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
Leading with Purpose: Transform Your Team and Results
What if the key to transformational leadership isn't having all the answers, but knowing how to ask the right questions? Join John and Greg as they discuss leadership insights with Patrick Farran, PhD and MBA. Patrick reveals the secrets that many executives miss when stepping into new roles or leading significant change initiatives.
Drawing from decades of experience as a consultant, coach, and founder of Ad Lucem Group, Patrick shares powerful insights from his upcoming book, "The Intentional Executive." He challenges the myth that leaders must have all the answers, instead advocating for a purpose-driven approach where executives serve as catalysts, mentors, and facilitators who know when to get out of their team's way.
The conversation explores the fascinating "IKEA effect" — research showing people value what they help create. Patrick translates this into a leadership principle: "people support what they help co-create." Through intentional listening tours and authentic engagement, leaders can build alignment and ownership that traditional top-down management simply cannot achieve.
We also dive into the Pygmalion effect, where expectations become self-fulfilling prophecies. Patrick explains how high-performing teams ask more questions than they advocate positions, creating an environment where constructive conflict and diverse perspectives lead to more robust solutions. This approach isn't about avoiding disagreement but fostering healthy, respectful dialogue that embraces diversity of thought.
Perhaps most importantly, Patrick emphasizes that leadership is a learned skill, not a fixed trait. Anyone can develop these capabilities with practice, persistence, and the right mindset. The pandemic taught valuable lessons about trust, agency, and adaptability that effective leaders are now applying to create more engaged, productive workplaces.
Whether you're a new executive navigating a challenging transition or an experienced leader looking to transform your approach, this episode offers practical wisdom to center yourself on purpose, engage your team through co-creation, and achieve better results while making work more meaningful for everyone involved.
Want to learn more? Visit adlucemgroup.com for free resources and information about Patrick's upcoming book, or connect with him directly on LinkedIn.
Presented by John Wandolowski and Greg Powell
Well, hello and welcome to our podcast, success Secrets and Stories. I'm your host, john Wondolowski, and I'm here with my co-host and friend, greg Powell. Greg, hey, everybody, yeah, and today we'd like to welcome Patrick Ferron, and he has a PhD and an MBA and, as he has described it, he is calling to individuals and organizations, in terms of being transformative, to advance value-driven leadership and to look for strength-based approaches. He helps organizations to navigate complex changes while simultaneously building engagement and meaningful work, consisting both of strategic objectives and enhanced employee engagement. Patrick, a consultant that I think can offer a lot to our audience, welcome.
Speaker 3:Yeah, so I would say my early career actually started as a high school chemistry math teacher back in the day. I spent 20 plus years in corporate consulting, founded my own consulting company, built out my team there and the unifying thread throughout the arc of my career is I feel like I'm a calling for coaching and teaching and developing others and that's manifested itself in different ways over the course of my career and in different contexts, but that really has been my driving force and what I like to, what gets me up each morning and what I want to contribute force and what I like to.
Speaker 2:you know what gets me up each morning and what I want to contribute. Awesome, so you're working on a book right now. Maybe you can tell us a little bit about the book that you're working on and how that ties in a lot to what you've done to date.
Speaker 3:Sure, my co-author, dr Melissa Norcross. She co-founded Adluchum Group with me and I met her in our executive PhD program some eight, nine years ago. I'm losing track of the time here, but we are working on a book that's set to be released here in very short order. It's titled the Intentional Executive. It's a purpose driven playbook to transform your leadership, your team and your results, and ultimately it's to help folks who are new to a senior leader role and or have a significant change mandate that they need to implement, helping them center on purpose for themselves, helping them center their teams on purpose, to engage in some holistic management practices that will ultimately get them better results.
