Live with intention to lead successfully with Stan Gibson

Join us as we talk to Stan Gibson, an author, leadership consultant and sought-after speaker for his passion for well-being, on the Seasons Leadership Podcast.
 
Show Notes:
(6:09) The leaders discuss feeling pressure as a leader to perform but also allow people to make mistakes. Stan shares how leaders must carve out time to take care of themselves using neuroscience to inform their decisions.

(8:36) Stan shares why he wrote his book “Living a Rich and Intentional Life,” and how neuroscience influences how he blocks day for intentionality. Stan gives an example of his own schedule to inspire others to examine their routines for change. 

(10:30) We dive deeper into the science of setting successful routines, working with the rhythm of your own day. Stan talks about how exercise can be used to increase your energy level and other tactics listeners can apply right away, like establishing a morning routine, to start making a life changing improvement. 

(16:30) Stan talks about nighttime routines next, emphasizes how you need to be selfish to be selfless. He gives more tips on how to diagnose your week and day stack for success. The leaders talk about pebbles versus the big rocks.

(22:57) Stan highlights leadership self-awareness as being key to successful teams and leaders. He encourages listeners to find hope through this process and recommends using the tool StrengthsFinder. Stan shares his belief that knowing when you and your teammates are not at your best allows you to have healthy conflict.

(29:09) Stan’s key takeaway is for leaders to work on their own soft skills to better communicate. He emphasis that identifying the best way for your team to talk to each other through the right tool will create better teamwork without more meetings. 

About Stan: Corporate Executive turned author, speaker, leadership consultant and coach, Stan Gibson has become a sought-after speaker throughout the US for his message that both inspires and engages others to greatness! Stan is a long time corporate real estate executive with over 35 years of leadership with Fortune 500 firms. His ability to mix and communicate strategies on the athletic field and in the business-world is timely to all leaders wanting to reset “at home and in the workforce.” Stan has a tremendous passion for well-being as a consultant helping businesses leaders and their teams go through transformation as they learn to Trust, Engage, and create Clarity! 

Resources:
StanGibsonSpeaks.com
StrengthsFinder 2.0 | EN - Gallup
Living A Rich And Intentional Life: Gibson, Stan: 9798565488777: Amazon.com: Books

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Transcript

Speaker 1: 0:02

Hi, welcome to Winter with the Seasons Leadership Podcast, where we celebrate this time to go deep, to transform your leadership journey through actionable advice and personal stories that you can apply to improve your leadership and life. Today, I'm Susan Ireland and with my co-host and co-founder of Seasons Leadership, Debbie Collard, we thank you for joining us At Seasons Leadership. We share a vision to make excellent leadership the worldwide standard. Learn more at SeasonsLeadershipcom.

Speaker 2: 0:44

So today we're happy to welcome Stan Gibson. Stan, welcome to the Seasons Leadership Podcast.

Speaker 3: 0:50

My pleasure, my pleasure. Thanks for having me on. You're very welcome Stan.

Speaker 1: 0:55

tell us a little bit about yourself, your journey and what you are currently doing.

Speaker 3: 1:01

Well, my journey, yeah, I think you said we only have 30 minutes, so I'll try to make this the short version, but I was in the corporate world for over, well, for 40 years, and both of that was working in large corporations and also as an entrepreneur. And so you know, I really I tell you what real estate was my jam, that was my thing, that's what I did. I was in corporate real estate in fact, for the last 13 years, oversaw the real estate strategy for Wells Fargo globally, and left that gig about three years ago because I finally got to do what I think God designed me to do, and that's have fun as a keynote speaker. You know work with small, medium-sized companies and you know, do executive coaching, do consulting and do just what I enjoy most. So you know, that's a little bit about me. You know it's funny.

Speaker 3: 1:50

One of the things people ask me when did you start doing what you're doing? And I would say that's a great question because you know, even though I left the corporate world about three years ago, in some ways I left about eight or nine years ago. I mean, you know, it's one of those things you start to know when you have a passion for something and I started doing all the research on neuroscience and all the physiological biohacks around the body and sleep and nutrition and all the things that leaders need to. You know we're all burned out and how do you regain it? You know how do I work with clients in that aspect.

