🎧 The Confident Leader: A Two-Part Conversation with Ana Larrea-Albert - Part 2

Part 2: The Mindset Shift That Changes Everything – with Ana Larrea-Albert

In this special two-part episode, I sit down with Ana Larrea-Albert—leadership expert, professor, and author of The Confident Leader—to explore what it truly means to lead with clarity, authenticity, and confidence.

👉 Part 1 takes us through Ana’s personal leadership journey, the roots of self-doubt, and how values, mindset, and coaching can unlock lasting confidence.

👉 Part 2 dives into transformational mindset shifts like Fly Mode vs. Bee Mode, as well as her powerful frameworks LEAD and PRGA, designed to help leaders grow with purpose and emotional intelligence.

Whether you're a new leader or looking to reconnect with your purpose—this two-part conversation is filled with practical insight, honest stories, and wisdom you can apply right away.

Detailed description of Part 2: 

In Part 2 of our conversation, Ana takes us deeper into personal transformation and conscious leadership. We explore her mindset-shifting concept of Fly Mode vs. Bee Mode, and how your perspective shapes your experience as a leader.
Ana also introduces two of her powerful growth frameworks—LEAD and PRGA—which help leaders cultivate self-awareness, purpose, gratitude, and action in their daily lives.

In this episode, we dive into:

    - The Fly vs. Bee mindset—and how it impacts everything
    - The LEAD Framework for intentional leadership
    - The PRGA Formula: Perspective, Reflection, Gratitude, Action
    - Why leaders must learn to balance expectations with self-compassion
    - How energy audits and emotional awareness can bring balance
    - The role of community and connection in purpose-driven leadership

This is a rich and practical conversation for anyone who wants to grow with intention, lead with more emotional intelligence, and build a leadership style rooted in authenticity and alignment.

To learn more from Ana Larea-Albert, connect with her on social media:
    - You find her book at:  www.theconfidentleaderbook.com
    - You can learn more of her Confident Leader Lab at: https://paperbell.me/ana-larrea-albert 

If this episode spoke to you—or if you know someone who needs this message—share it forward. Whether it’s a teammate, employee, or friend, you can point them to:
🌐 https://lifeleadershipconnected.systeme.io/7bab630d

👣 And as always—We empower your journey.

