Success Secrets and Stories
To share management leadership concepts that actually work.
You are responsible for your development as a leader. Don't expect the boss to invest the training budget in your career. Consider this podcast as an investment of time in your career, with a bit of management humor added at the same time.
Success Secrets and Stories
Unlocking Introverted Leadership Potential for Authentic Impact
What if your introversion could actually be your superpower in leadership? Join us as we explore this intriguing idea with Sharissa Deppen, the dynamic CEO and founder of Leadership Mastery Alliance. She shares her compelling journey from a corporate tech career to empowering introverted women to lead authentically and effectively. Sharissa's personal story of burnout and discovery is a testament to the transformative power of self-awareness and value alignment.
Throughout our conversation, we unravel the challenges introverted leaders face in environments that favor extroversion. Sharissa brings a unique perspective to leadership development. We discuss how recognizing personal choices can be the key to overcoming a victim mentality, paving the way for a career filled with joy and purpose. Her story is a powerful reminder that our own beliefs and strengths are foundational to finding fulfillment in our professional lives.
The episode also shines a light on effective team dynamics, especially in environments composed of both introverts and extroverts. Sharissa shares practical strategies for fostering engagement and confidence among introverted team members, highlighting the importance of preparation and communication in leadership. With her wisdom, we see how teaching and coaching can create those pivotal 'aha' moments, leading to empowered, accountable, and thriving leaders. Tune in to uncover how introverted servant leaders can make a lasting impact without compromising their true selves.
Presented by John Wandolowski and Greg Powell
Hello everyone and welcome to Success Secrets and Stories. I'm your host, john Winoloski, and I'm here with my co-host and friend, greg Pound, greg.
Speaker 1:Hey everybody.
Speaker 2:Yeah, and today I'm waiting for the rift to try to get a little bit longer. No, that's my grandson's introduction. It's a little long, but yeah. So today we're here and we're going to be talking to another podcaster and an interesting author, article creator for Forbes, ted speaker. Actually, I'm going to let her introduce herself, but I'd like to introduce Sahira Deppin.
Speaker 3:Hi, greg and John, thank you so much for having me on the show and, yeah, that was a great introduction. So I am the CEO and founder of Leadership Mastery Alliance and what we do is leadership and executive coaching and I primarily focus on introverted servant leaders. I know we're going to get into that a lot more as far as like what that is and unpack that as we go along, but that's what I do. And then, like you said, some of my background as far as what I've done over the years is I write for Forbes and then I've done a TED Talk on the pursuit of happiness in the workplace and there's several other things that I work on as far as just getting the message out and helping introverted servant leaders thrive in their workplace without having to sacrifice who they are or their personal goals and life. So that is who I am and that is what I do. Happy to be on the show.
Speaker 2:Awesome. So when we were talking about the different things that you've done, one of the interesting subjects that I thought was something that we've talked about on our podcast in the past the empowerment of women in leadership and you have a little bit of a twist and a little bit more specific. It's the empowerment of introverted women in leadership and you have a little bit of a twist and a little bit more specific. It's the empowerment of introverted women in leadership. Could you expand on why you went very specific in terms of the audience that you were looking at, trying to help in terms of leadership?
Speaker 3:Yeah, that is a really great question. So I think, in order to answer the question, I'll give you a little bit of backstory as far as how I got to this point. And so my career or my corporate career before I moved into starting my business and doing the coaching was really in it started off. I started off as a software engineer and then transitioned into leadership positions within that technology space, and there were a lot of things that I loved about it. I loved leading my teams. I love, you know, working and supporting my teams and things like that, and I love working on it on the innovation side.
Speaker 3:But towards the end of that career, I started to get burnt out. There were a lot of things. I was being stretched too thin. I was a single mom at the time, so trying to juggle a lot of responsibilities, and there were just several things that just weren't lining up and weren't working out really well for me. And so in that whole space of not uncertainty, not knowing what's next, I really just started praying and saying, okay, god, there's got to be more, because I can't see myself keep going down this path.