Speaker 3: 2:25

And then I started working on the leadership aspect. You know what have I gained over 40 years in the way of Bonnie? If you've been around long enough, you just you kind of see it enough to where when somebody asks you a question, you just kind of just intuitively know. And so I wrote a book about three or four years ago during the pandemic never let a good pandemic go to waste. You know, I had a little bit more time on my hands and so I finally wrote a book called Living a Rich and Intentional Life and just put all of it together in a book. I had been coaching clients before and after work. I've been doing keynote speaking, motivational speaking, for about 10 years and it was just time to take that act and put it into standgibsonspeakscom. And so I haven't worked a day in three years because I'm doing exactly what I love.

Speaker 2: 3:14

We can absolutely relate to that, Stan. You've mentioned leadership in several ways here, so I'm curious how do you define leadership?

Speaker 3: 3:26

Well, you know, everybody's got their definition. And to me, you know, in fact, I'm on a board for a company that does artificial intelligence and I was just having a conversation with them this morning and I just said, you know, as far as, like, you know, IQ, that's really, you know, the playing field leveling out with AI. I mean, you know, number one, we're all pretty smarter. We wouldn't be in our position in the first place. Number two we have just a few buttons we need to click and we can get on chat, GPT and we can basically unearth reams of information. So the IQ is really leveling out. But the IQ, the soft skills, the social skills, the ability to influence, the ability to work around conflict, the ability to, you know, come into a company and be able to relate, listen, coach, you know, I have a saying that you know, when leaders learn to coach, employees learn to lead, and that's really important because you know so many leaders, they get in their position because, hey, they're really good at what they do.

Speaker 3: 4:26

So people come to them with questions and with those questions they answer them and everybody's on their way. Well, that's not leading, that's telling. And so the better leaders are the ones that learn how to listen. They learn how to say well, what have you thought about? Can you give me two or three situations that you know would maybe solve this problem? And when you start to do that and you start to enable or you quit enabling is when, all of a sudden, you start to see employees, start to lead. So that's an exciting thing for me is working with leaders and how to engage. You know their employees, how to coach, how to listen better, how to reframe. It's amazing, it's magic when they start to do it and they're happier too, because then they start to watch transformation and the people in the organization.

Speaker 1: 5:14

Yeah, stan, I want to ask you more about that, because I get it. I get exactly what you're saying and it's really important. Okay, alright, when leaders are in the position of leading a business or an organization, though, they feel a lot of stress. Usually there's a lot of pressure to move fast, to deliver results, to be better than the other person, to win, basically. And so what you're describing and leading as being more of a coach is great. I'm all for it, but it's super hard because it feels like you're slowing down and you know you're teaching and you're letting people make mistakes, and that's really risky for leaders, or at least they feel like it's risky. You know how do you deal with that.

Speaker 3: 6:12

Well, you bring up a good point because you know there's no magic, you know there's no pill you take and it just starts to happen. I will tell you. You know we're talking about really two different situations. You know, when you're in a corporate company and you've got 90 day profits, you know you do feel the pressure, you feel a lot of pressure and but fortunately you're in a big enough organization where you can start to delegate and it, you know, I think you really got the upper hand in being able to to you know, I'm going to say push things off but be able to delegate and be able to coach a little bit more. When you're in a small to midsize company, say 20 million in revenue or under, you can't hide. I mean, you know there's, you've got it, you've got to turn and burn, you've got a lot of things on your plate. So, until you start working on the business versus in the business and, trust me, when you're in a small company, you're burning, you're working in the business. And so getting you know, getting these leaders to carve out time to start to say you know, I and we've heard it before you got to work on the business, not in the business. But I can't tell you how critical that is, because when you start to carve out that time, okay, so what's the best time of the week to do that?

Speaker 3: 7:17

Everybody's different. You've got a green yellow red day. You've got a green yellow red week. There are certain times you're in green. We're going to pick out.