Speaker 3:I mean, the unfortunate reality is the research shows that up to 50% of executive transitions tend to fail within the first 18 months, and that comes at a hard organizational cost of up to 10x the executive salary or more, and so there are some very real implications to the organizations and certainly, as the new executive leader, you don't want to be in that case. Most of the executives we work with have the best of intentions, want to do well, but sometimes we're our own worst enemies and there's various pitfalls. So we're really trying to help those executives land well, help their teams transform and feel engaged and ultimately impact those organizations in impactful ways so the clients and the communities they serve, they can have that positive ripple effect. So that's really our organizational mission to do that.
Speaker 2:So that's years of experience working as a consultant and working as a coach and working as a mentor. You've done mentoring at the same time. A little bit more about the book, the elements that you found that were really engaging, the piece that really starts to connect with the audience that are going to be reading this at an executive level what kind of highlights can you talk about that really hit the mark?
Speaker 3:Sure, and I'll. You know, obviously I can't do it justice in this amount of time here, but just to give some of the key points, as you alluded to, I would say that we start with centering yourself on purpose. You know, if you are, you know Nietzsche. Friedrich Nietzsche would say that if you have a big enough why I'm paraphrasing you can endure anyhow. Right, and you know, I did my research on work meaningfulness and infused that with appreciative inquiry, which is a strengths-based methodology.
Speaker 3:One of the things about Viktor Frankl's work in Man's Search for Meaning, when he looked at concentration camp survivors. You know an interesting phenomenon that if they were clear on their purpose and what they were living for, they were more likely to get out of that camp. Right, and under these horrific conditions. Right, these unspeakable conditions. And the reality is that, you know, it doesn't have to be that traumatic a situation. The reality is that we're centered on our why in life. Right, it helps us be clear on what we're doing, why we're doing things both personally, as an individually, as a team and as an organization. It really becomes our North Star and our compass. So we really use that North Star metaphor throughout our book. It's very research-based but very practitioner-oriented throughout our book. It's very research-based but very practitioner-oriented.
Speaker 3:And so, looking at things, some of the concepts that we look at are the fact that a lot of executives come and they're new to a role and they feel like there's this implicit sense that I have to have all the answers.
Speaker 3:And the reality is, once you can be liberated from that myth and realize that you're there to serve as a catalyst and a mentor and a facilitator and a guide, right, it becomes liberating to realize I don't have to have all the answers, I need to ask better questions, know how to best support my team, and sometimes the best leaders just know how to get out of the way. You know, cultivate the conditions of support and then let folks do their good work that they were hired to do, and that's easier said than done. So we've provided some guidance and some practical tools for engaging your teams in that. One of the other concepts we take a close look at is the concept of co-creation and I'll say you know, there's some interesting research out there. It's called the IKEA effect. I'm presuming that most folks are familiar with IKEA furniture.
Speaker 3:And if you're not, it's basically assemble your own furniture from Sweden. And the reality is there's a body of research that has shown that when people assemble their own furniture they actually value that more highly than a premium piece of furniture they can find on the market. And that transcends into, as you can imagine, in an organizational context. We ultimately say that people support what they help to co-create. So one of the secret sauces to good leadership, especially when you're new in your role, is to do some very intentional.
Speaker 3:We give some guidance around how to do an effective listening tour, for example, and that starts to you know. That provides your employees with an avenue for authentic voice and input into process. And then we provide some guidance for different ways that you can scale and provide co-creation support for your teams. Right, because ultimately, if you have a significant change management and everyone's aligned with that and rowing in the same direction, it's going to be much more likely to be successful than if you're doing sort of this top-down traditional management. So those are a few of the central tenets. There's a lot more that I could speak to, but I'll pause there and see if that sparks any particular areas that you'd like to explore further.
Speaker 2:Well, it does, because one of the things that I think springs to my mind is the element of listening, and the ability to work with communication is the cornerstone for almost any process that they're going to be dealing with, and I would assume that the best executives do a better job of listening than they do talking.
