April 28, 2026

The Leadership Mistake That Doesn’t Show Up Right Away

The Leadership Mistake That Doesn’t Show Up Right Away
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Most leaders struggle not because they lack talent, but because leadership transitions are more complex than they appear. In this conversation, Divya Parekh speaks with Navid Nazemian about navigating new roles, unclear expectations, and high-pressure environments. They explore how small misaligned decisions can quietly damage credibility and why early alignment, awareness, and adaptability are essential for long-term leadership success.

Beyond Confidence is broadcast live Tuesdays at 10AM ET on W4WN Radio - Women 4 Women Network (www.w4wn.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Beyond Confidence TV Show is viewed on Talk 4 TV (www.talk4tv.com).

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WEBVTT

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The topics and opinions expressed on the following show are

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This is Beyond Confidence with your host w Park. Do

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you want to live a more fulfilling life? Do you

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want to live your legacy and achieve your personal, professional,

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and financial goals?

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Well?

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Coming up on ZVO parks Beyond Confidence, you will hear

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real stories of leaders, entrepreneurs, and achievers who have steps

17
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into discomfort, shattered their status quo, and are living the

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life they want. You will learn how relationships are the

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key to achieving your aspirations and financial goals. Moving your

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career business forward does not have to happen at the

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expense of your personal or family life or vice versa.

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Learn more at www dot dvpork dot com and you

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can connect with dv ants contact dans dvpark dot com.

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This is beyond confidence and now here's your host, TV Park.

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Good morning, It's Tuesday, and I'm excited to be here,

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of course, so I also want to share something very exciting.

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Just yesterday I was talking with.

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One of my clients and what he did was he

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put a proposal in front of his chief technology officer.

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He actually used.

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One of the impact Visibility grid from my new book

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and this was like the AI agency. I'm super super

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excited about it because getting such good results. So he

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used that to pro post was a initiative to his

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CTEO and it was accepted. So just kind of thrill

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to share that with you. If you are looking to

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implement a and your business, or use God for interviews,

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or you are looking for adoption governance, and that's the

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book for you. Thank you for everyone who's got it,

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and let's bring our guests in.

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Welcome Navid, Hello Olivia. I'm super soaked out this conversation

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with you today. Oh excited to have you over here.

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So, Navid, you have shared you have been through quite

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a bit of a journey and so tell us as

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to how did you get into the executive transitions.

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It's wow, you're going to go all in and right

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at the beginning. I love that.

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I have had the good fortune to work for five

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of the world's.

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Most as might companies.

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This is a leaders this is ge at the time

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when I joined them back in two thousand and five,

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they will literally the world's most at my company on

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the planet, and then bat Rush and Vodaford and Via.

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Despite that, I have yet to find a single organization

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that gets this process.

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Picture perfect, which was my intrigue as to, Okay, we

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have CCUIT executives coming and going all the time, how.

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Come that nobody really pays attention to this very important process?

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And so I was intrigued by.

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The thought of, okay, why don't I become that person?

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Let me just go out. I went on Amazon and tried.

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To type in the word executive transitions, and lo and behold,

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there wasn't a single book I could find on the topic,

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which was intriguing and surprising at the same time. And

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that let me down the path of you know, Okay,

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if there's no one else who has been thinking about

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writing a book on the topic, I might as will

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be the first one to get going.

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So let's rewind back a little bit. You found the gap,

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you found the pain point, and while you were in

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those organizations itself, what are some of the pain points

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that you saw?

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Yes, so some of the pain points I saw was

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that you know, and again without mentioning the name of

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the actual organization, one of these companies had a fantastic

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unboarding Productivita. I mean it was really they actually called

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it perfect they want And so if you were a

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new employee in this company, even before joining them, you

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would be sent an email from the ship Service Department.

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Of HR with two three links.

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You could select your devices, you could select your smartphone.

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You would be greeted by our group CEO through a

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video message to say how much he is looking forward

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to welcoming you on board, what is the vision and

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mission of the company, and how you as the newly

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as a new employee, are going to hopefully contribute to that.

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And then what followed that was one day long onboarding

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in person program, which later in the pandemic turned into

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a bit of a virtual one. So that meant that

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every first Monday off the month, everyone who was in

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your heart in that month would be invited and if

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they didn't fit that date, they would be invited to

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the next Monday event. And then you had people from

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HR Strategy Commercial Finance Technology coming and doing thirty forty

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five minute bite size general onboarding training. Now, what sounds

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like a fantastic program. I'm sure you will agree with me.

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That is nowhere near sufficient for someone entering into the

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C suite. So the basics of what is the strategy

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of this company, the basics of what is our people's

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strategy is probably not going to do it entirely for

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someone at that level, and because it requires a bit

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of a different thinking, and it requires a little bit

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of ownership, and it requires some.

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Expertise in this area.

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Most organizations, at least those that I used to work for,

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don't do anything in that area.

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They just hope that the best hire.

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The most expensive high they're going to make, is magically

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going to come out succeeding, and that's essentially what they do.

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So that definitely leaves a gap. Because you have energized

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the person you have, I'm just going to go back

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to the program that you shared and they made them

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feel welcome, and then what happens is that between that

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and their work. It leaves a gap as to, Okay,

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who are the key players? Who do I need to

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interact with there? Who are the stakeholders? Where do I

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come in? Do I I fit in? So what I'm

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hearing is about the journal approach. So tell us besides,

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like this pain point, what is the mindset when an

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executive comes in in.

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Terms of like the rest of the C suite people?

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Based on your experience.

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Yes, I mean it depends.

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I would say I have a few clients right now

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who and two of them have been recently promoted. And

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this is a particular you know, situationally, which is a

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whole different dynamic in its own right, right. I mean,

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imagine you and I are fellow coaches, We work in

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the same team, we have peers, we have a boss,

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and somehow suddenly.

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Our bosses, you know, considered for.

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A different role within an organization, something even bigger and broader.

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And then you and I are, yeah, having to deal

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with someone from within our ranks suddenly becoming our boss.

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And so that in itself is a very very different dynamic.

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And of course there are many things that you need

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to think about when you want to manage your former peers,

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because again, the whole dynamic shifts, the whole engagement is different.

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But over and above that, I think what Marshall Goldsmith

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said in one of his books, which is actually the

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title of all of his books, what gots you here,

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what gets you there?

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I think this is really really important.

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Meaning no matter how competent, established and successful you are,

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or you have been avanti now there's literally no guarantee whatsoever.

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But just because of that.

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You are going to, you know, rock this new engagement

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that's coming your way. And so again it comes back

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to trade like being curious, being humble, being open minded,

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not appearing as if you have got at least to

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answer to every single question that comes your way, not

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making grand statements in your first week or two into

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the new role, because you are unlikely to have the

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same view of the organization five or six weeks down

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the line that you have maybe in.

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Your first two weeks.

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And so it really is a lot to take in

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and there are a lot of different things you may

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need to think about. But that's kind of the middle

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part of the book, which looks like, Okay, what are

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some of the interventions that executives can apply if they

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want to do this properly. But before we get there,

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I think we also need to spend a bit of

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time figuring out why so many of those executives are

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failing and how come that despite all the wonderful competencies

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and the experiences that they have, they seem to be

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not really to many making it successfully.

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Absolutely, And one of the key points that you brought up, Navid,

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was that a lot of people, you know, individual contributors,

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they excel, they take pride in their work and their

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top performers, and based on that excellence, they are promoted.

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But now there are two forks to it.

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One is that they've not been onboarded or trained or had.

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Experience as a leader.

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And I call it as a leader is because manager

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is okay, you can have a title, but leader.

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Is someone who leads.

