TSLP Season 3 Ep. 42 - The Hidden Threats Killing Your Team

🎙️ Not all threats to performance are obvious, some are quietly eroding trust, engagement, and results from the inside out.

In this episode of the Transformation Station Leadership Podcast, host Adrienne Benton sits down with Sherry Yellin to uncover the hidden threats that leaders often miss, even when metrics look good on paper.

This conversation dives into the unseen dynamics that drain teams over time: misalignment, unspoken expectations, disengagement, and leadership blind spots that slowly undermine culture and effectiveness. 

If you’re responsible for leading people and want to protect your team’s health, performance, and momentum, this episode is essential listening.

🎧 Learn more about Sherry:
Website: https://yellingroup.com
LinkedIn: https://www.linkedin.com/in/dr-sherry-yellin/
YouTube: https://www.youtube.com/@YellinGroup

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Thanks for tuning in to Transformation Station! If this episode fired you up, smash that subscribe button, share it with someone who’s ready to level up, and tell me the moment that hit hardest. Your voice keeps this movement unstoppable. 

Until next time, stand tall, step bold, and own your transformation.

Transcript

SPEAKER_01 0:19

Teams don't just fall apart because of one big crisis. No, they break down because usually there's a small hidden threat that tends to go unnoticed. Well, today on Transformation Station, we're uncovering what quietly kills team health, performance, and trust. And we're also going to talk about how leaders can remove these threats before they do lasting damage. Come on, let's get into it. And today's episode is a must listen for anyone leading people in today's high-pressure, fast-moving workplace. Now, we know that many teams appear to be functional on the surface. But underneath the surface, listen, that's what we're going to talk about today. Before we get into this conversation, I want to say thank you to you because you have been an amazing community. And because of that, you know, we've been celebrating for a while. And it's time to celebrate one more time. Are you ready? All right, listen, I know you are. What are we celebrating? We're celebrating the fact that you allowed us to cross over the 4,000 podcast mouthbone. Thank you so much. I can't thank you enough for listening, for sharing, for interacting. And listen, we've only just begun, right? We're at 4,000, but I want to invite you to take us past 4,000 to 5,000 to 6,000. Keep on listening, keep on sharing so we literally can continue to go all around the world. Well, today's conversation is going to be amazing because we have an amazing guest. Let me tell you a little bit about her. Today's guest is Dr. Sherry Yellen, a brain-based leadership expert, author of the science of high performance leadership, and creator of the Cranium Methodology, seven science-backed strategies that help leaders inspire, boost engagement, and achieve extraordinary results. It is my honor today to welcome you, Sherry. Sherry, welcome to Transformation Station Leadership Podcast.

SPEAKER_00 3:03

Thank you and congratulations for such a uh success marker. And thank you for sharing all of this with the world because I think more than ever, leadership matters, culture matters.

SPEAKER_01 3:22

Absolutely, absolutely. Well, listen, as I was thinking about the conversation that we're having today, I was thinking about this, Sherry. You know, what makes this topic so important is that most team breakdowns, they don't just happen overnight, they they tend to happen slowly, whether it's through miscommunication, unresolved tension, unclear expectations. Come on, those of you who are listening, if I'm hitting your button, walking down your street, go ahead and put it in the chat and just say, Yep, that's true. And you know, Sherry, this this episode today is gonna be for leaders for us to really take a moment to uncover what's beneath the surface. So I want to start by asking you this question when teens struggle, leaders, we often blame performance or motivation. Um but but what are the hidden threats that you see most often that leaders completely miss?

