The Manager’s Guide to Emotional Intelligence

Discover how to grow your head, heart, and gut intelligence to strengthen emotional intelligence, build trust, hold employees accountable, and create a thriving team culture as a new manager.

In this episode you’ll learn how to identify your dominant center (even without a personality assessment) and practical ways to grow all three so you can:

• Build trust and credibility with your team
• Hold employees accountable without micromanaging
• Handle conflict with confidence
• Lead effective team meetings that drive results
• Repair or prevent a toxic culture

By the time you finish listening, you’ll know how to balance clear thinking, relational connection, and decisive action to improve team dynamics and shape the culture you want to be part of.

Key Takeaways:

• The role of emotional intelligence in leadership success
• How to identify your dominant center of intelligence
• Practical ways to grow your head, heart, and gut skills daily

Additional Links:

• Take the DISC or Working Genius Assessment + free 20-minute debrief with Desiree 

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Coaching for Managers, Desiree Petrich, First-Time Manager Podcast, Leadership Podcast for New Managers, Team Dynamics, Difficult Employees, How to Build Trust as a Manager, How to Fix a Toxic Culture, How to Handle Conflict at Work as a Manager, How to Hold Employees Accountable, How to Be a Better Manager, How to Lead Effective Team Meetings, New Manager Tips

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Transcript

Desiree Petrich (00:01.174)
If you've ever wondered why some managers build trust and can handle conflict with ease while others are constantly putting out fires and struggling to connect, the difference here comes down to emotional intelligence. And in this episode, we're gonna break down the three centers of intelligence in your body, your head, your heart, and your gut, and how growing all three of these will help you be a better manager, help you to fix the culture and build a culture that you want to be a part of, help you to lead effective team meetings.

and even handle the really difficult employee with confidence. We're gonna help you figure out which center you naturally lead from, even if you've never taken a personality assessment. And before we wrap up, I'm going to share a two minute daily practice that strengthens your emotional intelligence and ensures that you're using all three centers every day. So welcome back to You're the Boss, Now What? The leadership podcast for new managers who want real practical tools to lead with confidence.

I'm your host, Desiree Petriq, and our goal here is to help you lead yourself and your team better.

Desiree Petrich (01:11.448)
Today's topic blends two of my favorite conversations, emotional intelligence and leadership culture. Now, both of these phrases, both of these key words, emotional intelligence and culture, I think are often either undefined, and so we are just expected to know how to get them, or they're defined in a way that makes it feel like it's not attainable. Culture is something that...

we default into either we've entered a team with a good culture and we get to enjoy that, or we've entered a team with a crappy culture and there's nothing we can do about it because we're just one person. And the same thing is kind of true about emotional intelligence in the fact that we know we're supposed to have it. There's a million books on how to become more emotionally intelligent, but again, it kind of feels like there's a finish line and we're never going to reach it.

Unfortunately, that is accurate. There is no finish line to something like emotional intelligence, self-awareness, social awareness. There is no finish line and it's actually a really good thing. As stressful and as frustrating as it feels to know that you'll never fully arrive, it actually should make you feel good to know that every single time you put effort behind something, every single time that you try something different or you try something outside of your comfort zone, you're actually building your emotional

intelligence and that is a great thing. We are going to break down emotional intelligence in a way of

Desiree Petrich (02:44.278)
Where am I right now? And where is it that I want to be? And how can I actually get there? Recently in a keynote that I gave, we broke down this word culture. We broke down the word culture into something that you as an individual can actually help to create. You do not need to default to what is already there. If you enter a team that's amazing, congratulations, you're one of few. If you enter a culture that you know could be better, you play a huge part.

and what that actually looks like because culture is the collective result of how we show up, how we treat each other and how we lead ourselves. And emotional intelligence is like the glue that ties all of those things together. It's not how are we doing these things. It's do we recognize that they're happening? So what is intelligence, emotional intelligence? Why does it matter? If you've done any sort of leadership training, you've probably heard of emotional intelligence. It's also called EI. At its core,

It involves multiple different things. It involves your self-awareness, knowing what's driving your actions and your reactions, your self-regulation, your ability to control your reactions, your impulses, your balancing of the way that you approach things. It's your social awareness, your ability to read the room, notice what others need, be able to act upon that, your relationship management, building trust, inspiring your team, resolving conflict. That feels like a lot, and it is. But again, it's the glue.

