Episode#31 - What If It Was Impossible to Make the Wrong Choice? with Dr. Diane Dye

What if every setback, every layoff, and every perceived "failure" was simply data? How would that change your approach to life and business? In this powerful episode of The Resilience Catalyst, I'm joined by Dr. Diane Dye, a multi-generational founder and CEO who embodies this very principle.

Dr. Dye shares her incredible story of being laid off from her dream job, only to march back into that same office and ask to start her new consulting firm there. Her journey is a masterclass in turning a "critical opportunity" into a catalyst for growth, proving that resilience is a choice to "spiral up" rather than devolve.

This is a must-watch for anyone who feels stuck after a setback and needs a powerful mindset shift to move forward.

In this episode, you will learn:
✓ The profound question that changes everything: "What does your heart want?"

✓ How to find resources in the most unlikely places (like the office you were just fired from).

✓ Why you must be willing to "unlearn what you think you know" to grow.

✓ How to use simple "what" questions to build connection and discover opportunities.

✓ The importance of taking your "no more" moment and making today your decision day.

Connect with Dr. Diane Dye: www.peopleriskconsulting.com

#Resilience #MindsetShift #Inspiration #FailureIsData #Entrepreneurship #CareerSetback

Transcript

SPEAKER_00 0:00

If you're feeling drained, exhausted, overwhelmed, or burned out, this show is for you. And I want you to know that you're not alone. Millions of professionals are operating in a resilience deficit. On the Resilience Catalyst Show, you'll learn how to understand, rebuild, and grow the currency of resilience so you can restore your energy, think clearly under pressure, navigate conflict with confidence, and sustain your performance without burning out. I'm Joyce Edison, your host, friend, and resilience catalyst. Let's get started. Welcome to another episode of the Resilience Catalyst Show. My name is Joyce Edison, and today we are going to focus on resilience because, as you know, this show is designed to help make resilience simple, easy, understandable. Help you really understand what you need to do to be resilient, what you need to what you may be doing that may be impacting your resilience level and wearing you down, and where you can make some easy tweaks to get yourself back on that path of staying well, doing what you know, and getting the results that comes with it. So today I have a guest with me. Dr. Diane Dai is the CEO of Fungus Executive Leaders. She will tell us a little bit about what she's doing and she's going to share some tips. We're going to have a conversation on resilience because she's also in the leadership and corporate sector where she trains and coaches leaders and individuals, and we will have an entertaining conversation, I am certain. And I can't wait to dig deep and dive into the conversation with her. So let's go ahead and invite her in to talk with us. Diane, good morning, and welcome.

SPEAKER_01 1:58

Thank you, Joyce, for having me. Good morning to you too. I'm excited to talk about this topic because it's really one of my absolute favorite and really my reason for being and developing my critical opportunity method as well as the Braver Innovation Method as well. Excellent.

SPEAKER_00 2:15

So when we talk about resilience, what is one key thing that makes you excited about resilience? Or you'd like to share with our audience that keeps you going?

SPEAKER_01 2:26

So I think it's important to preface where I come from on resilience. I'm not just the founder and CEO of People Risk Consulting, where I teach companies how to be resilient, but I am a founder that has had over across multiple generations have seen grandfathers, fathers, stories of great-great-grandfathers and grandmothers having to bounce back from extreme circumstances in order to build back better. So I think the number one thing that someone needs to know about resilience is that it's data. It's the ability to go through something and be aware of what's going on, conscious of the depth of it, and then just kind enough with yourself to say, I'm neither too good to face this nor not good enough to face this. And I'm ready for the information that this is about to give me. And I always pose the question: what if it was impossible to make the wrong choice or do something wrong? And then it was all just data.

SPEAKER_00 3:26

That is a good way of looking at it. But tell us a little bit about how you started doing this work, how you came to it, and what you've learned. Uh I have your bio here, that you work as an organizational chain strategist, and that you have spent years working with organizations teaching. But how did it all start? Tell us about your journey.