SPEAKER_00 4:25

Great question. And to take just a couple of steps back as we move into that question is I want to challenge leaders to step back and really think about their culture because you have a culture either by design or by default, and your culture is driving those results. And when we think about what has become familiar in your culture that's driving the results, being those results being either a high-functioning team with high engagement, or is it a team where you're seeing people check out, not following through on commitments? And yeah, so just to evaluate what's the health of your culture, and you hit you hit maybe the most important thing is those hidden threats. So we look at everything through the lens of how the brain learns and how the brain works, um, because the most important piece of technology that comes in and out of our workplace every day is this three-pound universe right here. And most people know more about how their phones work than how their brains work. And so when you take a look at the most important question your brain is always asking is, Am I safe? So your brain has to feel safe. And when threat uh takes over, and by the way, threat will always win, right? It will always trump those results because your brain is craving safety. So we know that when threat increases, all of the functions that we want for ourselves and for our teams, creativity, innovation, collaboration, empathy, the ability to see things from different perspectives, all sorts of willpower, everything from financial willpower to emotional willpower, all of those things are severely compromised. So I just want to give some characteristics. So it to help you evaluate your culture. Are you seeing people who are self-motivated and they follow through and they're bringing forth ideas and they're collaborating and they're highly engaged? Would you say that's more characteristic of your culture? Or are you seeing people who are defensive or they shut down, they're quiet, they're not contributing, they sometimes get overly committed to being right. Uh, is their division, us against them kind of mentality? That's a threat culture. And we've been doing this work for over 30 years, and some of the most common threats are things like I don't feel like I have a sense of belonging. If I don't feel valued and heard, if I have maybe contributed an idea in a meeting and it was shut down, or I don't feel like I my voice matters, I stop contributing. That's threat. That's your brain on threat.

SPEAKER_03 8:19

Yes.

SPEAKER_00 8:20

If I feel like there's favoritism, uh, and then I, you know, uh I I no longer you're not seeing that collaboration, you start to see silos, that's your brain on threat. If I feel like there is uh uh if I perceive at least that there's low trust, that I can't, that you don't honor your word, then I I shut down, I disengage. That's your brain on threat. And the interesting thing is there's some specific characteristics of the threat that we're talking about, because not all threat is negative, some threat is motivating and it causes us to prepare, you know, or whatever. But the negative threat that we're talking about usually has three distinct characteristics. There's some level of uncertainty or confusion. I don't feel like I have a lot of agency, a lot of control, or a lot of choice and voice. And then the third characteristic is I'm anticipating some kind of negative outcome. And so a lot of situations trigger one or all three of those. Change if I feel like I can't trust you, favoritism is another, unclear expectations, yes, uh, and this need for social belonging. So there are a lot of situations that can trigger those three characteristics. So, as leaders trying to identify what are the threats that are impacting our results, yes, really pay attention to where is their lack of clarity? What where have people, or at least they feel like they don't have a lot of choice and voice, and where have they in their mind gone to some kind of negative consequence out of this? That leaders can work with those character, those characteristics. So, for example, if it's confusion or uncertainty, that's why clarity is so important. Yes, someone hears why, or if if it's a lack of choice or voice involving people where you have an opportunity to involve them. That's yeah, and then if if if they're seeing a negative consequence that comes out of something, let's say it's even just a change like implementing new technology, our job as leaders is to continuously share the vision of how this is going to positively impact what's the win in this. That's on us to provide those things.

SPEAKER_01 11:31

I love that. I love that. So here in Transformation Station, we always give our listeners and viewers an opportunity to pause and to reflect. And Sherry has just shared with us, really like a masterclass, lots of wisdom right now as we're looking at identifying what are the hidden threats, and then going from beyond identifying to really looking at the impact, and we're going to talk about that in a moment. And as you were talking, I was thinking about this best practice, which says lead below the surface. Great leaders don't just manage tasks, they monitor culture. And you talked about that word culture multiple times, right? And you shared with us to that means regularly checking trust, clarity, emotional load. And those leaders, leaders, you're watching, you're listening. I want to invite you right now in the chat, add to that list. What should we be regularly checking and monitoring, right? We're talking about trust, we're talking about clarity, we're talking about emotional load. Sherry mentioned to us about team dynamics, and she also mentioned this word change. So, leaders, I'm gonna invite you to really not just listen to this for listening's sake, but listen and really ask yourself some serious questions so that you can not just identify, but you can overcome these threats that kill our culture. I want to ask you this question, Sherry. How do issues like unspoken tension, you mentioned unclear expectations or lack of psychological safety, how do these issues quietly erode the effectiveness of our teams over time?

