At the foundation of being a transformational leader is first and foremost being a healthy human being. This is the conclusion Bob Rosen, a Global CEO Advisor and author of Grounded: How Leaders Stay Rooted in an Uncertain World, came to after working with thousands of leaders around the world. According to Bob, every leader—regardless of whether they’re an entrepreneur, a leader in the middle of an organization, or a top executive—has to be personally rooted in 6 areas in order to be successful in our disruptive and constantly-changing world. In today’s episode of the TalentGrow Show with Halelly Azulay, Bob thoroughly explains what these 6 roots are, what the 6 corresponding disruptors every leader has to grapple with are, and provides not one but three actionable leadership tips (with specific examples, too)! This is a great episode for getting a global, 20,000-foot view of what great leadership looks like. We hope you give it a listen—and remember to subscribe and share!
WHAT YOU’LL LEARN:
- How playing chutes and ladders with an 8-year old boy gave Bob a career wake-up call (3:06)
- Bob’s experience with two different images of leadership: healthy vs. dysfunctional (3:53)
- What does Bob say is at the foundation of being a great leader? (5:47)
- Find out what Bob says are the 6 disruptors that every leader has to grapple with (6:16)
- What are the 6 “roots” of healthy leadership that we need to develop in order to be successful in today’s disruptive and constantly changing world? (6:56)
- How the 6 roots operate like the human body and form a “leadership system” (9:00)
- Bob explains how, for a given leader, some of these roots are going to be more relevant to improve than others (9:49)
- Which of the 6 “roots” does Bob say is the greatest predictor of leadership performance? (hint: the answer may surprise you) (11:24)
- Bob explains the 3 elements of this most important root (12:24)
- How David Rubenstein of the Carlyle group is an exemplar of this (13:07)
- What really good leaders recognize about organizational transformation (15:06)
- Bob shares a story about how he helped a shy, introverted Fortune 200 CEO become more motivational and comfortable on stage (17:14)
- Bob shares another story, this time about how he helped a leader adapt his leadership style to a new, more global, role (19:24)
- Bob tries to bring President Trump into the discussion but Halelly doesn’t take the bait (“We’re not gonna go there!”) (20:46)
- What ambitious intellectual task within the leadership field has Bob decided to take on for himself? (23:04)
- What’s the exciting new book Bob’s working on about? (24:00)
- “Grounded leadership is the foundation for transformation, and conscious leadership is the accelerator to transformation” (That’s a pretty cool quote, Bob. It's a tweetable, too!) (24:41)
- Bob gives not one but three tips for ratcheting up your leadership effectiveness! (26:42)
- Halelly gets Bob to concretize all three tips “just a tiny bit more” (Bob gives some specific examples of how to apply them) (28:06)
- Get Bob’s latest book: Grounded: How Leaders Stay Rooted in an Uncertain World
- Check out Bob’s other books on his Amazon author's page: The Catalyst: How You Can Be an Extraordinary Growth Leader, Just Enough Anxiety: The Hidden Driver of Business Success, Global Literacies: Lessons on Business Leadership and National Culture, Leading People: The 8 Proven Principles for Success in Business, and The Healthy Company: Eight Strategies to Develop People, Productivity, and Profits
- Connect with Bob on his website
- Check out Bob’s company website
- Follow Bob’s company’s LinkedIn page for great articles on leadership and team development
- Check out the TalentGrow Show on C-Suite Radio
- Like the Facebook page of The TalentGrow Show!
- Join the Facebook group – The TalentGrowers Community! Share your advice, your progress, your successes and your challenges and questions. Interact with other listeners and with me. Let’s support each other in becoming the kind of leader that people *want* to follow!
- Download the 10 Mistakes Leaders Make and How to Avoid Them free tool
- Intro/outro music for The TalentGrow Show: "Why-Y" by Esta - a great band of exquisitely talented musicians, and good friends of mine
ABOUT BOB ROSEN
Bob Rosen–trusted global CEO advisor, organizational psychologist, and bestselling author–has long been on a mission to transform the world of business, one leader at a time.