Speaker 3: 7:23

You know when is the best time for you to sit, and kind of just for me it was Saturday. It wasn't one of the workdays, it was a day I could get up, have coffee before the family got up. I could sit there and I could look at what's happened in the past week. I can look forward what's going to go on in the next month. I could take a look at what the quarterly or annual goals are. I could spend an hour and just think, with no pressure, nobody, you know, climbing me for. You know we got to do this, we got to get to a meeting.

Speaker 3: 7:50

So I think that that's one of the elements. Is you mentioned it? How do we slow down? And I think you've got to find that time not during the hustle and bustle of the week, but when are you in green mode? And a lot of times for a lot of people that's in the morning. That's when we wake up. I can get into all the neuroscience around. You know why that's probably the more optimal time, but hopefully that answers your question. But it definitely does matter whether you're in a corporate you know 90 days for earnings or whether you've got a small, mid-sized company, because that's a different work environment for both of those aspects.

Speaker 2: 8:26

So, stan, I want to add on to that question or continue this conversation a little bit more because, as we were talking before, well-being is so important to leaders, and I'm curious about this comment about a yellow day or a red day or a green day, and I do have been fascinated by the neuroscience around how everything affects us, but leaders. How do they figure out what a red day or a green day or a yellow day looks like for them? Tell us more about this concept.

Speaker 3: 9:02

So you know, a lot of it is. Again, you know, the book I wrote was, you know, leading with intention, and intention is the key word here. You've got to have intention around your day, your week, your month, and so when I work with clients like I'm working with a company right now in Chicago and one of the things you know I'm working with that leader on is, you know, first of all, let's figure out, you know, what your week looks like for me, and now this is for me and I realize that my job might be different from theirs. But I will tell you, mondays, or typically days where I just don't schedule meetings, mondays are days that I'm working on the business, not in the business. I'm writing content. I do a lot of I do. I have new letters that go out, I have, you know, blogs and information and just massive amounts of writing that I need to do without interruption. That's my Monday, tuesdays and Wednesdays I'm working with clients, thursday up until noon and then Thursday afternoon, you know, so you can kind of see what I'm doing. I'm blocking out days depending so that I can have a mindset and intentionality around each day, and then within each of those days, then there's a green, yellow red within those days. And for me my green is going to be in the morning and I will tell you that when we wake up we have a highest amount of cortisol in our body that we're going to have all day, and cortisol is fear. So we actually wake up scared of the day. We are actually in a position where we are most fearful. So one of the things I do is I have and I really work hard with clients on morning routines and evening routines because we want to lower that cortisol and we want to get our body primed and be in green for the next three hours where we are wiring and firing. And I'll go into some of those routines because eventually we're going to kind of start to hit a lull in the middle of the day and then we're kind of in yellow. What kind of task would you do during a yellow period? It might be emails, it might be certain things that are not as high priority, and then you're going to hit a red and for some people that red means that that's when they go work out, because it's mindless and it rejuvenates them. For me it's first thing in the morning, because what exercise does is it hits on a lot of different neurotransmitters in the brain Dopamine, serotonin. It hits on obviously low in cortisol. There's something called brain derived neurotrophic factor, bdnf, and that's kind of like it rinses all the stress out of your body and so you can only imagine, when you start to work out and you start to get your heart rate up and you start to have your brain replenish itself and get ready for the day, you're in green mode for the next four to five hours. So that's why I have a morning routine and I really advise.

Speaker 3: 11:47

I've got a client that I was working with and we can start working together and she was just burning the candle at both ends. She worked for a corporate, I mean Fortune 250. She had global responsibilities and she was gassed. She was, she just had nothing in the tank. And I said well, tell me about your mornings. Well, I get up really early. I get up, like you know, four, 30 or five, because I've got stuff going on in Asia, whatever.