Speaker 3:And so through that I discovered a coach and that's how I got introduced to the whole coaching process and he really helped me to unpack who I am, how I was kind of wired, and helped me align really well with a purpose that I could really get behind. And really I just wanted to help other people. And as I transitioned into that coaching business I started to ask the questions about okay, so now that I'm a coach, who do I want to serve? How can I best serve people that are really going to be impacted by the type of coaching and how I approach that? So I started focusing on women and then I transitioned into women in leadership and so now I'm at the point where I've honed down even further into introverted servant leaders, simply because for a couple of different reasons.
Speaker 3:One is I consider myself an introverted servant leader. So, having gone through that journey and those struggles and the challenges that come with that, sometimes without understanding truly who we are as introverted servant leaders and how to function well in that space, that is really my passion is to help specifically women, but I also work with men as well in that. In the corporate space, where, you know, extroversion tends to be celebrated Right, a lot of times we get the feedback to say OK, you need to be more visible, you need to build on those relationships and be more vocal and different things like that, which is not necessarily a bad thing. But in order to be your most confident and show up as your best as an introvert, it really helps to know yourself and know how to do that in a way that feels aligned, rather than you trying to be somebody that you're not, and so that's how I ended up with that specific niche of introverted servant leaders. And then the servant leaders comes from.
Speaker 3:Basically, I tend to attract a lot of people or leaders who just have a heart for helping others, they want to serve others, they take that responsibility of leading their teams very, very seriously and they just want to have a positive impact in the workplace and in the world in general. And so because of that, you know, that combination of that introverted servant leader, there's also things that we need to, you know, to be aware of as introverted servant leaders, because it's very easy to deplete right, to kind of have our energy be completely drained because we just want to give of ourselves and we want to do well, but at the same time, we've got to have that balance between knowing what we need to be able to refuel and to still, you know, be aligned with our values and things that are important to us, and then, you know, make sure that we're doing that and also being able to show up in the workplace and be the most effective possible.
Speaker 3:So that's the backstory, and that's how I got to.
Speaker 2:That's awesome. I did curiosity question on what you just described on the coach. Was that an internal person? Was that an external person that helped you? Their very first experience with your first coach?
Speaker 3:Funny story. I found him on Groupon of all places.
Speaker 2:That's very cool.
Speaker 3:I wasn't looking for a coach. I didn't even know that a coach could advertise Groupon.
Speaker 1:I was scrolling through, you know single mom trying to save money.
Speaker 3:And here we go. That's how it happened.
Speaker 2:That is awesome and what's interesting is that that advertisement approach and the things that you're doing now in your business. You're trying to let people know and we have things like the Internet and Groupon I didn't think about Groupon, so I'm just intrigued with your first opportunity to actually meet a coach, talk to a coach, and I just want to dive in a little bit in terms of leadership and that's a little bit about what we'd like to try to share that experience when you were learning from that first coach and when he was talking, he or she.
Speaker 2:It was male, it was, he was okay. When, when he was talking, what impressed you in terms of leadership was did he help you develop the leadership or did he talk about how to give you tools to be um more, uh, stern, purposeful? How did that conversation go, I guess, is what I'm trying to ask.
Speaker 3:Ah, okay. So the first thing that he started to work with me on is basically, where are you right now and also, who are you? I remember very distinctly him asking me this question. He said who is Charissa? Like, who are you? And honestly, that stumped me because I was not used to taking a step back and answering such a big question like that and I immediately started to kind of rattle off my roles. Right, so I'm a mom, you know, this is my title at work and all those things. And he said, no, no, no, that's not what I asked you.
Speaker 2:I asked you yes, right, that's who you are.
