TSLP Season 4- Restoring Clarity

🎙️ Restoring Clarity | Transformation Station Leadership Podcast with Savio Clemente

When life feels overwhelming, pressure is high, and uncertainty clouds your next step, clarity can feel just out of reach.

In this episode of the Transformation Station Leadership Podcast, I sit down with Savio Clemente to discuss the powerful journey of restoring clarity personally, professionally, and as a leader.

If you've ever felt stuck, stretched thin, or uncertain about your next move, this conversation will encourage and equip you to move forward with greater confidence and intention.

Learn more about Savio: 
Website: https://www.saviopclemente.com
YouTube: https://www.youtube.com/@thehumanresolve
LinkedIn: https://www.linkedin.com/in/saviopclemente/
Newsletter: https://newsletter.thehumanresolve.com

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

Transcript

SPEAKER_02 0:01

Pressure can sharpen leaders, but we all know that in high responsibility environments, many executives continue performing outwardly while silently navigating overwhelmed internally. And the question we want to look at right now is how do you and I as leaders restore clarity before pressure begins to lead us? Well, come on, let's go ahead and get this conversation started. Welcome to Transformation Station Leadership Podcast, where leadership, mindset, and resilience comes together to help leaders like you and I grow from the inside out. I'm your host, Adrian Benson, and today we're diving into a timely, relevant, and most important conversation. We're talking about restoring executive clarity under sustained pressure. Joining me today is Savio, and I can't wait for you to meet him because he's going to bring valuable insight into how you and I as leaders can remain grounded and focused and intentional while operating in high pressure environments. But before you get a chance to meet our amazing guests, I want to remind you of a few things. Number one, mobilizing with impact community. You are looking for a community that you can join, that you can have a voice, that you can also gain insight and realize that you're not alone in your journey. I want to invite you even right now to join the Mobilizing with Impact community. You will find the link in the description box, mobilizingwithimpact.com. Join that community today and don't miss out on being a part of an amazing community. Also, want to remind you we got a greater force than failure, my journal that talks about how we can overcome failure. None of us is perfect. So that means that every single one of us has made a mistake at some point in our lives. Go ahead and grab your copy, even now, off of Amazon and use this journal to walk through. And then finally, I want to remind you every Monday and Wednesday, right here, Transformation Station Leadership Podcast. You don't want to miss even one episode. Now you'll notice we're in season four. So here's your invitation. If you have missed even one episode, you hear me? Even one episode of season one, season two, season three, you need to go back right now and get caught up. That's right, get caught up. And then, listen, don't be selfish. Share this with other leaders in your network so that we can all continue to grow and move forward together. Well, I'm super excited today because we have our guest. His name is Savio. Savio works with healthcare organizations, leadership teams, navigating the period after disruption. We're talking about when urgency fades, but expectations stay high. He helps leaders like you and I to reduce decision fatigue, to regain clarity, and to align teams in environments where small mistakes carry real conversations. You know what, Savio, you are in the right place today. And I'm super excited to welcome you here to Transformation Station Leadership Podcast. Welcome.

SPEAKER_00 3:39

Thank you so much, Adrian. What a great intro. You have such a resonant and very like really pulling me in type of energy. So I really appreciate that.

SPEAKER_02 3:51

Absolutely. So I've been looking forward to this conversation because, again, this is a conversation that many times as executives, we feel we journey through, but we don't really get a chance to talk about. It's not too popular to talk about being under pressure. Yet, every single one of us as leaders, we experience that on our leadership journey, right? And many times, Savio, I have found throughout my career that we have become highly skilled at functioning, not flourishing, functioning under pressure. But we know that functioning and flourishing are two different things. So I want to start off by asking you this question when leaders experience sustained pressure over time, even if that pressure still appears to be strong on the surface, what are the first signs that executive clarity is beginning to decline?

SPEAKER_00 4:44

This is perfectly delves into what I call the post-crisis leadership gap and decision-making loss.

SPEAKER_01 4:52

Okay.