He founded Healthy Companies International over 20 years ago with the singular goal of helping top executives achieve their leadership potential and build healthy high performing and sustainable companies. Shortly before launching the company, he was awarded a multi-year grant from the MacArthur Foundation for an in-depth study of leadership. Since then, Bob has personally interviewed over 400 CEOs—in 50 countries—in organizations as diverse as Ford, Motorola, Johnson & Johnson, Singapore Airlines, Brinks, Northrop Grumman, Toyota, Lego, Booz Allen Hamilton, Citigroup, PepsiCo, ING, and PricewaterhouseCoopers. He has become an advisor to many of these companies.
Bob is a frequent media commentator who has been quoted in the New York Times, Wall Street Journal, Fortune, Bloomberg Businessweek, Financial Times, Time, Chief Executive Magazine, and more. Bob is a bestselling author including The Healthy Company, Leading People, Just Enough Anxiety, Global Literacies, The Catalyst and his latest, New York Times Bestseller Grounded. He is also in demand as a global keynote speaker with a special focus on personal leadership.
Announcer: Welcome to the TalentGrow Show, where you can get actionable results-oriented insight and advice on how to take your leadership, communication and people skills to the next level and become the kind of leader people want to follow. And now, your host and leadership development strategist, Halelly Azulay.
Halelly: Hey, hey, welcome back Talent Growers. I’m Halelly Azulay, your leadership development strategist here at TalentGrow and I'm looking forward to sharing today’s episode with you. Our guest today is Bob Rosen, a trusted global CEO advisor, organizational psychologist and best-selling author. Bob describes the six disrupters that can get in our ways as leaders, and the six roots of healthy leadership that are required to be successful in today’s disruptive and constantly changing world. According to Bob’s research and his work with thousands of CEOs and leaders, the leaders who are most effective in these six roots are the highest performing ones and those who people prefer to work for and with. Bob tells us what leaders of the future are called on to do, and he also shares which of those six roots is actually the most important one. It’s a surprising one. He breaks it down too, into three components so that we really understand it and he explains what help, love and faith have to do with it. He also shares two stories of transformation that help us see how this kind of work brings results and finally, Bob describes the exciting new book he’s writing and instead of sharing one actionable tip, he shares three. They are interconnected and we do try to really concretize them for you, to make them super practical. So take a listen and let me know what you think. Here we go.
Welcome back to the TalentGrow Show. I’m Halley Azulay, and I’m your leadership development strategist and this week we have Bob Rosen. He is a trusted global CEO advisor, organizational psychologist and best-selling author and he has long been on a mission to transform the world of business one leader at a time. He is CEO of Healthy Companies International that he founded over 20 years ago, and he works with a lot of top executives to help them achieve their leadership potential. I know that today he will share some amazing insights with you to help you achieve your leadership potential. Bob, welcome to the TalentGrow Show.
Bob: It’s a pleasure.
Halelly: Great. We are happy that you’re here and we are looking forward to hearing from you more about your most recent book, which is Grounded: How Leaders Stay Rooted in an Uncertain World. But, before we do that, I always like to take my listeners on a little journey on your background, your professional background. Where did you start, how did you get to where you are today?
Bob: Well, just like so many leaders in organizations, I’ve been on my own journey of transformation. I first got my PhD in Clinical Psychology, and I actually was interning at the National Children’s Hospital and I was playing Chutes and Ladders with a little 8-year-old boy and he started beating me and I found myself competing with him. I said, “Whoa! I think I may be in the wrong profession.” So, I went to a headhunter at the time he said, “Why don’t you have lunch with me?” Just a friend of me. He basically said, “Why don’t you do what you were trained to do, but stir it up?” That was sort of one of these stones that shook the system. I started imagining doing my work in business. So I started volunteering with the business roundtable, early in my 20s, and I had the opportunity to go to Herman Miller, a Midwest company in the furniture business that was really at the front end of people-centric cultures and I got to meet Max De Pree at Herman Miller, their CEO, and this was an image of a really healthy leader. But two weeks later, I was at a business roundtable event and I walked up to another CEO of a Fortune 50 company and he totally ignored me. These were two images of leaders. One healthy, shedding light on people, and one dysfunctional and narcissistic and not making me feel very good. And that got me very interested in the workplace.
