Episode Transcript
Speaker 0 00:00:00 Welcome to the, give yourself the chat podcast. I'm your host, Peter Lewis. And this is the show dedicated to unlocking human potential and living a life
Speaker 1 00:00:08 Performance. Welcome. Everyone
Speaker 0 00:00:16 Want me to give yourself the chats? I have another fascinating guest with me this afternoon. I have Beth Miller who is currently in Atlanta, Georgia, but Beth, I understand that you should have been here over in the UK. What what's what's going on if I couldn't guess
Speaker 2 00:00:31 What's going on is COVID. Yeah, my husband and I were supposed to go on a cruise with some dear friends and, um, would have started in Norway and finished up in London. Um, unfortunately that was canceled.
Speaker 0 00:00:48 Yeah, it's, it's had a profound effect on all our lives. Um, and, and I guess on one level, there's the personal disappointment of a lovely trip being canceled, but then you have to put it in perspective. Don't you, you have to, I often come back. I have my house, right. Everything else can be endured. Um, so it'd be interesting. Let's just jump straight off. This is give yourself the chat podcast after all. How did you kind of make sense of that? I guess, initial disappointment, but then reconciliation with the idea. How did you actually come to terms with that?
Speaker 2 00:01:19 Well, it's actually something that, um, I talked to leaders about too. Um, is that kind of disappointment, right? Um, you know, COVID is something that none of us have control over. Um, we don't know what's going to happen next. Um, so one of the things that I do is I practice gratitude every day. I, I am grateful for the small things that, you know, before I probably missed. So that's one of the things that, that I I've done. Um, the other thing is my mother now lives with us, so we pulled her out of a retirement community. And, um, I'm, I'm thinking that it's gonna be a while before she gets back there. So it's, it's nice to spend time with her. We, we take a walks every day. So that's another thing that I do that I didn't do on a regular basis. Um, that's been great as well to kind of settle your mind in. Yeah, I think it's,
Speaker 0 00:02:21 It's important to recognize that. I mean, we talked briefly off air that, you know, as long as you have your health, then you can enjoy, but this, this idea of gratitude practice, I'm glad you said that because actually that's, that's something that I focus on and I've been aware of the sort of gratitude effect or the attitude of gratitude, but it's not until recently that I've really started to meditate and practice that with intention. And it is, it starts off with that simple, I'm grateful for waking up this morning because there's many people that don't have that opportunity. And it's amazing how something so simple can literally get you off on the right footing for the day.
Speaker 2 00:03:02 There's a lot of research around gratitude, uh, and as well as, as a meditation and mindfulness, that is really helpful. I, I praise you for, for doing it on a regular basis. Uh, I do it, but, but not enough.
Speaker 0 00:03:18 Well, I like, like all of us, we, we, we, you know, we, we, we try our best don't we, and I think that's something that we need to realize that that's, you know, none of us are enlightened we're so far South of enlightenment is unreal, but actually I think it's the, it's the awareness around some of these practices and, and on an intellectual level, it sounds surely that's, that's just too simplistic view, but, but actually I think it just grounds you in the present and it does provide that contrast when you think, well, actually, do you know what I can endure this because there's people that are own far worse situations than me. Um, and it's interesting for, from a leadership point of view, that how that's coming and you say, you know, mindfulness and gratitude and all those other things, there's a lot of research in it, but, but it's coming into leadership far more, I think. And particularly, we're going to talk about leadership through COVID a little bit later in this episode, but I just want to give the listener a bit of a background and then you can perhaps fill in some of the blanks. So you started off creating a tech consultancy practice, I believe with your husbands. How many years ago was that now?