SPEAKER_01 3:46

You know, it started with my own resilience moment, my own critical opportunity, where I was unexpectedly laid off four months into my master's program at the University of Southern California. So here I was, accepted to my dream school, flying high. I had an equity position at a software company. I was working internally, I was structuring their sales enablement processes, their customer success processes, and I had automated myself out of a role. And when they moved the budget to another source, I picked up the phone as we all do when we lose a job and say, hi, unemployment. I'm unemployed. And they said, Oh, I see you just started University of Southern California four four months ago. You know, for you know, you're gonna have to quit that because you're gonna have to be able to accept any and all full-time work in order to gain unemployment. And I was dumbfounded. And fortunately, USC is a beautiful system that that sets up their programs in a way that is very group oriented and bonds people. And I had developed a bond with my professor, yes, but also my cohort mates. So I went to them and I'm like, what do I do? Like this is this is the worst situation. I have just lost my income. I am my dream schools being threatened. Like, what do I do? And they said the most beautiful thing that anyone can ask you is, what do you want to do? What does your heart want? And not what should you do, not what does your wallet say or your calendar say you should do, but what does your heart want? What do you want? And I had been freelancing since 2009, since the first time things went belly up on me career-wise, and uh I got laid off from a major digital entertainment company. So I thought, you know what, I've been freelancing for so long. I want to start my firm. And it was in that decision, in that moment, in that bravery that I had to march myself down to the Secretary of State's office and open the first iteration of my firm that I discovered a class in that program. So, spoiler alert, not only did I get my master's, I got my doctorate, but in this program, there was a class, and it was about organizational change and communication. And I learned some things that just cracked my world open and I developed a new passion. Career one for me was in marketing, but career two from that moment became I'm I'm gonna look within. I'm I'm gonna go within to find out what stops change at its core. And ultimately, Joyce, that's what resilience is. It is a catalyst moment, a critical opportunity where you either choose to change and spiral up and be braver and achieve more, or you have the potential to devolve. And it does come down to that moment where you have a choice to become aware, conscious, and have humility, or disavow and deny and tap into your ego that that determines that pathway.

SPEAKER_00 6:46

Very interesting. There are a couple of things you said. You said you had already been freelancing, you already had a marketing background, so knowing what to do because this is one of the things that many people struggle with. They have a business, but they don't realize that they have to market it. They think they're good and everything is going to be so. When we when we work with entrepreneurs, one of the challenges we see is they don't see themselves as marketers and salespeople, they see themselves as just doing what they're doing, not realizing that there is the other layer to it. So you already had that, that helped you to be more resilient, and I think that's really important when we teach resilience because that's something we want to simplify. Resilience is always looking at all those areas of your life and looking at what do you have already in the bank? Is it a skill? Is it a knowledge? Is it uh an asset? You also had your community, right? That's a very important element of resilience. We look at you already had that committee, you had your professor, you had that group that you could go to who could challenge you, right? Some people, it's a coach they have. So resilience is not just a hard moment, it's uh the ability to harness the energy and the elements and all the things that you already have in your life to move you forward when that crisis happens. But if you're not putting those things in place, then you're going to have a tougher job to do that.

SPEAKER_01 8:11

And I think it's also important to know that you may not believe you have those things in place. You have may not have won the environment lottery, but there are things that are endemic to you as an individual, talents, truths, deep truths that you can lean into at that point. I had this amazing guest on my podcast, Brave Business, and he found this resilience in incarceration. And so he was incarcerated, and the environment itself didn't exactly cheer him on for learning another language and learning about podcasting himself and all of these things that he used to springboard his new life, but he did it in spite of the environment. So I think that's where we can get stuck in resilience by saying, but no, that's not me. I didn't grow up with that privilege, or I didn't grow up this way or that way, and and I didn't either. Um, my dad ruined our family legacy because of his lack of resilience. Therefore, I developed resilience at a at a young age, being a get it done, scrappy, operating under the poverty line kid. And I developed that not because I was given something, but because the environment inspired the need to think differently.

SPEAKER_00 9:33

Yes, that is so important. We have to be able to assess where we are and where we need to go. Because we see people who have every opportunity and they just can't see it. They have everything around them, but they can't see it. So you do need that spiritual part of you, that self-esteem, that sense of belief, that hope, that faith. Those are all very important elements because you have to one day believe enough in yourself that you can overcome whatever it is that you're facing. If you lack that belief, if you lack hope in yourself or faith, you won't take that first step. And so those foundational, what I call the resilience anchors are key because you have to believe whatever it is you're looking for or trying to get. You have to have that picture in your mind. So kudos on you for not sitting back and crying and saying, Oh my god, I've lost my job, to say, what can I do?