I got a call from the McArthur foundation and they set up a not-for-profit for me and we got very interested in leadership and healthy companies and since then, I’ve written six books on different aspects of leadership and have had the opportunity to sit face-to-face with about 500 CEOs in 50 countries around the world. Today, I have the great honor of working with CEOs and their executive teams on building great companies. It’s been a great little journey for me.
Halelly: Pretty impressive. So good for you. And, we look forward to learning from the insights you’ve gleaned from the CEOs and the work that you’ve done with them. So your most recent book, Grounded, you say that it provides a new approach for leaders at every level to become more self-aware, develop their untapped potential and drive significantly better results for themselves, for their teams, for their organizations. So I hope that people will go and grab a copy of your book, because obviously there’s way more in it than we can possibly cover in this short podcast. But if you could, just give us an encapsulation, maybe the 20,000-foot view, of what’s the message of this book?
Bob: Well, after interviewing all those leaders around the world and working with thousands more, it became clear to me and to us at Healthy Companies that at the foundation of being a great leader, being a transformational leader, you first have to be a healthy and grounded human being. And that requires leaders who are deeply self aware and really committed to their own personal development. And the reason we came to that conclusion is that every leader, regardless of whether they’re an entrepreneur, a leader in the middle of an organization, or a top executive, is grappling with six disruptors – speed, the pace of speed, uncertainty in the world, complexity, transparency and living in a bubble, competition and then being part of a global society and a global marketplace. And that we need to develop our roots, our human roots, what goes on inside of us. That’s truly what the book is about. It’s about the roots of healthy leadership that are required to be successful in today’s disruptive and constantly changing world.
Halelly: What are those roots? Describe those roots.
Bob: The first root is our physical health. Speed requires that we are more agile in the world. Uncertainty requires that we become more emotionally healthy, more self-aware, more living in our positive emotions of compassion and empathy and hope and optimism and faith, rather than being weighed down by our negative emotions of anger and anxiety and sadness and loss. Complexity requires that we become intellectually healthy, being deeply curious, being adaptive in the way that we think and constantly regenerate our mindsets and mental models for a changing world. We also have to be socially healthy, and practice our social roots. Particularly in an environment where people are more cynical and less trustful than they’ve ever been and we’re in more deeper connections with networks and in relationships where people are requiring more authentic, real leaders. And so being socially healthy becomes really, really important. Competition requires that we are vocationally healthy, and that’s a word that’s not talked a lot about these days, but are you constantly committed to personal mastery and learning and growing on the job? Do you have a high bar with a sense of excellence and what you do? And do you have a meaningful calling in your work? Because that brings out the best in people. The last one that surprised us was spiritual health, which really is required in a world where customers and employees are wanting more responsible organizations and diversity in globalization is requiring leaders who, one, are part of something bigger than themselves, two is that they are generous in their mindset and three, that they have a higher purpose. Because we know that higher purpose people and organizations and teams are better performing.
So all six of those operate like our human body, like our immune system and our nervous system and our skeletal system all work together, well, these six roots form a leadership system. And the ones, the leaders who are most effective in those six roots actually are the highest performing. And we have a 360 assessment that we’ve used on thousands of people and all six of those roots produce as rated by bosses and peers and subordinates, show that those who are healthiest are the most effective, as rated by those other people. So we know that healthy leaders actually perform better and people like working for them.
Halelly: It sounds like a lot of different things to mind, so how do you guide leaders to know where to focus?