Speaker 3:That's correct. There's actually research that has identified that the highest performing teams actually ask more questions than they do advocating for their own position. Right, and so, if you can come at things with an attitude of curiosity and engagement and trying to understand someone's point of view and perspective, it's not about having a frictionless, conflict-less team. That's not what the message is, right. It's not about being Pollyannaish and say we should all get along and sing Kumbaya, but it's about how can you support constructive conflict in a way, creative conflict that's healthy, that is respectful of one another and has diversity of thought and opinions and demographics and all those things that provide a richness and solution that, if it's absent or void of that right, the solution they're going to come up with is just not going to be as robust. Right?
Speaker 2:It has to have the groundwork. It can't be just yes men or yes women. It has to have that engagement in order to have ownership, to take some sense of responsibility for the end result.
Speaker 3:Absolutely.
Speaker 2:Okay, the other part that I think is interesting, that you're putting together this book. The other part that I think is interesting that you're putting together this book, when I heard the element of planning and how to plan your approach, your career, your expectations. It isn't a one and done kind of environment. You have to do it on a regular basis, whether it's two years, five years. What element, within even the executive level, do you see that this process has to be repeated?
Speaker 3:Yeah, and that's a great point and that's exactly right. I think one of the things that we tend to look at especially in the context of your first 90 days or first 100 days on a job, for example, if you want to use that use case is looking for what are some quick wins that you might be able to achieve right. To achieve right, and part of that is going to be what are the key relationships that are most important in your limited time to cultivate in kind of what order? But also what are those areas where you need to learn more. Right, you know it's looking for areas where you can be decisive in those exploratory steps to getting more data, for example, to engaging the right folks and learning more and realizing that you probably don't yet know what you don't yet know right, and so if you can flesh that.
Speaker 3:The more quickly you can flesh that out, the more that will help you make appropriate decisions in a timely manner. Right? And part of that then, in addition to those quick wins, more fundamentally, is looking for what are those foundational areas that are going to contribute to long-term success. You know, identifying what those pillars are. Part of that, you know we talk about, is coming in.
Speaker 3:Typically, it's really common that there's going to be some mandates and some perspectives that might be shared with you explicitly or implicitly, that hey, it's X, You're coming in, it's a certain assumption or it's this way, and our encouragement to folks who are new in the role, but in general for all of us, is to question those assumptions. Right, Because the reality is it's very often not as simple as whatever might appear on the surface. And so you know we talk about engaging in divergent thinking first before you engage in convergent thinking, and by divergent thinking, that means opening up the various possibilities that might exist. How do you? Brainstorm is one example of that kind of divergent process, and so there's an appropriate time for thinking about what are the different options that might be available to us before we start to converge on one assumption that we might have eliminated this whole host of you know more engaging options, or more you know, just things that are going to produce a better result, if we too quickly jump to that one conclusion.
Speaker 2:So, Greg, with your background in human resources and especially the things that you've done with mentoring, do you have any questions for Patrick?
Speaker 1:I have a couple, but one in particular. So, patrick, when John and I, before we retired, we were still working in the workforce during the pandemic, and so when I think about some things that you do in organizational transformation, change management, executive leadership, I mean we were still trying to do that kind of work, with some people working from home and some people are on a hybrid schedule. Whatever Any lessons learned that you said, gosh, the pandemic was a really challenging time. It was challenging for your industry in particular. But any lessons learned that came out and said, gosh, we're better for that, we've done this better because we made it through the pandemic.
Speaker 3:So it's an interesting question. I think a couple of things come to mind. First of all, people are still people, right, and we still have a fundamental desire and need for community, right, and so during those periods or during other times of tumult, looking for ways to create some semblance of community and belonging, even if the modality may be in a Zoom room, which is maybe less than ideal in some contexts, but looking for those ways to still support that, you know. And then I think a couple other things that come to mind that were really key from that experience is the need to be creative and adaptive Right. Again, we often get acclimated to doing things a certain way, and this is a good example. We make this assumption that it's always got to be this way because that's the way we've always done it.