SPEAKER_00 13:09

Yeah, and I think one of the most important things is that that uh culture, and again, culture is really what do people experience when they are at work? And it is it's uh what would what's it like to move in, whether it's a virtual or it's an actual office space? What are the norms that have come? And the thing is, culture doesn't stay put, so it's not like you can do you know a one-day workshop, let's say, on culture. This is something that leaders must monitor all of the time. Yes, uh, what are people experiencing? And the challenge is whatever that norm is starts to feel familiar, and that's one of the most dangerous things with our brain is when things start to feel familiar, um, and we no longer see it anymore, so it really is like the fish in the water, it's so much, it's become so familiar to us, we're not even seeing it anymore. And so for leaders to continuously be on the watch, but seeking that feedback, asking questions like, where do we need greater clarity? Using that word is powerful, yes. Uh, or where are people in being where are we involving people and how could we do more of that? Uh, asking your team, you know, how do you see us limiting ourselves? Or where again, where do you need clarity? Where are you not understanding or getting where could I better communicate the why behind what we're doing?

SPEAKER_01 15:17

It's so important that leaders ask questions, and sometimes we don't ask questions because of, I mean, there's multiple reasons why sometimes we feel under pressure that we don't um we don't want the responsibility of dealing with what the answer, what we're gonna get from the questions. But you know, I challenge leaders all the time. It's like when you ask questions, that's when you really know what's going on with your people because you're getting honest feedback. That's not just your own thoughts and your interpretation. Sometimes what we see is not really what's going on, right? We just see the surface, but we need to be able to ask questions so that we can, as you mentioned earlier, understand the health of our culture. And you know, as you were talking, I was thinking, you know, about what are some of the warning signs that I've seen. I've seen this one here, increased turnover or quietly quitting, especially that quietly quitting, quietly quitting, right? Even before people physically leave, they may leave emotionally as a leader. I've seen times where those around me um they're no longer engaging, they no longer really care, they're just doing the bare minimum. And you sometimes they don't even have to say it, you can see it. And sometimes they say it, they may not necessarily come out and say it directly, but you hear the language, the vocabulary they're starting to use, which is not saying I'm a team player or I really want to be here or this is important to me. It's it's just routine or mechanical. Let's just get it done. It's just a paycheck, that's it. But as a leader, it's important for us to, like you said, be aware, ask questions, listen, and really hear. Another one I kind of mentioned it is energy and engagement are fading, right? People are showing up, but not fully present. And as leaders, when we see that, it's important that we stop and one, we take an assessment, right? But then two, that we ask, like you said, we ask some questions, right? So this brings me to this question, Sherry. You say that most leadership advice is wrong. What do you mean by that? And how is it hurting performance?

SPEAKER_00 17:58

You hit a couple of those, and that is, you know, we it when you're when you're looking at it through how does the brain work best? So if my people aren't motivated or that energy is dropping, those kinds of things. You mentioned the importance of asking questions. One of the ways that we get it wrong is our job is not to have all the answers.

SPEAKER_03 18:25

Correct.