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By listening, who leads by modeling the behavior they wanted

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their employees. So they're not being trained and now all

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of a sudden a gap opens up.

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Oh, how can I intllgate all the work?

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Because that's how the icy or the individual contributor brain.

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Has been looked at that how am I showing what

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I'm doing? How am I bringing value?

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And then of course, there's the second dynamics as to

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how the peers view them, because they may know or

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have the hesitation or resentment that I did the work. Also,

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how come this other person got promoted? So they're multiple dynamics.

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So going back to your question, let's explore that a

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little bit.

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Sure, Sure, I mean again, there are people who are

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better qualified than I am. Amy Gallo is one of them,

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who's written a fabulous how a Business review article on

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this so managing former peers. But if I wanted to

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kind of you cite some of what she's been cooking

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up and what I have seen.

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What works is a combination of the following. So the

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first one is, if you are that individual who has

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been promoted to lead your former peers, you need to

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signal the transition quite consciously. So let's assume you know,

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de Via, you and I have been those colleagues and

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for whatever reason, I have been the lucky one that

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gets chosen to lead the entire pack.

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Now, so let's say we were a team of seven,

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and so firstly I will have to backfill my own

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position from you know, my own role. But also I

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now have six dark reports that used to be equal

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pierced to be.

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So that means that.

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You know, I need to not necessarily suggesting that I

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need to send out an email to all of you

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to say under boss now, but really it's really important

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that you know, I have a formal conversation with all

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of you to you know, signal the fact that I

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am now in charge and maybe also shared a little

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about how I expect our team to proceed from here on.

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The first advice that anic Alo gave back when I

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think it was in twenty twelve and she wrote that

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famous article was that, you know, her suggestion was to

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tread likely at first, meaning I may have a ton

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of ideas about how I would love.

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To lead this team, but I am well.

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Advised if I do not introduce any major overhauls right away.

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So if I completely throw out of the window all ways.

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Of working and kind of you know, sad from a

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clean slate of paper, that is probably not a good

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idea unless the team is significantly underperforming, the ship is

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about to hit the iceberg, and someone really needs to,

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you know, take drastic charge and bring about like substantial change.

231
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And then it's all about establishing my authority, meaning again

232
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demonstrating that I'm in charge. Doesn't mean making a show

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off my newfound authority, but it's really about taking actions

234
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and communicating in ways as to how I would like

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to work with all of you now as your new leader.

236
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And one of the best ways she suggests is what

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we did very well at GE. It's called an executive

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assimilation session or a new leader assimilation, which is a

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structured format where the dark reports send their questions into

240
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a third party, usually a coach or an HR person,

241
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and then those questions are played to me without saying

242
00:14:19.240 --> 00:14:22.840
who asks which question, and in that three to four

243
00:14:22.879 --> 00:14:25.919
hour format, I just respond and respond and respond. And

244
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that way you know you are as a new leader.

245
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You establish higher levels of trust and if you all,

246
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you know, leave it to luck, and eventually people are.

247
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Going to figure out what's your style of leadership.

248
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And then the one advice that sounds a bit counter

249
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intuitive is to distance yourself in that moment, meaning not

250
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necessarily like suddenly shutting the door and not speaking to

251
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anyone and being unsocial and so on. But I cannot

252
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have the exact same relationship with you and the other

253
00:14:59.080 --> 00:15:01.879
five members of the team than I had when we

254
00:15:01.919 --> 00:15:07.159
were just peers, right, because again, moments like performance management,

255
00:15:07.279 --> 00:15:12.039
salary increase, bonus allocation, share allocation, all those moments are

256
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moments that I will struggle to explain.

257
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Why I only give you a you know, ninety.

258
00:15:18.080 --> 00:15:20.080
Five percent bonus and some of your peers may have

259
00:15:20.080 --> 00:15:21.679
gotten one hundred and five percent.

260
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Bonus for instance.

261
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So I need to really make sure that there is

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a healthy this sense now that we have this kind

263
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of a new relationship. And then what you know is

264
00:15:34.320 --> 00:15:38.000
the general advice you pointed that out quite early in

265
00:15:38.039 --> 00:15:41.360
your statement, is that I may have to deal with

266
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a disappointed member of the team, or maybe more than one,

267
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because let's assume if our previous boss, who was also

268
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my boss, had been speaking to you and maybe someone

269
00:15:51.639 --> 00:15:55.279
else on the team and always somehow suggesting that if

270
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he is about to make a move, you are the

271
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destined one.

272
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You are the chios and successor.

273
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And guess what, when the process was established by Jr.

274
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You may not have been even.

275
00:16:05.919 --> 00:16:08.440
Approached to throw your hat into grey and have a

276
00:16:08.600 --> 00:16:13.000
decent opportunity to really, you know, demonstrate that maybe you

277
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are worthy successor to the to the gentleman. And so

278
00:16:16.519 --> 00:16:21.320
that means that you know, again the advice is confronted,

279
00:16:21.440 --> 00:16:23.639
but do it in a humble and nice way. And

280
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so again you know things like I understand that you're disappointed.

281
00:16:28.759 --> 00:16:30.919
I just wanted to get you know that I consider

282
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you to be an integral and important member of this team,

283
00:16:34.759 --> 00:16:37.840
and I'm really going to make sure in my new position,

284
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but you have everything you need to succeed, and I

285
00:16:40.919 --> 00:16:43.399
would happily work with you in whatever way.

286
00:16:43.240 --> 00:16:43.840
You want me to.

287
00:16:44.480 --> 00:16:49.519
So it's more about pointing it out and calling it

288
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rather than assuming and hoping that somehow, through my actions

289
00:16:54.120 --> 00:16:56.440
and through your actions, we are going to figure this out.

290
00:16:56.879 --> 00:17:01.840
And then the suggestion is to, yeah, make use of

291
00:17:01.919 --> 00:17:04.039
the new instruments.

292
00:17:03.519 --> 00:17:05.240
And advantages that are available to me.

293
00:17:05.440 --> 00:17:08.720
So again, you know I would need to if I

294
00:17:08.799 --> 00:17:12.720
have some kind of relationship with some of you, I

295
00:17:12.759 --> 00:17:16.319
may also leverage those relationships and ask for honest advice

296
00:17:16.359 --> 00:17:17.160
and honest input.

297
00:17:17.240 --> 00:17:19.839
If you and I are pretty on parer.

298
00:17:19.720 --> 00:17:22.039
Generally from a senior specificly, I just have been the

299
00:17:22.119 --> 00:17:24.759
lucky one. I would be foolish not to use you

300
00:17:25.359 --> 00:17:30.480
in this kind of counseling momentoring more advice seeking capacity.

301
00:17:30.799 --> 00:17:34.079
Because again, if we had a good relationship before this

302
00:17:34.279 --> 00:17:37.920
appointment was made, then chances are you're really going to

303
00:17:38.039 --> 00:17:41.680
give me honest feedback that is crucial to my development.

304
00:17:42.319 --> 00:17:48.359
And again, the last piece of advice and this kind

305
00:17:48.400 --> 00:17:51.559
of a situation is to look beyond your former peers,

306
00:17:51.799 --> 00:17:54.359
meaning do not leave want them because obviously they are

307
00:17:54.400 --> 00:17:57.000
now part of your team and you are you know,

308
00:17:57.119 --> 00:18:00.000
they are integral to your success and you're internal today success.

309
00:18:00.319 --> 00:18:03.559
But really, because you are stepping up in terms of

310
00:18:03.599 --> 00:18:09.200
seniority and the organizational hierarchy, chances are that you also now.

311
00:18:09.160 --> 00:18:12.359
Need to network and look at a.

