What If Leadership Is Simply Helping People Connect with Barry Moline

WEBVTT
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Welcome to Ready Set Collaborate with Wanda Pearson.
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This episode is proudly sponsored by WD Pearson Associates, where we educate, empower, and consult individuals, families, and entrepreneurs through coaching, business consulting, legal shield, ID Shield, and personal development services.
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WD Pearson Associates is committed to helping people rebuild their lives, protect their future, grow their confidence, and walk boldly in purpose, both personally and professionally.
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Welcome to the ReadySet Collaborate Podcast.
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I'm your host, Wanda Pearson, and today we're talking about something that affects every professional at some point in their career leadership confidence.
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Many talented people struggle with self-doubt, uncertainty, and fear of taking the next step.
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Yet the most successful leaders learn how to move beyond their limitations and sit to their full potential.
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Our guest today is Barry.
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With 29 years of experience as CEO, Barry has spent decades developing successful teams, mentoring emerging leaders and help building confidence, influence, and impact.
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Today, Barry was chair of his powerful four-part growth strategy that moved from uncertain and anxious to clear and confident by taking responsibility, practicing grit and persistence, developing and growth mindset, and taking charge of their careers.
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And we're going to talk more about their.
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Let's get ready for a practical leadership wisdom.
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You can apply immediately.
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Let's welcome Barry Moline.
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It's great to be with you.
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Thank you.
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Yes, thank you.
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Say hello to the audience, Barry.
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Hey, listeners, that's great to be with you.
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And I look forward to an engaging conversation.
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Yes, yes, definitely.
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So it's my pleasure really to introduce you.
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So I'm going to talk about your bio a little bit.
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With 29 years of CEO, Barry has learned a lot about successful teamwork, leadership, and influence.
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He has worked in the private sector, government, and trade association, and is on the lookout for and new actions together.
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He wrote an award-winning book, which you can see behind him, Connect How to Quickly Collaborate.
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Yes, The Secrets to Developing and Engaging Teams.
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Barry has been featured on Fox Business News, the CBS Evening News, and NPR, the Wall Street Journal, The New York Times, and Forbes.
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Wow.
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Yes, I still do play hockey.
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I have a game on it.
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He continues today at the in his spare time, he plays hockey, which keep him fit, useful, and sometimes a little pushy.
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A lot of people say, Well, you play hockey.
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Your teeth look fine.
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No, these are not my original teeth.
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Well, they looked a great job.
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So let's dive into some questions, Barry.
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So tell us a little bit about your leadership journey and what led you to become a CEO.
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I never expected to land as a CEO.
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And what I've learned in my career is that there are many pathways into becoming a CEO.
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Sometimes in a technical organization, you have to know the technical stuff.
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But if you're in a nonprofit, you have to know, you don't have to know anything technical.
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You got to know how the nonprofit works.
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And it's based on where you are in your career and the type of organization you're in, there's a lot of different ways to move up into leadership.
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And I didn't know that.
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I thought when I was younger, you look at the at the subjects that you take in college and the majors that you can have, and there's a limited number.
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That's it.
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Those are the categories of life.
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And the reality is that no, everything is overlapping, and you never know what the ingredients are that are going to get you recognized and help you move up to the C-suite or to becoming a CEO.
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And success is not becoming the CEO.
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Success is doing the things that you do well and getting the chance to perform them and to help others.
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So you don't have to be the person in charge.
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As long as you're doing the thing that you like to do, that is success.
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So in my life, I always considered myself to be like a B student.
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I wasn't the smartest knife in the drawer, but I was really good at bringing people together.
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And I never lost that skill.
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I always had that skill.
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And it turns out that in the world of work, that is the number one skill.
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And that's probably the reason why I moved up in leadership, is because I was good at creating teams.
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I was good at bringing smart people together with people that had different skills in different places, and everybody contributed.
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I didn't know that was a leadership skill.
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It's just a thing that turned out.
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So if there's like one overarching umbrella to what I view as leadership, it's not being the smartest person in the room.
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It's being the one who brings people together to create something that is smarter than all of us, is better than all of us because we all contribute to it.
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Absolutely.
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And actually, me being in corporate for 36 years with IBM, the team leader and bringing our team together.
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And it was about getting their opinion on stuff because it's not just you.
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And that's the thing about being in corporate because a lot of the leaders at the top, bring it down to the bottom, but you got to know the people as well.
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So that was my personality with the video, being the team leader.