SPEAKER_00 18:26

That's not the that's not what we're producing. We want to develop people and engage people from a brain perspective that engages emotion. Yes, every brain is tuned into the station W I F M. What's in it for me? I see how are we how are we having those conversations so we're finding out those things about our people? Um, so again, we don't have to have all the answers. In fact, I would tell leaders to be a little more lazy and stay more curious. You don't have to be the smartest person in the room, you don't have to be right, you don't have to have the final word. And and sometimes I feel like leaders don't show that vulnerability because they feel like the leader is supposed to have all the answers. Well, no, one of our strategies in in the book is the final strategy, it spells the word cranium, as you mentioned, but the vinyl strategy we talk about in the book is what I call the mosaic strategy, and it not only is its own strategy, but it amplifies all the others, and it's almost thinking about the leader is very similar to a mosaic artist. You have this vision, and you have all these strengths and areas of that people are interested in, and everybody's so unique. So you think about all the little fragments that a mosaicist would work with, a leader is similar, like you've got this vision. Our job is to identify what are all those pieces, what are people's strengths, what are their interests, what's their life experience, what are their goals, what do they aspire to do? And every day we are arranging and utilizing those, so we have to stay really curious, as you mentioned, and every day you're building a masterpiece, yes, if we value all of those differences and all of those similarities, and how are we putting people in the right role? Your job is again not to solve it, not to have all the answers, but a job is your role as a leader is to be able to keep this big vision and to develop those people so that they actually don't need you anymore. And that's where I think we get it wrong is you'll see this a lot. I know you see it too. People move into a leadership role, and this will happen at every level. So it happens easily at the new, you know, maybe your beginning level of leadership, but even as you advance into the C-suite, it's almost like we have we give it this meaning that we have to have all the answers and we have to solve all the problems. That's not how it works because that's not how your brain works. Your brain does not want to be told what to do, it is energized and motivated when it's engaged, and it's and you are involved in that process when you think about how did most of us grow and develop, most likely it's some kind of delegation that you were handed, you struggled a little bit, you had support, but it was something you were able to dig your hands into and and work on. That's how you grow, that's how you keep the energy and the engagement high because that's how your brain works. And if we could just tap the brakes a little bit on all the advice giving and the problem solving. And really look at our people like whole resourceful capable human beings.

SPEAKER_03 22:55

Yes.

SPEAKER_00 22:56

And always start from a place of not knowing, of curiosity.

SPEAKER_03 23:02

Involved.

SPEAKER_00 23:03

One of the things that we say a lot is you can tell people, and they'll most likely comply. But if we involve people, we gain commitment.

SPEAKER_01 23:17

Yes.

SPEAKER_00 23:18

And that's not just touchy-feely, happy clappy. Okay. That's science because information and events are processed first and foremost through the emotional center of the brain. We want to engage emotion to engage motivation and to engage um in uh if we want to engage all those amazing qualities around innovation, creativity, problem solving. It works that way. It doesn't work by telling.

SPEAKER_01 23:57

Yes, absolutely. You know, leaders, I know you're listening and you're watching right now, and I know that you are finding value in this conversation. I want to invite you to take it from just listening and also get out your notes right now. Take some notes, look, analyze your culture, analyze your understanding of leadership, building a culture, tap into what we're talking about here, about how changes and their variables that can impact our team, our team relationships, the output. Because we're going to talk a little bit about why leadership sometimes fail, but we're going to end on a high note with hope. We're going to end on a high note with some um invitations that Sherry's going to give us to be able to get out and lead. So right now, I is a great point for you to really just pause this video. And if you're watching the replay, pause it and take some notes. And also, I want to invite you to go ahead and put those notes, what's resonating with you, in the chat. So, Sherry, let me ask you this question, right? Um, why do 58% of leadership programs fail? And what should we be doing instead? Talk to us.

SPEAKER_00 25:10

A few reasons. One goes back to uh the interaction. So it's so important that we are involving people in different ways. So four key characteristics that you want to look for in your leadership development. One, really great content, right? You want to give people what I call evidence-based content, proven tools content. A second important component is that there is a community aspect to it. So cohort-based kinds of learning uh give much better results because you're giving a group of people a shared language, a shared experience. They're learning and interacting and becoming a little bit more vulnerable with each other. Uh, and so that's that gains momentum. Um, a third important component is not only the group time, but one-to-one time. That's the value of working with a trained leadership coach. That's the one-on-one where the accountability really sets in. So if I am in a leadership development experience and I've learned something, we've talked about how we could use it as a group, but that one-to-one coaching is now how is Sherry going to integrate that into my leadership style and what feels authentic to me.