312
00:18:12.279 --> 00:18:16.079
More different set of key stakeholders than if you were

313
00:18:16.200 --> 00:18:19.119
just a regular a number of the team. So these

314
00:18:19.160 --> 00:18:25.559
are just some ideas that I think are valid when this,

315
00:18:26.200 --> 00:18:30.519
you know, some interesting situation happens when suddenly a former

316
00:18:30.640 --> 00:18:33.839
peer is being lifted up to lead the team, and so.

317
00:18:34.319 --> 00:18:36.880
There are a few things that need to shift as well.

318
00:18:38.079 --> 00:18:42.039
Yeah, No, definitely some very key points over here. So

319
00:18:42.079 --> 00:18:47.079
what I'm hearing is that creating that psychological safety while

320
00:18:47.079 --> 00:18:51.880
addressing the elephant in the room that listen, I understand

321
00:18:51.920 --> 00:18:54.599
where you're coming from, and if I were in your shoes,

322
00:18:54.880 --> 00:18:58.279
I would have felt the same way. So because when

323
00:18:58.279 --> 00:19:02.799
you're addressing it person feels acknowledged, they feel valued, and

324
00:19:03.400 --> 00:19:06.680
they understand like, Okay, you know, my new boss is

325
00:19:06.720 --> 00:19:14.680
going to make everything in their sphere of influence possible

326
00:19:14.720 --> 00:19:19.799
for me to succeed. So that shifts that dynamic from

327
00:19:19.960 --> 00:19:23.200
resentment to being curious.

328
00:19:22.680 --> 00:19:24.799
And being open about the new relationship.

329
00:19:25.319 --> 00:19:29.000
And also one of the things is what you mentioned

330
00:19:29.200 --> 00:19:34.039
was is it's important to broaden the horizon of your lens,

331
00:19:34.640 --> 00:19:37.279
like who are the key stakeholders, because now it's not

332
00:19:37.319 --> 00:19:42.400
only managing down, managing up, but literally as well. So

333
00:19:42.559 --> 00:19:45.960
keeping all of that. So if you've talked about a

334
00:19:46.039 --> 00:19:50.559
lot of different issues around that, are there any other

335
00:19:51.559 --> 00:19:57.480
issues that cause a high failure rate of executive transitions?

336
00:19:57.880 --> 00:19:58.079
Oh?

337
00:19:58.160 --> 00:20:02.480
Yeah, the health lency diva. This is a full chapter

338
00:20:02.599 --> 00:20:05.319
in my book. So I talk about the top ten

339
00:20:05.839 --> 00:20:12.559
biggest reasons for executive transition failure. And because I get

340
00:20:12.599 --> 00:20:15.880
to speak to a lot of podcast holes like yourself,

341
00:20:16.279 --> 00:20:19.920
one of the statements that I make is it's the

342
00:20:20.000 --> 00:20:23.240
functional or the technical skills that gets you hired into

343
00:20:23.279 --> 00:20:27.400
the executive level leadership roles, and it's the lack of

344
00:20:27.440 --> 00:20:29.720
the so called soft skills that gets you fired. At

345
00:20:29.720 --> 00:20:32.519
the same time, and so again, you know, once you

346
00:20:32.640 --> 00:20:35.640
step up. And you know, one of the case studies

347
00:20:35.759 --> 00:20:39.519
I cite in my book is one of my former mentors,

348
00:20:39.559 --> 00:20:41.799
and he was happy for me to cite him. So

349
00:20:41.839 --> 00:20:44.119
his name is Rudy Kins. Used to be CHR of

350
00:20:44.359 --> 00:20:50.119
BAT and it was his first CHR appointment And when

351
00:20:50.279 --> 00:20:53.960
he had his sort of a ninety or one hundred

352
00:20:53.960 --> 00:20:57.559
and twenty day almost like a mediaar appraisal new in

353
00:20:57.599 --> 00:20:59.480
the role with his boss, who was the group see

354
00:20:59.640 --> 00:21:04.160
the time, Paul was his name, Rudy thought to himself

355
00:21:04.200 --> 00:21:07.200
that he has, you know, knocked all the kprs out

356
00:21:07.240 --> 00:21:07.799
of the park.

357
00:21:07.880 --> 00:21:09.559
He really believed that.

358
00:21:10.240 --> 00:21:13.880
You know, he's like an incredible contributor to the ex

359
00:21:13.960 --> 00:21:16.839
go that Paul is going to give him the biggest

360
00:21:16.839 --> 00:21:17.680
praise ever.

361
00:21:18.359 --> 00:21:22.680
He's been so thoughtful and so active and contributing. And

362
00:21:22.720 --> 00:21:25.000
to his surprise, it was.

363
00:21:25.000 --> 00:21:29.839
More of a performance improvement type conversation and not necessarily

364
00:21:30.240 --> 00:21:34.880
getting any praise. And what he learned during that conversation,

365
00:21:34.960 --> 00:21:38.039
in particular was what Paul gave him, which was, Okay,

366
00:21:38.119 --> 00:21:41.519
really look on the people's side, on the HR side,

367
00:21:42.039 --> 00:21:46.400
we're all good, right, and you know there's nothing I

368
00:21:46.440 --> 00:21:48.960
can give you in terms of advice or mentorship.

369
00:21:49.279 --> 00:21:50.680
I think it's all working fine.

370
00:21:51.720 --> 00:21:55.720
My disappointment right now is down to the fact that

371
00:21:55.759 --> 00:22:00.319
you really consider yourself to be just a HR role.

372
00:22:00.799 --> 00:22:04.039
And I would like to remind you of our job titles,

373
00:22:04.160 --> 00:22:10.960
which is yours is director COMMA of Human Resources. And

374
00:22:11.079 --> 00:22:14.799
this is my expectation from any functional leader being promoted

375
00:22:14.799 --> 00:22:17.720
to this level of leadership, which means you are first

376
00:22:18.119 --> 00:22:23.000
an enterprise director and second the subject matter expect of

377
00:22:23.079 --> 00:22:27.319
whatever functional he represents. And they had you know, finance, HR,

378
00:22:27.599 --> 00:22:32.200
marketing and the various functions regulatory affairs, legal and so on.

379
00:22:32.920 --> 00:22:33.960
So that was really the.

380
00:22:34.039 --> 00:22:38.640
Aha moment when really realize that you know, of course

381
00:22:38.680 --> 00:22:43.279
you can continue to continue at the HR, you know,

382
00:22:43.400 --> 00:22:48.119
leadership level, but really there's something fundamentally different when you

383
00:22:48.200 --> 00:22:51.559
need to shift into the most senior position in an organization,

384
00:22:52.240 --> 00:22:56.279
and that requires a different engagement with your peers, with

385
00:22:56.400 --> 00:23:00.319
your boss, and a different level of understanding of the business. Because,

386
00:23:00.400 --> 00:23:03.920
let's face it, if HR is all you can do, well, yeah,

387
00:23:04.000 --> 00:23:07.279
you're then the senior HAR person. That really, what is

388
00:23:07.319 --> 00:23:10.000
the point in having you around the table if all

389
00:23:10.039 --> 00:23:13.359
you can do is just HR, or just communications or

390
00:23:13.480 --> 00:23:16.880
just legal and so that is one of the mistakes

391
00:23:16.920 --> 00:23:19.400
I want to side, which is next to you know,

392
00:23:19.480 --> 00:23:23.039
people culture, politics or the lack of soft skills getting

393
00:23:23.079 --> 00:23:24.119
in a way of success.

394
00:23:24.279 --> 00:23:25.480
That is another one.

395
00:23:25.799 --> 00:23:28.960
And then the other aspect I want to point out

396
00:23:29.240 --> 00:23:32.200
is down to another gentleman who wrote a book called

397
00:23:32.440 --> 00:23:33.359
The New CEO.