Speaker 2 00:04:23 And that was back in the mid nineties. Um, I do have a career before then
Speaker 0 00:04:29 Go back that far, if you want, you can mention that if you want, I mean, one starting a business with, uh, with your life partner that that's interesting in itself and probably taught you some lessons you then, um, you then solve that, um, by your own admission, got a bit bored. And I'd like to perhaps pull that thread and then got involved with an organization called Vistage and my understanding of vestiges it's a sort of helps, um, MD CEO's. Um, and it's sort of like a, a mastermind personal development coaching thing. And that's led on to you forming your company, um, executive velocity. And I know you're involved in coaching training and assessment and hiring of talent. So, wow. There's a lot there, but let's, let's, let's go back to that piece of my own boredom. I love the fact that you admitted, I get bored. And I wonder what that, how that manifests for you and, and how that kind of shows up in your professional life.
Speaker 2 00:05:29 Uh, well, it, it shows up by, by me trying to fill the time, um, and boredom to me is, is not just about filling time. Cause I could fill time in a lot of different ways. It's it's about filling time. That's going to enrich me intellectually and that's, I'm a lifelong learner. So this ditch for instance, was a draw for me because I was constantly learning, not just from the business owners that I coached and, um, facilitate the, the monthly meetings, but they had wonderful speakers that would, would come in on a monthly basis. So that, that fed me, fed my, my learning and, um, and knowledge aspect that then I'm motivated by, um, so bored. That was bored. Am I, I tried some volunteer work. Uh, I still do volunteer work, but it wasn't enough. And, and that's, that's how I found this ditch, which was back in 2005, but I left, I left this stage last year. Okay.
Speaker 0 00:06:37 Thank you. So it goes great experience there. Tell me about, um, so you formed a tech consultancy practice, but then sold it. Was that always your plan to exit the business?
Speaker 2 00:06:46 Uh, yes. Yeah. I don't, I, that wasn't, it, it was, we were kind of accidental entrepreneurs at the time. My husband had moved to Atlanta to, um, to marry me. I wasn't going to move back up North, which is where I'm originally from. And he, he couldn't find a job at the time. So he started an accounting, temporary services firm, and then he got, convinced me to join him and start a technology side of the business. So that's, that's kind of how it had happened. It all happened. So
Speaker 0 00:07:26 Accidental entrepreneurs. So, uh, it's that, it's that w with your work with Vistage, is that a pattern that you, you see amongst entrepreneurial-ism do you think
Speaker 2 00:07:37 I have had a number of, of business owners that, that happened to, uh, one of 'em, he, he was working for a company and, uh, the guy, there was something going on with, with some shady financial things. And so he ended up, uh, buying the business from this for pitons. I mean, it was, it was almost given to him. And so that was kind of an accidental entrepreneur. Uh, there was another one who he started growing a consulting practice, you know, it was, it was him. And then all of a sudden it was three people, four people. And, you know, he, he ended up selling his business to a larger company, um, and kind of getting back to where he really needed to be, which, which was, he was from the larger, larger company.
Speaker 0 00:08:27 It's interesting, isn't it? Because I dare say the accidental entrepreneur probably speaks to a time before entrepreneurial-ism was mainstream really quite trendy if you think about it now. So a lot of kids, my daughter is about to go to university she's 18 and she wants to be an entrepreneur. Whereas that word didn't even feature in my vocabulary when I was growing up or emerging into professional. Isn't it, isn't it interesting how it's now a very deliberate thing?
Speaker 2 00:08:59 Yeah, entrepreneur, I actually, when I, when I went to college, um, the school I went to was Babson college up in the Northeast and they they're actually known for entrepreneurship. They, they actually had classes in entrepreneurship back in the eighties. And, um, I, I've never heard of entrepreneurship until I went to a school. I was like, now it's, it's a common term, but
Speaker 0 00:09:27 It's a common term because it's, it's, I think it's a lot to do with where we are as a society, particularly around technology and how technology enables routes to market. And there's very few barriers now, really the barrier now is how do you get heard? How do you get identified and stand out? So I do think it's encouraged that it's interesting. I would class myself as an accidental entrepreneur. I joined the army when I was 16, back in 1987 to 20 years service, very structured, very regimented, of course. Um, and then I left 12 years ago and started my own business and this entrepreneur burst out. And, but I can always see, I can see the hallmarks of it. It was that Maverick. It was that one that didn't quite want to follow the rules. And there's an element of that, which I absolutely love, but it's not easy. And I guess a lot of the people that you have coached and continue to coach part of the challenge there around them weighing or feeling the weight of responsibility of the company they formed and is growing up pace. That's something that needs to be addressed. And I know that's kind of one of your interest areas, so I'd be interested, explore that side of entrepreneurs and leadership and the weight of responsibility.