SPEAKER_03 26:50

Yes.

SPEAKER_00 26:51

The fourth important component, though, is in the same way I can't brush my teeth once and expect to never get a cavity. You we've got to look at leadership development as ongoing. There's no one-day workshop, there's no one and done. You're never done when it comes to developing as a leader, and so it's important that we're looking over time. The brain takes time, a lot more time than we ever really imagined to learn and especially to start changing behaviors and beliefs. So you want to take a look at have I given is this over a period of time? I'll say for us, none of our programs are under six months. Okay, you're not gonna see a shift. You're you're rewiring in many ways, you're rewiring years of habits, beliefs, all of those things. Yes, the brain takes time to do that. And the worst predictors of how long it takes for the brain to learn, the worst predictors are subject matter experts. They they severely underestimate how much time it's gonna take for someone to learn a concept, but definitely when it comes to behavior change or adopting a change. The brain is not one of them. It takes time, it takes time, yes. And that may be one of the most important reasons why training happens and you don't see the results. It's because the brain takes time for sustainable change to happen.

SPEAKER_01 29:08

And you know, that word time right there. So as you were talking, I'm thinking about the fact that many people are operating in pressure-filled environments, right? Many leaders they are under the gun for metrics, get that mission completed. And, you know, as the as I can I can almost see, you know, a leader that's listening and like, man, you know, Sherry and Adrian, this is a great, I would love to be able to do this, but the environment that I'm in doesn't always lend itself to developing people and having that time. However, I think that what you're telling us really is giving us the foundational keys, right? We can tweak and and make adjustments to our um environments, but these are really foundational keys that we need to remember. And what's sticking out to me from what you just said is the rewiring of our brain, right? I know they say it takes 21 days for something to become a habit, right? And you've hit on something, these one week, one week lessons, one week conference, right? It's it's it they're great to open the door, but if we think that there's gonna be a long-term change behavior because of a one-day conference you had or a one-week something, that's not it, right? So we have to come back to it, we have to be repetitive, we have to continue to build. And leaders, I'm gonna invite you to take this word and make it priority today, and that is patience. Patience. I know you're in a pressure-filled situation, but patience, you gotta be patience and be in for the long haul. I have found Sherry, um, you know, in my own environment, that when my team sees me invest, they invest. I can't tell them to invest and then I don't invest, right? What we want them to hold on to. And you know, when we with when I was thinking about this question, you know, one of the things that when we're talking about why do leadership programs fail is because sometimes we focus on content and not behavior change. I just want you to know, I just want you to execute, I just want you to deliver. And I'm not talking about the things below that that would actually cause you to naturally move or make a shift, right? Many programs deliver information, but don't create transformation. Leaders leave inspired, then return to the same habit systems and pressure. I'm just gonna raise my hand. I don't want anybody else to raise their hand or say ouch, but I am. I can tell you, Sherry, I've gone to I've been a part of programs and conferences, and I felt like, whoo, yes, oh, this is wonderful. I and man, maybe I held on to it for about a day or two, maybe, maybe three or four days, but then old habits begin to creep back in. Yes, and it came something that was nice. I put it over here for later on or for that time, but it that there was no sustainable change. I don't know. What are your thoughts on that?

SPEAKER_00 32:04

Oh gosh, I want to speak to so many of the things that you just said. Being inspired is not the same as being rewired. Real transformation happens when we rewire. And as you know, real transformation happens when we shift beliefs. And as leaders, if you are trying to get to the if you're trying to get your team to act differently, we got to get curious about what are the beliefs that are fueling those actions. And if you're one of those leaders that, as you mentioned a minute ago, you've got all of these pressures, and there's no way I could have time to do all those things. I want you to challenge that belief because I've seen just in this last year, one of my clients he had 26 meetings on his calendar. He's down to 10 meetings. We've got to challenge our beliefs, and it's so important that we your culture is a continuously learning culture. If I am, if I could set aside, let's say, this belief of I've got to have the answers and I have to be in every meeting, and you know, if it if you want it done right, you gotta do it yourself. If we could suspend those beliefs and instead start involving and developing our people, you get more space, you get more time. So challenging those beliefs, that's where the real transformation begins to happen.