Speaker 3: 12:12

Okay, what do you do? She goes. Well, first thing I turn on the TV. Well, she watches the news and she lives in Chicago and there's killings, there's this, there's okay. So what more do you want to pollute your mind with than watching the news first thing in the morning. Second thing she does is starts to open emails. Okay, so now you've got a lot of things that were on your mind yesterday, today, tomorrow and now. We make 35,000 decisions a day. We just do. We make, on the average, 35,000 decisions a day. If you're already making about 8,000 of them before you even go to work, you don't have a chance after two o'clock in the afternoon. So I'm trying to get this executive prepared where we can get the road running, because after she was doing that you know, getting ready for work, going down having I've got to have my donut in my coffee. I love my donut in my coffee. Well, you're going to crash and burn about two hours later. So what do you do? So when you get up, it's just a, it's a net, it's something you hear.

Speaker 3: 13:10

A lot of people that do what I do say I make the bed because you know what? Hey, I got one check, check mark off. I'm starting off the day. Then we're, you know, the bed's made. Second thing I do is I go and I replenish my body with water and I put a little lemon in it because it's got electrolytes and you have went for literally 10 to 12 hours without any kind of fluids. So you're you're dehydrated and your body operates off of over 80 to 85% fluids your brain, your, your joints, everything. So next thing is to get that, that fluid. Then after that, you know, coffee does come. That's going to be, you know, that's got to be one of the most important things, at least for me. But then I do, I'll get in a workout and then I also, after I get the workout, or while I'm doing the workout, I listen to a book, I listen to a podcast. I listen to because I have a big belief that I tackle mind, body and soul before I start my day Mind, body and soul. So I'm really focused on that and I do. I do some faith-based work, you know, before I start the day too.

Speaker 3: 14:15

To give you a little bit of a story on this and, by the way, the client when she started doing this, her life changed, her life absolutely changed, and she had, you know, more energy. We started talking about. You know we definitely changed her nutritional diet. You know we got her. You know I introduced her to fasting and how that works from a neuroscience perspective and how it gives you energy, but it's phenomenal that once you do this, how your energy changes and how you can I always call it you need to be a little selfish, to be very selfless. You need to take care of you so that you can take care of everybody else.

Speaker 3: 15:00

I had a firsthand experience on this. About five years ago. My wife was diagnosed with cancer and so stage four, and it was pretty severe at the time and you know it was one of those things that you're in shock, disbelief, you don't know what you're going to do, you get a lot of tears and you start thinking about your future and you know what's around the corner. I thought of my own advice. You got to be selfish to be selfless. So you know it even gave me more motivation, and I'm not advocating everybody get about five or five thirty.

Speaker 3: 15:33

It just so happened that I had to do that. I had to get up early, go through this tremendous workout, meditate and pray. I had to take care of me because I knew that I was going to be taking care of her first and foremost. I still had a real estate portfolio of about a billion and a half dollars that I had a team leading across the globe. I had other commitments that we all sign up for in life, but I had to take care of me and so I have really strict morning routines, unfortunately. You know she got better and you know we still come in. You know it's still going to be a lifetime of 90 day visits, and you know. But the thing is, it made me realize I need to take my own medicine. I need to be very selfish, because the world will go on with or without any of the three of us here, but while we're here we need to take care of a lot of people. So we got to take care of us, yeah, and that includes nighttime routines. So I even coached this client with all my clients, quite honestly, on nighttime routines.

Speaker 3: 16:33

And that's you know, no food, no, no alcohol three hours before bed. I can tell you what it does to the body, what it does to the brain, how. You know wine, as much as we all love it, you know if you're going to drink a glass and drink a glass of water, you've got to dilute it or you know it'll, it'll interrupt your, your sleep patterns. So you know there's certain things I tell people not to do three hours, you know, before going to bed two hours before you know. I tell them.

Speaker 3: 16:58

You know, typically that's the time you've got to start shutting down the work. If you're still checking your email, if you're still doing whatever, trust me, that's going to stay with you for the next six to eight hours. You've got to shut it down. And then, that hour before bed, you've got to introduce melatonin into your body, and it can be natural melatonin, just by dimming the lights. It can be a shot of melatonin, three to five milligrams, but whatever it is, you've got to be. You've got to have intention before you go to bed in order to get sound. Seven to eight hours of sleep, with the four cycles of sleep that people are supposed to get, to get up in the morning and be selfish, and so you can be selfless and tackle on the next day. That's a long answer. There you go.