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They say, You want to be a manager?
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Nope.
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I want to be a manager.
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I'm good with this technically.
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So just having the experience of doing that.
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And I love what you say here.
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So what are some of the biggest lessons you learned during your 29 years as a CEO?
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I would say that probably the number one lesson.
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I learned it by accident, but I learned it multiple times.
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It happened multiple times, and it got me to be the CEO.
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When I was 16 years old, I was 16.
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And I was a new hockey referee.
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I'd been playing hockey for many years.
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And then I, when I was 16, I signed up to be a referee and get paid to skating around in the ice.
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I was doing the thing that I love to do.
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And it was my rookie year.
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So I was learning how to be a referee.
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And in referee parlance, there's somebody in the middle who makes all the calls.
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And then there's referees or linesmen on the sidelines, and they hold a flag and they call the offsides and other sort of secondary calls.
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And I was one of those secondary officials.
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I was just learning how to do it all.
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And toward the end of my rookie year, I showed up for an important game.
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I was assigned a big game, and I was supposed to be a linesman.
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And I was comforted to know I can do this.
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It was a big, it was a college game.
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It was above my skill level, but I could drop the puck for them.
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I had that experience.
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So I showed up to the game, and in the referee's locker room were two other linesmen.
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And I was a linesman also.
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And one of you is the referee.
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And they said, Not me, not me.
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And I said, huh.
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I'll get dressed just for something to do.
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But you guys showed up before me.
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So I guess you'll be working the game.
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And time moved on.
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We got closer to game time.
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And then the official scorekeeper came in and looked at us and said, Which one of you is the referee?
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And I looked at the other two guys and they like, not me.
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And I said, I am.
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I raised my hand, I said, I am.
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And he said, Good.
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This is an important game.
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These two teams are battling for first place.
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And you got to call a tight game because they're going to want to mix it up and fight and do all kinds of stuff.
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So make sure you're on it.
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And I said, Absolutely.
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So I took out of them, I took out the referee armbands from my bag and I put them on.
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Those are the orange armbands.
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And the other two guys are like, thank you, thank you for doing this.
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And we got out there on the ice and I was wearing a helmet.
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And thank God, because nobody could see that I was just a 16-year-old.
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My helmet was hiding my youth.
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And I was refereeing 18 to 21-year-olds that were just like at the level just below professional.
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We started the game, but there's one thing that happened after two minutes, two minutes into the game, there was a face-off.
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And I took my position.
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I wasn't dropping the puck, but I took my position to watch everybody.
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And just before the linesman dropped the puck, he dropped the puck, but just before he dropped the puck, one of the players skated in to the circle.
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He was too close.
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He skated in and he swooped up the puck and he started skating down the ice on a breakaway.
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And I blew the whistle.
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And I said, number eight was in the face-off circle too early, redo the face-off.
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And there were 2,000 people in the arena.
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And a thousand of them were like, yay, he blew the whistle.
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And the other was saying, you dirty rotten, you blew the whistle.
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It was the right call.
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And I said, well, I went over to number eight and I said, if you do that again, I'm throwing you out.
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The rest of the game, there were no penalties.
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It was a and it was fantastic.
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And that experience, other officials in my world of refereeing heard that I stepped up to do that game.
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And the next year, they gave me more and more higher level games.
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They started mentoring me.
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And at 17, I was refereeing more high-level games.
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And at 18, more high-level games.
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And at the end of my 18th year, I got nominated to go to NHL referee training camp.
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Now, that doesn't mean I was, but I got nominated to go and I went.
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I went to Canada and I went to a training camp.
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And it was tough.
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I was there with all the NHL referees.
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I had a meeting and I was with them.
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Yeah.
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But I was, I kept up with them.
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I had my place and to the minor leagues.
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So I got in the minor leagues and I refereed for three years.
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I did five NHL games.
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But the process is it takes time to move up to the pros.
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And my family wasn't crazy about it.
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So they said they wanted me to go to college.
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And I was probably a better bet to go to college than staying in the minor leagues for a long time.
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I did for three years and I did a few NHL games, which are memorable, highly memorable.
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And but then I went to college.
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Okay, I went to college, I got a teaching degree, I got an engineering degree, I went to work.
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And one day I we had an all-hands meeting at my business in it was in Washington, D.C., the American Public Power Association.
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I was one of 80 people on staff.
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And the president of the company was going through all the things that were going on with the company, and just everybody was sharing, giving an update.