Transcript

0:05

Welcome back listeners and viewers to the LiveFalib podcast. Today I have the guest Laria Albert and we'll continue with the questions here. also write about authenticity, and what would you say are some factors that can lead people to be inauthentic? And what are your advice how to get out of that? Yes, David, very good question. And something that I deal with, maybe not deal with, but I help my students and my coaches and my mentees work on and guide them in that journey of landing on your authenticity. So a couple of things. One is authenticity doesn't mean revealing all of your secrets, right? It's not. coming in uh with full vulnerability and just putting yourself out there if it's not serving the bigger purpose. So it all goes back to that heart led purpose. So that's one thing about authenticity that I think gets em misunderstood. Also, it doesn't mean that just because you are who you are, you don't have any room for growth. So you can be authentically, you know, somebody not too nice, but that doesn't mean that it makes you a leader. So that self-awareness of, maybe I need to work on this. it, am I really pushing forward and inspiring my team by being who I authentically am? Right? So being authentic is not an excuse to not change, to not grow. That's the first part. And then, the authenticity, again, I think it's, it's really built on all the, all of that self-awareness, that self-knowledge first, and then second in self-compassion. Because again, to that, those narratives, those cruel questions that we ask ourselves, or even stories that we tell ourselves sometimes make us build these facades of pretending to be something. So another thing that I write in the book that I absolutely dislike is fake it until you make it. Faking it is already wrong. You're already removing your authenticity from that process. So I would rather think of us in those moments where we don't know, let's say I'm an executive, right? I'm just hired to be an executive. I don't know what I'm doing. However, I know what my strengths are. know what I bring to the table. Okay. I am going to try things on. am going to experiment. am going to grow and learn and ask other people their suggestions. I'm going to be more humble in my lack of knowledge of all of the answers, which is perfectly normal across the board for everybody up and down the career ladder. And instead. ground myself in that self-awareness and not pretend to be pretend to know. And I see that a lot in my students. tell them right away, this is not our classroom is not a place to pretend or perform. We're here to grow. And many times it takes a few classes to take that facade off. They're supposed to feel confident as leaders if they're already a manager. or director VP, they're supposed to, so they put something up, right? It's this mask of I'm confident when on the other side of that ego, that cockiness are deep insecurities. And how do you build on and work through those insecurities so that the confidence that comes from knowing that you can manage and you're resourceful and you can go through life despite the uncertainty, really shines through. Yeah, yes. then I wonder, how do you do that? would like to frame that question a because you work with new leaders, emerging leaders and executives. Are the strategies different? How they approach this problem? Or can you mention a bit what advice you give to emerging leaders, how to get through this and maybe executive leaders? Mm-hmm. I think the difference might be the stakes. The stakes are much bigger at the executive level. So it's easy to say it's okay if you make a mistake, but if you make a mistake and then there are major consequences, it's a lot bigger of a risk, of course, versus emerging leaders who they feel equally, the risk feels equally as strong to them. However, the consequences, let's say, uh not doing a particular job well is not necessarily as overwhelming, let's say, of potential on the other side. But it's all rooted in the same thing, in that fear of failure, fear of disappointment, fear oh of the perfectionism, all of that. And I have a tool in the book called the fly trap. It's this concept of going from fly mode to be mode. So I ask my students, ask when I make presentations, uh are you a fly? who no matter how sunny the day is, how beautiful a garden is, oh let's say at work, how well a project is moving along, always manages to find, let's call it the excrement. Or are you a bee who no matter how barren, how dirty, how cloudy a day is, always manages to find the bee? Let's say at work, even if there's uh difficulties in a project, uh But can you identify moments of growth, moments of potential opportunities to move forward? Who's doing a really good job identifying the people who are contributing? And that's a trick question because it's not that we are a fly or we are a bee, even though we already tend to imagine people in those different categories, it's more the mindset. embodying by the way we're thinking and how we're acting the mindset of a fly or the mindset of the bee. Now, the goal is not to be on bee mode 100 % of the time because it's not realistic. We will always land on fly mode. Did we sleep well last night? Are we hungry? There's even studies around the impact of hunger in decision making? Do we feel healthy? Do we have things outside of the workspace that are impacting us? Family members sick, a new baby at home, financial responsibilities that might be overwhelming, cultural, religion, political influences, all of that can put us on a fly mode. And my My message and the goal of all of the work that we do and with