It's all the things it's are you getting to know yourself better? Are you recognizing what it looks like to be on the other side of you? This is what emotional intelligence is. It's kind of taking everything that you see and hear and experience in a day, recognizing it for what it is and then saying, how could I have done that differently? How could I have done it better? How could I have gone about it in a different way? And there are practical tools to developing all of these things. But I want you to know that where you are right now,

is perfect. You have learned the lessons that you've learned up until this point. You can't technically unlearn them. So you are in a good place. Do not feel like you're behind. I know it's really easy to compare yourself to others in the way that they handle their kids, in the way that they lead their teams, in the way that they handle health and sleep and all the things. I know it's easy to feel behind, but I want you to know that where you are in this current moment is exactly where you need to be because

Desiree Petrich (05:09.516)
You're looking to make a change. You're looking to grow. That is where you need to be. That's what's going to get you further and faster than someone who is maybe not paying attention and just maybe got there out of luck. It's never luck, but we're going to just look at it that way. So the practical ways, one of the most practical ways to grow in all of these different areas is to

Desiree Petrich (05:40.494)
So one of the most practical ways to grow all four of these areas, your self-awareness, self-regulation, social awareness, and relationship management, is by developing your three centers of intelligence. We all think of intelligence like your IQ, like how smart are you, how book smart, but your centers of intelligence in your body actually take up three different areas, your head, your heart, and your gut. And they're not necessarily personality types.

They're more, how do you process information? How do you make decisions? What area of intelligence are you using? And most leaders have a default center that we lean on. That is a great thing, especially if we know it, but it also can cause some problems. If we overuse one of our areas and underdevelop the others, it can create blind spots. And that's how it hurts us, is if we are missing some of the information.

We're gonna go through the three centers of intelligence. I'm gonna explain to you what it looks like, how you might recognize it, what are the strengths, what are the blind spots, and you're gonna start to recognize them in yourself. You're gonna start to recognize that actually sounds like me. So let's start with the head. Top of the body, head, center of intelligence, this is the thinker. They are driven by clarity, accuracy, understanding. If you happen to know your disc style,

This is the C, this is the person who likes rules and regulations. They like things to be really laid out. They really want to make sure that things make sense and there's a why behind it. They have these strengths. Now I'm gonna tell you right off, this is not me. So I'm speaking to you if your strengths are things like analysis, strategy, logic, understanding from start to finish how something is gonna look, understanding the tactics of what the end result might be.

If this sounds like you, probably prefer clear agendas. You like to gather all the facts before acting. You might delay feedback until it's quote unquote just right. That might be one of your blind spots. So let's look into that. The blind spots. You might be an over thinker. If you've ever heard of analysis paralysis, someone who has their main center of intelligence in their head is someone who thinks a lot about things. Sometimes to the point of overthinking, they might be slow to make decisions.

Desiree Petrich (07:59.788)
because they really want to make sure they have all the information. And they might be missing some emotional cues, right? Because it's the head. It's very logical. It might be missing some of the emotional cues, either the emotions in your own body, but it could also look like you're missing the emotional cues of the people on the other side of you. This would be that social.