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And the last thing that we did, it was in September, the last thing that we did was my friend Arsynia, who was two doors down from me in our office, she was the HR director.
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She said she was giving an update on the holiday party.
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And she was in charge of planning the holiday party.
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And she wanted to have volunteers to help her on the committee.
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And so she asked for volunteers.
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And it was just silence in the room.
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And silence for a few seconds is just a long time.
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So there was five seconds of silence.
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And I felt really bad for Arsenia.
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So I raised my hand.
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And Arsenia said, okay, Barry's on the committee.
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Barry, who else?
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Who else?
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And then quickly, two other people jumped in because somebody always needs to start out, right?
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And then we we had our first meeting the next week.
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And the president of the company, his name was Larry.
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He came to the meeting.
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He was like, Oh, Larry's here.
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It's just the four of us.
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And Larry.
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And Larry said, I'm coming to all the meetings.
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I love the holiday party and I want to have a great experience.
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We just treated Larry as like he was anybody.
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We were all brainstorming.
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We all came up with lots of ideas.
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And we put on a great holiday party.
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Okay.
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So that was December.
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January rolls around.
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And one day in just in January, Larry just comes to my office and says, Barry, do you have a minute?
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And I was like, because he just never comes to your office with good news, right?
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He said, Can I sit down?
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He sat down and he said, You know, we have a big national conference, right?
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It's every June.
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We hire big-time speakers.
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At the time we had hired Colin Powell to be our keynote speaker.
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He said, We spend lots of money on these speakers, but it would spend$25,000.
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And at the time, today it would be$50,000.
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It would spend a ton of money on these big name speakers.
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Yeah.
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And he said, but nobody asks the first question.
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He said, I saw you on the planning committee and you were very engaging and you really got the conversation going.
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Would you come to the conference and ask the first question of our big time speaker?
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And I was like, sure, absolutely.
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Yeah.
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Travel to because the meeting was in different cities.
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Wow.
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Not at the conference, but that was my big one.
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I would stand up before people and ask that first question.
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And then other people would come to the microphone and ask questions because you got to get that first question rolling.
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So that was great.
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I did that for five years.
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And then one day, and uh one day I got a call from Florida from We Association for a group of utilities, and somebody called from the state association of those utilities and said, We've seen you stand up and ask that question every year at the conference of those big-time speakers.
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We need somebody who's assertive to come and lead our association.
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Would you consider doing that?
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And I said, Let's talk.
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So I we engaged, I interviewed, and I got the job.
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And I got that job because I raised my hand.
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So I became a CEO because it started with when I was 16, and I raised my hand to referee that game.
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And then I raised my hand to be the work on the holiday party committee.
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And the lesson learned for me is that take initiative is it's okay to take initiative.
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A lot of people don't.
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They want, they'll just they're happy to be the wallflower, they're happy to sit back and let somebody else do it.
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But if you stand up, raise your hand, people notice and they appreciate it, and then stuff gets done.
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Absolutely.
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I love that.
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And that actually leads into what my question here now.
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When you look back at your career about leadership principle, has had the greatest impact on your success, right?
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Would you say that?
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Yeah, for me, that was taking initiative, taking responsibility.
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Yeah.
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Exactly.
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So we want to talk about what inspired you to develop that four-part growth strategy.
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How'd you do that?
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As I reflected on the things that made me successful in leadership, there with taking responsibility and taking initiative, that was number one.
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But it's that makes it sound like it's all easy.
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All you got to do is raise your hand and it's just tunky door.
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But what I then found was that there's a lot of people that actually stand in your way.
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You actually have to work.
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You actually have to pitch ideas.
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And a lot of people will say no.
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No, not right now.
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I don't know.
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That that just doesn't make sense.
00:15:38.879 --> 00:15:40.960
Maybe in we'll do that in another time.
00:15:41.200 --> 00:15:42.799
So you've got to have a lot of grit.
00:15:42.879 --> 00:15:47.360
You got to have a lot of persistence to say, I think this is a good idea.
00:15:47.440 --> 00:15:49.600
How about if I work on it on the side?
00:15:49.759 --> 00:15:52.559
Or I'll do a pilot project and we'll see how it works.
00:15:52.720 --> 00:16:03.919
Whatever it is, you have to push your ideas forward, not in an aggressive way, but in a way where you recognize that there are speed bumps in your way and you just have to get over them.
00:16:04.159 --> 00:16:07.360
You have to, when God closes a door, he opens a window, right?