Bob: That’s a good question. If we’re all honest with ourselves, we’re not good in all of them at the same time. I mean, it’s hard being human, in a fast-paced world. But they each are driven by a disruptor, so we need a little bit of all of them. Some of them are going to be more relevant and some of them are going to be higher performing in that area more than others. I find that for example, I’ve had CEOs that have been completely – or leaders – who are completely burned out and they need to recommit themselves to their physical health, because they just don’t have the stamina or the persistence or the energy to do their jobs. There are others whose world is changing so fast and they need to really put their foot on their intellectual roots, on their intellectual health. So they have to take a day or a half day a week and stay home and read and really think about their future, rather than … because the leaders of the future have got to be able to perform and transform themselves at the same time. It’s awfully hard to transform yourself and expand your mind if you’re constantly operating in the perform mode, particularly in the short-term. I’ve had other leaders who find that their social skills are not fully developed in terms of interacting with their boards, interacting inside their organization with peers. They may have certain social, interpersonal skills that need development and so getting feedback in their social roots becomes really, really important.
The interesting thing is that spiritual health is the greatest predictor of leadership performance. That was a real surprise for us. So, you know, in any one of these areas, we’ve got to continue to invest and do work in. But every leader is different in what they need.
Halelly: Okay, good, so it sounds like the idea is that all of us need all six, but every one of us has different strengths and different areas for focus and your assessment or maybe just the person’s work on creating more awareness for themselves can help them figure out which is the one that will be most important for them to focus on first and work there?
Halelly: So when you say spiritual health is most important, I just want to make sure we clarify that – do you mean that in the religious sense? Is it more like being more religious or is there some other kind of way that you define it?
Bob: That’s a really interesting question, because it comes up all the time. Our definition of spiritual health has three elements to it. One is, as I mentioned, do you have a higher purpose? Two, are you part of something bigger than yourself? And three is, do you have a generosity of spirit? None of that is traditionally linked to religion, but for a lot of people it is. So if people believe in God and 80-85 percent of Americans, for example, believe in God, then that becomes your spiritual health. But it doesn’t have to be. However, those qualities emanate from the part of our emotional brain where we are hardwired for hope and optimism and compassion and love and faith. So you have leaders like a David Rubenstein at the Carlyle Group, who embrace adversity and life’s ups and downs. His dad was I believe a mailman and his mother was a seamstress and he built one of the largest investment houses in the country, in the world. He’s somebody who is grateful about where he comes from and shows his generosity. He welcomes cultural differences because so many of our workplaces are microcosms of the world. And so we need leaders who are very aware of their unconscious biases and comfortable sort of leveraging and celebrating inclusiveness and respect inside those workplaces. And he gives back a lot. He’s one of these philanthropists, now late in his career, who is giving a lot of money back with Bill Gates and others, and you don’t have to do it all with money. It could be time, it could be volunteerism, it could be any kind of generosity. I’m finding leaders who are more generous inside organizations with each other, when somebody makes a mistake or trips up. These are leaders who people love to work for. That’s what spiritual health is.
Halelly: Got it. Great. I’d love to hear a story – I know you work wit just hundreds and maybe thousands of leaders all the time in the course of your work and you’ve helped to teach them about this and I imagine that you work alongside with them to help them create some kind of transformation in themselves, so that they can be, as you said, a transformational leader. Share a story with us about a change that you’ve helped see through.
Bob: Well, all of our clients actually, in our consulting business, are transformation clients. So, all the leaders are in the midst of transforming their businesses in one form or another. That’s what’s so interesting, is they all have become technology companies and they all have to transform themselves with fresh business models and mental models. But, I think the really good leaders recognize that organizational transformation comes from personal transformation. And if you want to change your company or your team, you’ve got to transform yourself. You’ve got to expand the way you think. You have to think big. You have to go deep and understand yourself. You have to get real with your accelerators and your hijackers, those things that push you forward and hold you back. And you’ve got to step up to the challenge.