SPEAKER_01 10:23

Yeah, I gave myself that moment. It's it's important not to bypass that emotion that that, but not to let it hijack you, right? So I was I was first livid, then tears, then bargaining. Like I went through the entire grief process with this thing. But what's funny is that I had a great relationship with that company. I opened up an office in the office that I had when I was working for that tech company. So I marched myself down to the Secretary of State. I started my businesses, I marched back to the company. I said, Hey, are you gonna be doing anything with that office? And they're like, No, we eliminated the position. We're maybe boxes. I don't know. I said, Can I be a box? Because I'm starting this company and they're like, we'd be happy to support you. So sometimes you have to ask those brave questions to go, what what resources do I have? And and uh that is, I mean, I can't still to this day, really, I can't believe myself. But I was uh listening to the book uh by Jen Cinchero, uh, you know, you're your best. So that book sunk in at that time. I was feeling that archetypal energy. I was wearing that belief, which is the first stage of resilience, that belief in the bias remediation, taking out the biases that hold you back and go, okay, what questions can I ask? What research do I need to do to make this next step forward, to plan this action that is going to lead to my next level?

SPEAKER_00 12:04

Brilliant, brilliant. Very great example of seeing the situation and then saying, hey, because I never heard of anybody going back to the boss who fired them and saying, Can I start my business in the office? That is that is tenacity. I mean most people walk away, they create enmities, and this is a good lesson. Sometimes you find friends in or support in the most unlikely places. Because what are they gonna say? No, get out of here. We don't say, No, yeah, what are they gonna say?

SPEAKER_01 12:34

What are they gonna say? They were they, you know, when you look at a situation behind, right? When someone tells you no. So there are moments of resilience where either someone tells you no or you tell yourself no and you force your your own need to be resilient from what you just did to yourself. But in the sense that he was telling me no, but at the same time, he was let me know if there's anything that I can do to help you, support you, I'd be happy to be a reference for unemployment. You're not gonna have a problem getting unemployment, blah, blah, blah. So when I came back, I said, So guess what? I had a problem with unemployment. And he's like, Well, no, we took their call. We're okay. You know, you know, we're we're okay, you're fine for unemployment. I said, Oh no, they wanted me to quit USC. So so I started my management consulting firm. What are you doing with that office? So, so there's these little crumbs, right, that the people around you drop. And when they drop them, I think that's where awareness and consciousness of what to do with it comes in. Because you, if you're in a space of receptivity, you can be more resilient because you have more resources, more things to bounce to. And and resilience is about the bounce, but it's not just about, oh, you're supposed to bounce, there's a way to bounce.

SPEAKER_00 13:58

Yes. And seeing where to bounce and how to bounce and what supports, there's different types of bounces. I mean, if we go to it literally, right? You have the soccer ball bounce, and you have the tennis ball bounce, and you have the the the pickleball bounce, they're all different, right?

SPEAKER_01 14:15

So they're all different bounces, they're all different balls, they're all different games in different ways to win as well. So if you think about that concept, and I love that idea of looking at types of resilience as the types of bounce. A bocce ball has no has little bounce, it's very heavy, and you throw it a long distance and it rolls, but you're this is not a bouncy ball. Try to play basketball with a bocce ball, see how far you get.

SPEAKER_00 14:42

You won't get very far.

SPEAKER_01 14:43

You won't get very far, right? So you have to know your resources, you have to know what you're made of, right? And you have to believe in what you're made of.

SPEAKER_00 14:50

And and there is the one element uh that's really important for resilience, that's the self-mastery. It's the ability to really master your emotions, understand, and I think that's what you did brilliantly. You could have been mad and angry at that person, but going back and saying, Hey, unemployment didn't work out, but do you remember you said you would support me in any way? Is that office available? Because that saves you time to go find an address and all of that. Because look, the the address is the easiest thing, it's one of the easy, easiest things to keep you out of starting your business because you need an address. And now you had an address.