00:16:07.519 --> 00:16:11.759
So you have to find those windows and expect that they're going to exist.
00:16:11.919 --> 00:16:13.120
Hey, this is happening.
00:16:13.279 --> 00:16:15.039
I'm seeing some friction here.
00:16:15.200 --> 00:16:17.679
That's okay, because I'm prepared for that.
00:16:17.840 --> 00:16:23.360
And I'm going to think about a variety of other ways to move my project forward.
00:16:23.519 --> 00:16:25.440
Because maybe these just aren't the right people.
00:16:25.600 --> 00:16:27.360
Maybe I need to do it with other people.
00:16:27.519 --> 00:16:32.639
Whatever it is, you've got to move your idea in some way.
00:16:32.799 --> 00:16:40.720
Not bulldoze through, but just be creative in the way that you move forward because you don't get anywhere.
00:16:40.879 --> 00:16:43.440
So you've got to get over those speed bumps along the way.
00:16:43.679 --> 00:16:44.399
Absolutely.
00:16:44.559 --> 00:16:47.039
So let's quickly talk about the real fast, Derry.
00:16:47.120 --> 00:16:48.480
I'm about to have you back on again.
00:16:48.639 --> 00:16:50.399
So let's quickly talk about the four growth.
00:16:50.799 --> 00:16:53.759
You probably said some of the things about your four-part growth strap.
00:16:53.919 --> 00:16:54.639
Let's talk about some.
00:16:55.679 --> 00:16:58.720
So we talked about responsibility and initiative.
00:16:58.879 --> 00:17:03.120
We talked about the third one is having a growth mindset.
00:17:03.360 --> 00:17:10.640
And this is fascinating to me because a lot of people just think to themselves, oh, I know what's going on.
00:17:10.799 --> 00:17:11.359
I've been there.
00:17:11.519 --> 00:17:12.720
I know the answer.
00:17:13.039 --> 00:17:17.119
And they fail to pay attention to what's going on in the world.
00:17:17.359 --> 00:17:23.839
You need a growth mindset in that you need to keep growing, you need to keep learning and have an open mind.
00:17:24.160 --> 00:17:26.640
Today we're faced with AI.
00:17:26.720 --> 00:17:30.720
And clearly, AI is something that is everywhere.
00:17:30.960 --> 00:17:36.160
If we don't learn about AI, then we are definitely going to be left behind.
00:17:36.400 --> 00:17:42.400
So we so that's a perfect opportunity and a great example of what a gross mindset is.
00:17:42.640 --> 00:17:45.279
I'm going to dive into the deep end, I'm going to figure this out.
00:17:45.359 --> 00:17:46.240
I'm going to try some stuff.
00:17:46.319 --> 00:17:47.759
I'm going to talk to other people.
00:17:47.920 --> 00:17:49.440
What are you doing with AI?
00:17:49.599 --> 00:17:50.960
Can you explain that?
00:17:51.200 --> 00:18:00.400
If you're on a in a team with a group of other folks, get together and talk about, share ideas what people are doing with AI.
00:18:00.640 --> 00:18:04.559
Get together with a computer and let people show each other.
00:18:04.720 --> 00:18:06.319
How do you use that program?
00:18:06.480 --> 00:18:08.000
Or how does that command work?
00:18:08.160 --> 00:18:09.440
How does that prompt work?
00:18:09.680 --> 00:18:14.400
And just keep learning about, in this case, AI.
00:18:14.559 --> 00:18:15.680
But it's every topic.
00:18:15.839 --> 00:18:20.079
If you want to be better in leadership, you have to investigate further in leadership.
00:18:20.160 --> 00:18:23.519
You have to listen to this podcast, listen to you more, Wanda.
00:18:23.839 --> 00:18:24.799
I have a podcast too.
00:18:24.960 --> 00:18:27.039
It's called Leadership Career Accelerator.
00:18:27.200 --> 00:18:30.880
And listen to podcasts on topics that make sense to you.
00:18:31.039 --> 00:18:40.480
Not just all fun topics, but sometimes some things that will help you improve and moving you in a direction where you want to go.
00:18:40.720 --> 00:18:46.240
So having a growth mindset is key because it encompasses sort of everything.
00:18:46.400 --> 00:18:48.240
You get ideas from everywhere.
00:18:48.400 --> 00:18:57.920
When I go into Starbucks, I watch what they do very carefully because I figure that they've spent millions of dollars on customer service.