SPEAKER_01 33:52

I love this. I love this. Come on now in the chat. I need you to go ahead and type in what's resonating with you right now. Because if you're like me, I need to go back and watch this on the replay. It's all kind of great um ideas and and uh commitments that I want to make following this episode. So, Sherry, let me ask you this. If a leader wanted to remove one visible obstacle this week, where should they start and why?

SPEAKER_00 34:23

I would say look at your calendar. Let's start there, let's look at your calendar. What is one thing, one task that you could delegate? Take it off your plate, delegate, and how you delegate matters. So, really thinking about who could I delegate this to and why does it align with their interest, their strength? Is it something that they want to aspire to? And so this task would help them get there, you know. So being very clear on what winning looks like when you give that delegation. So we're not just throwing it over the fence, but I've gone to you, Adrian Ansley, and I I'm delegating this to you, and here's why. So that's gonna connect with what is you're interested in. You know why you were selected for this delegation. I'm going to we're gonna talk about what winning looks like in this delegation. I want to be clear on any non-negotiables that I have in this delegation. We're gonna talk about the timeline or how I want to be looped in or kept up to date with this delegation. And then we're gonna review how did it go? Because delegation is is brilliant in allowing you to develop the people around you to put all of these things in place to build on their strengths, to build on their interests, uh, so that you can get some of this off of your calendar. The other thing that you're communicating when you do that, you're communicating to that person. I value you. You have important contributions to make here. Yes, and so you were really hitting a lot of things, it builds trust, yes, it gives clarity, I know it gives purpose. I know why my work matters, what it's contributing to, uh, and it also creates this feeling of belonging.

SPEAKER_01 37:03

Yes, yes, yes, which makes such a huge difference, you know. I know for me, when I feel like I am a part of something, there's a different um output that naturally I want to give because I'm not working in isolation, right? And so I want to invite all of our leaders to really hone in on what Sherry has been sharing with us today and make it practical. Uh, Sherry, as you were talking, I was thinking about this quote here: the first obstacle to remove is really effort, it's uncertainty. And leaders, we want to ask you right now, look at your environment. How can you remove the uncertainty? How can you take out some of the guessing game for your team and allow there to be a culture of understanding, allow there to be shared responsibility, allow there to be a culture where people can ask questions and not be shot down, right? Where mistakes can be made and in a healthy manner, there's a rebuilding. So, Sherry, as we turn the corner on this conversation, I want to ask you one last question. Here it is. If a leader could make just one change tomorrow to see an immediate positive shift in the culture, what would it be?

SPEAKER_00 38:16

It would be a change really in your belief about your role. And I want to offer this. I really want these leaders to sit with this question. Do you want control or do you want growth? Because the reality is we can't have con we can't have control and growth in equal proportion at the same time. And if it is you you want control, then keep solving everybody's problems, be the smartest person in the room, um, have to double check everybody's work, and you'll if that's what you want, then that's great. But don't choose control and expect growth, they don't go together. If I want growth, that means I'm asking more questions, I'm involving, I'm delegating, I see my job to develop the people around me. And that's a really powerful question that we need to ask ourselves a lot, because if that belief that you've got to have control, you will never see growth, you're not gonna see engagement because that's just not how the brain works. The brain has to be involved, and the brain has to feel safe to engage safety first, it will it will it trumps everything. So, how have I created an environment where people are safe to grow? And I'm giving them the opportunity to do that, and you know what? Go ask, yes, go ask people in your world, how do you see me limiting this team? Wow, how do you see me limiting myself? Go ask that question, I love that. And another idea is to identify what are three words that you would love for people to use to describe you? What are what are three anchor words? And if those three anchor words, be it you know fair or honest or steadfast or whatever your three words are, use those words to guide your interactions. How do I respond in alignment with someone who aspires to be honest, fair, using those in the moment to shift these interactions because mentioned uh you mentioned uh just a moment ago about uh the importance that the leader goes first, and you're right. If you want your team to be at a 10, we've got to be striving for a 15. We know that the leader is the number one influence over whether or not your culture will cost or whether your culture will compound, you are the number one influence.