Speaker 1: 17:42

It's very it's very motivating and I really like the idea of the green, yellow, red, I think, and the time blocking, and I think our listeners would really be able to use that as a tool. But I just it might only be me, but I'm a little bit confused. So is it, do the colors relate to the level of cortisol you have? So it's you wake up and it's a green or red, I'm not, I'm like, what does it mean? Like, is it red? Great question.

Speaker 3: 18:15

Now we're, yeah, like I said, the cortisol we are. We were in red and wake up, but I really believe that we've got more energy If we do things right. We green relates to energy. Green relates to you know what I have energy Yellow is when we start to kind of, you know, throttle down. We're on about, you know, 50 to 60% energy. Red is typically we're getting gassed. You know, I wear, I wear all kinds of wearables and I wear a garment that has a body battery on it and it will tell me, you know where. I am kind of green, yellow, red as well, and so I do know that most mornings is when I have energy. That's when I'm going to tackle the absolute hardest, you know, the toughest projects. That's when I can focus, I can concentrate. It's when I do a lot of my writing. It's when I do I love to coach my clients, I love to do consulting. I'm just wiring and firing, and so are a lot of my clients. Green. Things are typically.

Speaker 3: 19:07

Most individuals have most energy in the morning. Some of them are a little different. They're night owls. They really kind of kick in later in the afternoon and in the evening. So there's a process of looking at.

Speaker 3: 19:19

You know what task do you do during the day and when does it hit your dopamine most? Dopamine is that energy, it's that neuron, yeah, neurotransmitter in the brain. When do you start to get energy and from what task? And when you can start to kind of diary or journal that out is when you start to say you know what I really do, I've got more energy during nine o'clock or seven o'clock or six o'clock to nine o'clock in the morning. I do start to kind of hit a low amount noon time, noon to two, noon to three, and so I probably need to make sure that my tasks are different during that noon to three. And you know, after that I'm really it's probably best I just do emails or I do something that's a little more mindless and something that you know it's. It's I call them the pebbles versus the big rocks. So I don't know if that answers your question, but that's a little bit of it's more of an energy drive around the day as it progresses. And then really you can even equate it to the week because again, monday we're just coming off two days rest. We should have a lot of energy Monday and Tuesday and Wednesday. You know we're starting to. Probably you know we're starting to taper down a little bit, and Friday I really try to keep my Friday as as open as possible for relationship building. I have the way I'm wired is. I'm very relational and it relationships stoke a lot of dopamine, a lot of serotonin, and so Friday's a great day for me to rev up that dopamine and serotonin.

Speaker 3: 20:56

So I try to meet with a lot of people. I have a calendar invites out to people that wanna meet with me and I have those scheduled for Friday and, in fact, is a small to medium sized business owner. That's one of the things that I'm very intentional with my calendar. Because I have five to six meeting invites, I will give people some of them. Nobody nobody beats with me on Monday. You're one of the exceptions for doing this on Monday and there was a certain set of circumstances that were doing this, but typically none of my meeting calendar invites have Monday, because that's my data to focus, write and get as much content done as possible For most well, all my clients.

Speaker 3: 21:36

Typically those meeting invites are gonna be Tuesdays and Wednesdays. Those are gonna be their options. And then for people like my accountants, my marketing team, a lot of other people, thursday is gonna be that day and then Friday's gonna be a day that I set aside for basically a relationship building. So I'm fortunate in what I do. I can day stack appropriately.

Speaker 3: 22:03

If you're in the corporate world you can't always do that, but I will tell you I was once. I had a department I had just come in and there was about 150 people in the department that I was overseeing and I immediately made Friday no meeting day and I could have ran for mayor in one. It was probably the best thing I think I did, because we were just meeting by death and you know what that's like. You've been in that environment when I said it's no meeting day and unless it's one of the people we're serving or a client that absolutely have to meet on Friday, we're getting stuff done on Friday. We're going into the weekend and we're going to be caught up. We're gonna use those for recovery days and then we're gonna get Mondays hard at it. So anyway, very important that you're very intentional about your calendar and your time.