00:18:58.079 --> 00:19:00.960
Whatever they're doing, they have figured it out.
00:19:01.200 --> 00:19:03.440
So I watch what they do.
00:19:03.599 --> 00:19:05.440
They write my name on a cup.
00:19:05.759 --> 00:19:11.279
They they face me when they're doing their work, they smile.
00:19:11.519 --> 00:19:16.880
And all those things I take note of because that's how you do customer service, right?
00:19:17.359 --> 00:19:20.400
So and I get all that for free just by paying attention to them.
00:19:20.480 --> 00:19:22.480
Yeah, so look everywhere.
00:19:22.640 --> 00:19:22.880
Yeah.
00:19:23.119 --> 00:19:23.599
Exactly.
00:19:23.759 --> 00:19:24.880
And that may that makes sense.
00:19:24.960 --> 00:19:25.680
And that's great.
00:19:25.839 --> 00:19:26.880
That's a great thing to do.
00:19:27.039 --> 00:19:30.880
So why do so much so many emerging leaders struggle with confidence today?
00:19:31.039 --> 00:19:33.200
There's a lot of people that don't have confidence.
00:19:34.240 --> 00:19:40.319
And confidence to me is a function of getting reps.
00:19:40.880 --> 00:19:44.559
So getting taking chances and doing things.
00:19:44.799 --> 00:19:48.319
Once you've yeah, let's take making a presentation.
00:19:48.400 --> 00:20:06.319
And making a presentation is as simple as speaking up in a meeting and talking, giving an update on what your project is all about and what the status is to a formal presentation with a PowerPoint and a podium and a microphone and an audience and so on.
00:20:06.640 --> 00:20:13.599
And you can practice giving presentations, quote unquote presentations, in those small meetings.
00:20:13.839 --> 00:20:22.079
Think about those as a presentation, because when you get reps, when you do that over and over, you become more comfortable.
00:20:22.319 --> 00:20:29.119
Okay, yeah, this is before three people or five people, maybe just a small group, but it's still good practice.
00:20:29.359 --> 00:20:35.599
And then when you have that opportunity to speak to another group, it's preparation.
00:20:36.240 --> 00:20:52.160
So by doing those things, you get you get those reps in, and now you feel like, huh, it's okay to be nervous when it comes to giving a presentation, just channel that into your energy, your energy to be there and present.
00:20:52.240 --> 00:20:53.839
But you want to do a good job.
00:20:54.240 --> 00:21:03.680
And the point is when it comes to almost anything, let's say having a difficult conversation with somebody, it's about getting reps.
00:21:03.839 --> 00:21:07.279
You the first time you do it, and you may think, how do I do this?
00:21:07.440 --> 00:21:12.319
Maybe I'll look up on the internet what are the best ways to structure a difficult conversation.
00:21:12.480 --> 00:21:19.279
You get an outline of what somebody else suggests, and then you prepare your talking points to do that.
00:21:19.359 --> 00:21:20.559
And then you do it.
00:21:20.720 --> 00:21:22.960
And hopefully it turns out okay.
00:21:23.200 --> 00:21:27.599
You move from a place of difficulty to a place of where do we want to go?
00:21:27.759 --> 00:21:29.599
This is how we want the world to be.
00:21:29.759 --> 00:21:31.519
Here's how we want to change to be better.
00:21:31.759 --> 00:21:33.519
That's your difficult conversation.
00:21:33.839 --> 00:21:41.039
And once you do it, you think, okay, the next time you have to do a difficult conversation, you've done it before.
00:21:41.200 --> 00:21:45.279
So getting reps all along the way builds your confidence.
00:21:45.519 --> 00:21:55.519
And even when you get to a point where you've never done something before, if you say to your team, hey, I'm new at this, let help me figure this out.
00:21:55.680 --> 00:21:57.119
Let's make this happen together.
00:21:57.200 --> 00:21:58.960
Or maybe your team is brand new at it.
00:21:59.039 --> 00:21:59.839
Let's all figure it out.
00:22:00.160 --> 00:22:03.279
This out together, then everybody's building confidence together.
00:22:03.359 --> 00:22:12.960
But I really think confidence is tied to getting repetitions, getting experience, and starting small and then recognizing, hey, I did that.
00:22:13.119 --> 00:22:15.200
I can do it again and again.
00:22:15.519 --> 00:22:16.079
That's good.
00:22:16.160 --> 00:22:16.880
Yeah, that's good.
