Linkedin, Hallmark, Ray Dalio discussed on Dose of Leadership

Dose of Leadership
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Dog. But then he's but yeah, no, he's huge. He's like literally he stands and puts his paws on my shoulder. I'm 6 foot tall. He puts his paws right here. His head is almost as tall as my head. How is that even possible? I feel like we're living the same life because our golden doodle was supposed to be a mini as well. And he's 50 pounds. And because their arms are so long, he is also super tall. But yeah, we also have a doberman and a little ten pounder. They don't like the landscapers. No. It's a very good at protecting you from nothing. And then I guarantee if somebody was trying to break in the middle of the night, they had to sleep through it, probably. They totally would be like, wait to death. Right, it's like, well, no, he didn't bribe up in a truck and he doesn't have a weapon, like some type of leaf blower. Yes, yes. But you know, I was just saying that I am really, I'm an introspective person. Like, I think a lot about what I'm thinking and why I'm thinking it. And I think we can probably both admit that that is a blessing and a curse. Yes, definitely. Every blessing. Yeah, for everybody, but the blessing in it is, I've kind of kept tabs all along. You know, on what I really love to do. Right. And what inspired me and what made me feel alive. And like I was making a difference. And so when the game changed, I had a general sense of the kind of impact I wanted to have. And how I might just start pouring myself into that and seeing if I could make something of it. People say, when did you know you wanted to be an entrepreneur? And I'm like, I didn't want to be an entrepreneur. Yeah, today. Today. That day that I became one. It is the day and so we all have a little bit of a different story there, but that's mine. Yeah. And so what did that look like then in the beginning for you? So you have this passion. You have this thing that you believe people can benefit from. Did you just reach out to some of your corporate contacts? What was that kind of, because I think that's for people leaning more and more on this show we talk about purpose and finding your purpose and leaning into your purpose. But that's hard. It's hard. I mean, it's hard at any stage of life, I think, when you're evaluating and being introspective about what you want to do and then thinking, okay, now what do I do with that? I mean, I may be the best embroidered I don't even know if an embroidered. I don't even think. I may be the best chef or a cook or whatever or yodel or whatever. But then what do I do with that? So what did you do with that? Once you kind of had that passion, how did you take it from there? Yeah, well, the good news is I had been in product development my entire career. Gotcha. I had been in business innovation, you know, for several years. And so the process of stepping back to say, what do people really need right now? What do I believe I can uniquely write bring to this space to make a difference? And how do I start giving shape to that, right? Through a vision and a set of principles and products or solutions is something that was not foreign to me, it's something I had always done. So I really just started approaching it the way I approached product development, right? By first better understanding what people needed and then figuring out how I could go about experimenting to start to deliver some of that. But the other thing I really had to do when you work at a company like hallmark, which is very familial, your network is pretty insular. You know? Like, I grew up there. I was an intern. Wow. Between my junior and senior year of college. So I had been there since I was 20. I only knew other hallmarks. You know, I didn't really have a very broad network outside those walls. So the very first thing I started doing, honestly, was building a network on LinkedIn. On LinkedIn for over a decade. And I just started building community because I knew that I would need to know more people and to learn more things than I had learned inside those four walls. So that was number one. And then just starting to kind of test out certain ideas or potential solutions with people to see if they would find it meaningful, or high impact. When I started, I was doing coaching. And I was doing training, and I was doing some speaking. And I learned probably after 6 months that I did not want to do coaching anymore. So the entrepreneurial journey is also just really, I think you have to be agile, you have to pay attention to what works for you and what works for other people. And be willing to make adjustments, you know, along the way. Right. Definitely. And so what do we find in the book itself? I have not read the book. I will say that I'll be the first to admit that. But it just came out recently. I hope you will. Well, now I have to. Do you reference the golden doodle in it at all? Is there a golden doodle reference in the book? I think in my bio, it says that we have three dogs. I do think that the extent of it. Well, you know, golden doodle owners are kind of like loyal to golden doodle like stuff. So you might mention that you know why though, right? Yeah. They're really good dogs except you can't feed them anything except the one food otherwise, I don't know about yours. Ours is like, yeah, I've got one dog that's a mutt from the kennel. She can eat anything. I watch her eat tinfoil one day, didn't phase her a bit. It had some grease on it, and she just ate it. And I was like, no, no, no, no. Nothing, no problem. This thing eats just like anything that's slightly off. I could give it anything that's slightly off and automatically that dog gets sick. I don't know. It's just strange. Maybe yours isn't the same way. He's not as sensitive. Thankfully, because he eats things that aren't food. Yes, yeah. All the time. Yes. That's the problem with ours as well. So what's in the book, what's in the book? One, who's it written for? And then kind of what's in it? Yeah, so the book is written, I wrote it initially. Here's an interesting little thing. For high level leaders, leaders with power and position. In companies. Right. Who wanted to create more inclusive cultures, but did not know what to do and didn't know how to do it. Right. So it is somewhat of a guidebook, right? Like it starts by helping people understand why we're stuck, why we've not made more progress. It gives people the tools they need and the information they need to do a climate assessment. So understanding what people are experiencing, it tells people what your talent really wants from you. Everybody at work just wants to be seen, respected, valued, and protected. We did a proprietary body of research with a company called brand trust where we asked hundreds of employees to tell a stories of times they felt seen respected valued and protected and tell a stories of times they felt the opposite of that. And we learned so much about what leaders and peers quite frankly do every single day. The choices they make and behaviors they exhibit that make people feel included in those that make them feel excluded. So there's some really practical insightful guidance about how leaders can show up day to day to make a way for other people. There are way maker principles in there. Have you ever read, I know you're a reader? Have you read ray dalio's book principles? I've got the book I read about the first three chapters and then I went on to another book.

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