Desiree Petrich (08:31.81)
This would look like you're missing a bit of that social awareness that makes up the emotional intelligence. you might be a head thinker if any of that sounded like you. What about the heart? This one is also not me. The heart is the connector. This person is driven by relationships. They really like things to be harmonious. They like to have that emotional connection with people. They're typically very loyal when it comes to the people in their life, when it comes to their work. They are very strong in

relation to empathy, the ability to build trust, to motivate others because they're very connected to the other person on the other side of them. It might sound like you, if you notice that morale dips and you recognize it right away, you can feel that tension around you in the way that people are reacting. You might think about how the decision will feel to others and how it's gonna affect the people on the team, not necessarily the bottom line. And sometimes,

Not all the time, but sometimes these individuals can hold on to underperformers too long because they know how it's going to affect that person as an individual as opposed to looking at the team. So in that case, some of the blind spots might be avoiding conflict, taking feedback too personally, and sometimes prioritizing harmony over results.

You might recognize yourself in this. you know your disc style, you are probably an S. You're the social person who is really loyal. You might also be an I. Very, very people oriented. Very much so wanting other people to be happy and being able to recognize that in others, almost with a feeling more so than anything. Those are the connectors. Those are the people that use the heart center of the body as their default. Amazing, amazing people. You want these people on your team.

This is the third one. This is the gut. This is the doer. This is me. So I can speak on this one with a little bit of authority. This person is driven by action, very driven by instinct. They have a decisiveness, like a gut feeling that they know something is right or wrong. They're very quick to action, very confident in themselves. Don't mind setting boundaries because they're not really scared of that conflict. They're not necessarily scared to say no because they can see how

Desiree Petrich (10:48.706)
setting boundaries is gonna affect the bottom line. It might be you, if you'd rather decide now and adjust later, you might get frustrated by endless discussions on things, like you're not wanting to use your head in a decision, you're not wanting to necessarily look at stats and spreadsheets because you've already made the decision with your gut. And sometimes these individuals get told that they're too direct. It's amazing to me sometimes how these types of personality assessments just...

hit you and they're so accurate, it's almost ridiculous. The reason I know for certain that I am a gut individual is because of the Enneagram. So if you've ever taken the Enneagram assessment, there are the three centers of intelligence and it places you into one of those. I am an eight on the Enneagram, it's called the challenger, and we are centered in that gut center of the intelligence. So I know this for certain that's where I land. If you want to take an Enneagram assessment to

actually be placed in one of these, can go to intentionalaction.net slash self awareness and that self dash awareness. I'll link it in the show notes. There is someone I follow on Instagram and I was actually fortunate enough to be able to go to a workshop she was hosting and be able to be told what my, what my Enneagram was, but you can take the assessment. She'll send you a survey. She'll send you the results. It's fantastic. It's amazing. But anyway, back to this, the strengths.

Like I said, quick to action, confidence, boundary setting, but there's also blind spots and everything. So sometimes someone with that default to the gut center of intelligence will act too fast. They might be very blunt, not recognizing how it might affect.

Desiree Petrich (12:34.912)
not recognizing how it might affect the person on the other side of them. And then sometimes this individual is missing collaboration. They are missing that not only desire to want to work with someone else, but sometimes it's a lack of trust. There's a little bit of a fear there about trusting others because they might want to take a different approach to the things that are happening and the gut individual is more direct, more blunt. They want things to happen faster and bringing anyone else into those decisions can sometimes slow things down.

So what do I want you to do right now? I want you to pause because that was a lot of information just thrown at you. And I want you to see if you identify one more than the other. Which one do you naturally lean towards? Because what we're going to talk about next is how do you grow in each of these different areas? A really great leader, a leader who can lead with confidence and know that they're not

being biased towards any one individual or they're not missing things that need to be approached is by knowing that we're tapping into each of our centers of intelligence on a daily basis. However, we do all default to one of these. So you are going to recognize one more than the other. What do I recognize by saying the gut? First of all, everything that I said as far as what am I driven by? What are my strengths, my blind spots?