00:22:16.960 --> 00:22:22.480
And how can leaders inspire confidence in their teams during uncertain times with everything that's happening today?
00:22:22.640 --> 00:22:23.839
How can you get that?
00:22:24.240 --> 00:22:30.160
Well, I think the role of a leader is very similar to the role of a coach.
00:22:30.559 --> 00:22:35.839
And when things are uncertain, we don't know what the outcome is going to be.
00:22:36.000 --> 00:22:42.960
We know that we have the energy to work on it, but we don't know if we're going to succeed.
00:22:43.200 --> 00:22:48.720
Nevertheless, it's the job of the leader, it's the job of the coach to say, we're good.
00:22:48.880 --> 00:22:50.400
We're a really good team.
00:22:50.640 --> 00:22:52.160
We work well together.
00:22:52.400 --> 00:22:54.079
Let's do this together.
00:22:54.319 --> 00:22:57.200
I don't know how it's going to turn out, but I believe in you.
00:22:57.359 --> 00:22:59.920
Let's all work together to get this done.
00:23:00.079 --> 00:23:05.119
And so when people lean on each other, they're so that's how a house stands up.
00:23:05.279 --> 00:23:10.880
It's got all these pieces of wood that are all leaning on each other and creating a structure.
00:23:11.039 --> 00:23:15.920
So when everybody leans on each other as opposed to fighting each other, then they can accomplish something.
00:23:16.000 --> 00:23:21.039
And I think that a leader's responsibility is to say, I believe in us.
00:23:21.200 --> 00:23:23.039
We're good in a variety of areas.
00:23:23.200 --> 00:23:25.119
Let's go do this together.
00:23:25.440 --> 00:23:26.640
Yeah, I love that.
00:23:26.799 --> 00:23:27.119
Yeah.
00:23:27.279 --> 00:23:29.599
And then let me ask you, and actually, we're winding down.
00:23:30.079 --> 00:23:31.359
I got to have you on again, Barry.
00:23:32.160 --> 00:23:37.440
So if you can give one piece of leadership advice to your younger self, what would it be when you were younger?
00:23:38.000 --> 00:23:39.759
Yeah, that is a very good question.
00:23:40.000 --> 00:23:51.599
Making it, I'm not sure if that meant financially or from my place in the company kind of thing, being respected or having a title, that kind of thing.
00:23:51.920 --> 00:23:57.680
And I think I would tell my younger self, just to chill out, that it's okay.
00:23:57.839 --> 00:24:04.799
Just keep doing a good job where you are and working in the direction of things that you're interested in.
00:24:04.960 --> 00:24:06.880
And then things are going to work out.
00:24:07.039 --> 00:24:09.200
And I really believe that's true.
00:24:09.359 --> 00:24:17.200
It's okay to have a plan to say, here I am at this company, and I want to see another job that I'd like to have.
00:24:17.359 --> 00:24:22.319
I want to move to that job, or maybe there's a job in another company that you're interested in.
00:24:22.480 --> 00:24:30.000
Whatever it might be, it's good to have a plan where you're looking ahead and then to move in that direction of doing those things.
00:24:30.319 --> 00:24:32.319
But you never know.
00:24:32.480 --> 00:24:34.799
Life throws a lot of curveballs at you.
00:24:35.039 --> 00:24:35.359
Oh, yeah.
00:24:35.839 --> 00:24:39.759
And yeah, there's curveballs in all directions.
00:24:40.079 --> 00:24:46.240
We have family, we have our own selves, we have our health, we have the economy.
00:24:46.559 --> 00:24:51.759
We it's so messy that we always have to be prepared for something going wrong.
00:24:52.079 --> 00:24:55.920
And I think that the most important thing is to what you can control.
00:24:56.160 --> 00:24:58.559
And that is have that growth mindset.
00:24:58.720 --> 00:25:00.960
Just continue to improve yourself.
00:25:01.200 --> 00:25:03.359
Keep building your own skills.
00:25:03.599 --> 00:25:04.880
And don't worry.
00:25:05.119 --> 00:25:10.400
The you'll get recognized and and you'll do the things that you want to do.
00:25:10.480 --> 00:25:15.680
They may shift a little bit over time, but over time you will find your place.
00:25:15.839 --> 00:25:18.720
And I wish that my younger self would know that.
00:25:18.880 --> 00:25:21.200
I would have stressed out a little bit less.
00:25:21.440 --> 00:25:22.480
That's yeah, yeah.