Speaker 2: 22:54

Yeah, dan, you've had a long career up to this point. When, at what point and how did you learn these things that you use now?

Speaker 3: 23:04

Oh my gosh. You know, boy, that's the best question I think I've had a while, cause I've got to think of. You know, one of those things when somebody asks you something, like a client asked me something, and it's like you know, I was in that situation back. You know, when I worked at XYZ and you know a lot of my clients. You know I've got a manager. They don't get me this, this, this. Well, you know what, I've had that manager that didn't get me. I've had that narcissist. You know, in my life. I know what that's like to go home and to be frustrated. I know what that's like to see a dead in street, and so I can pull back on that and I can say you know what? I have some empathy because I was there. I know what you're going through. Let's talk about it and I'll tell you what happened to me and then I can kind of go into that and it kind of gives them hope. But one of the things that I do every time we kick off, every time we kick off, you know, working with a client, I believe so strongly that self-awareness, and even with the team, team awareness is absolutely critical. I cannot tell you Now I have two processes that I use.

Speaker 3: 24:14

One is, of course, you know most are familiar with strength finders, and strength finders is something where you know for your listeners that maybe don't, but there's 34 attributes and you wake up with five and they are your fives you doing better than they're a combination of those five that you're the Michael Phelps of that swim lane. I mean you could win. It's not even a fair fight because you are the fastest person that swim lane. So we're gonna use this. But then I use another process that is a bolt-on to strength finders, called the Genius Spark, and that's when we take those five strengths and we go through a series of questions. It only takes 15 to 20 minutes, but we can take each of those strengths and build out a very specific sentence that identifies with you and that strength. So, for example, one of my strengths is strategic. That just means that I just filter quickly and get to the end result. And does it mean I've got the right result? It just means I filter quickly. You might have strategic and if you have strategic, your strategic might look different than mine. So there are eight different choices as to what your strategic looks like versus mine and when you build this out over each of the strengths, over the five strengths.

Speaker 3: 25:34

You now have five sentences. You now have a paragraph, you have a paragraph of when you're the best version of you. Again, it's almost an unfair fight. And then we go through the same thing. If you know, when you look at strengths, when you're under stress and under pressure, those very strengths, like that strategic, it becomes kryptonite, it becomes a weakness if you don't take care of yourself. So we do the same process. We now have a paragraph when you're at your best and we have a paragraph of you with that kryptonite. And now we have things to.

Speaker 3: 26:09

It's just that self-awareness. I'm working with a team right now, a global team, and we're meeting next week going through this process and and and this self-awareness where they can all sit there and say, oh, my goodness, yeah, that's debut or bet. You know I Can see that now I know why, you know she's so good as that. And then you know, eventually we'll get to that kryptonite piece. And you know that'll be a little more. You know of a Little bit more tension in that conversation.

Speaker 3: 26:39

But when you know, when you know what that, that kryptonite, looks like and somebody else, you say not malicious. Now I get it. I know why they're showing up that way. It's just that 10 to 15 percent of the time that they're under stress and at least I know I don't take it personal. So when we start to work on self-awareness and and you know, I do throw the enneagram into it with, with, with certain clients, because I think that covers some areas of fear and Things that that you know, these strength finders doesn't but when you start to look at at that self-awareness in team awareness, then you can start to have conflict, healthy conflict. You can start to realize that nothing is malicious, nothing, you know. It's just, it's a conversation. So that's what big thing that I believe about about, you know, individuals and teams is having self-awareness.

Speaker 3: 27:32

And I will tell you this right now even for my wife and I and we're coming up on 42 years of marriage, believe it or not, and you know I wish I would have, I wish we would have taken this back when we first got married. Oh, my goodness, all the fights and the nights on the couch and everything. I tell you what I could. I would. You know it was what I didn't realize, because one of hers is developer. That's one of the strengths, because she, she's known as Saint Sharon, because she helps everybody. She just has this magic that just everybody walks away better.