Speaker 3:If the pandemic taught us nothing else, that that's not necessarily the case, right, and one of the other things that I have a personal passion about is really allowing folks sense of agency over their own lives to the fullest extent possible, right, and that's going to vary in terms of what that looks like, you know, given people's job descriptions and their roles and the organizational context and so forth, but I think all too often there are in some cultures and contexts there's this fear mentality of if we give people too much agency and autonomy right, that they're not going to produce the results.
Speaker 3:And my brother, who I work with in my consulting practice, often says if we trust people to overwork in the hours you know in and after, you know the weekend hours and after hours and so forth, and overwork there, why does that suddenly change between the hours of nine to five, right, and I think the fundamental message of that is you know, the more we can trust people that you know. Most jobs that were knowledge-based right, the light still stayed on and some things got done actually more effectively. There's some emerging research that suggested for some types of things there can be greater productivity when you don't have to deal with all the various distractions. So it's finding, like all things, it's finding things in balance. So I think that would be probably. The other lesson is I think most of us probably don't want to have one extreme or the other, but how can we create and design our own days and weeks as much as possible so to the fullest extent that leaders can support agency and their folks' work? That's a really powerful outcome.
Speaker 1:Thank you.
Speaker 2:So a little bit of what happened during the pandemic, but mostly what I think you've dealt with and promoted things like mentoring and 1871, which I think we should talk about 1871 a little bit, but I think mentoring is the other part of leadership that sometimes is missed as a core requirement of what we need to do to build bench strength. Maybe you can talk a little bit about that.
Speaker 3:Yeah, so the 1871 experience you identified for example, that's one of my volunteer hats that I wear is serving as a mentor in the 1871 startup ecosystem in the Chicago area serving as a mentor in the 1871 startup ecosystem in the Chicago area.
Speaker 3:So I've worked with a lot of startup founders who are just trying to get their legs under them as they're starting their new ventures and so forth, and this comes back to my sense of calling to and this may sound trite, but I want to make the world a better place.
Speaker 3:Ultimately, at the end of the day, most of us do in our own way, right, way right, and so, for me, one of the ways that most engages me I just get shared joy from helping people to be successful in whatever their endeavors are right and simply put, and so that's one of several communities that I've been involved with.
Speaker 3:I think more broadly to your point. I think, as leaders, it's incumbent upon us to look for ways to pay it forward, all the leadership lessons and support and mentoring that we've received and been the beneficiaries from those who've gone before us. We have a fiduciary responsibility, in my opinion, to pay that forward, and so looking for ways that we can do that meaningfully, that align with our skills and interests and energies, and that may vary at different chapters of our life in terms of what that looks like, but I always encourage leaders to have that up and the reality is, when we do that, that also. This shouldn't be the motivating factor for it, in my opinion, but there is a side benefit that when we give and volunteer and serve, that actually tends to make us feel better as well.
Speaker 3:It's one of the best antidotes to when you're feeling down or have the blues is do something for someone else.
Speaker 2:I always say so true you're feeling down or have the blues is do something for someone else. I always say so, true. So the elements in the book which intrigues me what was the motivating factor that really created the emphasis to write the book? Was there an event that really helped?
Speaker 3:It's a great question I don't know that there's one event necessarily it's probably more the fact that in our practice at Luchum Group we do our primary areas of support providing executive coaching and advisory support to our clients and, both in the research and in our experience and practice, who've who've done exceptional work in those areas that we can learn from.
Speaker 3:So we wanted to shine a light from and share those learnings with others.