SPEAKER_00 4:52

Initially, it's always about skirting the issue. It's never about being present and authentic in what is actually happening. Like I'm a huge believer in naming something, not identifying with it, but actually naming it. And then the third most obvious characteristic is actually putting blame. Blame is something that we all do as children. And so, in an work and leadership context, it's always about that person made the mistake or that didn't happen, rather than taking onus. Because Adrian, what's a what's a leader? It doesn't always have to be someone in a corporate setting. A leader is someone you want to emulate, someone you want to mirror, someone you want to follow. And so if leadership and leaders don't do that for themselves, then how is someone able to move forward properly?

SPEAKER_02 5:45

And that's a really great place here in Transformation Station. We love to give our leaders an opportunity to stop and reflect, right? And so, you know, leaders, this question that Savio just asked us, it's a universal question for all of us. Can we just go back over the signs one more time? You talked about blaming the other two.

SPEAKER_00 6:04

Sure. The uh well, one of them at so blaming obviously is the most obvious one. It's actually causes the most friction and causes the most negativity. Yes. I would say the uh the second one that I mentioned is really this idea that they themselves are not taking responsibility, they're not mirroring to their team or their organization how it is that they want to actually be. They're actually allowing to place the onus on something or someone else.

SPEAKER_02 6:34

Yes.

SPEAKER_00 6:34

Um, and then I would say also it's also a disconnection with self because you yourself don't feel complete or whole. And so therefore, you're leading from that reservoir of nothingness, really. Um, and just going by the motions. I often tell people that it's not about the titles or the roles, it's about how we remain present. Yes, what is actually in front of us. My not only professional experience, but my life experience have shown me that. And we can get into that a little further down the road. Absolutely.

SPEAKER_02 7:09

Yeah, absolutely. And leaders, I want to invite you right now to go ahead in the chat. What signs do you recognize or have you recognized when you or one of your fellow leaders are starting to decline? It's really important that we not just see it, but we name it because when you name it, then you can recognize it and then you can do something about it before it spirals out of control. You know, when you talked about that disconnect, that's one that I see very often. You start to see leaders disconnecting in how they speak, disconnecting in how they show up to the office, disconnecting in just their presence, sometimes even physically disconnecting, like given a task, but removing themselves from the team. And you're like, okay, so this is really, really important. And you know, Savio, a best practice that I found a while ago was build intentional clarity checkpoints into our schedules, right? Um, I can't remember who said it, but I was listening to someone one day and they were saying that it's really important that at the end of every workday, that even if it's five or 10 minutes, you just stop and for five or 10 minutes, just sit quietly, get some clarity on what happened through the day. No blame, no judgment, just factually, because that clarity, that five or ten minutes will help you to reset, reframe, and then figure out how to move forward, not based on emotions, but based off of what is true. What do you think about that?

SPEAKER_00 8:38

100% agree. I call it the post-crisis leadership gap. It creates the drift, the drift then creates this gap, the gap then becomes a chasm. And then how are you supposed to reorientate yourself from that particular situation? So obviously, like you said, name it. Yes, do a brain dump or emotional dump, as I call it as well, on paper or or typing it out, and then also allowing yourself to have distance from it. They call it psychological distancing, it's allowing that buffer between the problem and you. So having objectivity rather than the subjectivity with a situation, especially when you deal with teams, there's so much energy, so much um emotion. There's um the actual driving um uh goals that you have. But in coaching, because I'm a board certified wellness coach, we talk about this idea of vision. So at the end of the day, what is the vision for your team or the organization? And a vision is not a goal. A vision is how you want to be, how you want to feel, how you want to reclaim what you felt was a loss or a misstep?

SPEAKER_02 9:47

I love that. I love that. So I'm gonna move us just uh a little bit forward and go to this question, right? So, how can we as leaders distinguish between healthy pressure that produces growth, like what you're talking about, and then unhealthy pressure that we have experienced many times will lead to burnout and emotional fatigue or reactive leadership? How can we distinguish between healthy and unhealthy pressure?