the, the fly trap is to catch ourselves, create that self-awareness that, Oh, I am on fly mode. How do we move? How do I switch back to B mode? again, it's not about never being on fly mode, but catching ourselves in fly mode earlier, just a little bit earlier every time so that we can regulate whatever those emotions are and move forward. So this flat trap is a model and it has three points that are very much aligned with the blocks. like to do as much as I can in threes. The first step is capturing. So catching the fly in that sense, I'm thinking of mosquitoes and our self-limiting beliefs being those mosquitoes. So I'm afraid of fear failure. There's a lot of work that needs to be done in terms of why there's that fear in you. There's some natural, very human, instinctual, biological responses to that and being aware of them and realizing, am I in a really dangerous situation that failing can cause damage? That's important piece because sometimes it can, right? Neurosurgeons, we want them not to have done all the mistakes in practice. Yeah. But that capturing that fear of failure, I need to be perfect. uh Again, I'm going to disappoint people. I ask in this model to capture those. So write them down. One process, biological, let's say, from a neuroscience perspective, what's happening is when you're in the limbic system, where emotions, memories, all of these things are happening, you're somewhat, and that's the amygdala. There's a variety of areas there in the brain where this is sort of at the mercy of these emotions. The moment you bring that clarity, that objectivity to the prefrontal cortex by writing it down, you're creating that awareness. So you're not longer at the mercy of these feelings, but you have it in paper. You have created that subject-object shift. You're not at the mercy of them. Now you can analyze them. So first you capture, then you reframe it. You realize what is it? How, first of all, what's behind it and how do I change the, the, the wording so that it's friendlier? It's not ignoring that there's a problem. It's not ignoring that there's risk, but how can I address it in a way that it's more motivating and, and I can work through it. And the last bit is once you've done that work is, uh take action. And what does that mean? Centering on intention. You come in already into this conversation. My intention is to bring as much value as I can to your listeners. That guides me in terms of what I say, making the decisions of how I answer, even showing up here. There's a lot of fear as you might uh know, David, in public speaking. think there's some number in studies 80%, but there's a lot of fear around just speaking up. So grounding yourself in that intention, let's say the why, the purpose, but in the intention of something beyond yourself. I am serving your listeners, for instance, at work. am serving my customers. I am serving my team. I am serving the goal of the company. When you center that in that intention and you've done the work, then It's a more, you have momentum, let's call it, to make that decision. Wow, so powerful. Thank you, Anna. Thank a framework called LEAD. It's the acronym. Can you tell us a bit it stands for and how you use that? Yes. And I started this, I've been speaking on it and doing a lot of the work around this framework. I'm to say it's going to be around 10 years and it stands for L for learn about yourself. self-awareness. E for embrace and own your story. Meaning understand all of the things that you bring to the table and you own that story. You own that. Don't let other people. tell you who you are. Don't let other people tell your story, right? A stands for amplify your impact. And D stands for deliver it consistently. So the process, it's a chronological process. It starts with learning about yourself, all that we've been talking about, that self-awareness, um your strengths and areas of development, all of that. your skills, your personality, all of that, right? What makes you you? Once you understand that, then the embracing of that, meaning you don't have to be, that's the authenticity part. You don't have to be somebody else. You don't have to pretend to be that person that you admire. You can be guided and, uh you know, inspired by some of the moves, some of the things that they do. but it has to come back to you. It has to be your story, yourself. And what I mentioned a little bit ago, you have to own it. I have a story that I tell around that from early, my early days at work, when I was, uh I was very focused on being productive and doing the work, putting my head down, not speaking up about anything because I thought what mattered was me delivering, performing. And actually I was being seen as somebody who doesn't speak up. And I was retrieving myself to the corner of my office instead of being present and visible. So that taught me a really important lesson of my actions are going to determine the message that other people receive. So understanding that and owning it and you speaking up your story and sharing your strengths and all of that is very important. then the amplifying the impact is precisely that you do all of this work. And then if nobody knows about it, what good is it? So there's where the icky part of networking comes in. A lot of people dislike networking, but if we reframe it and think about it as opportunities of making connections and building relationships, it completely changes how you approach that type of experience. So amplifying it and stepping into it on LinkedIn, on social media, whichever your vehicle of communication is, during your performance reviews, when you're talking