Speaker 2 00:10:39 Yeah. Um, and this, especially now with the challenges around COVID yeah. I, uh, I have conversations with leaders daily and there's a lot of pressure there. You know, they they've got their company, they started it up from scratch. Most of them they've built it. Now. Some of them are doing really well based on the industry that they're in, but others are struggling. And it's, it really is a challenge for, uh, their mental capabilities, emotional capabilities. They have really nobody to talk to. They, you know, they, one of the things that I encourage them to do is practice vulnerability with, with their employees because they, they need to be transparent. They, but they need to be transparent in a way that isn't scaring people, obviously that, that it's, it's more the conversation of, Hey, here's what I know. Yeah. Here's what I'm. And here are the things that I don't know. And here's my plan B and C based on that, the other thing is I encourage them to engage their employees in helping them they're there. That's why they've got their employees there. They're not there to be solving all of their employees problems. So, you know, having those open conversations around how to be resilient, how to, how to be agile and, and make changes based on the changes that are taking place externally, that you have no control over. Those are really wound.
Speaker 0 00:12:43 There's several things I want to unpack with you. There there's this tension between being vulnerable and scaring your team is that because people look to the leader historically and presently for guidance, assurance and confidence. So how you, but being vulnerable isn't and that's why I think a lot of leaders are reluctant to be vulnerable because they see it automatically as a position of weakness. Right? I think you need to look at vulnerability and this, this is not the first podcast episode I've had around this subject. And it's, it's really good that we're talking about this. I think it's one of the most courageous positions a leader can take.
Speaker 2 00:13:21 That's the word I use too, is courage. It takes courage to be vulnerable. Yeah.
Speaker 0 00:13:27 You said let's pull this thread a bit. So from, from your perspective, how, how do we get leaders to get the joke?
Speaker 2 00:13:36 Yeah. Um, S some of them, I think, are because of their emotional intelligence, they are able to be vulnerable in an effective way. And, and that is, um, there's a lot of empathy around vulnerability that, you know, you're, you are, or being vulnerable to make somebody else feel better. Yeah. That's, that's, you know, it's, there's a lot of fear and axed right now, especially here in the States, you know, we've got, we've got an uptick. Um, I'm in a state that, um, is experiencing that an uptick in, in the cases. And, you know, people had started coming, going back to work now it's well, should I be going back to work? Um, right. So, you know, how, how do you have that conversation with your team or just an individual in, in a way that's going to make them feel comfortable? Well, you first have to kind of share how you're feeling first. You've got a model that behavior, otherwise, you're not, you can't expect somebody else to, to open up.
Speaker 0 00:15:01 And it's, and it's interesting. It's so obvious when we talk about it, because if we just think of ourselves as just Beth and Peter, or just people meeting, it's that, do I fail, feel safe in your company? Or do I feel that you are a threat? And we know this in our social engagements, in our partnerships, but when it comes to leadership, why wouldn't the same rules apply? And of course they do. And I think there's a lot of current authors are talking about vulnerability. They're talking about how to open up how to create psychological safety.
Speaker 2 00:15:31 Yup. That's the latest, latest term yet?
Speaker 0 00:15:36 The thing is with these terms is we can talk about it, but it all comes down to actions and modeling the way and going first and demonstrating it. So you talk about emotional intelligence and I think emotional intelligence is just taking it well beyond the intellectual understanding and actually the practical application there. Um, and you, you also touched upon sort of resilience there. So I I'd like to explore with you really, this, this idea of leadership through COVID and we talked off air about leaders taking care of themselves. I'd like to expand upon your thoughts around that, please. Cause I totally agree with you, but I'd like to explore the different ways that we can look at that leaders, almost leaders going first in a sort of paradoxical way.