SPEAKER_00 10:15

Well, you and I can both agree, and I'm sure all the audience, that healthy pressure, like a diamond that gets formed through pressure, is something we all want, right? We all want that. But unhealthy pressure is really those characteristics that we mentioned earlier. So, how do you recognize that? So I have a framework called the Adaptive Resilience Leadership Framework, and it's really about leaders actually figuring out for yourself what are the signals, what are the patterns that is nudging our way towards those things that we ourselves are not really always so positive or wanting in our lives. And it's the ability to see from that clarity, but also to turn that disruption or that adversity into wisdom, into gold, so to speak. So it's really important to actually figure out for yourself what are the things that is necessary within the organization and what are the things we can just discard. So I grew up with the Catholic faith. Um, I've studied everything from Buddhism, um, Jewish mysticism all the way down to Vedic philosophy. And one of the things they always talk about is this Eastern philosophy of nature doesn't rush, the river doesn't rush, the sea doesn't rush, the seed has roots underneath the ground, even though we can't see it, but they all know their direction. They all know where they're heading or where they're going. And so I think when it comes to anything challenging in life, we always try to look for the external reasons why it's happening rather than actually figuring out for ourselves what's actually happening internally that's that's putting people off or that's causing friction. Because to delete something is a lot more powerful than try to add something. I liken to this idea of if you have a pot of water, if the pot is completely full, you can't fill anything more in it. You have to pour the remnants out for fresh new waters to come in. That fresh new waters is lifeblood, that's energy, that's people, that's ideas, that's initiatives, that's campaigns. Those are the things that we can actually pour in, but we have to pour things out in order for that to be successful.

SPEAKER_02 12:22

This is like a masterclass, Avio. I absolutely love this. Like, this is fantastic, right? And you're making me think, as you were talking, I was thinking about the for me, I say fact, but I was thinking about like healthy pressure will stretch me while allowing me to remain purposeful and grounded and connected, right? So um I'm being challenged, I'm being pushed, but I'm still fruitful. Unhealthy pressure, I have noticed many times, it um it erodes my stability in terms of it decreases my ability to function hell in a healthy way in my relationships. It many times I develop brain fog. Like I there have been times where I'm just like, I can't think, right? I can't like I just right and my physical well-being, um, stressing your shoulders, carrying heavy stress, your back is hurting, or migraines, right? Um, or irritability or irritable all the time, right? Or or here's another one that I see quite often emotional numbness, numbness. Like you just can't relate to people anymore, you can't see it from somebody else's point of view, or you refuse to see it from somebody else's point of view, you lose your ability to be compassionate and sensitive, right? Um, and so you know, leaders, it's really important that as you're hearing Saviona, have this conversation that you're not just listening for listening's sake, but you're actually stopping to assess the pressures that you are journeying through right now. Are they healthy? Are they unhealthy? What do you think, Sabia?

SPEAKER_00 13:56

100%. And also my lane is healthcare leadership. So can you imagine the high stakes that they have to undergo? It's not only themselves, it's actually their teams, it's actually the organization, but also another human being whose life depends upon them. And so I often say, especially on keynote stages and the coaching that I do, and also even the journalism work that I did. At this point, I've interviewed over 2,000 leaders and change makers and even celebrities, is that the pressure hasn't gone quiet. It's just gone internal. That's where performance is either won or lost. And so I study that not only that, but I'm also a two-time cancer survivor. I was in remission for a decade and then I had a relapse in June of 2024, went through 16 months of treatment, including a stem cell transplant. So I know what it is to actually live this rather than actually study it and/or teach this. And so I think it's very important to also realize where are you in the situation that you're in. In other words, let's not pretend. Let's actually not only name it, but let's actually allow ourselves to feel those things that are actually happening to us. Because, like you said, then those other things come and actually take over what our true intention is. I think in a world where it calls us to be more authentic and more present in a disruptive world socially, politically, even technologically with AI, I think it behooves us to have rather than having more content, which AI is beautiful at, we need to have more connection. Because that's how we're able to move forward with one another.

SPEAKER_02 15:36

Yes, yes, yes. And and that connection piece I'm finding nowadays that we really have to be intentional. There are so many things that have happened over the past years that has shifted society, whether it's COVID, whether it's teleworking from home, that has truly shifted what community looks like now. And many people are are having more of an opportunity to find community in isolation. Which is dangerous, which is dangerous.

