continuing on what would be three book or podcast recommendations, yes, I do read a book.
Speaker 1:I read from time to time. I started with the first one because I read again and again and again. I started last year and then my daughter says Mommy, why haven't you finished this book yet? I say I read maybe six times already. She's this old. Yeah, the first one is from Adam Grant. I started last year and now I'm still reading. So there's a few. I read it. I started last year and now I'm still reading.
Speaker 1:So there's a few reasons I recommend it, right. The first it emphasizes the cognitive flexibility you know. Think Again encourages readers, especially leaders right, to question their assumptions and remain open to rethinking their perspectives, you know. So, if I can summarize the reason why I recommend this book, it challenges leaders to think beyond their established beliefs and challenges their entrenched views. Right, increase the kind of open-mindedness and adaptability, right. A second book is called the Masterpiece. You know, I recommend it to everyone, every leader.
Speaker 1:It's from Simon Sinek, the Infinite Game. The reason I recommend this book is it's even more compelling. One of the central themes of the Infinite Game is the distinction between finite games and infinite games. The finite games is, with fixed rules, right, you know that. Fixed rules a clear winner and a defined end point, but infinite games which are ongoing, evolving and focus on progress.
Speaker 1:So leaders who are leading organizations for example, ceos, general manager, managing director right, when they adopt infinite mindset, they prioritize long-term success over short-term wins, as is very obvious, and this shift helps them create lasting, sustainable growth, you know, rather than chasing fleeting victories that might not contribute to the organization and during progress, right? So Simon Sinek also emphasized the importance of having a just cause. You know, a just cause, a compelling and a clear vision that guides organizations' mission and purpose. So, if I can summarize, so, this book offers a powerful perspective that CEOs should think beyond immediate results and focus on purpose-driven approach. We keep seeing that, but it's the read, emphasize on that, you know, and you know the importance of doing this, right? Yeah, so this is about it. You know the reasons I recommend these two books Think Again and the Infinite Game.
Speaker 2:Great. I think you have definitely given more than just a book recommendation. You've kind of given a book review of sorts. Thanks for sharing that. So, catherine, this has been some conversation. We started off with authentic leadership and all the way to infinite games. Couldn't have asked for a better conversation around leadership, leadership mantras, than what you shared, drawing your close experiences of working with the C-suite, with the leaders across the globe. This show is all about creating ripples of inspiration. Before we sign off, what is Catherine's Inspire Someone Today message to all the listeners out there.
Speaker 1:Right. There's some message right Keep equity in my head, staying in my heart or not working a long time which is focus on impact rather than chasing status, because status is fleeting. When you're on the position, yes, you feel that you are respected, you have respect and you are treated well by everybody around you, but then, once you are leaving the position, you're no more holding the title and you're basically nobody right, but the impact is enduring. So true leadership isn't about titles or accolades. It's about the laughs you touch, the impact you create, the laughs you touch, and it's about the growth you inspire and all the positive remarks you leave on the world. So shift your focus from chasing recognitions to creating meaningful changes and impact and build a legacy that lasts.
Speaker 2:That's a powerful statement to leave with. Chasing status is a foregone thing. Focus on impact If you want to kind of leave the world. Leave your legacy. Focus on impact. Hey, listeners, did you know? Inspire someone today has a brand new avatar. Yes, you got it right inspire someone today. The book is now available on amazon. I would love for you to pick up the book, read it, share your review, share your feedback. Happy listening and happy reading. Until next time, keep inspiring.