Speaker 3:And we've also seen we've all, we've all made missteps and stand on, you know, stood on the landmines, and so we want to shine a light on those as well and help folks avoid those where they can. So bringing those to light because we want our clients and everyone out there that we can serve with this information to be successful in their lives right, and so we want to share that information. And we feel like too, if you're successful as a leader, the profound ripple effects that it can have on your organization, those you serve, both as the employees and the clients you serve, the customers you have on your organization, those you serve, both the employees and the clients you serve, the customers you have, et cetera, the mission you're fulfilling the community ripple effects can be powerful, for good or not. We've seen plenty of cases out there. Conversely, if you're not doing that well and not doing that mindfully, there can be a whole host of damage that falls, and so we'd like to be on the side of the equation that's helping to make that possible.
Speaker 2:What I found interesting is there's leaders that work with people and understand that their mission is to work and develop staff, and there are leaders who are there because of technical advancement and really haven't made that connection of what it means to be an executive and have to learn a whole new language in order to make that change. Now I don't want to name a name of an executive because that changes with time, but have you noticed that it's cyclical? They get it and then at a period of time they become complacent and see that that whole element that they had at the beginning of the process now has dwindled away and because they haven't had a reset, they've lost their emphasis to try to advance.
Speaker 3:Well, and I think you stated maybe another way and reflect back what I think I'm hearing. I mean, the reality is that leadership, like many things, is a skill. It's a learned skill that you need to practice and, again, it will manifest differently for different folks in terms of how they practice their leadership. For some, certain aspects of it may come more naturally than others. Right, particularly if you had a background that is, more as an individual contributor or something where you didn't have to worry about other people in that regard right. So that's going to have a host of a learning curve associated with that.
Speaker 3:The good news is, because it's a learning curve, it can be learned right. And so if you can approach it with a learner's mindset as opposed to a fixed trait mindset, saying I'm either good at leadership or I'm not, that's a misnomer. So sometimes I'll coach on mindset for folks if they come and say that's just not my cup of tea. Well, maybe, maybe not right. It's one thing to say if we don't enjoy certain aspect of our responsibility to be mindful to that. But one of the questions I often ask folks to think about is it because we're going through that initial learning phase, because there's always, you know, as, as Brene Brown and the military often say, sometimes you just have to embrace the suck when you're learning and going through that you know, that phase and it's like, okay, you know we're going to feel awkward, we're going to make these mistakes and that's okay, it's part of the process.
Speaker 3:But if you can learn to enjoy that process and learn to enjoy what's, on the other side of that that can be very powerful and transformational. So those are a couple of thoughts that I'll offer there. As far as the learning development, if you will, Does that spark any follow-ups for you there?
Speaker 2:It does. It does, and one of the things that comes to mind for me was a phrase that I got from Dr Durst from his MBR series we are responsible for everything that we do, whether we like the results or not, and I've looked at a few of the articles that you've written trying to encourage people to be proactive and get engaged. Any motivational phrase that kind of rings the bell that helps people to have like a focus moment.
Speaker 3:No, it's a really good question. I don't know if they have a phrase, necessarily, but I think the one thing that I often coach on is, as you alluded to, is that we often can't control what happens to us, but we can control or influence, or learn to control and train. How do we respond to that? Right, and that starts with the mindfulness and, you know, sometimes stepping back from the situation, and that's that's one of the many skills that you can learn as leaders to take a step back. You know talking about. You know one of the one of the metaphors we talked about. You know getting on the balcony, the proverbial balcony, so you can look at things from a new perspective and ask yourself what is going on there objectively, because that can be really helpful. You made a comment a moment ago that struck something for me, and that's the reality is that we are always learning. It's not like you ever arrive for any skill set. It's not like you don't. If you don't use it, you're going to lose it, right?
Speaker 3:So, even if you are, you know, if there is such a thing as practicing good leadership, it's the kind of thing you always have to be mindful. There's always going to be new curveballs and new challenges, so it's never like we suddenly arrive and we can just rest on our laurels. It's continually something we have to work at.
Speaker 2:So you're working with a co-author, and that cooperation is an exercise of leadership too. Maybe you can talk about the dynamics of working and developing something that you both put your name on, and how that partnership works and that interaction works.