Speaker 3:So what I realized, though, is my identity was so tied up in those roles. So where we started in the coaching process was identifying how God had made me right. What are my strengths, what are my interests, what are my values, what are my beliefs All of those things that could help create a clearer picture of that alignment between who I am, how I'm created, what are my desires, what do I want to do in the world with a profession, with something that I could do in order to give back, but also, of course, to make a living out of that? And so that's really where it started. It started with me and like getting really clear on that, and then we developed more into okay, so you know, what is it that you want out of a career when you think about work and transition into that, and then it transitioned into different options, but Without understanding, and this is actually the same approach that I take in my coaching, because it's so effective.
Speaker 3:You really have to start with the person right, who are you, and then, in the context of your current environment and what's going on, and then expand into okay, what is it that you want to achieve? What are your desires, what are the things that make you come alive, right. So once you explore that, it's so much easier to open the door to different options. And most of the time, most people in that transitional period where they're like, oh I don't know if I should be here or I should move In that transitional period, that's what really opens up the door. It's really taking a look at yourself first and then expanding from there to help see what the options are. And most times a lot of my clients don't even realize what options are available until they go through those steps.
Speaker 2:And the word career, I think, is a defining word. When you went through that experience I'm assuming because it was a job, a lot of things that you're saying is job and those magic words of career were brought in from this gentleman who was helping you coach how to be a leader. I had a similar kind of experience because I met a gentleman by the name of Dr Michael Durst and he taught a class called Management by Responsibility Very similar kind of eye-opening moment, and another word that you used going through that process is one of them that he teaches Management by Responsibility. You're responsible for everything that happens in your life, whether you like it or not. So that piece of learning about being a victim or being prosecuted and those things of sometimes in a business environment, a little bit of what you're seeing for the introverted side is do you see that sometimes the people take that role? They feel like they're just support, they're not really leaders, and they fight that urge to you know, whether it be a victim or maybe you could expand on that a little bit.
Speaker 3:Oh, I love that we're touching on this, because this was actually my own personal experience as well. I did feel like that at some point in time and I felt a little bit helpless because I put myself in that victim box. I was like, well, nobody understands me and you know, this is just the way it is. So I'm going to either just keep going the way I'm going and be completely miserable, or there's something else that I need to do. I didn't really see another option. Right, be completely miserable, yeah, yeah.
Speaker 3:I'm like okay, well, you know I get a paycheck, so you know there's that. So true.
Speaker 3:It's really sad, but so many people do that, especially when they're put in a position where maybe they are the sole breadwinner or they have that huge level of responsibility to provide for their families, and a lot of times that becomes the driving force and they get into these situations or these professions or jobs where they feel like they don't have a choice. They're like, well, I just have to suck it up and do what I need to do because I'm getting a paycheck and that is obviously very important in terms of their value. They need to provide for their family, and so they sacrifice because of that. And that's really the position I was in. I actually stayed there what I would consider really, you know, a very long time, because I didn't realize that there were other opportunities until I, you know, I spoke with a professional who was able to help me navigate that, to see, no, you don't have to look this way, it doesn't have to be that way.
Speaker 3:But to your point about being a victim, I think sometimes we find ourselves in that position and we don't even realize it.
Speaker 3:Right that we're looking at it through the lens of okay, so people don't understand who I am and I'm just being judged or being told to be somebody I'm not, and it's just not fair right when you do actually have a choice. You have a lot of choices and it's not just I need to move out of this into something else. There could be ways and this is something I work with my clients on as well to explore options if they feel like there's a lot of things that actually are working well in their job, but there's certainly areas that are not to try to see. Is there something that you can take ownership of, help you navigate and get it closer to where you want to be, or are there other options? If you've exhausted all the options and you're like there's just no way this is going to work, despite what I do and of course, there's other things to consider but you don't have to stay in that place where you're just like I'm at the effect of everything that's happening to me. It doesn't have to be that way.
Speaker 2:So Greg Powell, my co-host, is an HR professional, and Greg, from your perspective, in terms of trying to help people, and especially with the subjects and the different things that Sahara has worked on, maybe you can talk about how you try to help people in terms of training and looking for help in coaching.