That was all accurate. But when I read some of these other pieces, when I read the head and I say they want to understand, they really want to be driven by logic, they really want to be clear on the agenda and have the facts, that's not me. And I would love to be like that sometimes as an entrepreneur, as a leader. Those are qualities that I would love to have. I would love to develop. Same thing with the heart, driven by relationships, really having that emotional connection with others, not being scared to trust others.

or to help build empathy with others. Those are things that I desperately needed when I was a 24 year old leader. And I will say, feel like I've gotten better in those areas. There's certain books that have helped me get that really understanding.

Desiree Petrich (14:49.08)
I'm currently reading the 15 Commitments of a Conscious Leader or something like that, and it's incredible. And I'm going to do a podcast episode on the 15 Commitments. But that book is incredible if you're wanting to dive a little bit deeper into each of these areas. But figure out which one you naturally lean towards. Look at the definition of the others. Think about what it is that those people have in spades and where would you like to tap into that more? Because we are going to talk now about what it looks like.

to be a little bit more balanced in all of these, to be able to pull on each of them as needed, and to make sure that you're not leaving anyone out. Because as a gut-centered leader, I might not relate to, I might not appreciate or thank someone with a different center of intelligence than me because it looks different. This is true of all personality assessments.

kind of expect that other people are gonna think the same way we do and we tend to appreciate and we tend to kind of lean on those individuals that think the same way we do. But we have to remember that we need to fill in the blanks of our leadership. If we focus on the gut solely, it's important to have someone who has that head center of leadership, that heart center. So being able to tap into all of them if for no other reason that we can recognize them in others is huge.

A balanced leader is going to be able to make good decisions. That's using their head. They're going to be able to build deeper trust using their heart. They're going to be able to take decisive action and not get stuck in that analysis paralysis. That is the gut.

Desiree Petrich (16:40.768)
A balanced leader is gonna be able to make better decisions using their head center. They're gonna be able to build deeper trust with the people around them using their heart center, and they're gonna be able to take decisive action using their gut. When you bring all three of these into your leadership, you're not only improving yourself, you're shaping a healthier culture. Your team is gonna start to mirror your balance. They're gonna start to see the benefits of having all three of them, regardless of which one they default to, because we all do default to one.

and they're gonna be able to change how they show up for each other, right? How do we show up? How do we treat each other? These are huge pieces of culture. And being able to tap into all of these, to be able to appreciate all of these, to be able to verbalize them and put them into words and recognize them, that's how we're going to grow as leaders. So how do you as an individual grow in each...

Desiree Petrich (17:44.76)
So how do you as a leader grow in each of these areas? Let's look at the head first. You can do a couple of different things. Daily reflection, this is something that's going to be helpful for all of them. Just asking yourself some questions. How did it go? What were the strategies you put into place? Think through three possible outcomes before you make a decision. Think through the possibilities of how you could have done things differently if maybe they didn't work out.

invite someone to challenge your ideas. This one is really hard with someone who has a head center of intelligence because usually the logics and the facts and the statistics and everything has already been put into the decision that was made. It's really easy to feel like the decision has already been made with the best information possible and no one else can have anything to say about it. I would also say true for gut thinkers for a different reason, but this person with a head center of intelligence is going to

potentially find it hard to allow for someone to poke holes in something for someone to play the devil's advocate. So you have to create space for that. You have to seek out someone to challenge your ideas. That's going to help you to become even more intelligent in that head space. That's for someone who already defaults to that, but someone who doesn't already default to that is going to start to learn what it looks like to be in that head space, to be in that head center of intelligence.

by allowing other ideas to come to light and understanding where they came from. And then stepping outside of your industry to expand your perspective. This is huge. If it were me and I was simply using my gut center, I was talking to my husband the other day and I was saying, I don't have a super, super deep knowledge of anything for the most part. Like I don't.

Desiree Petrich (19:51.628)
Another thing you can do to grow in your head center of intelligence is to read more widely. A lot of us really focus on what it is that we're already good at. We focus on how to get better at the things that our strengths are in, and that's so important, and you should, absolutely. But if you're wanting to understand the head side of things better, to understand different perspectives outside of your own, you do need to step outside of your industry. You need to understand different perspectives, expand on those perspectives.