SPEAKER_00 16:05

Absolutely. Not only COVID, but if you if you live here in the US, it's it's what's happening within the the lives of decision makers in government. It's it's we all having to deal with the aftermath of those decision making. And that trickles down. And I think for me, because I had a relapse, I thought to myself, what is the most impact that I can make at this point? Even though physically my voice wasn't stifled because I actually put everything on hold for dealing with this particular relapse. I realized, well, okay, let's see. If I speak, that speak, that that particular talk can go to a team, can go to an organization. It trickle, it trickles down into the community, trickles down to my family, and then it trickles down to my loved ones. And so at the end of the day, I think it's really, really, really, really important for us to actually recognize how do we create ways to allow ourselves to flourish, like you used that word earlier, rather than fold. And they right before my relapse, probably about a year and a half previous to it, I did a TEDx talk called Seven Minutes to Wellness, How to Love Your Inner Stranger. And someone said, What are you talking about, inner stranger? And I'm like, I left it nebulous on purpose. They're like, Okay, so what's your inner stranger? And I'm like, My inner stranger is that young person that never felt completely grounded or rooted, or like I belonged. Like I was okay, no one really bothered me, but I never really felt completely in in tune. And so the person was like, Oh, my inner stranger then is that successful uh uh professional I want to be that I can't seem to reach, or that great mother or sibling I I want to be. And so I created a mini framework within a framework called the Aloha reboot on the stage. And A, it's an acronym. As we all know, aloha in Hawaiian means hello. So A stands for acknowledge. So I tell people acknowledge where you are, figure out exactly what's going on. Actually, name it, brain dump, whatever you want to call it. L stands for listening. So listen to your inner self. In Hawaii, there's a healing modality called Huna healing. And in Huna healing, they believe the body not only sends sensations, but it sends wisdom, it says consciousness, it says, it says resonance, there's a language there. It might not speak, speak, but it has information. And so if you sit down and are still and silent, which by the way, are my were were the only two anchors I can hold on to in the hospital. 29 days, quarantine room, um, and giving all these drugs and having uh individuals like doctors visit me. I knew that I had to actually give of myself because it wasn't them just healing me, it was me healing myself as well. So I had to work in tandem with their energy. Um, so that's the L listening. O stands for opening. So open yourself up to this, no matter what your belief system is. Open yourself up because all you're doing is really figuring out what's actually happening within yourself. H stands for harnessing. So harness that information, make the mental connection, see what works, what doesn't work. And the last one is A, which stands for acting. So act, but I also say with the caveat, act with courage, because it takes courage to make change. As you know as well as I do, change is not something that most people don't want. People actually want change, they just don't know how to change. And so there is the models of change. It's called it's you're thinking about changing, you're in change, you're making the change, but you're thinking about relapsing. Where are you on that stage? And so it's called Aloha Reboot. Seven minutes. Even if you can't do seven minutes a day to come back to yourself in making these wiser decisions, having clarity and composure, then take one of them and make it so that you acknowledge one day, you listen the second day, and so on and so forth.

SPEAKER_02 19:53

I love it. I love it. That's a wonderful acronym there. And so, leaders, you need to go back and listen and watch some of the replay so that you can write these tips down because they really are effective. So I want to hone in a little bit more on your journey and just give you a few moments to share with us, right? How has surviving cancer twice shaped the way you lead under pressure?

SPEAKER_00 20:17

It's sort of allowed me to have and understand that there's power in recovery and there's power in the pause. And most importantly, there's also power in not having to always optimize. I will die on this cross, but recovery and healing is not linear. It's not A, B, C, D, E, F, G. It goes highs and lows. You have to look for it. There's pockets of it, there's mainstream medicine, there's also incorporating integrated mortalities to your um wellness and healing journey. And for me, it's allowed me to not only be more present and be more authentic, which is very important, but it's allowed me to also forgive myself for some of the missteps that I myself have taken in life and not to hold so tightly to them. I think oftentimes we like to blame ourselves, not only blame others, but blame ourselves for some of the things that we could have, should have done. And I think we should give ourselves more grace when it comes to that. Because when you face mortality, and for me, I faced it twice. It allows you to have perspective and allows you to also gain the wisdom to know that there's things I can control and I can't control. There's things I can regulate and things I can't regulate. Like Adrian, can I can I regulate in the hospital my red blood cells, my white blood cells, my platelets, all the all the things that my doctors were looking for? Could I regulate that? No, but what I could regulate was my emotions. I could regulate having the energy to meet the doctors and the nurses where they were at. I could have the mental uh acuity to understand what was actually happening to me. Me and figure out for myself what can I submit to, what can I not submit to? There was something that I did that was really powerful, which is I reframed the chemo not as poison or something toxic, but as something that was biologically, scientifically engineered to do what it needs to do. And so therefore I surrendered and submitted to that. And I think when it comes to self-regulation, people are like, Well, how do I get it? For me, meditation. For others, it could be journaling, it could be walking in silence, it could be prayer, it could be breathing exercise. Whatever works for you is really the best. And then the most powerful thing of all is something that um a lot of people are actually beginning to talk about is that we were first initiated with this idea that intelligence was the number one trait to have. Then we were taught, no, no, no, emotional intelligence is. But actually, now the research points to the fact that metacognition is. What's metacognition? It's the thinking of the thinking. So for myself, the savya that was there in the hospital, who's actually controlling that physical entity that's uh that's that's dealing with that? And what is actually above that? What who is actually controlling that level of awareness of that level of consciousness? And then lastly, it's really this idea of adaptive resilience. Um, of course, I was probably the poster child of resilience for all those years, um, of being in remission for 10 years. But adaptive resilience is when you're in the mess, when you're in a discomfort, how are you able to be flexible, make the mental connections or figure out the strategies to remain open and available to what is actually happening to you?