Speaker 1:Thanks, John, and so Charissa. I would say a couple of things. First and foremost, love executive coaches. Wish they would have had them 30 or 40 years ago for John and I. We were kind of coming up right, but a big advocate.
Speaker 2:We should all take a coupon.
Speaker 1:I mean coupon, A coupon on that. So keep up the good work there. And it's interesting as you call out introverted women, because I come back from the days when a woman, unfortunately, was typecast either passive, assertive or aggressive. And aggressive wasn't like a male, was aggressive or assertive wasn't like a male, assertive, it was X plus and so wrongly labeled. Or assertive wasn't like a male, assertive, it was X plus and so wrongly labeled. And so one of the things that I'm glad to hear about is that kind of specialty training. But I wanted your opinion about advocacy. I've been in a room and done it myself and others where a senior person is maybe it was a male, maybe it was a female saw the female kind of struggling, trying to get a point in and being kind of you know voices being pushed out by others and saying, hey, I think Charissa has a point she wants to make. I've done that and I found it helpful. But do you find that kind of thing helpful in addition to the training and the learning, the skills you teach people?
Speaker 3:Oh, 100%, and one of the things I also focus on is that interaction between, like, we all have different personalities, right, and so there's a lot of personality assessments and things like that. So one of the things, just as an example, that I tend to focus on is the introversion versus extroversion. So one of the things I help my clients with is how to engage in an environment where you're going to have people with different personalities and understanding where they're coming from and also giving opportunities on both sides. It's not just extroverts giving introverts opportunities, but it's the other way around. Introverts have to be very, very mindful of what extroverts need, right, in order to express themselves and to add value and things like that. And so that's exactly.
Speaker 3:I love that you mentioned that, greg, because a lot of times I will coach my leaders on how to really understand the dynamics of their teams, starting with the individuals on those teams, how they come together, how they relate to each other, and understanding how they work and interact really well together. So, in the case so as an example, in a team meeting setting right, say, you have a combination of introverts and extroverts I help my leaders and primarily they are introverts, so they're already very cued in right with how their team members show up, so I help them to identify. Okay, if you have a room of introverts and extroverts and and you're trying to have an engaging discussion, right, so say there's a group discussion going on. You made just such a good point about engaging your introverts, because a lot of times that your introverts are going to take a little bit more time, they're listening, they're taking in information, they're processing, so they're not necessarily going to be the first to react or respond in that moment. So, giving them the opportunity so there's that in the moment.
Speaker 3:But there's also the preparation aspect for introverts and I also speak from my own experience and I know you guys did such a phenomenal job of doing this, even just for this podcast right Is providing information ahead of time, because introverts really love that If they can have something to go on so that they feel like they can mentally prepare, because it takes them a little while to kind of take in that information, to absorb, to process, it really just helps them be more engaged in the moment and then in that meeting or in that you know in the moment, to to let them know ahead of time.
Speaker 3:Okay, here's how the meeting is going to be structured right. We're going to discuss X, y, z topics and in that discussion we're going to have maybe you know if you have a different time allocate allocation for each topic and they let them know this is how it's going to go. So we're going to go around the room and I want to get your ideas on these different things. So when you give them a heads up of what to expect, it helps your introverts kind of calm down a little bit so they know okay, this is what it's going to be like, what's coming.
Speaker 3:Yes, what's coming, and it gives them the opportunity to start to think and process through okay. So, given what I now know about what's coming up in the format of this, I'm going to be more ready so that when they are called upon, it's not a huge shock and they're not like, oh my gosh, I'm on the spot.
Speaker 3:I have no idea what to say Because sometimes that happens right, Especially with introverts, because they need the time to kind of process things through it. But when you give them a heads up about it, whether that's in the meeting or you give them advance notice that this but yeah, calling, there's nothing wrong with doing that. I would just suggest that if you are going to do that, you know, let your introverts know ahead of time that that's the format, because sometimes it can be uncomfortable right In the meeting when you're not expected to be called upon, to be called upon.