398
00:23:33.599 --> 00:23:34.160
His name is.

399
00:23:34.119 --> 00:23:38.839
Doctor Tywriggins, and he essentially took his own PhD thesis

400
00:23:38.839 --> 00:23:41.680
and created the book out of it. And believe it

401
00:23:41.839 --> 00:23:43.839
or not, v I when and you know again it's

402
00:23:43.960 --> 00:23:46.480
it's a similar book to mine. Just looking to the

403
00:23:46.519 --> 00:23:51.559
CEO lens. That's what it is. He asked or interviewed

404
00:23:51.599 --> 00:23:54.079
those CEOs. And I don't know the numb I think

405
00:23:54.119 --> 00:23:58.039
forty three or forty two CEOs he interviewed for his book.

406
00:23:58.599 --> 00:24:01.839
He said, what is one year after they had transitioned

407
00:24:02.039 --> 00:24:05.599
into the new CEO position? Whether internally promoter or externally,

408
00:24:05.759 --> 00:24:09.279
it doesn't matter. The simple question he asked them, what

409
00:24:09.440 --> 00:24:15.000
is your most biggest single regrets and why? And guess

410
00:24:15.039 --> 00:24:18.880
what the vast majority of those CEOs told him. The

411
00:24:19.000 --> 00:24:21.799
vast majority of the CEO sold him the biggest regret

412
00:24:22.160 --> 00:24:26.480
was not to have moved quick enough to replace one

413
00:24:27.000 --> 00:24:31.640
or two members of the newly inherited leadership team meaning

414
00:24:32.200 --> 00:24:35.599
and this is actually coinciding with a different partner piece

415
00:24:35.640 --> 00:24:39.440
of research from Brasselreno's associate where they interviewed CEOs for

416
00:24:39.480 --> 00:24:44.640
the same thing, and they cited that roughly three to four.

417
00:24:44.480 --> 00:24:47.759
Months into the CEO role, you.

418
00:24:47.759 --> 00:24:51.039
Have a pretty good hunch about the team that you

419
00:24:51.079 --> 00:24:54.200
have inherited. You have had enough interactions to be able

420
00:24:54.240 --> 00:24:57.160
to say with a Navid has got what you need

421
00:24:57.279 --> 00:24:59.920
him in order to deliver the strategy on your behin

422
00:25:01.039 --> 00:25:05.160
And if you have severed doubts three to four months

423
00:25:05.160 --> 00:25:08.960
into that engagement and relationship, you might as well move

424
00:25:09.039 --> 00:25:13.079
fast and decisively because if you don't, and this is

425
00:25:13.079 --> 00:25:17.480
what differentiates the best performing CEOs from the worst performing ones,

426
00:25:18.319 --> 00:25:21.200
is that if you think about your reputation, maybe you

427
00:25:21.240 --> 00:25:23.799
may be worried that, Oh I don't want to like

428
00:25:24.279 --> 00:25:26.759
make too many changes right at the outset. I want

429
00:25:26.799 --> 00:25:29.359
to take it easy. Oh maybe Nabidi is just you know,

430
00:25:29.480 --> 00:25:34.559
finding it his feed, Maybe he's used to different leadership side.

431
00:25:34.599 --> 00:25:37.400
Maybe I don't know him well enough, or maybe I

432
00:25:37.400 --> 00:25:37.960
don't want to.

433
00:25:37.920 --> 00:25:40.440
Appear to be like coming in and you know, killing

434
00:25:40.440 --> 00:25:42.960
people left right in the center, whatever it is that

435
00:25:43.000 --> 00:25:46.319
you have in your mind. Chances are that let's say

436
00:25:46.519 --> 00:25:51.559
three to six months after that initial assessment, it's nine

437
00:25:51.559 --> 00:25:54.240
months into this engagement, and now you're waking up to

438
00:25:54.279 --> 00:25:56.839
the reality that Navid really is not the.

439
00:25:56.880 --> 00:25:58.279
Right person for this position.

440
00:25:58.720 --> 00:26:01.319
And when you start to have a conversation with well,

441
00:26:01.319 --> 00:26:03.720
guess what, there's some kind of a performance improvement plan

442
00:26:03.799 --> 00:26:06.680
that you are putting in place. And assuming that the

443
00:26:06.759 --> 00:26:08.799
reading is going to exit in three months from now,

444
00:26:09.240 --> 00:26:12.160
all you have done is to lose twelve valuable months

445
00:26:12.920 --> 00:26:15.359
and not being able to move ahead with whatever the

446
00:26:15.440 --> 00:26:18.200
execution of the strategy you had in mind. And so

447
00:26:18.240 --> 00:26:21.200
again that is the other angle to that, which is,

448
00:26:22.319 --> 00:26:26.319
you know, do not come and start to replenish the

449
00:26:26.480 --> 00:26:28.960
entire team. But if three to four months in you

450
00:26:28.960 --> 00:26:31.720
have significant doubt about one or two members of your team,

451
00:26:32.079 --> 00:26:35.799
you may as well move decisively and move quickly to

452
00:26:35.839 --> 00:26:39.240
refresh or upgrade your leadership team in a way that

453
00:26:39.319 --> 00:26:43.000
you believe you need them to deliver the execution of

454
00:26:43.039 --> 00:26:43.720
the strategy.

455
00:26:44.680 --> 00:26:46.720
Absolutely, that is such a great point.

456
00:26:46.799 --> 00:26:48.720
And as a matter of fact, one of my recent

457
00:26:48.839 --> 00:26:53.680
clients stepped into the c suite and it has been

458
00:26:53.759 --> 00:26:56.359
three months for him.

459
00:26:56.720 --> 00:26:57.920
And one of.

460
00:26:57.960 --> 00:27:01.200
The key things that we are going through as you're

461
00:27:01.240 --> 00:27:07.839
talking about this really really thing, is that he started

462
00:27:07.839 --> 00:27:10.880
coaching with me just like a few days back, and

463
00:27:10.960 --> 00:27:16.240
as we were working through some office hesitation, like you

464
00:27:16.279 --> 00:27:18.799
said that, oh, I don't want to be seen coming

465
00:27:18.839 --> 00:27:22.119
in and exing people out. And at the same time,

466
00:27:23.119 --> 00:27:27.440
it's important that he does not lose that time. The

467
00:27:27.519 --> 00:27:30.880
time is critical and for that it's so important to

468
00:27:30.920 --> 00:27:33.519
connect the dots. So one of the things that we

469
00:27:33.640 --> 00:27:35.839
explode in addition to what you have shared, is that

470
00:27:35.960 --> 00:27:39.160
if he was providing real time feedback, if he sat

471
00:27:39.200 --> 00:27:42.839
down and created some work agreements with each and every member.

472
00:27:43.400 --> 00:27:44.480
So this way.

473
00:27:46.160 --> 00:27:49.079
Very human thing is that, Okay, you have the read

474
00:27:49.480 --> 00:27:53.279
it looks like one or two months in your job,

475
00:27:53.799 --> 00:27:56.000
you know that you are going to lay off someone.

476
00:27:56.640 --> 00:27:59.480
So bringing in that human side, giving them a month

477
00:28:00.119 --> 00:28:03.920
for two months to figure out, you know, where you

478
00:28:03.960 --> 00:28:06.039
want them to be, how you want them to respond,

479
00:28:06.400 --> 00:28:13.160
so they've had that chance, and also placing because he

480
00:28:13.240 --> 00:28:16.640
was feeling so guilty. So what started happening was that

481
00:28:16.720 --> 00:28:20.839
he started broviting real time feedback and the executive himself

482
00:28:21.079 --> 00:28:24.680
told him, I see.