SPEAKER_02 23:40

Wow, this is powerful. And you know, leaders, I want you to just sit with what we just heard as far as a living life example of one who has walked through two critical time seasons in his life and being able to develop, grow the mental mindset, the create, the courage, internal courage, right? It's not just a matter of push through, but there's an intentionality that comes there. Thank you so much for sharing this with us. And, you know, we have leaders that are constantly carrying the weight of constantly having to make decisions, right? So, you know, what have you learned over the years as far as how can leaders create space for strategic thinking instead of operating in continual survival mode? That honestly, that's where a lot of us are in survival mode because of just the continuity of what we're called to do every day. So, how can we create space for strategic thinking?

SPEAKER_00 24:42

Well, first and foremost, clarity under pressure is not a luxury, it determines whether you stagnate or break through. That's just that's just the thesis right now. So let's work with that. At the end of the day, I really think it's about recognizing, not actually figuring out for yourself that I need to be on autopilot. And that's where burnout happens because you're on autopilot so much and you have to put out so many fires that the role, your title, then becomes your identity. And when your role and your title becomes your identity, that's when it can either be taken away from you, you could be laid off or fired, or the business could crumble. And then who are you after that situation? Or like myself, something as dramatic as me, cancer, you could have cancer, and now you're in treatment. You were an exec, uh C-suite, and now you are just a patient in some hospital bed. So I think it's recognizing where are you on the journey of life. I call, I tell people all the time I was on a um a recent show where the the actual audience was above probably 60 or 70 years old. And he said, Well, what would you say to my audience who at this point are like, I did the work thing, I did the family thing, I did the kids thing, I you know, I have the money, I do all that. I'm like, it doesn't end. Life is an adventure. It it yes, it's sour, yes, it hurts. There's sorrow involved, but yes, there's also happiness, there's insight, there's wisdom, there's gratitude. Uh, and so I challenge him. I said, a lot of people talk about this idea of gratitude lists. I think they're wonderful. But one of my mentors from the University of Pennsylvania talks about when you list a particular gratitude item, like for like, say, for example, I'm grateful that I have a home. You have to ask yourself why that happened. So, for example, why did the home happen? I saved, I invested, I, you know, I did the dog's work for many, many years, and now I have a home. The reason why that's important asking yourself that question is because then it becomes sticky. Then you realize, oh, I figured out a way forward through that. I can also do it with this situation. So in coaching, we always talk about what was your biggest win in life, and how did you navigate that? And how can you apply that in this particular situation? Or how can you reverse engineer that situation for this? There's I think it's it's a big um problem, and I'll say it's a problem because people think they always need to win. But what if it's not about winning? What if it's just about actually experiencing rather than always trying to win?

SPEAKER_02 27:27

Yeah, that that definitely changes the game right there. Because you actually, like you said, can be present. I think the present is a gift, doesn't always feel that way, right? Um but but uh that definitely reframing makes a big difference. So I want to ask you as we turn the corner on this conversation, I want to ask you this final conversation. Like, talk to us, talk to us here, our transformation station uh leadership community, right? Full of leaders. If you could leave our leaders with one or maybe two, but if you can leave our leaders with a transformational principle about sustaining clarity under pressure, what would it be? And and then tell us why is it essential for long-term leadership effectiveness?