SPEAKER_01 15:35

I I had an address, I had a place to focus. I also had consistency because also, as a neurodivergent executive, I like consistency, otherwise, I will stall out so that I had that consistency. I did a lot of good things for myself that I didn't really know that I was doing at the time, right? So when you look backwards, you can actually spot the time. You can you can give yourself the credit. And also, I can see where I've done this in other circumstances. I had a client who started abdicating a CEO who started abdicating his judgment to Chat GPT. And he was asking Chat GPT all these you know questions about his business and how do I do this and how do I do that? And rather than doing the research and then validating it, he was doing the research and taking immediate action and resulting in, well, his company is pretty well decimated right now. But when he told me, and I was installed at the sea level at his company, and I saw him doing this, and I'm like, Stop, no, don't do it. When when he did this, and he's like, Well, I'm I'm gonna have to, first of all, could you help me let these people go? And second of all, uh, I'm not gonna be able to sustain your contract. I said, So, who can you introduce me to? And he introduced me to a company that I ended up working with for three months that gave me basically enough of padding to go to my next level. But it's it's those questions that you ask that uncover the resources. You you're not expected to magically know what your resources are, but you can you can ask those questions. Um, but I think what gets in the way is when we begin to tell ourselves, I'm a burden, I'm insignificant, they don't want to know this, I don't have any right. Who am I to any of those things that we those talk tracks, right, that act as installed bias, installed belief that that why ask because I'm not gonna get the answer? Why do this because past experience or whatever tells me that this is not gonna work out? And I always tell my clients be willing to unlearn what you think you know. And when you're until you can then open yourself up just a little bit and don't maybe throw yourself out into the terror zone and ask something that you're completely terrified to ask, but ask something small, you know, that'll help you learn and grow, and then ask the next thing and the next thing, and then before long you've developed this habit and you're naturally braver so that you are able to ask the audacious questions, or as University of Southern California had me do in my doctorate, reach out to someone who doesn't know me and ask them for something that was actually in one of the classes. And I reached out to Dr. Amy Edmondson, who is the pioneer from Harvard University of psychological safety. She gave me an advanced paper that I used in my dissertation. Very cool stuff happens when you have the courage to ask.

SPEAKER_00 18:55

So important, so important. I think sometimes many people are intimidated to ask. And uh, if you're watching this right now, uh, this is the Resilience Catalyst Podcast, and we're talking to Di and Dye. Dr. Di and Dai has just mentioned how important it is to ask. Ask yourself, is there someone that you need to ask something of? Is there something that you're holding back from bringing into your life? Because this is all about building your resilience. As we just uh looked at it, resilience is not something we just find, it is the gradual steps we take in our lives, it's the things we all pull it on, the things we already have, it's the ability to build what we have, and one of the things that she said, and and we're gonna delve into this, so keep listening for that. So, Diane, you talked a little bit about the questions, and this is something that clients tell me a lot with Wiz Resilience, you know, platform because I was putting them through myest breaks and I was putting them through style profiles, and we were doing friendly style, we were doing true colors, and they were arguing because I'm a conflict analyst and I usually work with employees who have conflict, and so they would argue. Ah, I don't like that score, it's not it's those questions were not relevant. I just put them just for something, they didn't they meant nothing to me. So when we created, when I created the Wiz Resilience, the nine dimensions, and it's all about them, their whole life, all the nine dimensions in their life, and it's a self-assessment that I now give them to do. They came back and telling me, Joyce, I don't like my scores, I want to fix them. Not what I had anticipated, or I don't like my scores, I don't like those questions because they are the ones who are giving themselves, but now they're like, I don't like my score, I want to fix that. So that shows when you talk about the question, and it just reminds me because we've been using this assessment now for over a decade with clients, and we keep hearing that the questions. The brain does something when we ask it questions without the filters. Let's talk a little bit about how employees, how clients, how anyone who's watching can get into the habit of asking questions to themselves that will help them to move forward.