483
00:28:23.960 --> 00:28:26.319
Where you are wanting this company.

484
00:28:25.960 --> 00:28:29.519
To go and I see where I'm lacking, and they

485
00:28:29.640 --> 00:28:33.160
left on very good terms. He got a good executive,

486
00:28:33.160 --> 00:28:36.079
got a good serverance package, and he was able to

487
00:28:36.119 --> 00:28:40.279
do what you're sharing in a very human way. So

488
00:28:41.039 --> 00:28:44.119
what are some of the other ways organizations can support

489
00:28:44.160 --> 00:28:45.599
their leaders and transitions?

490
00:28:46.119 --> 00:28:51.599
Yes, so to cite a very interesting study, this was

491
00:28:51.599 --> 00:28:56.759
done with four hundred and thirteen cegos and it was

492
00:28:56.799 --> 00:29:00.480
done by Genesis Advisors. And so they asked them, how

493
00:29:00.519 --> 00:29:04.920
would you assess your own onboarding process? Right, I mean

494
00:29:05.079 --> 00:29:08.920
the CEO and the internally promoted externally high what is

495
00:29:08.960 --> 00:29:12.440
the level of satisfaction we have I believe it or not?

496
00:29:12.720 --> 00:29:16.839
Via seventy percent? So seven hour of ten said, well,

497
00:29:17.559 --> 00:29:19.920
I didn't really have a structure on boarding at all,

498
00:29:20.359 --> 00:29:24.519
or I am completely underwhelmed by what I have to

499
00:29:24.519 --> 00:29:26.799
put down as my onboarding process.

500
00:29:27.160 --> 00:29:30.079
So this is kind of the root cause of the issue,

501
00:29:30.079 --> 00:29:33.359
which we also circled back on, right the olds can

502
00:29:33.440 --> 00:29:33.839
we ask you?

503
00:29:34.960 --> 00:29:37.240
And so in terms of what organizations can do to

504
00:29:37.400 --> 00:29:40.839
support I mean, of course, one of the easiest ways

505
00:29:40.880 --> 00:29:43.599
to support an incoming executive is to bring in someone

506
00:29:43.640 --> 00:29:46.680
like yourself or myself who's been there, done that, and

507
00:29:46.720 --> 00:29:50.519
who has specialized in this area. I mean, it's still

508
00:29:51.400 --> 00:29:57.680
beyond me. How some organizations bring leadership development coaches like

509
00:29:58.000 --> 00:30:02.519
general practitioners to three it's a specialist issue. And so

510
00:30:02.599 --> 00:30:08.079
again you know, there are life coaches, there are performance coaches,

511
00:30:08.119 --> 00:30:11.440
there are personal trainers, there are there are all yoga

512
00:30:11.519 --> 00:30:13.559
coaches and this and that. There are all sorts of

513
00:30:13.880 --> 00:30:17.119
disciplines of coaching. And I think one of the best

514
00:30:17.119 --> 00:30:19.440
pieces of advice I can give to any organization and

515
00:30:19.559 --> 00:30:25.119
leader is toupair the expert with whatever serves the client

516
00:30:25.400 --> 00:30:28.000
the most. And if there are c suite going to

517
00:30:28.039 --> 00:30:32.240
a transition, a transition coach is probably what is the

518
00:30:32.279 --> 00:30:35.160
most suitable support. But above and beyond that, I mean

519
00:30:35.200 --> 00:30:39.000
some of the things organizations can look into is, for instance,

520
00:30:39.119 --> 00:30:43.839
when they are designing this process. And I have one

521
00:30:43.920 --> 00:30:46.799
of my clients is every MG Groups or LOUISB. Tom

522
00:30:46.799 --> 00:30:49.640
Moore Hennessy, the largest luxury company in the world, and

523
00:30:49.720 --> 00:30:53.200
they have nine hundred and fifty executives globally out of

524
00:30:53.200 --> 00:30:55.920
the two hundred and twenty thousand employees, and of course

525
00:30:56.160 --> 00:30:59.920
roughly thirty to forty of those executives are going to

526
00:31:00.160 --> 00:31:03.400
create transition at any point in time, and so they

527
00:31:03.480 --> 00:31:06.839
might as well set up the entire process from scratch

528
00:31:06.960 --> 00:31:10.359
so that those executives can get the support they need.

529
00:31:11.000 --> 00:31:14.119
And so some of the things that I think are

530
00:31:14.160 --> 00:31:18.039
considered best practice here are things like, I mean, the

531
00:31:18.079 --> 00:31:22.880
admin arrangements, the business orientation, the legal procedure formalities. That's

532
00:31:22.880 --> 00:31:25.599
a tick tick tick that should be done for everyone

533
00:31:25.880 --> 00:31:26.559
who's joining.

534
00:31:27.200 --> 00:31:28.240
Now we're looking at.

535
00:31:28.119 --> 00:31:30.839
Okay, what is a most suitable way to handle this

536
00:31:30.920 --> 00:31:35.960
for seeming leaders. The first one is aligning expectations with

537
00:31:36.599 --> 00:31:41.559
the team and the boss. Sounds easy and super straightforward,

538
00:31:41.640 --> 00:31:44.359
I can tell you because more than half of my

539
00:31:44.519 --> 00:31:48.480
own coaching clients are gms or CEOs, it's never quite

540
00:31:48.680 --> 00:31:53.079
as straightforward as it sounds. Meaning what I often do

541
00:31:53.279 --> 00:31:56.039
a part of my Signation year long coaching program is

542
00:31:56.079 --> 00:32:00.039
to conduct six qualitative three DRED six.

543
00:32:00.079 --> 00:32:02.920
See time interviews on behalf of the CEO.

544
00:32:03.119 --> 00:32:05.720
And that means to speak to two or three members

545
00:32:05.720 --> 00:32:08.119
of the board and believe it or not, the v

546
00:32:08.319 --> 00:32:11.160
when I then ask them about what they expect of

547
00:32:11.240 --> 00:32:14.640
the incoming CEO, and I just collect, I don't judge,

548
00:32:14.720 --> 00:32:17.880
I just gather, and then it becomes a bit of

549
00:32:17.920 --> 00:32:20.559
a loan realist of fourteen different items.

550
00:32:20.759 --> 00:32:24.240
I know already that my client will never be able

551
00:32:24.279 --> 00:32:27.160
to deliver all those things in the first year, So

552
00:32:27.240 --> 00:32:29.720
that means that I will then circle back with them

553
00:32:29.759 --> 00:32:32.119
on the back end of the process and encourage them

554
00:32:32.559 --> 00:32:35.160
to seek out a meeting with the chair of the

555
00:32:35.160 --> 00:32:38.160
board to really align on what are.

556
00:32:38.039 --> 00:32:43.039
The key expectations that they are going to work towards too.

557
00:32:43.160 --> 00:32:45.960
So that's the first one, and the same applies.

558
00:32:45.559 --> 00:32:48.599
To the inherited leadership team, right, So the team should

559
00:32:48.640 --> 00:32:52.839
be absolutely crystal clear on what is the direction of travel,

560
00:32:52.960 --> 00:32:55.240
where are we heading, what are the two or three

561
00:32:55.279 --> 00:32:58.400
big hairy, audicious skills or bets we are putting all

562
00:32:58.440 --> 00:33:01.880
our energy behind, and so on. The second thing that

563
00:33:01.960 --> 00:33:07.799
companies can look to improve is to organize meaningful meetings

564
00:33:07.839 --> 00:33:10.839
with key stakeholders. This actually happened to me the VA

565
00:33:10.920 --> 00:33:13.160
believe it or not. So I was in one of

566
00:33:13.200 --> 00:33:18.480
my newly appointed executive HR director roles, and I had

567
00:33:18.559 --> 00:33:22.480
already in my diary a number of meetings, some of

568
00:33:22.519 --> 00:33:25.799
which required me to go on a business troop. And

569
00:33:25.839 --> 00:33:28.440
then on the back end of those you know, two

570
00:33:28.440 --> 00:33:30.920
week long kind of you know meeting, and greeting and

571
00:33:31.359 --> 00:33:34.599
going around places in the world. When I returned, I

572
00:33:34.720 --> 00:33:38.839
asked my assistant who had suggested those meetings, and she said,

573
00:33:39.039 --> 00:33:39.440
no one.