to people, all of those are vehicles to bring your story, your leadership story to life. And then lastly, deliver it consistently is that alignment, that integrity, that if you say you're a team player and you're hogging all the information and you don't want to share it, There's a misalignment. So making sure that that part of integrity, it's one of the top five leadership traits, you live it, you bring all of you into conversations, into project meetings, into uh networking uh moments, into your work. Then you have a strong leadership story journey. Okay, thank you. have another acronym that you call PRGA. Can you maybe unpack that a little bit? Yes. So that's another, that's another tool. these are, know, professor, I like, I like formulas. like frameworks. think they give that structure to explore with, good boundaries. And this is growth formula, the one you just mentioned. there's four, four things, um, that, that go into it. P stands for perspective. And you have a show me the name. Tell me the Yes. So perspective, reflection, gratitude, right? And then A for action. it's again, helping you move through those moments of maybe doubt or challenge. First of all, there's perspective. Again, how are you interpreting the world? What mindsets are you using? What lines of code? What stories are you telling yourself? And are they serving you? Anaiz Nin has this, uh saying, or it's attributed to her, we don't see the world as it is, we see it as we are. So we are choosing which glasses to use, which filters to interpret the world. understanding what perspective you are bringing into a situation, then reflection. You have to think things through. I know a lot uh of us in our world might think of ourselves as overthinkers. And I like to frame that to, we're deep thinkers. We'd like to understand what are the lessons that are coming out of this situation. So that's an important piece of growth. If you just go through life going, you know, that's it just happened, move on. And you don't take the time to think through what you have learned from it or what you're able to bring into the next, let's say, set of experiments, the data points that you're getting from the situation, then you can't grow. Then you have gratitude. And sometimes we miss that even, even in the nose to be thankful for the rejections, because they, if we reframe them, they're really redirections to be thankful for the challenge for even the discomfort, even the pain, because they're creating that awareness, those data points again, that we need to do something about it and that we have the opportunity to do something about it. And then when you add action, That's that even multiplies all of the other three parts of it, because again, all of this work is useless, or at least it's theoretical unless you take action and making sure that you bring that you do, you know, go on to try again or prepare better for the next moment. Learn again from the next experiment that is life. those four, I like to think of them as pillars of growth. So giving yourself, I have this growth formula too, an exercise in the book, just ask yourself some questions. Where am I in terms of my perspective? How am I seeing this, know, interpreting the situation? Am I reflecting enough? Have I given myself time to reflect? Am I bringing gratitude? Where am I finding the gratitude in? And what action am I taking now? and that I want to take in the future and having that going back to it and checking yourself every, I don't know, month or every year you choose every day. understanding where you stand on that just creates that awareness. And eventually that's a process, an equation that you make in your head without necessarily having to go back to that formula. Okay, great, thank you. Hi, thanks for listening. I'm so glad you're here. If this conversation is resonating with you and you started to reflect on your own leadership, your purpose. or how to move forward with more confidence and Then I would love to invite you to take the next step. You can download my free guide, Unlock the Overlocked Path to Fulfillment. No pressure, just a chance to talk about your story and explore what's possible. Now we come back to this we talked about in the beginning, a little bit about leadership. Tell me a little bit about your own leadership, of yourself and others, about some challenges and milestones that have shaped you to the person you are today, and maybe the most important lesson you've learned as a leader. I think I need to go back to the move, the jump to executive in terms of my career. It truly was terrifying. And I felt without a flooring, I don't know, maybe that's a Spanish uh say, but my grounding, maybe that's why I talk about grounding so much and looking for that intention and that purpose to ground me because I felt the floor wasn't there. I didn't know where to land. And I felt awful. Instead of reaching out and trying to find ways and tapping into those strengths, I really felt without direction and went into my head and started questioning everything. Did they make the right choice hiring me? They're gonna find out that I don't know what I'm doing. But really, when I became, you when I started hiring people and having, you know, being a leader, I realized that that wasn't the expectation to begin with. My bosses, my managers, the C-suites, the chairman of the board, they weren't expecting me to know all the answers, to have all the answers, to know exactly what to do. They saw in me my strengths. They knew that if they put me in that role that had a lot of responsibility, I had what it took to tackle those moments, to learn whatever