SPEAKER_01 21:39

So, first let's talk about safe questions and questions that can you know be a little triggering. So, throughout my research with people and getting to know people, I've developed a spectrum of emotionality for questions. And The spectrum of emotionality, and we'll start with the highest level of emotionality, and that is the question why. Now, if you remember parents in the audience, your kid asks you why, why, why? It can be very, very triggering. It can also beyond that, why is a heart question? The why someone's why is very deep. Simon Sinek's start with why was such a blockbuster book because it taught companies and brands that they have to develop affinity, connection, purpose, drive, belief, meaning before they can even connect with customers. But that is the why you do something. When you come to someone and you ask the question of why, you don't know what that's gonna trigger. Some people do approach why rather factually. Some people go immediately to the emotion, but if you ask why several times, you eventually do get to that emotional underbelly. The other question is think of it on a scale. The next question down over to your left would be who? Who can drive people into blame? Who did this? Who's responsible is usually the thing that's tied to that. So when you're asking questions and you're just getting started, what is one of the safest all the way over on that left-hand side? What is the safest question? You know, what do you think is probably one of the safest questions? Because people love to talk and give their opinion. What is your advice on this? When you have what and you paired together, you be you create a connective question, something that's going to allow someone to give, someone to share. And that keeps your question asking in the learning zone. If you think about it like concentric circles, where your comfort zone is straight in the middle, and then there's an outer ring of a learning zone. And outside of that is the terror zone. You can ask this learning zone question and you can learn, you can connect, you can connect a little bit more. And perhaps you then follow the trail. So they say something and you ask another what question, or maybe a how question, or a when question, if it's appropriate. But you follow that trail and you get connective tissue into what are these resources? And if you frame it to yourself of what if anything, so you take the weight off. I always think this or something better from this conversation. I'll always take the meeting. I'm I am the person that will always take the meeting. And when I take the meeting, I start with those what questions, I get to know someone. And I had this guy who was connecting with people who were in this conference and various speakers and the like. And he's like, you know, your response is quite different than anybody else I reached out to. Like you approached me like a human. And and I said, Well, that's because we are. But he said, Well, you don't understand. Everyone that I was talking to previously, they had their automatically had their shields up. They automatically had the what do you want from me shield up. So that is a natural bias that people will have. And that disarm and it's because there are a lot of people coming at people, especially, you know, founders, CEOs listening to this, there's a lot of people coming at you on LinkedIn. A lot of people, and they do have are single-mindedly selling, selling, selling, selling. But if you develop the belief that everyone who's coming toward you wants something from you, what do you think that's going to do for your ability to expand that network creatively outside of how you normally would, in a way that's more flip inflow versus your outflow effort? It's hard. So when you say yes to the conversation and then say, wonderful, you know, wonderful to know what you do. Um, what is your um view on this? And you give them an idea, and the conversation becomes about the idea, you can get to know a human being, and it's not about the utility of the thing. When you remove the utility, you open the possibility.

SPEAKER_00 27:02

That is a really good framing, and it so aligns with when we started doing the assessment and putting the questions. We refrain, and and I guess because I've been doing conflicts for so long, you don't want to trigger anybody. So the questions are all very relatable. And last week a client said to me, This is the only place I can go to just focus on me, it's all about me, and it's supposed to give you that immersive feeling so you can look at where you are and what you need to do, and just bring those questions where do I need to grow? What's uh giving yourself those opportunities? Is there more of this for me? Is there less? And giving you those want and informational aspects about yourself so you can grow and you can develop in all of those areas of your life because whether you have a career, whether you're raising kids at home, whether you're running a business as a CEO, you need to grow and develop and build your resilience so that when things happen, not if, when things happen, because when it's always when exactly, it's always when, and when I meet people who are just living in a bubble and think that nothing is gonna happen, I get a little bit curious. It's like, has nothing ever happened, and you know what? If something happened, what what is your plan B? And usually when we are not expecting it, that's when things happen. So you need to just we when we go through the financial dimension, we tell people one of we're not financial experts, but you need to learn how to do long-term planning, you need to look at, well, what is my income ability? Can I earn more? What would help me to earn more? Where are some areas I should look at? And time is a resource, so how can I use my time that would allow me to make more money and earn more? So the the challenge here is when we look at all the aspects of our life, all the nine dimensions, and see we have capacity to grow and to develop, develop healthy relationships, develop uh good work ethics to be able to communicate our needs, like you're saying, asking questions. We need to learn practice so when we really need, we can ask because we've built the muscle of asking. And I think those are some of the key takeaways for me from this session.

SPEAKER_01 29:50

Yeah, I think I developed this muscle at a very young age because I grew up very poor, because I heard no a lot when I was a kid, because my mom couldn't afford to do what everybody else was doing, so I had to get created. I had to learn how to smile and dial when I was eight years old when I wanted to go roller skating. So you don't have to start building that muscle that young. The point is that you you start, and if today is your decision day, let today be the decision day that today is the day that I go work out.