574
00:33:39.720 --> 00:33:41.720
I just set them up the way I thought it

575
00:33:41.759 --> 00:33:42.640
would be helpful for you.

576
00:33:43.359 --> 00:33:47.400
Now, if this is dedicated down to an executive assistant,

577
00:33:47.480 --> 00:33:52.599
I don't think that is the important, you know, process

578
00:33:52.640 --> 00:33:55.319
that I am speaking about here. And I think someone

579
00:33:55.440 --> 00:33:58.599
either in HR or from the CEO office, maybe the

580
00:33:58.640 --> 00:34:01.839
chief of staff need to sit down and at least

581
00:34:01.839 --> 00:34:04.799
for the C suite maybe c suite minus one positions

582
00:34:05.519 --> 00:34:12.079
to map out the key stakeholder groups and then when

583
00:34:12.119 --> 00:34:14.679
there's a new CEO forcoming, when there's a new CCHR coming,

584
00:34:14.679 --> 00:34:18.079
there is no second guessing by the EA. Oh, let's

585
00:34:18.119 --> 00:34:20.000
just send them around the world and have a meeting

586
00:34:20.039 --> 00:34:22.800
with all sorts of random people. Know, this must be

587
00:34:22.880 --> 00:34:26.840
a structured, you know, set of meetings because the key

588
00:34:26.840 --> 00:34:30.280
stakeholders have been mapped previously. And last but not least,

589
00:34:30.679 --> 00:34:33.159
I think this is also part of what I see

590
00:34:33.199 --> 00:34:38.880
oftentimes not working out properly, which is facilitating culture of

591
00:34:39.000 --> 00:34:44.719
familiarization meaning you know, I come from SAP and SAP

592
00:34:45.239 --> 00:34:49.519
you know rates leadership like this and they are expecting

593
00:34:49.559 --> 00:34:52.719
you to behave like this, and that's perfectly fine. And

594
00:34:52.800 --> 00:34:56.280
suddenly I moved to a different company called Adidas already

595
00:34:56.480 --> 00:34:58.679
US as we call them in the US, and suddenly

596
00:34:58.679 --> 00:35:02.800
nothing seems to land proper, And well, guess what that's

597
00:35:02.840 --> 00:35:04.840
down to this very.

598
00:35:04.719 --> 00:35:09.400
Different set of leadership principles. This is down to the

599
00:35:09.519 --> 00:35:11.119
organizational culture.

600
00:35:10.800 --> 00:35:14.599
Being fundamentally different than the one that I have you know,

601
00:35:15.239 --> 00:35:17.679
used to, you know, deal with in the past. And

602
00:35:17.760 --> 00:35:22.039
so again here I think the HR person is probably

603
00:35:22.360 --> 00:35:25.559
having to take a lead to make sure that whoever

604
00:35:25.840 --> 00:35:31.519
is the incoming C suite executive digg it a an

605
00:35:31.639 --> 00:35:35.480
unbiased view around what does great leadership look like in

606
00:35:35.519 --> 00:35:39.360
this organization? What are acceptable behaviors in this sort of

607
00:35:39.400 --> 00:35:44.360
a culture, what are the absolute non acceptable behaviors around

608
00:35:44.360 --> 00:35:45.559
this particular organization?

609
00:35:45.639 --> 00:35:48.960
And so by giving the incoming.

610
00:35:48.639 --> 00:35:52.480
Executive those insights, they are rarely to be captured in

611
00:35:52.519 --> 00:35:55.320
any official document. I don't think there's any HR policy

612
00:35:55.360 --> 00:35:58.519
to speak about those. So these are some of the

613
00:35:58.559 --> 00:36:05.599
ideas I have How can organizations and leaders improve their

614
00:36:05.639 --> 00:36:10.079
transition success and reduce what I call the risk of

615
00:36:10.119 --> 00:36:14.440
derailment which is made by forty percent of the total

616
00:36:14.480 --> 00:36:17.239
executive so four out of them essentially don't make it

617
00:36:17.480 --> 00:36:20.880
successfully after they have transitioned into the C suite.

618
00:36:21.199 --> 00:36:25.159
Oh, definitely, very powerful insights. And are there any missing

619
00:36:25.360 --> 00:36:27.719
or something that you'd like to share about your double

620
00:36:27.719 --> 00:36:28.599
diamond framework?

621
00:36:29.679 --> 00:36:30.199
Oh?

622
00:36:30.239 --> 00:36:33.519
Wow, how much time have we got to you?

623
00:36:33.599 --> 00:36:34.679
We are both.

624
00:36:36.639 --> 00:36:40.320
Because this is I actually cheated in my book.

625
00:36:40.360 --> 00:36:42.880
This is technically two chapters, but it could be three

626
00:36:42.920 --> 00:36:44.440
and a half if you were to look at the

627
00:36:44.519 --> 00:36:45.719
length of those chapters.

628
00:36:45.920 --> 00:36:48.440
So let me just how about we take three to

629
00:36:48.519 --> 00:36:53.000
five minutes? Would that be okay? Good? So first thing

630
00:36:53.159 --> 00:36:58.320
is I I tried to make the so called first

631
00:36:58.320 --> 00:37:02.719
Mini Day framework work for myself three times as a

632
00:37:02.719 --> 00:37:05.719
senior leader, only to realize that it does not work

633
00:37:06.920 --> 00:37:09.760
for me and for anyone at my level of leadership.

634
00:37:10.199 --> 00:37:14.199
And what I elegantly ignored was the subtitle of the

635
00:37:14.239 --> 00:37:17.000
same book, which Michael walk Is, the author, dropped very

636
00:37:17.039 --> 00:37:20.800
elegantly a few years into the publishing. The subtitle said

637
00:37:21.280 --> 00:37:25.159
critical on Boarding Strategies for Leaders at All levels.

638
00:37:26.119 --> 00:37:29.360
Now, I don't know about Ulivia, but I know one thing.

639
00:37:29.760 --> 00:37:32.400
And that is if a book has been written for

640
00:37:32.480 --> 00:37:35.519
any leader at any level of leadership, it certainly will

641
00:37:35.559 --> 00:37:38.400
not work for the top most senior level of leadership

642
00:37:38.440 --> 00:37:44.559
in any organization. Now straight fast forward to my double

643
00:37:44.639 --> 00:37:49.440
diamond framework. Firstly, it's a twelve to eighteen months framework.

644
00:37:50.360 --> 00:37:55.760
It consists of seven unique phases, of which only one

645
00:37:56.320 --> 00:37:59.360
deals with the so called first ninety days. So that

646
00:37:59.440 --> 00:38:03.880
should be enough indication as to why a first leaning

647
00:38:03.960 --> 00:38:07.000
day approach is never going to be sufficient for someone

648
00:38:07.760 --> 00:38:11.119
transitioning at the very top in an organization. What I

649
00:38:11.159 --> 00:38:13.000
have then done is, and this is why it took

650
00:38:13.039 --> 00:38:15.840
me seven years to write this wonderful book, is to

651
00:38:15.920 --> 00:38:19.159
spend roughly five years researching the.