Speaker 3:Yeah, and I think that's a good example where there is some very deep trust and rapport that we've built up over the years. There's recognition of the different skill sets and interests and energies that we each have. I often say that Melissa is a much more prolific writer. I mean she could put like I consider myself a decent writer, but it takes a lot more effort for me to get words on the page. I consider myself a better editor than a writer. I often tend to be verbose as well. Melissa has a gift to just cut to the point, for example, and put things out, and so there is a good complement of gifts and I think that's a good metaphor for many of us. When you can look for you know how can we look for ways that we can each leverage our own strengths?
Speaker 3:Drucker has a great quote that I'll paraphrase, if I get it close here. He says the central task of leadership is to manage strengths such that weaknesses are irrelevant. I paraphrase it a little bit, but that's a really powerful tenet that if we focus, sometimes we get so mired on. Well, I'm not good at X, so I got to work up X, and there's a time and a place to work on shoring up our deficits, for sure, right At the same time, if you have a gift of strength, sometimes doubling down on those is going to have a much better ROI for you and the way you lead as well. So there's something to be said for that focus there too.
Speaker 2:So another element that just rings as we're speaking, the strength also comes from your parents and from those influences and you've had the experience of working with and learning from, I should say, your parents maybe a little of the background on how they developed your starting point and how they helped you as you grew and went along your career.
Speaker 3:I appreciate that my parents were very inspirational for me on multiple levels. My dad was an iconic teacher of 47 years. He was one of those teachers that everyone remembers him and I could tell you story after story there. So it was fun for me. I had the distinct pleasure of co-teaching with him in my early career but he influenced me in a number of ways to see the way he modeled. I often see the way I coach right. I can see my dad in those kind of exchanges that I have his deep care for those that he served in that capacity.
Speaker 3:And my mom was a gerontological researcher. She dedicated her work to Alzheimer's caregiver the caregivers of Alzheimer's patients. She run the Rosalind Carter Foundation Award for her advancement of caregivers research One of her favorite distinctions there. She's well-published. She led the PhD program of nursing at Rush during her career. Doesn't discriminate, she herself has Alzheimer's now but she has been an inspiration.
Speaker 3:We often joke she was one of my early teachers of my writing back in high school. She'd often review my papers and we had a lot of friction there, but she made me a better writer and I had the distinct pleasure on the back end of my career here with my mom. She was able to serve as a special advisor on my dissertation work. She was actually one of my first employers, if you will. I got to code her dissertation on Hope back in the very early 80s, and so that was one of my first jobs, and so that was a very formative time for me as well, in addition to going and helping my dad prepare for all his students. So both of them were very formative in my life, for sure, and in terms of instilling for me the value of service so much making something or producing something or getting through the shift.
Speaker 2:It was developing the people that are there and having the chance to actually engage on their dreams, their wishes, their ambitions. Try to foster some other kind of new thoughts, new opportunities to think out of the box thoughts. New opportunities to think out of the box, working and understanding the ways that your father challenged students. Your mom worked with teachers and with the medical world and it's a tough world to deal with in the medical side. Those are admirable teachers that you've been able to deal with.
Speaker 3:And for me, we underestimate the impact sometimes that we can have on folks. You know even one conversation sometimes. You know maybe a conversation in a coaching context, for example, and say, hey, this is so helpful, blah, blah, blah, and I did this and that, and I may have even forgotten that, right, but it was something impactful. And so it reminds me of the power and importance of us to be mindful. We're not perfect, right, but we should be really mindful of how we wield that power and that responsibility in our lives, because we do make a very big impact, and so I consider that a very significant responsibility that we all hold as leaders.
Speaker 2:So just to change the subject just for a second, you've also written a lot of articles. I found the one you didn't come this far to only come this far. I love the opening phrase, the part that I found that is consistent that I have found both frustrating and encouraging is you talked about the Pygmalion effect and how that affects people. Maybe you can expand a little bit on that.