I didn't know. So that I apply now to any situation where I find myself not knowing what I'm doing. New situations, there's new tasks that we face even on daily basis that we have that we haven't done in the past. That's part of life. That's part of growing. And I go back to what are the expectations for this moment? What are my own expectations of myself? Because David, many times, especially those of us who are ambitious and high performers have expectations that crush us, that don't motivate us to move. push forward during those difficult times, but rather make us feel awful because we didn't do what we were supposed to do by this age. We weren't on a list of top 40 under 40, which was one of the reasons, looking back, sincerely, I'm turning 50 next year, it seems very silly that that was one of the major contributors to... many midlife crisis I had when I was turning 40 because I hadn't been on a 40 under 40 list. But okay. ah So it's again, those expectations and having compassion towards yourself was of saying, this is a goal. This is something I want. I'm I want to move towards, but I'm going to enjoy the journey. I'm going to enjoy the learnings that I'm doing the growth that's happening within me. on that path and I'm going to make that my success metric. I'm no longer focusing on that, the vanity metrics of I got the title, for instance, with the book, best selling book across the board. That was crushing. was a bad expectation was giving me more self doubt. It was, it was. creating more moments of am I putting the right word in this sentence? That was not serving me. So when I realized the expectation is not the number, again, the vanity metric of how many books I've sold, but I switched it to how much impact can I create on the person on the other side of the book, holding the book. I kept imagining somebody with a smile on their face as they're reading something. that the same lights in their eyes or a little bit bigger eyes of that how moment that one thing, one tool out of all of the ones that I've put in my book, one story of the incredible leaders that I have interviewed for this book. If that happens even once, that's success to me. So you can see how different the expectations are. And that's part of my journey as a leader. to share that with my teams, with my students, with my coaches, mentees, understand where the expectations and the mindsets, how are they serving you? Because we have goals and even at work, we need to sell, right? There needs to be profit in business. There is a reality there. How do we move towards that? in a way that's healthy, that there's a balance that we're employing or inviting people strengths to contribute to that instead of having these expectations that are counterproductive. And myself again, and the leadership of myself and my leadership of others is understanding that meeting something I do in class, meet my team, I'm calling my team, but my students where they are. in their own journeys of leadership and we go together from there. So I don't have an expectation that everybody needs to have hired and fired somebody because that's a major moment in leadership. Some people have not been in managerial positions yet, a few, but a lot of them are managers and directors and so I think that is also a very important a lesson in leadership of meeting your team where they are, meeting each individual where they are and pushing and challenging their growth from where they are versus creating an expectation that is counterproductive, that will even make them shrink and not want to even contribute. What does that sound like? Yeah, very, very good. I think you up some very important here because often when you don't have confidence, you try to compensate that by striving for approval from outside and you try to be somebody that you're that's basically what you said. And think many aspiring that don't have that confidence to have been built up that yet, that you often do this. But if they do, as you said, they find the strengths, the strengths that they are empowered, then those efforts to try to get approval from outside, they will be lessened and they will be more authentic. So uh I really see that. Yeah, it's really, really good. Go David. Okay, here's question I guests on the podcast. What gives you purpose and meaning in life? What is your why, your purpose, your motivation for what you do? First thing that comes to mind is my son. He's 22 years old. At the time of this recording, he is in Florence actually studying uh for the semester. He is in a college student and truly that he is the best gift to me and the biggest leadership lesson I could have ever had. He's my toughest client. uh Yeah, so him, my husband, grounded in this, this, the relationship. think that the concept of community is very important and I have come to realize that more now in my older faces in life. Um, because I left Ecuador in my early twenties. I left an entire community there. to start a little bit from scratch. I did come with my parents and I have my parents with me very close, 20 minutes away. We visit on weekly basis. They're very much part of this Y. And I have started to be more, not necessarily reliant on others, but inviting others to my party. So I was the type of person who thought I'm the only one who can do it. Nobody else can do it as well as me. So why even bother? Delegating was really hard for me. I eventually learned how to do that. But part of that was also expanding that, that's my center of, of community and why and purpose. So expanding it has, has really brought a lot more lights, a lot better conversations, a lot better