I'm not telling you you have to change your thoughts on any of these things, but it is important that you're able to recognize them and be able to speak them and verbalize them. Those are some different ways that you can grow in the head center of intelligence. I know none of those seem super concrete, but a big piece of this, a big piece of the head center of intelligence is just continuing to consume information and then do something with it.

It's not a matter of just consuming to consume and feeling overwhelmed and overburdened with a ton of information that you can't do anything with or that you don't have time to do anything with. It truly is learning something, applying it, reflecting on it, and then continuing that process. That is what it looks like to become more intelligent in that headspace. So what about the heart? Empathy, connection, relational awareness, how to build trust as a team manager, how to help

with Team Dynamics, these pieces all go into that heart center. This was an area that I really, really struggled with. My D on disk, my assertiveness, my task-orientedness, my really quick decision-making, this is where I struggled as a first-time manager. I didn't have a lot of this heart center in me. So what I did, before I get into some of these other tactics, what I did was I listened to different podcasts that helped me to build empathy. I read specific books.

on how to build better relationships and how to have empathy. There are so many out there. There's so many out there that you can listen to, that you can read. And if this is an area that you struggle with, it might feel fluffy and it might feel untangible. And it kind of is. It's truly a matter of how do you relate with people better. And that sometimes doesn't have a benchmark. You can't necessarily measure it, but it is there for you to continue to grow in.

Desiree Petrich (22:12.514)
Here's a couple of things you can do, empathy mapping. You can identify a team member's motivator's frustrations and then support their needs. Recognize how to connect individually with people. It's easy as a leader sometimes to see the people you're leading as a group of individuals as opposed to a group of individuals, right?

Desiree Petrich (22:52.728)
I always say that the more we individualize ourselves from one another, the better we can connect. And that doesn't mean that we're individualizing ourselves like saying we're the most important or that our goals are more important than another's or that we need to climb the ladder and that's what's important in the moment. No, it's how do we individualize ourselves? How do we verbalize what makes us unique? What our motivators are? What our frustrations are? What we're good at, right? Even being able to say, I lean into this gut center of intelligence, that's individualizing yourself.

So sometimes we have to pull that out of people. Being able to ask the right questions, help people to and encourage them to take things like this or to listen to things like this, and then sharing what it is that they learned. That is how you can start to really get to know the individuals on your team. And that is a big piece of becoming more heart centered is really getting to know the people in question. Then we've got the ability to check in. Start meetings by asking people how they're doing and don't accept a good or a bad.

Maybe you can start by asking for wins and losses. You can ask for successes and failures, right? You can use whatever language works best on your team, but just allowing some space for people to be able to share what it is that they're dealing with in the moment. It can not only help to create an opportunity for a better agenda, one that's more relatable and relevant in the moment.

But it also helps people to know that you care, that they're not just a cog in the machine, that you actually want to know how it is that they're doing. So that is one really big piece of the puzzle that I always recommend for teams that are struggling to connect is how can you create some space before a meeting starts to do that so you're not just rushing to the final result. Another thing that you can do is recognition. I really, really struggled with the appreciation piece of the heart center of leadership and

Now it's probably almost annoyingly the thing I do most is share my appreciation with people because despite that, the fact that I can still be a little assertive and aggressive and I definitely still share my opinions, I thank people relentlessly, not only for the things that they're good at that I'm not, but also for putting up with me sometimes and just saying, I recognize that it's not always easy, but I can't tell you how much I appreciate that you are willing to be honest with me, that you're willing to debate with me.