Speaker 1:Very good, thank you.
Speaker 2:So a little bit about doing the research on what you've done. You also have taught correct, so the teacher is part of that and you're teaching the psychology piece, or what concentration were you teaching or are you teaching, yeah?
Speaker 3:So it's a combination of the business and psychology business psychology, leadership, so that's kind of the space that I've been in from a teaching perspective.
Speaker 3:I absolutely love teaching, so that's actually one of my gifts that I discovered through the coaching process in teaching, yeah, and so with that and that kind of goes back to what I was saying earlier is it's so important to know your strengths, know what you're good at, know where you thrive.
Speaker 3:As an introvert, that helps me to step into my confidence, because I can tell you I never showed up like this in the corporate world, like not, as you know, like confident as I am now, simply because now I have this passion and this drive and this purpose behind what I do, and so, whether I'm teaching or I'm writing, that's going to come through in some way, and so that makes it so much easier for me to do those things and help other people when I'm grounded and confident in who I am and the purpose that I have.
Speaker 3:But yeah, going back to what you were saying about teaching, that's really my focus. So, whether you know, I'm helping my students from a business perspective but also really tying in that personal aspect of know who you are, know who you want to be as a leader or a business person in, you know, in the corporate world and then from there, know how to engage with others, know how to you know, have empathy and know, um, emotional intelligence. There's so many aspects of that, yes, um, so, yeah, there's a lot that we go into there, but it's really a combination of that leadership.
Speaker 2:the business, and then also from a psychological perspective. So a little bit of what I was taught by dr durst um was, uh, some other different principles that helped me to understand. I think all of us could relate to people who were introverted. I was one of them, you were one of them, okay? So all three of us have the introvert that we had to learn how to work in an extrovert kind of environment. So teaching and the experience what would you say the most interesting exchange where you knew that you were hitting somebody that was a student, when you had that aha moment where they got it, you could see it as a teacher. That's what I think we're all looking for, right?
Speaker 3:Yes, absolutely so for me, and I had the opportunity to teach in a classroom setting, so in person. Teach in a classroom setting, so in person, and also with a fairly well, I think I had about 20, the last time I taught was 20, about 23 people or 23 students in the class, and so that was a really good number for me. And to increase the level of engagement, I'm the type of teacher that likes that engagement. Interaction. That's not, you know, I just don't want to be the one that stands in front of the classroom and kind of lectures out. So I like that level of engagement.
Speaker 3:So most of those ahas came from when I took a combination of a teaching and a coaching type of approach to teaching, and also very much based on giving them opportunities to connect what was taught in the classroom with real world experiences and real world examples. And so that's where those ahas started to happen, because once I presented the material and I said, okay, here's what we're learning about today, here's the concept, here's the idea, here's an example of how this is applied, now I want you to take an idea that you have, a business idea or whatever it is that you have, and see how you can apply it. So of course I gave them more specific instructions. But it's in those group discussions and then also in me starting to unpack and ask them more questions about it, that I really started to see those dots connect.
Speaker 3:It's incredible what these students, these young people, come up with right and I was just blown away, quite honestly. I learned so much from them. But also, when you give them the opportunity to really especially your introverts right, when you give them an opportunity to process or even just have smaller group discussions, what can come out of that is incredible. And then also that engagement and the coaching piece. So asking the right questions to help them to unpack what they're learning, I think was also really helpful for them to get to those aha moments. So those two things I think, stood out the most to me.
Speaker 2:Awesome, Awesome. I mean teaching and your experience of working with someone as far as coaching. You're learning more things to teach in the process of teaching A hundred percent. Yes, that's awesome. I mean, and you're finding those direct correlations in terms of what hits that target of an introvert. What is it that helps them make that transition?