652
00:38:19.239 --> 00:38:22.679
Different life cycles of executive transition.

653
00:38:22.960 --> 00:38:25.159
So if you think of the journey as I talked to,

654
00:38:25.199 --> 00:38:28.159
eighteen months just to land properly and start to give

655
00:38:28.440 --> 00:38:32.880
value back to the organization, I have spent a roughly

656
00:38:32.960 --> 00:38:37.119
five years researching every one of these unique phases and

657
00:38:37.239 --> 00:38:41.480
what happens during that phase, what are twopical activities, but

658
00:38:41.639 --> 00:38:45.559
more importantly, what are some challenges and derailers that the

659
00:38:45.639 --> 00:38:48.800
executive must expect to come their way. And then what

660
00:38:48.840 --> 00:38:51.159
I do with it is I always hand it back

661
00:38:51.199 --> 00:38:54.119
to their leader and say, okay, Divia, Let's say if

662
00:38:54.119 --> 00:38:56.079
you were the CEO, that is, in coaching by me,

663
00:38:56.880 --> 00:39:01.039
what challenges and derailers do you foresee, even that you

664
00:39:01.159 --> 00:39:03.960
know a lot more about your company than I do.

665
00:39:04.840 --> 00:39:06.639
What do you expect to come your way?

666
00:39:06.679 --> 00:39:11.159
And more importantly, let's start to you know, brainstorm and

667
00:39:11.199 --> 00:39:14.079
coature around some of the mitigation strategies you want.

668
00:39:13.920 --> 00:39:14.719
To put in place.

669
00:39:15.480 --> 00:39:20.519
So that's how you work phase by phase through the

670
00:39:20.599 --> 00:39:24.199
seven phases to then complete the journey. The other aspect

671
00:39:24.239 --> 00:39:27.800
of the double diamond framework is something I haven't discussed

672
00:39:27.840 --> 00:39:30.679
with you yet, which is the so called five seats.

673
00:39:30.960 --> 00:39:36.880
And so the five seeds are contexts, culture, commitment, circles,

674
00:39:36.920 --> 00:39:41.440
and confidence. And those five seats again I usually explain what.

675
00:39:41.440 --> 00:39:43.920
They are and what they are supposed to do, and

676
00:39:43.960 --> 00:39:46.679
then give it as a homework today, executive and say,

677
00:39:47.119 --> 00:39:51.840
start to think about your new context and in this position,

678
00:39:52.079 --> 00:39:54.280
and it may be even the context of a new company,

679
00:39:54.760 --> 00:39:58.360
start to think about culture, commitments, circles, and confidence and

680
00:39:58.559 --> 00:40:01.599
do your home work as in bullet points at each

681
00:40:01.639 --> 00:40:02.880
of those five segments.

682
00:40:03.159 --> 00:40:05.000
Then when you come back, we are going to have

683
00:40:05.039 --> 00:40:08.440
a coaching conversation around how do you need to show

684
00:40:08.519 --> 00:40:09.719
up because of.

685
00:40:09.719 --> 00:40:11.719
The context being different than your previous one.

686
00:40:12.159 --> 00:40:15.079
How is it appropriate to show up in this new

687
00:40:15.159 --> 00:40:18.559
culture if you need to demonstrate that it may be

688
00:40:18.599 --> 00:40:21.960
different than whatever culture you have been used to, you know,

689
00:40:22.000 --> 00:40:28.360
demonstrate every day. And so these are just some aspects

690
00:40:28.360 --> 00:40:31.000
after double diamond few. I could spend two hours just

691
00:40:31.039 --> 00:40:32.039
speaking about this one.

692
00:40:32.119 --> 00:40:36.119
Absolutely, those are some really important nuggets to keep in mind,

693
00:40:36.960 --> 00:40:40.079
especially like you know what challenges can come your way,

694
00:40:40.199 --> 00:40:45.280
what can derail you, and then putting mitigation plans in

695
00:40:45.360 --> 00:40:47.920
place that okay, these are the potential risks. What are

696
00:40:47.920 --> 00:40:50.320
the options that I have? What can I put in place?

697
00:40:50.360 --> 00:40:53.360
So it's not just that full thirty sixteen ninety days.

698
00:40:53.400 --> 00:40:58.199
What you're talking is you're talking about a sustained success

699
00:40:58.280 --> 00:41:01.360
that can be scaled. So very quickly I want to

700
00:41:01.360 --> 00:41:07.639
touch upon there is gender bias during support transitions. So

701
00:41:07.679 --> 00:41:09.840
what are some of the ways that can be avoided?

702
00:41:10.719 --> 00:41:15.440
Yes, so, Livia, this is we're just among ourselves right.

703
00:41:16.599 --> 00:41:20.519
When my publisher sent me a very legally avoided letter

704
00:41:21.719 --> 00:41:24.599
that said any more delay and this is a number

705
00:41:24.639 --> 00:41:27.360
you will have to pay us as a penalty, because

706
00:41:27.400 --> 00:41:31.760
I delayed the submission of my manuscript again just because

707
00:41:31.840 --> 00:41:34.559
I had received.

708
00:41:34.119 --> 00:41:37.159
This new study. So this is the Executive Transition Study.

709
00:41:37.159 --> 00:41:41.719
It was conducted by DDI in August twenty one and

710
00:41:41.920 --> 00:41:44.440
I was about to support my manuscript and I saw

711
00:41:44.480 --> 00:41:46.719
this study, I'm like, oh, I have to bring this

712
00:41:46.920 --> 00:41:51.440
into the book. So what I can say is that

713
00:41:51.480 --> 00:41:55.280
the study did not look at this challenge specifically. It

714
00:41:55.320 --> 00:41:59.679
was a side finding, and the side finding suggested, you

715
00:41:59.719 --> 00:42:04.039
know me out that there is a clear gender gap when.

716
00:42:03.880 --> 00:42:05.880
It comes to executive censorship support.

717
00:42:06.599 --> 00:42:11.079
Right now, the gender gap is anywhere between thirteen, nineteen

718
00:42:11.320 --> 00:42:13.440
or twenty two percentage points.

719
00:42:13.119 --> 00:42:15.840
Which if you're a growing.

720
00:42:15.519 --> 00:42:19.239
Statistics it is statistically significant. So there's a big difference

721
00:42:19.239 --> 00:42:21.719
between the two genders and what kind of supported it.

722
00:42:22.159 --> 00:42:25.320
And the three items where what is the percentage of

723
00:42:25.599 --> 00:42:30.039
female versus male executives that received a leadership skills training

724
00:42:30.079 --> 00:42:34.880
program as part of their promotion. What is the percentage

725
00:42:34.920 --> 00:42:38.719
of female versus male executives who received a form of

726
00:42:38.760 --> 00:42:42.000
psychometric on assessment, and then the assessment who's used in

727
00:42:42.079 --> 00:42:46.119
their individual development plan as part of the onboarding plan.

728
00:42:46.519 --> 00:42:49.960
And then thirdly, what is the percentage of male versus

729
00:42:49.960 --> 00:42:54.280
female executives who were assigned a form mentor in the

730
00:42:54.360 --> 00:42:58.760
company or a transition coach, someone who specialized in this field.

731
00:42:59.360 --> 00:43:02.440
And so it is entirely shocking.