moments, brighter moments. um from a community perspective, from building that community, having that. that journey brings me a lot of purpose and I want to continue doing that. em Then back to the impact that I can have and the reason why having conversations like with you, David, are so important is that if somebody one of your listeners, just one of them captured something exciting or something revelatory or oh inviting for them to experiment. That fills me with joy, completely fulfilling even the promise of that. And then another thing that also grounds me a lot in this journey of self-awareness and self-compassion is that promise of change. Now I'm a certified brain coach as well. just recently got the certification and the power and the intricacies and the beauty of how our brain works. And that no matter how old we are, there's always that possibility of changing, of moving, of growing, of improving who we are. Thoroughly exciting. I'm a big fan of neuroplasticity. It's becoming far more common in terms of, uh you know, the part of the, the collective knowledge now, but it truly is empowering to realize that you're not a bad person because you can't wake up at four in the morning and go run for an hour. It's just your, it's just what the brain is doing. How, what the, you know, the brain is, we call it energy scrooge. and that its purpose is to save energy. it's going to make decisions or it's going to uh make you or help you make decisions that serve his or her, the brain, its purpose, right? Which is saving energy. So once you understand the mechanisms, the reward ladder, all of the things that go into even the connections, the neural links and how to reinforce new connections or D-link and create new connections. All of that is so powerful, David, that it fills me with that joy to know that there's always room for potential. That's why there's always even potential for growth, better said. That's why I'm a big fan of human potential. I like to say I'm an enthusiast of human potential because Every single one of us has that possibility. Many of us don't take it because it's hard fighting the brain, right? We're fighting the energy scrooge. There are ways, there are maybe not even hacks, but ways of learning how it works, how the brain works and using that to serve us in our goals. So I think those... those would be what my why's, my purpose, really what grounds me and the work that I do and the life that I choose to Yeah, thank you. Thank you. And the last question I ask everybody in podcast, many people, they work a lot and they forget the life balance. And wonder, do you successfully combine your role as a leader? mean, your leadership, you're a speaker, a consultant, you're a coach, work at different levels. How do you keep the balance this and your life? with your family and so on. Yes, David. So I mentioned earlier, I didn't know how to do this well before. And unfortunately it led me to, a difficult moment, a very difficult moment. was a, it's the same come to Jesus, but this kind of revelation of I can't keep doing this the way my body physically can't handle my ambitious brain, my ambition, my desire, my expectations of myself. So there was a disconnect. Maybe you've noticed a lot of what I talk about and I go back to his alignment, right? It's this misalignment again of what I can physically do is healthy and what I want to do that is just I love to start things. you know, it's just the part of my personality too. I love initiating things, but then what happens on the other end is there needs to be execution and follow through. I have started doing these just from a personal perspective, energy audits and writing things down again, going from the limbic and I put it back here just, you know, it's not necessarily that it's back here, but you know, from that, my gosh, I'm feeling overwhelmed. There's too many things to... Okay, let me bring it to clarity to the executive. me analyze it, create object to do over. Out of the things that I did this week, what brought me joy or what fulfilled me or what did I feel very productive doing? And write it down. People, were there people that... brought me light and brought me excitement or energy talking to them. And you might've heard the energy vampires. They're people who just sucked every life force drop out of me. Same with tasks. What brings to me energy? What drains me? And just creating that awareness. Okay, so tasks, people. uh Even entertainment, were there types of shows that brought me or type of podcasts or videos or even if you're on social media, what type of reels, uh of posts inspire me, bring me joy, make me laugh, uh make me shed a tear, a good tear and what is making me feel toxic, right? Or it's giving me... even it's creating expectations that are not healthy for me. So I go through everything that I do. It doesn't have to be a week. Maybe you just take one day. So there's more clarity and you know, or getting started with that exercise and understanding what are your power sources and making sure that you have some of that sprinkled in the day. Again, same as with the bee and the fly mentality. We can't go with only power sources a hundred percent of the time. There are tasks, part of the job that you do that I do that are pretty boring, right? Admin, the repetition, the everyday things. If those, you can maybe sprinkle into them. I used sprinkled already, but inject, let's call it. Some fun, some... reframing of things, create a little bit more of a meaning to them. For instance, I'm not terribly good at household chores. And my bed, when I make the bed, it looks funny. It never looks crisp