SPEAKER_01 42:13

This is serious, and you know, to everyone watching, if you take this conversation seriously, this conversation is transformational and will enable you to be able to move yourself and your team forward with immediate steps. And you know, Sherry, I want to um just highlight this that you just said, you know, you I invited us to say what are three anchor words that we want our team to use to describe us, and then you challenged us. Are we leading in alignment with those words? So, all of my leaders is listening and watching right now. I'm gonna invite you in the comment section, go ahead and share with us. This is a moment of community transparency. What are three anchor words that you want your team to use in describing you? And then on your own in your journal or talking to another leader, go ahead and answer that question. Are you leading in alignment? If you are great, enhance it, keep it going. We always have room to grow. If you're not, then this is a great opportunity to be aware and make some immediate changes. You don't have to go out there and say to everybody, hey, I want you to say that I'm fair. No, you just start operating in a manner that is yeah. Sherry, this has truly been a masterclass. Like this has been amazing, and I really believe that we have only uh scratched the surface on this conversation. So I'm telling you right here in front of everybody, we are gonna invite you back again because there's so much more to unpack here. I know that there are leaders that want to engage with you, tap into your resources, follow up, continue the conversation. What's the best way for our community to be able to continue engaging with you?

SPEAKER_00 43:58

Thank you. Uh, so our website is yellinggroup.com. We also have a cratium culture survey that will give you a snapshot of which of these seven strategies you're using and where maybe you know uh breakthrough is just one insight away. So you can go to our website to find that too. You could also go to yellinggroup.com forward slash high performance leadership. There are endless resources that we've put there that go with the book uh that are in addition to what's in the book, but the cranium culture survey can also be found there. So a couple of different ways. That uh you could just you know do a check-in right now because we gotta look in the mirror before we look out the window, and if there are things that you're complaining about about your team, hate to say it, but you're creating it. But the good news is if you're creating that, you can create something different too. And just starting with these seven brain-based strategies is probably the best way to fast track very different results on your team.

SPEAKER_01 45:21

I had to uh that that quote that you just said right there. Uh, we we cannot pass by that. You have to uh look in the mirror before you look out the window. Boom. That was fire right there. I love it. I love it. Sherry, thank you so much for sowing so deeply into our leadership community today. This has been so valuable, and uh, we can't thank you enough. And to all of our listeners and our viewers right now, I want to invite you to go ahead and the link was on the screen, it's also in the description box. Please go ahead and reach out to Sherry, tap into the resources, but also let her know that you have seen, that you have heard this particular episode and engage because we know the community that grows together. We lead well together. Sherry, thank you so much. It has been wonderful to have you here on Transformation Station today.

SPEAKER_00 46:18

Thank you. It's an honor.

SPEAKER_01 46:20

Absolutely. Well, listen, today's conversation, it's a reminder. It's a reminder that leadership is not just about driving results, it's about protecting the environment where results are produced. And if this episode, I know it has, but if this episode has resonated with you, I want to invite you right now to take a moment this week to ask yourself what might be going unspoken on your team and what hidden threat needs attention before it grows. Remember to subscribe to Transformation Station Leadership Podcast. Share this episode with a leader who cares deeply about team culture. Push us past 5,000. That means go back to season one and go back to season two. I can't wait to continue engaging with you next week. So until next time, remember the strongest leaders don't wait for teams to break. No, they remove the hidden threats before those threats even take root.