Speaker 2 00:16:24 Right. And it's, um, it's not about being selfish it's it's about, and that's oftentimes what, what people interpret that as is that you're taking care of yourself. That's, that's pretty selfish. But as we said, and chatted offline, the, the idea of somebody sick, trying to take care of, uh, somebody who is healthy is that person is not going to get healthy by doing that. So it plays to also the, that emotional aspect that we're dealing with right now, the, the aspect that a leader, a business owner has a lot that they're dealing with emotionally, not just from a business perspective, we're all dealing with things personally as well, that that employees don't see. And you've, you've got to be able to, as I like to say, put your oxygen mask on first and then help the person next to you. Right. So what are those things that you can do?
Speaker 2 00:17:37 Well, a lot of the things that I talk about with leaders are things like practicing gratitude, having that, that daily practice of being thankful for just the small things that are things that you've taken for granted, but in this world of COVID, you know, it's, it's really, really important to be grateful, especially if you're healthy that, you know, it could be a whole lot worse. Yeah. Uh, the other things that I, I talked to them about are, um, just breathing, practicing some, some good breathing exercises that you can do that you don't have to stop your, what you're doing. You just being conscious of how you're breathing and taking the deep breaths versus the shallow breaths. Uh, exercise obviously is, is something that's important for, for many of us, we can't get to the gym. So, you know, what can you do inside? Um, you know, are you able to go out and walk? Those are, are things that are important. It's, it's also just, just getting outside and breaking up the routine of, you know, being on a zoom, a zoom call, um, hour after hour, uh, we've heard the term zoom fatigue. Yeah,
Speaker 0 00:19:08 Absolutely. And we all feel that. And I think it's, you know, life used to be a series of transitions. You've transitioned from a meeting and physically walk to the next one, or you'd go grab lunch. Those transitions. Now they still exist, but you ha they, you have to calf that transition period out either just to walk away from the screen, take some deep breaths, connect with somebody else to family if you're working from home. Of course. So I think those things are lost and therefore the, the pressure of COVID on our working practices is far more intense. And those, even those interstitial conversations you'd have with coworkers that would happen automatically now have to be scheduled,
Speaker 2 00:19:50 Right.
Speaker 0 00:19:52 Everything. There's no spare time there. So I think leaders have to be cognizant of that for their own health, but equally the health of the people that they're leading and encourage people to do that. Now you can do that many ways. You can share a 45 minute meeting instead of a 60 minutes. You've got automatically 15 minutes spare for instance, but you have to consciously think of these small things. And I think leaders that get that will have a greater effect and service their people. But those who are just constantly, no, I've got to get the orders out the door, got to get the revenue coming in, that you're focused on management more than, than leadership, which is the art of enabling people, I think. Right.
Speaker 2 00:20:30 Exactly. Yeah.
Speaker 0 00:20:32 Now I know that, um, your, your, uh, you have, uh, uh, obsession, well, I don't know, are you talent? Obsessed is, is a, is a title that sort of, of one of your books that you've published. And I know you're very much into sort of the assessment and hiring of great people. Let's talk about being obsessed about talent. So, and answer the question. Are you talented, obsessed? What are you, what are you driving out there?
Speaker 2 00:20:59 I'm driving at, uh, the fact that you, first of all, you need to, to be focused on getting those, the right people on the bus, um, at the, at the right time and, um, in the right seat and doing the right things. So it is, it's really about talent management and understanding the importance of the human capital within your organization. Yeah. So being talent obsessed is really about focusing on the people first and then the results, because if you take care of your people, the results will come.
Speaker 0 00:21:43 So that's interesting. So the, the, the, the, the bus metaphor isn't Jim Collins.