So one example is a company we’ve worked with for 10 years called Med Star Health. It’s the largest health system in Washington and Baltimore. They own a number of hospitals and they’ve had to move from being a hospital-based vertical system to one that is horizontal and more distributed care from birth to death, and across the health spectrum, from acute surgery to after-care to home care. So they’ve been engaged in a 10-year transformation. Now, we’ve worked with the top leader, the top 10 executives and the leadership team, the top 50 executives and also the top 3,000 and we start with who those leaders are. They’re roots of healthy leadership. Then build out from that, and that has been the foundation for the whole transformation at Med Star Health. And we’ve worked in the professional service industry, and the manufacturing industries and in finance and insurance and we find that these roots are relevant. This concept of a healthy leader is relevant across all kinds of sizes of organizations and industries.
Halelly: I’d love to hear just an example of a personal transformation, if you will. Let’s say a specific leader – you don’t have to name names, of course, to protect their identity, but a specific leader. What did they recognize was something they needed to develop and then what did they do and what affect did that have?
Bob: Leader of a Fortune 200 company, who I coach, CEO, was a shy, quiet leader. And he got into this CEO position in a company where he needed to go outside his office and to be much more public, much more motivational in his leadership. He was a great leader and a great CEO, and many great leaders are introverted leaders. But he needed to ratchet up his comfort with being on stage. So we worked with them to develop a personal story that he could bring out about himself and his leadership and he went on stage and told his story. It was very well received, and so the work was sort of expanding his understanding of who he was and how that was related to what he needed to do as a CEO.
There’s another leader that I worked with in one of the largest –
Halelly: I’ll interrupt. Before you go into that story, so let me make sure that I’m connecting the dots – the story you just told about the leader who told his story on stage, which root is that connected to? I have a guess, but I want to make sure I have it right.
Bob: It’s related to a number of them. It’s related to emotional health, because he needed to become more self aware and more comfortable being vulnerable and stepping out on stage and being somebody that he didn’t actually feel like he was, when in fact it was all there. He had the innate wisdom and the innate humanity but he needed to pull it out and allow people to see it. And social health was another one. But he was a very authentic guy, because social health is about being authentic and being fair and being out there publicly. He just needed to push himself into this discomfort zone and be out there, and it had a huge affect on his people. They loved it.
Halelly: I bet. Okay, good. I was guessing social, so I was part right.
Bob: Yeah, you were.
Halelly: Okay, good. Thank you for that. That’s an awesome story. Go ahead and share the other one.
Bob: The other story is a CEO, a global chairman of a large, professional services firm, and when he was running the U.S. business ,he could run it like a typical CEO. He had power and authority to do that, but when he got into the global role, leadership was more about influence. It was about understanding national territories and diversity and he had the skills, but he had to change his leadership style to be effective for the role he was in. And so one of the things that we’ve learned is leaders move around in jobs all the time, whether in the middle or the bottom or even at the top executive group. So you have to take who you are, your fundamental roots, to each job, but every job is different. And every job requires a different set of behaviors to be effective, but you don’t change. The only thing that changes is your ability to grow and enhance and strengthen those six roots, but you shouldn’t change as a person. One of the things that we’ve learned in research for Grounded was that we’ve spent so much time focusing on what we do, our accomplishments, our competencies, the behavior, and not enough on our roots, our purpose, our values, our character, who we are. And you see a natural sort of example of this in the White House right now, in terms of a President who is struggling to figure out how to be more grounded and conscious and it’s having huge effects.