00:25:22.640 --> 00:25:23.039
Exactly.
00:25:23.119 --> 00:25:24.240
And that's our younger stuff.
00:25:24.319 --> 00:25:27.440
We want to achieve and be a leader and do everything good.
00:25:27.680 --> 00:25:31.119
But you make mistakes, but you learn from your mistakes is really what it is.
00:25:31.359 --> 00:25:39.039
So learning from your mistakes, learning to be able to understand and really not to do that mistake again.
00:25:40.079 --> 00:25:40.960
That's how you grow.
00:25:41.200 --> 00:25:47.680
So, what's one action uh out of this is going to take away to begin becoming a stronger, more confident leader?
00:25:48.079 --> 00:25:51.440
One action to become a stronger, more confident leader.
00:25:51.680 --> 00:26:08.799
I would say that do a self-audit and analyze, be honest with yourself that you feel like you're not as good at right now, that would be better if you improved, and then focus on improving them.
00:26:09.039 --> 00:26:12.319
And you can do it in small steps, like we talked about.
00:26:12.480 --> 00:26:20.240
If it's making a presentation, you can get those reps by just giving a status update in a in a staff meeting.
00:26:20.559 --> 00:26:24.720
The point is when you think about maybe it's listening better.
00:26:24.960 --> 00:26:30.000
I'm quick to jump in and talk, but I don't listen reflectively.
00:26:30.160 --> 00:26:37.680
I need to focus more on what my conversation partner is talking about, whatever it might be, and then commit to getting a little bit better.
00:26:38.160 --> 00:26:44.960
You can even go the extra step of asking people, like, what kind of things do you think I need to work on?
00:26:45.200 --> 00:26:48.400
That's a little, you know, you've got to be vulnerable to do that.
00:26:48.559 --> 00:26:49.920
You'll get some great feedback.
00:26:50.079 --> 00:26:58.799
But still, I think picking one or a couple of things to learn and be better at is a great way to propel yourself forward.
00:26:59.119 --> 00:26:59.759
And that's good.
00:26:59.839 --> 00:27:03.519
And that's as far as taking constructive criticism, is really what it is.
00:27:03.680 --> 00:27:07.759
So tell us what is your future days and also tell us about how to get in touch with people.
00:27:07.839 --> 00:27:09.440
And also that book, Connect.
00:27:09.599 --> 00:27:10.559
How can we get in touch with?
00:27:10.799 --> 00:27:14.640
So tell about what's what the So I'll give you the punchline of Connect.
00:27:14.799 --> 00:27:18.000
Connect, how to quickly collaborate for success in business and life.
00:27:18.240 --> 00:27:37.279
And I came into this writing this book, which is 15 case studies of individuals and businesses that were in difficult situations and got through them by building teams and help and working with the team to solve the problem.
00:27:37.440 --> 00:27:43.839
And I thought going into the book, I thought, I, Barry, am a great team leader.
00:27:44.079 --> 00:27:47.119
I know how to build teams and I lead teams.
00:27:47.200 --> 00:27:50.559
And that's why that's why I'm so good at that.
00:27:50.799 --> 00:28:01.519
And what I found in all the case studies, and I was, I couldn't believe what I learned from this, which was what I was doing was not the best way to build teams.
00:28:01.680 --> 00:28:06.400
The best way to build teams is to is for the leader to help people get to know each other.
00:28:06.559 --> 00:28:10.079
And when they get to know each other, they want to do a good job for each other.
00:28:10.240 --> 00:28:11.759
And that's the job of the leader.
00:28:11.839 --> 00:28:17.119
It's not to bring people together and make them work together, which is what I thought I needed to do.
00:28:17.279 --> 00:28:20.000
It's to bring people together and get them to know each other.
00:28:20.160 --> 00:28:24.079
And once they do that, then they'll accomplish so much.
00:28:24.319 --> 00:28:26.559
Stories in there just blew me away.
00:28:26.640 --> 00:28:30.880
They're incredible what people accomplish by learning more about each other.
00:28:31.119 --> 00:28:33.599
So you can get that book on Amazon.
00:28:33.680 --> 00:28:40.400
And it's a fun, quick read because it's got all these different case studies, and the cases and the stories are just all over the place.
00:28:40.480 --> 00:28:41.200
They're fascinating.
00:28:41.279 --> 00:28:46.559
But they all come generally to the same conclusion, which is people have to get to know each other.
00:28:46.799 --> 00:28:52.240
And you can contact me via email at berrymoline at gmail.com.