Speaker 2:And you've probably seen some new opportunities to try to bring that out of someone who's an introvert so can you clarify that for me a little bit sure when I was teaching, what I found is that I would give my examples and I would try to create a case study and until I had them actually commit their own example and then talk about their role and say, well, wait a minute, you own that result. How did you come up with the solution? And whenever he or she would come up with a solution, it was like, well, it's when you decided it was your problem, it wasn't somebody else's problem, when you took the ball to run with it. You are no longer an introvert. You're no longer a victim. You are now taking responsibility for getting that result. You should have some element of satisfaction, some element of pride that you've been able to take it.
Speaker 2:That next step. That's growth, and those are the things that you're looking for in a career. Don't let those victories slip by without recognizing them. So it's sort of like helping them notice when they're actually doing it, when they're stepping out of the role and they're getting rewarded for it, because sometimes executive management doesn't really compliment people. It's, you know that, ever famous, that's what you're supposed to do, kind of stuff.
Speaker 3:Yes, that's so true, and I've definitely coached a lot of people, you know that come to me and they say I don't get any you know validation for what I'm doing, or I don't get any praise or feedback. So, I mean, there's different ways to look at it, right? So, of course, as far as the feedback aspect, that is part of the role of leadership, so you're not getting any feedback and you have no idea? First of all, I always tell my clients, sometimes, you know, no news is good news, right? So if nobody's coming to you, so there's something to consider there.
Speaker 3:However, as a leader, leaders still have the responsibility, right, to be able to. They still need to be invested in the growth of their you know, of their employees, their team members, and so it is important. And so if they're not going back to what you were saying about being a victim, right, in that situation, you don't have to just sit back and passively wait for that feedback, because your leadership may not be aware that that's something that you need or that you would like. So being proactive in that situation and actually asking for what you need is going to be much more effective than sitting back and saying, okay, maybe one day they're going to get it, or if I subtly hinted something. So really just taking ownership to your point is so important. And the other one I think you mentioned in there as well, that I love that you said this is well, the two words are accountability and ownership. Right, knowing that you have a part to play in all of this.
Speaker 3:If there's something that you feel is lacking or you're not getting that you need, you can absolutely take that step and say, okay, what can I do to get me closer to whatever this is?
Speaker 3:So if it's feedback, if it's validation you're not sure if the work that you're doing you know if you're on the right track ask right. There's no reason why you can't have those conversations, and that's actually what I do in the coaching process is based on those dynamics between you know, the person and their leader, or vice versa, helping them to figure out what's the best way to approach that, that communication. So if there's something whether it's a you know it's a conflict that needs to be resolved or something, a difficult conversation that needs to be had, or whatever the case is, um, just understanding how all of that there's so many pieces to that but understanding how all of that works, so that you do feel like, okay, I'm in the driver's seat here, I can actually take a step forward and asking yourself what can I do Right? First, starting with yourself first, and then working out something.
Speaker 2:It's teaching them the word empowerment in actual applications. You're trying to say you know you have empowered yourself. Whether you realize it or not, you're empowering yourself to come up with that solution and others are looking for you to do that. Those are the kind of characteristics that they're looking for in order to call you a leader. And the sad part is a lot of executives and when I say executives you're one up, that person that you report to really isn't trained as well as they might have been. They learn it, maybe over time, but going for a coach or going for additional lessons, sometimes you have to teach up as well as manage up. And as part of the process of teaching them, I'm learning and I'm demonstrating.
Speaker 2:And you're trying to encourage the introvert to brag, which is the part that is the hardest part. You have an engineering background. I have an engineering background we don't, you know, by nature on the computer side. You don't brag about it. You let your work prove it Right. You're depending on other people to say nice job. They're not sometimes there, often they're not. They're not sometimes there, often they're not there. And that's why you have to have at least a little bit of I don't know direction opportunity to try to promote yourself. One of the things I would tell people is write a monthly report. Talk about the things that you did create, even if they didn't ask. Write a monthly report. You'll be surprised how they didn't understand all the things that you did. Right, because you're filling in the time slot doesn't mean that they're involved in your life. If you give them how you've engaged and what you've changed, you'll pull them in.