Speaker 2 00:21:48 Yeah. It was a Jim Collins. Good to great. Yeah. He just, I think his was just, um, on the bus, in the right seat. And then people have added to that. Yeah.
Speaker 0 00:21:59 That, that, that bus metaphor is now, but, but it's a useful one. And the one thing I've always been struck with, with that is the advocating, getting the right team in place and then determine the destination and all the other sort of objectives because without the right team in place. So if you've got the right team in place, it doesn't matter what objective you set yourself. The chances are you increase your chance of success. If you've got good people, right. Determined on we're going in this direction, what let's just hire in quickly to get technical expertise, it's the wheels are going to come off.
Speaker 2 00:22:33 Right. Exactly. And it's, and, you know, from a hiring perspective, the thing that I see, um, as a, a big problem with, with companies, especially smaller companies, is that, um, they have no consistent process in hiring. They, you know, they don't use any kind of assessment hiring assessment. Um, the, the interviews are, are inconsistent so that when, when you're trying to, um, make decision between several candidates, you don't have apples and apples information to make a decision. They're very focused on what's on the resume versus what, what did they, how did they do those things, not what, what was accomplished, but how do they get get success? What were the haters that they had? And that, that then leads to the fact that most small businesses don't understand their core competencies and their, uh, leadership competencies, so that they're not measuring, uh, candidates based on competencies, or they're measuring them based on skills. And that, that can cause
Speaker 0 00:23:54 Yeah, so, so having a clear idea of what the company stands for, I'm guessing values come into this as well as what is the
Speaker 2 00:24:03 Values drive the competency. So, you know, it, companies will, will have their values, then they need to figure out what are the behaviors that support those values. And those behaviors will often come and be distinguished as core competencies.
Speaker 0 00:24:24 Hmm. So in your experience, I mean, I have limited experience of, of hiring. I must admit, but I've got a lot of experience of working in organizations and generally speaking companies don't get this right. They get it wrong more often than they get it. Right. Is there something else at play here apart from a sort of competency framework and, and everything else out there, is there something else going on that companies just aren't getting?
Speaker 2 00:24:53 Uh, I don't, I think from a, from a company standpoint, it's being really clear on, on the, those competencies and, um, the culture of learning that cultural fit, I think from a, uh, individual leadership perspective, it's about the fact that many leaders have never been taught how to interview. Yeah. They're yeah. They're, they're given a resume or resumes and they're told, okay, here's here are three candidates go off and figure out whether or not you want to hire one of them. Yeah. There's, there's no, there's no training there. And if you think about the fact that you're making a, a, a decision that is, uh, oftentimes over a hundred thousand dollar decision, and you're not trained on how to make that decision.
Speaker 0 00:25:56 Yeah. It's incredible. Isn't it. But if you broaden that out and talk about leadership in the round, how many times do we get that it was described as the Peter principle that you rise to the level of your own competence and companies promote leaders and say, well, you know, promote technical leap, competent people and say, right now, lead five other technically competent people and just throw into it where you think that's, you know, what got you here? Won't get you there. I mean, it's incredible how much we take. So those five people represent a human cost. They represent a capital fiscal cost as well. Now we're saying, go manage that. But without any training, and we fall into the same trap all the time, and it happens in hiring and it happens in, in how we extend this leadership ladder. It's just, and that's for me, leaders just need to understand it back to your point. It's about the human capital. It's about investing in them. Um, and for me, leadership is as much about creating the next wave of leaders and being, doing your part to pass it on then than anything else. Really, that's a lifetimes