like my husband does it when he does it. So let's say, uh a mundane example, but making the bed. At some point it was like, I have to make the bed. don't know how to do it. Well, there's always wrinkles. I don't know what I'm doing. And the minute I decided that making the bed was a form of me showing love to my husband, care to my marriage, I still, there's still wrinkles. But now as I'm doing it, I'm finding it's lighter for me to do it. And that injection fun of meaning to all of the other things that are not necessarily these power sources can help equilibrate or create that balance of it's not the most fun thing to do, but there's a little bit of fun. I can gamify it in some way. I can do it with somebody else. I can bring some joy into that. if it's an absolute, for instance, if there's people who are absolute energy, vampires, how can I make sure they're not a big part of my life? And if there are necessary, necessity that if they have to be there, let's say at work or in a family, how can I create boundaries so they don't impact my, my energy reservoir? Yeah, perfect. Thank you. Is there anything that you think we have missed to talk about so far in the podcast, And then that you would like to bring up as well? I'm not sure David your questions were very thorough you tackled all of the main messages of the book the main messages of my coaching of my teaching and what's beautiful David is that because all of these book teaching coaching consulting all of these things speaking. Are just things that I do like I mentioned before just vehicles to bring this. big, important, why purpose to life. By talking about one, I'm basically talking about everything that I do. Right? Because that's what's centered. That's at the very center of all the things that I do. you, you uh know, asking me these great questions and guiding me also through these conversations, really did a great job of capturing everything that I think is valuable to you and to your listeners. So thank you for that, David. Thank you. Thank you. Where can people go if they want to learn more of you, Some web page or where do you want to send them? Well, I invite you to go into the website with my book on it and it's www.theconfidentleaderbook.com. So theconfidentleaderbook.com. You can, you can download the ebook and, and it will take you to, from there, it will take you to Amazon where you can also download the ebook, download the paperback. The hard cover is coming up very soon. I'm also working on the audio book. So there's still a lot more to do. I want to bring the book to as many cities as possible. So if you, David, find that the confident book, the confident leader book has a place in Sweden, I'm coming to you or anybody of any of your listeners. I want, I love that this type of conversation, the one-on-one, the creating that special relationship in that moment, because I think that's the fertile soil for those aha moments to flourish. So yes, welcome to my, I welcome them to my website and there too, you will find links to my personal website, annadarrealberts.com, uh the Confident Leader Lab, uh also that website. really coming over to the website. uh from there, if anything interests you and you want to learn more, I'm happy to have conversations as well. I have in my Confident Leader uh Lab uh website a 30 minutes, just free conversation. So if anybody's interested in talking about the book or about themselves, I am happy to offer that to your listeners as well, David. Perfect, thank you. Do you have any last thoughts or maybe some quotes, something that you want to give the listeners before we end the podcast? Just some last thoughts to wrap it up. I go back to something I mentioned before we started recording and it's how wonderful your title, the title of your podcast is, The Life and Leadership Connection, that I have a tool called The Life and Leadership on a Slider. And it's just this There is no separation. don't know if you or your listeners have been watching this show Severance on Apple TV. You to look into it. it's this idea of creating two different worlds, consciousness outside of work and inside of work, as intriguing. It's a fantastic show. That's the other side of what actually should happen. And I invite as well to happen of leading both your life and your work life together aligned as much as possible and having them nurture one another feed of each other, instead of creating that separation and that, um, you know, distance between them, because we only have one chance. on this planet, right? One run in this life. So making sure that it's aligned, that it's fulfilling, that you inject these moments of fun, even in those moments that are difficult, even in those painful moments, because we all have these challenges in life well beyond the workplace. How do you go back to the growth formula and understand that perspective, reflect on it, see the the gratitude in that pain, the gratitude in that discomfort, and not let it bring you down, but actually move you towards more action and continued growth. Yeah, thank you. Thank you, Anna. Thank you. Thank you for guesting the podcast. It's been a real pleasure to learn from you and hear from you. And I think we need to have more contact with each other, you know, to continue to grow together somehow. Absolutely, Count me in. Yeah, thank you. Okay, listeners and viewers, thank you for being with us today and listening and watching this. My name is David Daliander-Krus and this is the Live Leadership Connected podcast. Welcome back when we release our episode and there will be, yeah, in about a month's time. So take care now and bye bye.