SPEAKER_00 30:27

Exactly. Exactly, and it's just finding one area of your life that you want to see, you know what? I'm tired of things. I was I was looking at this uh this interview, and one of the interviews was saying the body will become comfortable with whatever situation you put it in, right? So, what is it you want you've seen others do? Do you really want more of that in your life? And it's not about sitting there looking at them on social media and wishing it. It's like, what is one thing I can do today to get me closer to what that would look like for me? Because it won't ever look like the other person.

SPEAKER_01 31:10

Yeah, you don't want it 20 years, you know, of experience to your day one of experience. That's that's gonna defeat your one thing uh off the bat. Yeah, but you're right, Joyce. You're right. It's what is that one thing? What is that one thing that is going to be the domino to make the most difference? To when I tap that over, everything else starts to fall down.

SPEAKER_00 31:37

All right, so we are going to wrap up, but before we do, I want you to tell us a little bit about your Braver innovation model that you just launched and what it does, and how you know we can learn more about it.

SPEAKER_01 31:51

Excellent. So the Braver Innovation Model is a way to really accelerate your understanding of change and the innovation and change that you are trying to create without hemorrhaging a lot of money or driving your organization into change fatigue or change chaos. And it stands for belief and bias, recognition and remediation, research primary, secondary, how to conduct it, how to do it, the ability to look at the action and assess all of the environment that's involved, the people, the processes, the systems, the policies, the validation of that action, like, is this the truth before we go and do the E experiment? And what is that experiment going to be? How do you actually experiment with things versus try things? And then finally, results. How do we know we've won the game? How do we know when to pivot? And how do we know when it's totally okay to quit? And you can find more about that by connecting with me on LinkedIn. I'm Dr. Diane Dye, or going to PeopleRisk Consulting.com where I'll be releasing more information on Braver.

SPEAKER_00 33:13

That is excellent. It is, those are all the pieces that are so important. I know for myself with our company at Interpersonal Wellness Services, we fill the gap left behind from EAP and wellness programs because you need to have the elements in your business to deal with those situations that are ongoing, that are internal. Because if an employee goes over to EAP, it doesn't fix anything in the organization. Because we always have them doesn't mean we have to keep them because we are in a resilience deficit. People are burning out, they are we have more addicts at work than ever before. We have uh more mental health breakdown, and we need new tools. So I'm glad that you are bringing that out in the market. I think it's very important for organizations to get new tools, new strategies to work with the problems we have today because the world has changed. When I started almost 20, 20, 20, almost 30 years ago, it has changed. The needs have changed a lot. And we need new tools to address them.

SPEAKER_01 34:32

We we absolutely do. We are currently in the age of AI, we are in a period of acceleration similar to the 1960s, where we had the big jump of the adoption of television and how that changed entire industries and behavior patterns. So now with AI, we're facing the same thing, and it all kicked off with COVID, where we were forced to be resilient and understand on the fly how to still have our doors open and do business in the light of the of people saying, No, you can't. So this whole 2020s era is a call for resilience in the in the biggest way we've seen our lifetimes.

SPEAKER_00 35:14

Oh, absolutely. And it's it's it's AI, but it's also robotics, right? Because it's not just AI. Most people, when you talk about AI, they think, oh, it's just things in your computer, it's robotics. It's like soon we'll be going to the store and talking to a robot. Well, we do already auto checkout. Exactly. Because I was saying to my husband, I was like, Well, we'll get one when we're old. We don't have to go to the nursing home, we'll just get one at home. It's like, who knows what the future holds. But we have to be resilient in our mindset and be open to it. We cannot be closed and say, Oh, this AI thing is gonna fade away. We have to learn how to pivot, how to be, how to be adept, and how to adapt to the new realities we're facing.

SPEAKER_01 36:02

If you remember the old cartoon, The Jetsons, or if you remember Star Trek, a lot of the things that exist, especially in the Jetsons, actually exist today. When he used to talk to his boss on the TV, that was out of this world, like, oh my goodness, that's so futuristic. It's called Zoom. It's called what we're doing right now. Exactly. It is, it is, it's not going anywhere, it's the new reality, and it's gonna continue to change. It changes so quick, it changes every single day. And so resilience is a muscle. You it's not an option. This is not a nice personal development thing to do. This is a business necessity to develop the ability to be agile, to be resilient, to be the one that can innovate from the challenges versus devolve and die.