Speaker 2 00:27:04 That's, that's generally the definition I use for leadership is leader leadership is about developing other leaders. And, um, I'm actually writing a book on succession planning, which plays into this a lot. The fact that, um, you, you need to understand your, your competencies within an organization, as well as leadership competencies. And that will help you to define who the high potentials are in your organization that have the potential to, to rise into a leadership position. I see so many times, in fact, I oftentimes get called in to companies where they have given a promotion to a technical expert to supervise manage a team. And they did it because the person was a high performer. They were really good at what they did there. They were excellent in their craft. The problem is, is that high performance does not equate to high potential fact there's there's research that says only one out of seven high performers have high potential. And the other thing is, is that there are individuals that may not be high performers, but good performers that may have a higher potential for leadership capacity. And you're missing out on those individuals, if you're focused on just the high performers
Speaker 0 00:28:47 It's yeah, but, but it's space seductive, isn't it to see the high performers. And it's like, that's the shiny object in front of us. Therefore, that's the one to put in because it comes back down to time and it becomes back down there's the immediate need or just human beings being lazy. You know, they're lazy in the hiring process, that whole confirmation bias, all these other things that play into it. We gotta be on our guard because the problem shows up further down the road. And it's not just for you as leaders, it's for the companies, for the individual as well. Um,
Speaker 2 00:29:21 That's why I am. I'm really passionate about succession planning and how succession planning. There's a lot of confusion around succession planning. When I say succession planning to a business owner, they immediately think it's about me. My, my plan, um, who's going to succeed. Me and succession planning is, is organizational organizationally wide. And it should be a integral part of your business plan. So it should be an ongoing process. The other confusion I see, um, when I say succession planning is people think it's exit planning. Well, exit planning has a certain diff defined time. It's usually, you know, three to five years, somebody has made a decision that they want to either sell the business or retire and, you know, sell their, their portion to, um, to employees. Uh, succession planning is ongoing. Yeah, it's not, it's not a defined period of time every year. You should be looking at those key positions that you have and who are the people that can take that role. Should somebody get hit by the proverbial bus, right? Or, or, okay. You know, somebody who's going to be retiring in three years, who are the, who are the, the individuals that you've identified as high potentials that you're developing so that one of them is gonna gonna be able to be prepared at the right time to make that position.
Speaker 0 00:31:06 It's interesting that bus metaphor is so useful, but, but equally there is the challenge around leader, what I've often found and particularly in the military, that was really prevalent. You start, you go into a new role and you get promoted, you get into a new role and on day one, your career advisors talking about your next role in two or three years time. And so leaders become fixated on their next role and their succession planning. And, you know, at that the expense of really learning and enjoying the wrong right now, but equally enabling others to, to, to get on their way as well. So there is that whole, you've almost got to suspend your, um, one, I'm really glad you said that succession planning is about the organization rather than individual. Cause I think so many people are focused on the individual and their lives, many, many of the problems. Um, let's, um, I'd like to explore, cause you've got decades worth of, of business experience there. And what I like to do on this podcast is to give leaders some sort of practical ideas and tips, and they would have picked up loads during the course of our last half hour's chat. But if you were to advise your, your younger self or advice, somebody that was coming into business around the things that you've learned along the way, what kind of things would you be minded to? So mentor them around or, or advise them on,
Speaker 2 00:32:31 Oh, wow. That is, that's such a big one. That's a big one. Yeah. Yeah. So I, you, I think thinking back 30 plus years, and one of the biggest mistakes I made in this was when we had our company was we had, we had a high potential and, and we knew it. Um, we though didn't, didn't look and treat her as special. We gave her some, some great, um, financial rewards and, but we didn't give her the emotional rewards. Uh, yeah. And I mean, that was a huge, and I didn't really, you know, she, she ended up leaving, um, pretty abruptly and it was a huge shock for us. And I didn't really understand for a couple years what had happened until I started doing some, some reading around, um, employee recognition and engagement and all of, all of the, the S the soft talent management, uh, terms that I've learned over the past 20 plus years since I started working, working with Vistage.