Speaker 3: 28:04

After a conversation with her, or when you're married and you're having that conversation, it comes across a little different and and so you start to you know, you know you're not going to be able to do anything, you know, put your defenses up. Well, once I realized that it was like Stan, she's helping, not being critical, and, and you know, one of my other strengths is activator. I've always got to be moving and Once she knew that she could just call it out and say, stan, maybe not tonight, let's not, let's not go out, let me know, listen to this, let's just sit, sit back and let's chill. But once you have in your arm with that information, it's a beautiful world, especially on teams, and so that's one of the. I love growth and transformation. I love to see teams, just you know, come together and I think self and team awareness is one of the key ways they do it Fantastic.

Speaker 1: 28:53

Well, I think we're getting to the end of our our chat here, and I really enjoyed it. Is there anything we have missed? Asking you that is is key.

Speaker 3: 29:08

You know, I really believe that you know for a lot of leaders. You know again, I think it's that emotional intelligence. I think that that's something that you know. We all work on the hard skills, but we've got to get better at the soft skills, I think. I do think the wellness and energy and well-being. I think that that's the second piece of the stool. And then the third piece is the systems. You know.

Speaker 3: 29:28

It isn't just knowing whether you're in green, yellow and red, but it's also, you know, it's it's knowing one of the tools out there. What are the systems you know should? Should the team be on slack? Should the team be, you know, using notion? Should they be using Tarella? Should they? What is the most efficient way for us to have a synchronous type meetings, where we're not in meetings all the time? What is the best way for us to be communicating and we all don't have to be in a meeting so we can be getting things done or looking at the results of the meeting at a time when we have time to focus on it, versus using that time for something else? So I think that that's the one thing I'm having a, and probably when this airs It'll already be out, but I'm doing a masterclass at the end of end of March and I'm going to start doing several of these because I really believe that these are the traits that leaders are looking for these days, and and and, and I really I have a real soft spot of my heart with the emerging leaders, because you asked me when did I realize I knew a lot of this stuff?

Speaker 3: 30:28

I am embarrassed at a lot of the things I did back in my 30s and 40s and, and you know, I just wish I would have had somebody there to equip me with some of this information. So I love working with in fact that I'm working tomorrow with a Gen Z who's open and honest and you know I learn as much from him as he does from me and he's a young man from Poland. It just he absorbs all of this and so, anyway, that's, that's enough for me. But I love just watching people grow and transform and I just can't thank you to enough for what you do in helping you know your listeners and bringing me on board to share what little I do know right?

Speaker 2: 31:04

Well, thank you for being here with us today. And one last question before we let you go. Today and this has been amazing I think the listeners have gotten tons of actionable advice in a short amount of time, which we love giving them. One last question for you how can people find you? Oh, oh thank you.

Speaker 3: 31:22

So if you just go either email me at Stan, at Stan Gibson speaks comm or just go to my website Stan Gibson speaks comm and if you do go to my website and I wish you would I do have a giveaway of seven habits of highly effective people-centric leaders, and so please look there. I've also got a page that shows you a lot of my my, my blogs, a lot of my newsletter, which has blown me away at the response that I've had from the subscribers. I you know it's got an extremely high open rate and I've had most people tell me it's the one thing they do open out of the week because I touch on leadership, well-being and you know what's something I'm listening with or or reading or a documentary, and it's a very quick, uh remit read, and so it's kind of blowing me away and it's put the pressure on me to keep doing it. Now All right great.

Speaker 1: 32:20

Great, thank you so much, stan, thank you, and that information will be in our show notes too, so thank you.

Speaker 2: 32:27

Thank you, thank you, listeners, for joining us today.

Speaker 1: 32:31

We hope that you were inspired by this conversation and we invite you to join our community on patreon. See the link below. There you will find more resources to help you on your leadership journey.

Speaker 2: 32:42

Make sure to join us next time for more conversation about leadership excellence.