00:28:52.880 --> 00:28:55.680
And I've got a podcast.
00:28:55.759 --> 00:29:04.559
So you know, after you listen to your podcast, Wanda, you can turn tune into Leadership Career Accelerator, which is also a lot of fun.
00:29:04.720 --> 00:29:09.680
We do some interviews and a lot of solos about leadership skills.
00:29:10.000 --> 00:29:10.319
Okay.
00:29:10.640 --> 00:29:11.359
That's awesome.
00:29:11.440 --> 00:29:12.000
That's awesome.
00:29:12.079 --> 00:29:12.559
I love that.
00:29:12.640 --> 00:29:14.400
So yeah, so connect with Barry.
00:29:14.559 --> 00:29:18.240
Get his book on connect and what really the collaboration.
00:29:18.319 --> 00:29:20.240
So you got to connect and collaborate, right?
00:29:20.400 --> 00:29:21.440
Those two things here.
00:29:21.599 --> 00:29:22.000
So Barry.
00:29:23.839 --> 00:29:24.319
Exactly.
00:29:24.480 --> 00:29:25.200
Then I talk about.
00:29:25.279 --> 00:29:26.480
And that's how I started this podcast.
00:29:26.559 --> 00:29:26.799
Ready?
00:29:26.960 --> 00:29:28.240
Said collaborate, right?
00:29:28.640 --> 00:29:29.119
Yes.
00:29:29.759 --> 00:29:33.279
So, Barry, thank you for your incredible leadership wisdom with us today.
00:29:33.359 --> 00:29:37.920
And your four, which are the first one is taking responsibility.
00:29:38.160 --> 00:29:40.480
The second one is grid and persistence.
00:29:40.640 --> 00:29:43.519
And the third one is developing a growth mindset.
00:29:43.920 --> 00:29:47.279
And the fourth one is taking charge of your career.
00:29:47.440 --> 00:29:48.720
So remember that audience.
00:29:48.880 --> 00:29:50.480
Those are the four worlds of process.
00:29:50.559 --> 00:29:53.039
Actually, when Barry and I talked about, I said, I want to talk about that there.
00:29:53.119 --> 00:29:53.920
So that's great.
00:29:54.079 --> 00:29:55.119
But no, thank you so much.
00:29:55.200 --> 00:30:01.599
And that it provides a anyone looking to move uncertainty to confidence from potential to performance.
00:30:01.759 --> 00:30:07.200
And that is so important, so important from potential to performance to be able to grow, right?
00:30:07.519 --> 00:30:12.880
So I especially love you're reminded that no one cares more about your career than you do.
00:30:13.200 --> 00:30:23.839
Taking responsibility, practicing persistence, developing the growth mindset, and taking charge of your future are lessons that can transform both your mindset, your careers, and your lives.
00:30:24.000 --> 00:30:32.240
So to our listeners, be sure to connect with Barry Moling and learn more about his leadership insights and thanks again, Barry.
00:30:32.480 --> 00:30:35.039
And definitely I'm gonna have you back on my show again.
00:30:35.519 --> 00:30:36.160
Thank you, Wanda.
00:30:36.400 --> 00:30:37.680
It's been great talking with you.
00:30:37.920 --> 00:30:38.480
Thank you.
00:30:39.599 --> 00:30:42.480
Make sure you all can follow and subscribe as well.
00:30:43.039 --> 00:30:43.359
Thank you.
00:30:44.079 --> 00:30:48.640
A special thank you to our sponsor, WD Pearson Associates, for supporting this episode.
00:30:48.880 --> 00:31:01.440
Through coaching, consulting, legal shield, ID Shield, and business empowerment services, WD Pearson Associates helps individuals and entrepreneurs rebuild, protect, and grow with confidence and purpose.
00:31:02.240 --> 00:31:10.079
To learn more, connect with Wanda Pearson and WD Pearson Associates online and continue your journey toward transformation and success.
00:31:11.200 --> 00:31:15.440
That wraps up another episode of Ready Set Collaborate with Wanda Pearson.
00:31:15.680 --> 00:31:22.319
I hope you found inspiration and valuable insights to help you build meaningful connections and successful collaborations.
00:31:22.799 --> 00:31:29.440
If you enjoyed today's conversation, be sure to subscribe, share, and stay tuned for more great discussions.
00:31:30.000 --> 00:31:33.440
Until next time, keep collaborating and making an impact.