Speaker 3:The big alien effect for those who aren't familiar is basically that it's the self-fulfilling prophecy, in other words, right, and so there was actually a research study. I don't have it at my fingertips, I think it was in the late 60s. It's not ethical now, right, but they had basically two groups within a classroom and they said, said, you know, basically, they told teachers these are your gifted kids and these are your not gifted kids, based upon some false test results. And what they found, basically, is that it became a self-fulfilling prophecy that the students who were gifted you know, supposedly, quote unquote were treated differently, you know, and that became the you know, they rose to those expectations and, conversely, those that were not fell to those expectations. Right, so you know, that's certainly the.
Speaker 3:There are some significant implications from a leadership perspective that if you come at someone from a, I'm going to set the bar up here and I'm expecting you to meet these expectations, right, that has a different impact than trying to be controlling and worrying about all the. It comes back to the earlier discussion in COVID. Right, we saw a lot of fear-based management and worrying oh, people aren't doing their jobs and they're this and that, and suddenly, in that fear and insecurity, we clamp down and we try and control and that actually works against you. And then people feel you know, they react and resist that when the reality, if you trust them like they trust them, like you've always trusted them to do their job, presumably right, If you hired, well, they should do their job for you, right. Let them do their work. And so that's a really powerful concept for us to be aware of as leaders as well.
Speaker 2:Yeah, anybody can bully, anybody can criticize. It's so hard to actually encourage people, especially when it's a dire kind of environment. Look for the successes, take the small steps. Recognize the small steps, all those things to try to build. One of my favorites is a glass is half full or half empty, or it could be murky, or maybe it's half full of vodka. You don't know what you're dealing with, but it's how you perceive it. It's half full, it's not half empty, and it has an impact in terms of how other people see management and how they reflect it. They're wonderful mirrors if you don't do a decent job of setting it up and understanding the impact that you have.
Speaker 3:And it's so much more fun to lead that way too. I mean simply put right, I'd much rather have that kind of energy right. So again, it's liberating when you can allow yourself to practice that.
Speaker 1:Greg, do you have any other questions? For Patrick, some years ago we were trying to work ourselves out of a job right. Teach managers, prepare managers. They could do the things we're trying to help them with, but the services and the expertise you provide make them even better. Help the organization get better. So please keep it rolling.
Speaker 3:Yeah no I appreciate the opportunity to speak with you guys and if I can help out of your listeners, they're welcome to reach out and I'm happy to have conversation with them.
Speaker 2:Why don't you give us a little bit of your contact information for them to have?
Speaker 3:So you could check by. My website is adlucmgroupcom. A-d-l-u-c-m-g-r-o-u-pcom, and there you know we've got. You can do a free strategy session with me. I've got some resources for team assessments and so forth. You can sign up for our blog articles. Those are all free resources, depending on when you're listening to this. We'll have information about our book out there, which will be forthcoming in short order. Or you can check me out on LinkedIn Patrick Faran, f-a-r-r-a-n. Drop me a note in the LinkedIn If you send me a connection request. Let me know. You heard us on this podcast, so I don't think you're spam and I'll be happy to connect with folks.
Speaker 3:I definitely like to. You know I always want to pay it forward and serve the networking community, so happy to make connections for anyone who finds this meaningful or helpful.
Speaker 2:That's awesome. Well, thank you, patrick. I really appreciate it. It was a lot of insight and I think it's very helpful for our leadership approach. You're listening to our podcast. It's available on Apple, google, spotify and other formats. We've talked about Dr Durson at successgrowthacademycom and if you want to get in contact with Greg or I, you can contact us at authorjawcom. Music has been brought to you by my grandson, so, thank you, we want to hear from you and we appreciate your input, but most of all, thank you, patrick, we appreciate it, it's been a pleasure.
Speaker 2:And Greg. Thank you, patrick, we appreciate it. And greg, thank you. Thanks, john, as always next time.