Speaker 2 00:33:54 Uh, and the, and the other thing is that as business owners, we didn't have anybody to talk. We didn't have a coach. Uh, we didn't have a vestige group. I did, I was a member of YPO, um, entrepreneurs organization back then, uh, but only for a short period of time, um, it was the group dynamics just weren't working for me, but I understood the value of a peer group and, and being able to, to get advice. That's something I would also recommend to, to up and coming leaders is to find a group that can give you advice that's, um, non bias and they'll speak the truth. I think that's really important, especially for S for entrepreneurs coming up. Um, there's all sorts of options out there for, for that kind of peer group. Uh, I think that, that from a standpoint of looking back, lessons learned are the most valuable it's those failures that you can really learn from they're painful at the time. Yeah. But they're, they're very valuable.
Speaker 0 00:35:23 I think the visceral nature of failure is that that's what hard, why is it to take the lesson from that? It's, you know, I often say to my leadership groups and programs, you know, leadership is really easy when things are going well. Yes. But to back to one of the themes of our discussion today, that sort of leadership through COVID actually what, uh, what a time to sort of be alive in leadership to learn how to actually do your craft. Because, you know, I'm looking over to my bookcase now, I've got tons of books on leadership, and, but it's only really getting in and involved in doing that. You, you learned that. And unfortunately, leadership is one of those things that you have to learn through experience and, and, and often the experience of others, or just having the opportunity to talk about it, any of the, most of my groups or accountability partners, or with a coach.
Speaker 0 00:36:12 I think when leaders really understand the power of that, because, you know, it can be really quite a lonely, lonely path that you, you tread. But I love the fact that you are focusing now on, it's funny, this whole idea about leadership and going first, I've got oxygen mask written down here, but I'd written it down before we started talking. Cause often use that metaphor of put your mask on first. So you can be more resilient and you can be of service because if, what is leadership, if it's not about service to others, but you have to start with yourself first. Right?
Speaker 2 00:36:43 Exactly. And I think the thing getting back to the peer groups, coaches, et cetera, it's really about getting feedback. Yeah. And, and that's something that leaders I noticed over the years don't do enough of, as it relates to their employees. They're good at giving feedback, but not so good at getting it. And the ones that, that ask for feedback from, from others and then do something with it. Take action are, um, they're the ones that are going to grow and develop and be more effective.
Speaker 0 00:37:26 Yeah, definitely. Definitely. Beth, it's been absolutely wonderful talking to you. Um, it would have been lovely to talk to you once you're here over in England, but that will be for another time, Hey, look, if leaders are listening to this and they want to kind of find out a little bit more about, uh, the work that you're doing and how to get in touch, what's the best way of doing that.
Speaker 2 00:37:46 So the there's two ways. One is I'm to go to my website, which is executive-velocity.com. And you can contact me through that. The other is through LinkedIn. I am found on LinkedIn by Beth armed connect Miller. And I'll spell that. It's a R M K N E C H T. There's only one of me out there on my website. I have a lot of free resources. So just go to the resource page and I have resources on hiring leadership development and succession planning. So I'll, I'll pro bono.
Speaker 0 00:38:28 Fantastic. Well, thank you for putting it out there. Thanks for, um, for coming on, on, uh, on this episode has been absolutely fascinating. So many things that we could explore, but for the time being Beth, look off yourself and thank you so much for being on, give yourself a chance.
Speaker 2 00:38:43 Well, thank you, Peter. <inaudible>
Speaker 0 00:38:51 Oh, there was a lot we covered on that episode. They're everything from mindfulness resilience, gratitude effect, entrepreneurial-ism leadership and hiring the right talent and a useful bus metaphor chucked in there for good measure. I hope you enjoyed that chat with Beth. I certainly enjoyed her insight there and also exploring some of the common themes that are coming up on this show around the simple, practical things that you as a leader can do, but equally as a team member, as well, to get the most out of your own performance. So again, thank you so much for listening. If you'd like to connect with me, then hop on over to my website, Peter Lewis, coaching.com drop me a line, let me know which subjects you'd like me to explore and which guests you'd like me to have on. But in the meantime, I thank you so much for your, your listening and your engagement with the show. And I look forward to seeing you on the next one.