Desiree Petrich (25:13.516)
so on and so forth. That is something that I specifically work to grow in this heart center is being able to recognize people to give specific praise and appreciation and do it regularly and in the way that the other person likes to receive it. We can talk about that later with the five love languages, but everyone likes to receive praise differently. And that's what that looks like is knowing that about them. Then there's the ability to just shadow, observe.

spend time in your team's daily reality, know what it is that they're doing. Some people call it cross-training and I call it empathy building. The understanding of what are my team members doing on a daily basis? Do I recognize it? Do I understand how it's affecting the overall result? Does my team know how everyone's different pieces of responsibility affect the overall result? That builds empathy and is truly gonna help in that heart center of intelligence as well.

Last one, if you don't feel like you have that gut center of intelligence down, the instinct, the action, the boundaries, how do you handle conflict at work? How do you handle a difficult employee? How do you keep them accountable? This is a couple of things that you can do for that.

Desiree Petrich (26:44.428)
Number one, decision sprints. Sometimes it is hard. When there's two decisions and they both seem fairly equal, it can be really hard to make a decision, especially because you don't know what the outcome is going to be. And for the possibility of taking up too much time, there was an episode of Grey's Anatomy and it was one of the fairly earlier seasons and Christina needed to get a woman to pick either a pig or a cow valve.

I don't entirely remember the circumstances, but anytime someone is struggling to make a decision and because I make decisions easily, kind of irritates me when they do. I'll say pig or cow, pig or cow, pig or cow, just pick one. Because ultimately at the end of the day, they're probably pretty similar. The outcome is going to be similar. I know it feels scary, but a decision sprint is literally just saying make a decision in that moment. You can always come up with something later if a shift needs to be made. Pig or cow.

if you ever say that I want to hear it from you because it's one of my favorite things to say. Sometimes I have to explain, but other times people just understand. All right. Boundary setting. This is not new to anyone. Anyone who has too much to do in too little time, which is 99.9 % of everyone understands that we need to set better boundaries. So practice saying no. Practice what it looks like to take something off your plate that doesn't actually need to be there.

We can do an episode on this later because I think it truly deserves its own. But what are some things that you could take off your plate and either say no right away or retroactively say no to something that you maybe said yes to? Is it hard? Absolutely it is. It's always uncomfortable. Even for someone who doesn't mind the conflict, it's still uncomfortable because you know you might be letting someone down or not meeting the expectations that they had for you. But it's so important. This is the ability to

tap into that gut center of intelligence more is to be able to set those boundaries.

Desiree Petrich (28:57.838)
One thing that I have forced myself to do, lately, since understanding my working genius and better understanding these centers of intelligence is a post-mortem review. This is something that you'll see doctors do if there was someone who passed away from a surgery that probably shouldn't have. This is doing a review on it so that you understand what went wrong, how do we make sure it doesn't happen in the future? Could you have done it differently and not had the negative outcome? Absolutely. However,

there will be things that go incorrectly. Hopefully it's not someone dying, right? Most people don't have that kind of negative ramification if something goes wrong, but we all have negative ramifications that come up. So how can you do a review? Who do you trust? Who can you ask? How can you be humble enough to say, made a mistake. I need help understanding this. Don't necessarily do it by yourself. Allow someone else to be in the room.

I ask my husband because he's annoyingly optimistic and so he can put everything into perspective as much as it annoys me. He is always very helpful for me in those post-mortem, those after the fact reviews to help me to really understand what I could have done differently if anything and what I need to learn from it.

Desiree Petrich (30:21.102)
Okay, I just have a couple more points that I wanna make. I know this episode is longer than a lot of them, but this is such an important topic that I didn't want to cut short just for sake of time. So integrating all three of these in leadership, how do we lead effective team meetings? This is one area that gets brought up over and over and over again. In meetings, what does it look like if we are defaulting to one of these areas and it makes it

not exactly effective. So how do we balance these? How do we make sure that we're not overusing or under utilizing any of these centers of intelligence? In meetings, we need to make sure that we're using our head, sharing the data, the goals, the hopeful outcomes, the statistics.