732
00:43:02.039 --> 00:43:05.679
To see that there is any delta in the in

733
00:43:05.719 --> 00:43:09.719
the male versus female support. But if I wanted to

734
00:43:09.719 --> 00:43:12.880
come back to a question, which is what can be

735
00:43:12.920 --> 00:43:15.320
done about it, it's super simple to you. I mean,

736
00:43:15.559 --> 00:43:18.920
if I was the HRD of any organization, I would say, okay,

737
00:43:19.719 --> 00:43:22.760
let's make this whatever. If we want to provide the

738
00:43:22.800 --> 00:43:26.000
three items, let's say to anyone that makes it into

739
00:43:26.960 --> 00:43:30.239
the vice president level and above. If we define executive

740
00:43:30.320 --> 00:43:33.559
level leadership at that level and higher, so VP, s VP,

741
00:43:33.679 --> 00:43:37.840
e VP. Just to make a simple case, everyone will

742
00:43:37.880 --> 00:43:42.000
be entitled to this and not as it seems to

743
00:43:42.039 --> 00:43:46.480
be the case. It's down to the negotiation power of

744
00:43:46.559 --> 00:43:49.280
the executive. And I can tell you one thing DVA is,

745
00:43:50.599 --> 00:43:53.840
having spent twenty years in HR working with many female

746
00:43:53.840 --> 00:43:58.760
and male executives, the male executives are much more coming

747
00:43:58.800 --> 00:44:02.280
forward with the demand. You know, I, oh, I'm now

748
00:44:02.320 --> 00:44:05.920
the s VP of whatever marketing? I yeah, well, where's

749
00:44:05.920 --> 00:44:06.719
my con office?

750
00:44:07.079 --> 00:44:07.280
Right?

751
00:44:08.039 --> 00:44:11.239
I know my car allowance technically suggests that she should get

752
00:44:11.239 --> 00:44:12.000
this level of corp.

753
00:44:12.039 --> 00:44:13.480
But I'm not happy with that.

754
00:44:13.519 --> 00:44:15.760
I'm on the higher level of car allowance, and I

755
00:44:15.840 --> 00:44:18.360
know that my level of leadership suggests that I should

756
00:44:18.360 --> 00:44:20.199
get this much of a shared allocation, but I.

757
00:44:20.440 --> 00:44:21.960
Can tell you it's not going to cut it for me.

758
00:44:22.360 --> 00:44:25.159
So there's a lot of negotiation that goes into this

759
00:44:25.480 --> 00:44:29.960
appointment that's more humble experience with main executives compared to

760
00:44:30.000 --> 00:44:33.440
a female counterpass that seem to be much more reasonable,

761
00:44:33.880 --> 00:44:37.320
much more decent, and much more grounded and just lightened

762
00:44:37.400 --> 00:44:38.960
about the fact that they're just let the big.

763
00:44:39.000 --> 00:44:43.719
Promotion m I really like how you captured it, standardizing

764
00:44:43.800 --> 00:44:47.679
it as part of like you know, any depending on

765
00:44:47.760 --> 00:44:51.639
different tiers. I'm sure you know the different companies have

766
00:44:51.800 --> 00:44:56.079
different options for promotions and like you know, the benefits

767
00:44:56.119 --> 00:45:00.440
that come along with it, whether it's equity star options.

768
00:45:00.480 --> 00:45:04.199
So standardizing it for every level removest that.

769
00:45:05.920 --> 00:45:09.760
Biases that we see because I've seen it with my

770
00:45:10.440 --> 00:45:11.760
several coaching clients.

771
00:45:12.639 --> 00:45:13.960
So that's a really great thing.

772
00:45:14.039 --> 00:45:16.760
I'm sure you know we could continue talking more and

773
00:45:16.800 --> 00:45:19.599
more so given that, how can people contact you?

774
00:45:20.400 --> 00:45:22.559
Where can they connect with you? And tell us? Where's

775
00:45:22.559 --> 00:45:22.920
your book?

776
00:45:23.719 --> 00:45:28.440
Yes? So, like you my book is available.

777
00:45:28.159 --> 00:45:32.519
Anywhere you can buy books from whether it's Amazon, Bards

778
00:45:32.519 --> 00:45:35.280
and Noble, your local books, or wherever you may want

779
00:45:35.320 --> 00:45:38.239
to get your books from. It's also available as an audiobook.

780
00:45:38.360 --> 00:45:43.239
It's available as a short format book. It's listed on

781
00:45:43.360 --> 00:45:47.039
get Abstract and all the other portals that provide book summaries.

782
00:45:48.039 --> 00:45:50.760
So that's the book. It's really established.

783
00:45:51.280 --> 00:45:53.440
And then in terms of getting in touch with me,

784
00:45:53.519 --> 00:45:57.480
LinkedIn is my only real social media platform. I actually

785
00:45:57.920 --> 00:46:02.320
have full access to my own profile. I've a large following,

786
00:46:02.920 --> 00:46:05.000
and I do not use a VA. I do not

787
00:46:05.159 --> 00:46:08.079
use any chatbot or anything like that. I am actually

788
00:46:08.159 --> 00:46:10.960
genuinely responding to every single connection.

789
00:46:11.000 --> 00:46:11.880
Invit again.

790
00:46:13.280 --> 00:46:17.039
Another a large audience that is following me on LinkedIn

791
00:46:17.079 --> 00:46:21.280
because once a week I publish the latest thought leadership

792
00:46:21.360 --> 00:46:24.000
and give my opinion to that, and that's kind of

793
00:46:24.000 --> 00:46:26.159
the easiest way how people can find me and connect

794
00:46:26.199 --> 00:46:26.360
with me.

795
00:46:27.639 --> 00:46:30.920
Well, fantastic, it was a pleasure having a nav. Thank

796
00:46:30.920 --> 00:46:35.920
you for sharing your nuggets of wisdom and maybe issue

797
00:46:35.960 --> 00:46:39.800
all the best. And thank you wonderful audience for being

798
00:46:39.840 --> 00:46:41.800
part of a shore because without you the show would

799
00:46:41.880 --> 00:46:45.000
not be possible. Reach out to us, let us know

800
00:46:46.039 --> 00:46:48.400
who do you want us to bring on next? So

801
00:46:48.480 --> 00:46:52.599
that weekend, serve you and support you in living the

802
00:46:52.679 --> 00:46:57.400
life you deserve. And thank you on a tech wizard

803
00:46:57.840 --> 00:46:59.559
for making this show technically possible.

804
00:47:00.119 --> 00:47:01.480
Val and take care until next time.

805
00:47:02.440 --> 00:47:05.039
Thank you for being part of Beyond Confidence. With your host,

806
00:47:05.280 --> 00:47:07.679
v Park, we hope you have learned more about how

807
00:47:07.679 --> 00:47:10.239
to start living the life you want. Each week on

808
00:47:10.360 --> 00:47:13.840
Beyond Confidence, you hear stories of real people who've experienced

809
00:47:13.840 --> 00:47:18.039
growth by overcoming their fears and building meaningful relationships. During

810
00:47:18.039 --> 00:47:21.280
Beyond Confidence, Vpark shares what happened to her when she

811
00:47:21.360 --> 00:47:23.760
stepped out of her comfort zone to work directly with

812
00:47:23.840 --> 00:47:26.920
people across the globe. She not only coaches people how

813
00:47:26.920 --> 00:47:30.679
to form hard connections, but also transform relationships to mutually

814
00:47:30.719 --> 00:47:34.239
beneficial partnerships as they strive to live the life they want.

815
00:47:34.639 --> 00:47:36.519
If you are ready to live the life you want

816
00:47:36.679 --> 00:47:41.039
and leverage your strengths, learn more at www dot dvpark

817
00:47:41.119 --> 00:47:44.760
dot com and you can connect with vat contact at

818
00:47:44.880 --> 00:47:47.960
dvpark dot com. We look forward to you're joining us

819
00:47:48.039 --> 00:47:48.599
next week.