Halelly: Interesting. Well, as much as I would like to dig into that one, I’m going to not touch it, even with a 10-foot pole! One time I had a podcast guest who gave Donald Trump as an example of how not to, he was trying to say you should promote yourself, but not like Donald Trump, and then I used that in the title and I had somebody really upset with me that I was divisive, and so we’re not going to go there. But I agree that every leader needs to be rooted, and I’m so happy that you’re saying to change doesn’t mean to change who you are. It’s more just to blossom more into who you need to be, within …
Bob: And who you are naturally. And I think there is innate wisdom and innate humanity inside each person, and they have to discover themselves. Someone once said to me you spend the first half of your life trying to avoid somebody you’re afraid of being, and the second half of your life being the person you really are. And I think for a lot of leaders, when they get into positions, they need to figure out how to allow themselves to just be the person that they naturally are. That could be for a whole conversation, but the roots are relevant to anybody, whether it’s the President of the United States or a supervisor of a factory.
Halelly: Makes sense, because it’s about being a whole person, and being the best version.
Halelly: I really like that. Well, I want to make sure that we give listeners, I always end with a specific, actionable tip, but before we get there I'm curious to know what’s exciting and new on your horizon and what has your energy and attention these days?
Bob: That’s a great question. I’ve written six leadership books and they’ve been on various aspects – leading people, leading change, leading growth, leading globally, leading teams and leading yourself. And we wrote Grounded to sort of shift the paradigm to sort of focus on who you are and how that drives what you do and the six roots. However, as I’ve looked at the leadership field, we have not really mastered how to accelerate the development of people. And so I’ve decided to take that on as a sort of intellectual task and see if I could do some research and study how we could change and accelerate people’s development and performance. This becomes more important than ever because everybody is operating now in a disruptive, accelerating and polarizing environment. And so the question is, how do we help people grow and change? And one of the dilemmas we find is that people are shackled by some obstacles that stand in their way. They are too shallow in their thinking, they’re too narrow in their perspective, the operate too slow or they’re too small. They’re not bold enough in their leadership. And so we’re writing a book on consciousness and on helping people become more conscious because we believe that the more conscious you become, the faster you can learn and become more aware of yourself, your organization and your environment. And so we’ve come up with four lessons in this new book around becoming conscious, about going deep, thinking big, getting real and stepping up. And so we’re just doing interviews now and the book will probably come out next year and I’m very excited about it because I think not only do we need to change the what with the roots but we need to help people accelerate the how. So if you think about it, grounded leadership is the foundation for transformation and conscious leadership is the accelerator to transformation.
Halelly: Very cool, very interesting. I certainly spend all of my time helping people develop, thinking about development, writing about development, so that is near and dear to my heart and I’m very curious to hear more and read more. Are you writing this content into, only into this book, or are you also publishing it in short form elsewhere?
Bob: Actually, it’s a good question. Our company is divided into two parts. One is an executive consulting business where we help CEOs and executive teams build great companies, focusing primarily on the human side of the business. And then we have a learning solutions business, where we have taken our intellectual property – our books and ideas – turned them into assessments and workshops and certifications and make that available to companies so that they can have internal people get certified and to offer that. So, we do that with Grounded now. We’re starting to do that with the conscious book, so we’ll bring it out in the form of speeches and workshops and the like in our learning solutions business.
And I guess for anybody who wants to learn more about us, we have a blog that we produce regularly and if you send in your email to www.healthycompanies.com, I’ll be happy to add you onto the list. We also blog on LinkedIn and if people want to interact with me it just is BobRosen.com. And I’d love to hear from you.
Halelly: Great. Thank you. I will definitely dig up those resources and link to them in the show notes. It’s been great speaking with you and before we end, we always like to end with something super actionable. So, listeners that are now hearing what you’ve just described, a lot of great ideas, but what’s something really specific that they can take action on today or this week, to ratchet up their own effectiveness as a leader?