SPEAKER_00 36:56

So important, so important to talk about that and to also remind people that it is something that we have to keep doing because it's so easy to fall into a rut. And we cannot afford to do that because changes are happening rapidly. In the blink of an eye, you can give you can put an entire 5,000 page in AI and it reads it in one minute. So we don't have time anymore to uh to lay around and say, I will do it more. We have to pace ourselves, we have to have balance, we have to measure, we have to have a vision, a purpose. Know why, why am I doing, why am I waking up in the morning? What's important to me? Who is important to me? We need to set boundaries more than ever before and be able to have those ethics. What are some things I will do, will not do, and build our integrity. And these are the things that what has happened as we move into AI, we're losing a lot of our human skills, and this is where we are so important on building the human resilience skills that that will allow us to be able to communicate our needs and be able to negotiate for what we want because it's so important.

SPEAKER_01 38:20

Yeah, Future Fronts Convergence report just came out, and they said there are three skills that we must now intentionally develop because of AI, or they will be lost, and that is curiosity and intuition and creativity, and those are also key components of being able to be resilient as well. So what we get is the time savings, but what we could lose are those things if we don't intentionally develop them.

SPEAKER_00 38:54

Yes, we have to, and this is why I do this work, this is why I do this work because it's so important. I'm hoping that one day my grandchildren will behave like humans when I do have any. We have those skills still available.

SPEAKER_01 39:16

Yeah, it's I think that we I think resilience is natural. We would not have survived as a species if our ancestors did not know how to be resilient. And it is survival, it is a natural instinct. The question is, what do you do with yourself when you're being resilient? Do you hold on to your goals? Do you use that to move forward? Do you use that to propel yourself forward? Or do you actually spiral down to the point where you you have this shroud of victimhood and blame and denial and numbing and all of the things that come with that? And if you are in that place, listener, know that it can be a choice, a line in the sand, a no more moment where you can say, I need help. I need help with this. I I am not good with this status quo that I am in right now. Status quo will result, especially in the age of AI, of our companies, our executives, ourselves becoming shelfware.

SPEAKER_02 40:35

Yep.

SPEAKER_01 40:36

So if you're sick and tired of status quo, now can today can be your decision day to say no more and extend that hand, extend that hand to Joyce, extend that hand to someone you trust and say, help me, because I've made a decision now to move upward to awareness, consciousness, and humility about this situation, and I am ready. And when you can take that belief, that bias, and flip that on the head and adopt a new way of being from that to give yourself a new name, a new title of your future resilient self, there's your first step.

SPEAKER_00 41:23

Absolutely 100%. Yes, you don't have to stay in that pity party. It's time to say it's enough. Yeah, it's enough, and let's move on. Diane, it has been a pleasure, wonderful conversation. Thank you so much for joining us. If someone wants to connect with you, where do they find you?

SPEAKER_01 41:46

So find me on LinkedIn, Dr. Diane Dye. I am an opened connector, I accept all connection requests and speak in my own DMs. It's not an executive assistant, it is me. Also, go to my firm, PeopleRiskConsulting.com. The giveaway du jour is usually in the pop-up. Right now it is actually an exclusive backstage pass to Brave Business, my live mastercast. And you can be in the live studio audience and possibly even on stage. So go to People Risk Consulting and grab that or whatever gift du jour we have in that pop-up.

SPEAKER_00 42:26

All right. Thank you so much, Diane, for being here. Have a wonderful rest of your day, and we will catch you on your next episode of your show. Hi, everyone. You've been listening to the Resilience Catalyst, where we make resilience simple. So thank you for joining us, and we will see you for another episode.

unknown 42:48

Bye now.

SPEAKER_00 42:49

As you go back into your work and life, remember that success and sustainable performance don't come from pushing harder, it comes from building capacity. Your resilience can be rebuilt, strengthened, and sustained, but it takes one intentional step at a time. Thank you for spending this time with me on the Resilience Catalyst Show. I'm Teresa Davidson, your host, your friend. Until next time, take care of your energy and your resilience.