SPEAKER_00 28:16

I think one of the biggest aha moments that I remember someone expressing to me and that I used in my work and in leadership teams, is this idea of truth. Often we find that truth, no matter what it is, whether it's truth in a business context or truth in a personal context. If we find an error, we want to discard the truth. We want to say, no, you are lying. Rather, what I've learned, and it's a work in progress, is that we can discard the error, but never discard the truth. Because the truth actually will not only set you free, as the saying goes, but allow you to build off of that. If you discard that particular truth, even though there's an error in the truth, you then discard something sacred and valuable that can happen in your life. So we can apply this to any business context, whether there is um some type of consternation with uh moving forward, or there is some abrupt uh dismissal of something, or the campaign failed, or the campaign succeeded. What is the greater truth within that that you're able to apply and keep? And what is it that you're able to discard that is a fallacy to some degree, but that you're not basically um giving away the baby with the bath water, as they say?

SPEAKER_02 29:43

I love it. I love that. Seeking truth. And one of the ways that we can do that best practice leaders is create a personal resilience rhythm. You know, I find Sabio that many of us we have jumped on to the train of work, work, work, work, work, work, work, work, work. There's sometimes I have to remind myself, you are home now. Whatever is is happening in that phone can wait till tomorrow. You don't have to go in your day still thinking about stuff for tomorrow. Like, no, you deserve rest, you deserve silence, you deserve to have a relationship with your family, you deserve recovery. Matter of fact, it's necessary. Those are things I have to remind myself. And so, to our leaders, we want to remind you create a personal resilience rhythm that includes rest and reflection and recovery and trusted relationships and regular recalibration. And you know, Savio, you have helped us today to recalibrate. And I want to thank you so much for coming and adding such immense value to our leadership community. So I want to ask you this how can the leaders in our community tap into some of the resources that you have and continue to engage with you?

SPEAKER_00 30:52

Sure, Adrian. They can find me on my website, savio pclemente.com, S-A-V-I-L-P-C-L-E-M-E-N-T-E. On there, there's my keynote work. I still have a few more spots for 2026. So if there's any healthcare leaderships or leadership uh teams that want um my work, I I would appreciate that. Um they can also look at my TEDx talk. I have a best-selling book that's also available on there as well. And then every Wednesday I uh write about what I call the head, heart, and gut intelligence, the three brains. And also currently I'm running an interview series with CEOs and CMOs on the healthcare leadership operating system and what they perceive in the trenches of what's going on and the gaps that are being created with that. Because in the US right now, do you know that's $935 billion with the B in healthcare waste? How does that happen? That that's not just in equipment, that's in human bodies making decisions that affect um um the lives of other people. And then if people want to follow me on social media, I'm at every platform at the human resolve because I believe, as you probably do as well, that the only two things we have besides silence and stillness is this idea of resolution and resolve.

SPEAKER_02 32:04

Absolutely. All right, Gesturbation Station, you know what we do. We like to support our guests. And so you see the link on the screen. His contact social media links are also in the description box. Click on every single one of those links. Tap in, read the newsletter. Matter of fact, you need to let Sabio know that you saw, you heard this particular episode. Let him know what resonated with you and keep on moving forward because we know the community that grows together learns together. Learns together, grows together. All the above. Savio, thank you. It has been a joy, a privilege, and an honor to have you with us today.

SPEAKER_00 32:43

Thank you, Adrian. Really appreciate it.

SPEAKER_02 32:46

Absolutely. All right. Well, listen, what an amazing podcast episode. Special thanks to our guest, Savio, for sharing such powerful insights on how we can restore clarity while navigating sustained pressure. His testimonial was absolutely pivotal for us to be able to have insight on what it looks like in real time today. And if this conversation encouraged you, challenged your thinking, or gave you practical insight, I want you to be sure to share this particular episode with another leader you know who needs it today. And remember, transformation happens when leaders like you and I intentionally create space to restore ourselves, focus on our vision, and lead from a centered place. So until next time, keep growing, keep leading, and keep transforming from the inside out.