Bob: I would say three things. One is imagine yourself as the ideal leader that you want to be, and make a commitment to that image of success. Second thing is talk to some, a couple of people close to you, and do a sort of informal 180 degree assessment and get some feedback on what they see as your strengths and vulnerabilities. And then three is to think about your organization and to what extent your organization is accelerating your development or is hijacking your development. Part of this Grounded conscious book is looking at the accelerators that drive us forward, like confidence and focus and practice. And what are the hijackers that hold us back, like our self defeating thinking or our emotional de-railers or perfectionism or a need to control? So, I guess by and large I guess you’ve got to go deep before you go fast, and that may be my thinking about leadership because I’m a psychologist, but I’ve learned that the more people become self-aware, the more effective they become.
Halelly: That’s concertize that just a tiny bit more. Let’s say someone wants to take you up on that – the first step was to envision that ideal leader that you would like to be and commit to it, and the second step was to get some input from other people, and then to think about deeper, like what are your accelerators and hijackers. Let’s say you’re going to sit with them right now and you’re going to tell them specifically, what should they do to do that? Should they journal about it? What’s a great way to help that person concretize it?
Bob: Some people are natural private learners, and so journaling is a natural thing, or they meditate and then they journal. But people are very different in how they learn. Other people love reading, and I would start with the Grounded book. The Grounded book really allows you to self-assess yourself against those six roots and see which areas you would like to work on. Then make a 30-day commitment to practice one of those roots. We have a healthy leader heat map, where we do this in sessions and workshops and in speeches where people actually self-assess themselves on those six roots, and that gets more specific about what they want to work on. Other people, they need to interact with other people to get feedback, and that’s why walking up to someone – and you could put the six roots in front of them and say, “I’m really trying to improve my capacity in these six areas. How do you think I’m doing and what impact is that having on you as an employee or you as the team?” And get feedback in real time. So I think people learn very differently and that’s okay. I think going specific on those six roots would probably be a good first step.
Halelly: Okay, great. That helps. You know, I totally agree, everybody is very different, but sometimes if it sounds too abstract it’s hard to know how to get started. I think you’ve just given a couple of great ideas for people to get action and get started. Of course no change can happen without action, so everybody listening, take action. Well, it’s been a pleasure speaking with you, Bob, and I’m really geld that you’ve brought your wisdom and experience to the TalentGrowers community. We appreciate you.
Bob: My pleasure. And look out for Conscious.
Halelly: That’s the name, huh? The next book?
Bob: That’s the topic, we don’t have a name yet. Maybe Being the Most Conscious Person in the Room, maybe something else, but it’ll have conscious in the title.
Halelly: Okay, we will be on the lookout for it and good luck with that.
Bob: Great. Thank you so much.
Halelly: Thank you again. I hope you’ve enjoyed this episode, TalentGrowers. All the links to the resources like Bob’s books and website are all on the show notes page, as always. This one is going to be at TalentGrow.com/podcast/episode58. And while you’re there, make sure you sign up for my free 10 Mistakes that Leaders Make and How to Avoid Them. That’s a free tool, there for you, and it also helps you gain access to my short, fun and actionable newsletter. You know that we’re super-proud that the TalentGrow Show has ben selected to be part of the C-Suite Radio Network of high-quality business podcasts, so check it out at C-SuiteRadio.com, and get lots of useful leadership advice and insights while you’re there. Of course I want you to join our growing community on Facebook. We have a group called TalentGrowers Community. It is a private group, meant for listeners of the show and anyone who is a listener can join it, and this is where we can ask each other questions about leadership challenges, show each other support along our leadership development journey, share resources and anything else that connects to leadership development and developing as a leader who people actually want to follow – that’s the point of the TalentGrow Show. So take a couple of minutes, go over there, and of course if you haven’t yet, please leave a review on iTunes for the show. It really helps us get featured on search results and helps more people discover the show, which hopefully you have been finding valuable and I really would love for more people to gain the value out of the work that I’m doing. So help me out. It doesn’t take very long. It’s very easy to do and I would be very, very appreciative if you did it. Okay, that’s it for this show. I’m Halelly Azulay, your leadership development strategist here at TalentGrow and I thank you for listening. I appreciate you so much. And until the next time, make today great.
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