Speaker 3:You'll pull them in, and that's another tool for helping an introvert try to get that next step in leadership and show that you're interested in a career. A great point of reflection, because a lot of times, whether you're introvert or extrovert, a lot of times it's very easy for us to focus on what I call the gap right Between where you are now and where you want to be. Oh, there's all these things that I still have to do and you keep moving forward, but we very rarely will take the time or there's very few people that I know that will proactively take the time to stop and reflect on what they've accomplished. Because in that reflection exercise of documenting the things that they've done and all of that, there's so many benefits that come out of that. First, it can really help your confidence right. So once you're documented, you can reflect and go wow. You know, most of the time people will go back and say I didn't even realize that I actually accomplished all of these things because I was so busy, you know like doing the work. But the second thing it does is it helps you articulate your value. So when you can see clearly, okay, these are the things that I'm working on and how do they align with my priorities and the things that are important, the things that I want to achieve? Then the next step is okay, how do I articulate that to other people? What opportunities can I take to say, okay, here's the work that I've done, here's how I team right. So if you're speaking to somebody, to other people in leadership or other teams, being able to actually see that and see it listed so that you can process through it and actually pull out, okay, what is the value that can be added to the business?
Speaker 3:And I always tell my introverts, especially when you put the focus on other people and how you can add value to other people, it's it's a lot easier for you to step out of that comfort zone than other focuses on yourself. If all you're thinking about is how are people going to perceive me and you know like, am I going to be judged, then of course it's going to be a lot more challenging. Right to step out of that and say, okay, I'm going to have this conversation or whatever it is. But when your focus is on what, what is the value that I can add? What can I do that based on what I'm working of paper, you know that place, so that you're not looking at visibility as like oh, I don't. You know, I don't want to talk about myself, it's more about no, I have value to add here, and if I'm not sharing that value, something else is missing out. So that makes it a little bit easier to kind of get over that.
Speaker 2:Or what if somebody's stealing it, which we've all had that experience too, where somebody else took the credit for something that you did. That's a great moment in time, Greg. Do you have any questions? That we're getting close to wrapping this up.
Speaker 1:The only thing I would just add, charissa, is thanks for the work you're doing. I've always said that a company's greatest asset are their people. When you're talking about folks that are being introverted, their voice isn't being heard, then that's an untapped asset, and so that's value right that they're bringing. That's just being ignored. So keep up the good work.
Speaker 3:Thank you.
Speaker 2:I appreciate that Most definitely. Thank you. I am right with Greg. 100%, it's awesome. So if they wanted to contact you and learn more about your work and the things that you do and they don't have access to a coupon, how can they contact you?
Speaker 3:So, first of all, I don't even use a coupon to market my business, but I love that you threw that in there. But really the best way to kind of know a little bit about the work that we do at Leadership Mastery Alliance is to go to our website and it's just leadershipmasteryalliancecom. Also, if your listeners have any questions or if something sparked their attention in what we talked about, happy to answer any questions, you can reach me at info. So that's info at leadershipmasteryalliancecom.
Speaker 2:Awesome. Well, if you like what you've heard, my book Building your Leadership Toolbox is available on Amazon and Barnes Noble. The podcast is what you're listening to, thank you. It's also available on Apple and Google and other platforms. You've talked about the references. My reference is Dr Durson's MBR program, which is on successgrowthacademycom. If you want to get a hold of me, it's Wando75.jw at gmailcom and Greg. I can reach you at g75.jw at gmailcom and Greg.
Speaker 1:I can reach you at gpowell374 at gmailcom.
Speaker 2:And the music is brought to you by my grandson. So thank you to our guest and we want to hear from you. So if you have any other suggestions or any other thoughts, send it our way. Thanks, greg, and next time.