Desiree Petrich (31:20.278)
et cetera. The head piece of it, especially if that's not your natural or your default, is to say, what other pieces of information have we not currently looked at and what do we need to look at creating space to make sure that people have the opportunity to share things that you might have glossed over or missed? Then we tap into the heart, invite that input.

the recognition, make sure that people have an opportunity to say what needs to be said and make sure that we're thanking people, especially if it was something that was maybe hard to say, especially if it wasn't good news that they were sharing, but it really added to the overall end goal of the conversation. Make sure that we're inviting that input and recognizing people for giving it. That's going to help us tap into our heart center. Then with our gut, we need to end with a decision. We need to end with a clear next step on what needs to happen.

A lot of times when we are trying to avoid conflict or if we want everything to appear like it was wrapped nicely with a bow, even though it wasn't, we can leave without a clear direction of what needs to happen next. And it actually frustrates people, even though you're maybe not playing that typical leader role of saying, okay, here's what was decided, here's what needs to happen next. We need to end with a clear decision and a next step.

That's going to help you tap into that gut, making sure that there is no loose end that needs to be tied up. You're going to tie it up right there. doing all of this, it's not just going to improve results. It is going to create a culture that it's productive, it's human centered, it increases every piece of the puzzle, the head, the heart and the gut. It allows for that space. And as the leader, it is your responsibility to make sure that those pieces of the puzzle are happening and that you're not just defaulting.

to whatever area it is that you tap into most often. So at the beginning, I promised you we would...

Desiree Petrich (33:32.334)
So at the beginning, I promised you a quick practice on what it would look like to start using the head, the heart, and the gut. And it's just asking yourself these three questions at the end of every day. Number one, did you use your head? Did you make one decision today based on clear thinking and facts? Number two, your heart. Did you make someone feel seen, valued, and supported throughout the day? Did you make a conscious effort to do those things? Not a disingenuine thank you.

or apology, but a genuine and specific appreciation to someone making them feel seen, valued, and supported. And your gut, did you act decisively? Did you set a boundary that protected your time, your team, or your culture today? Did you make a decision? Did you do something that is going to help you move your team forward? If you can't say yes to any of those three of those on any given day, you've found your area for growth for tomorrow. It's tiny habits.

tiny things that are going to activate each of these centers of intelligence and ensure that you're showing up as a leader that your team needs, not just the leader that you're comfortable being, the default leader, right? We get to make a choice. It's not just about going with the flow of what feels comfortable, but about intentionally choosing the uncomfortable path sometimes, knowing that it will make you a better leader overall. Because when you intentionally grow your head, your heart, and your gut, you're not just becoming

a better manager, you're helping to shape that culture that you want to be a part of because it is a choice. So I would love to know, send me a message on Instagram or on LinkedIn at Desiree Petric, which center of intelligence do you naturally default to? Which one do you naturally go in? And I would have loved to bring in Working Genius and Enneagram and Disc and all of the different things because it never ceases to amaze me how

integrated they all are and how they each speak into each other and add on another layer that you just you knew but you've never been able to put it into words. So if you ever want to have an in-depth conversation on that and geek out with me a little bit, I would love that. Send me a message. If you enjoyed this episode, if it was something new that you haven't heard, please do me a huge favor. Hit five stars on Spotify, scroll down and hit the five stars and review on Apple. It helps me to

Desiree Petrich (36:09.43)
It helps us to reach new managers and aspiring leaders who really need the help to become the leader that they want to be. So I appreciate it every single time that I read one of those. Thank you so much if you've already done one. And next week, we are going to be talking with my friend, Tessa Campin, once again to discuss.

Desiree Petrich (36:42.424)
And next week, I am going to share with you my favorite nuggets of wisdom from the Intentional Leaders Summit. We had four keynote speakers and a breakout session, and during each of those were some nuggets of leadership wisdom that I can't wait to share with you. So make sure you hit subscribe so you don't miss that episode. And until next time, just remember that leadership is a privilege, but it's also a huge responsibility. And you're the boss now. So what are you gonna do with it?