The Coherent Way to Lead Through Pressure — Lara Bezerra

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[SPEAKER_01]: The more we collaborate, there is no competition in the market.

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[SPEAKER_01]: The more we collaborate, the better we'll be for people to buy it and for LZ also.

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[SPEAKER_00]: Plug into the mind of the world's cutting edge innovators, visionaries and thought leaders, who are rewriting the rules of sales and success.

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[SPEAKER_00]: It's your time to make an impact.

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[SPEAKER_00]: I am your host, Jason Mark Campbell, and this is the selling with love podcast.

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[SPEAKER_00]: Welcome back everybody to the selling with low podcast.

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[SPEAKER_00]: I'm very excited about the conversation that we'll be having today, which is going to lean a little more towards the leadership field, but as you know, whether you're selling to clients or you're raising inside an organization, motivating entire team to get aligned with your vision, what changes you're trying to bring,

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[SPEAKER_00]: all of them are a process of sales, and I'm so excited for the conversation today because we're talking about the same types of values.

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[SPEAKER_00]: We've tried to be bringing forward in the world of sales, whether that's selling within integrity, doing things with purpose, making sure that what you are creating is making a positive impact.

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[SPEAKER_00]: We're going to translate that on how you can bring this into the way that you lead, which if you're leading yourself this way, brings more results.

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[SPEAKER_00]: And how do you match that with the demands that come from working inside larger organizations that have KPIs demands quarterly reports?

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[SPEAKER_00]: And the guess that I'm bringing to speak about this today is Lara Bezeha.

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[SPEAKER_00]: Now, she is an author, speaker, and a leadership mentor with over 27 years leading multi-national pharmaceutical companies across three different continents, seven different countries.

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[SPEAKER_00]: Some of them include Bayer, if you're familiar with this organization.

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[SPEAKER_00]: She was there as the executive president, the first female executive president, but I know that for a fact, it's not about the fact that she was there as the first female, though that is incredible.

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[SPEAKER_00]: She was an incredible executive.

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[SPEAKER_00]: president full stop.

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[SPEAKER_00]: She's also had a chance to chair at Caver now and has been the first executive to hold a tile of chief purpose officer as opposed to chief executive officer.

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[SPEAKER_00]: We're going to unpack that in a lot more, but during her path there she's had a chance to lead operations, reopen markets, integrate businesses through some of the industry's most complex transitions,

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[SPEAKER_00]: And today, she is doing work coherence, working with organizations to help with the leadership team, allow them to be more purpose-driven, fine coherence.

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[SPEAKER_00]: And a lot of the principles from her latest book, co-heater leadership, prosperity and purpose in all aspects of life, takes those lessons from all of the work she's done, and distills it into frameworks to allow you to lead with your heart, coherence, integrity, and more.

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[SPEAKER_00]: I'm so excited for her to share.

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[SPEAKER_00]: Welcome, Laura, to the podcast.

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[SPEAKER_00]: It's a pleasure to have you.

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[SPEAKER_01]: Oh, it's my pleasure to be with you, Jason.

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[SPEAKER_01]: I love your work.

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[SPEAKER_00]: Well, thank you, and I'm so excited that you brought this kind of level of soul and heart into organizations.

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[SPEAKER_00]: And I think this is where I wanted to kind of start the conversation.

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[SPEAKER_00]: As you talk about, you know, soul, purpose, coherence, a lot of these terms that may be seeming woo woo.

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[SPEAKER_00]: And when I think about selling with love, I still have that same kind of awkward look from people because that's not traditionally what you would expect.

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[SPEAKER_00]: And so,

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[SPEAKER_00]: I'm curious if you had that mindset of wanting to bring these leadership qualities right from the beginning or were you in for a shock when you got in your first leadership position and realize maybe things weren't operating that way.

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[SPEAKER_01]: Well, I think it was always a very different personality.

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[SPEAKER_01]: Being a woman, a Latin woman with Japanese mother, so all of these nuances.

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[SPEAKER_01]: And then I was working in Bayer that is a German company.

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[SPEAKER_01]: So my first position as a leader was in Hungary, so I was general manager of Hungary when I was 31 years old.

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[SPEAKER_01]: So it was like, everything is new.

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[SPEAKER_01]: Yeah, I have all of the manual, how I should be a leader, how distant I should be from people, how I should separate my private life from my professional life.

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[SPEAKER_01]: So I had all of these there.

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[SPEAKER_01]: And I had my heart, the way that I wanted to work, the way that I wanted to live, my both parents were medical doctors, so they lived and worked with purpose.

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[SPEAKER_01]: So somehow, making a very long story short,

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[SPEAKER_01]: Suddenly I just decided that if I weren't to sell medicines, I have to sell for the right purpose.

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[SPEAKER_01]: I have to sell for the patients, I have to do what my parents did, that we have to be responsible and we have to help the patients.

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[SPEAKER_01]: The doctors should prescribe with responsibility.

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[SPEAKER_01]: And all of these was like we have to do this with love.

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[SPEAKER_01]: It's not just to sell more, but to sell the right way to add value to the patient, to the doctor, to the country we are in.

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[SPEAKER_01]: So somehow Jason, it was like, I have to do this in a different way because the way that they are telling me to do, it's not myself.

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[SPEAKER_01]: I don't feel well and I

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[SPEAKER_01]: Command and sell sell sell but I have to do good

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[SPEAKER_01]: I had to come with my way, my words, so people would believe and understand, and then by time people started to understand and people started to see results, people started to see that having a job as a responsibility to do something better than just your job would bring

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[SPEAKER_00]: So I can imagine you 31 years old, you're in Hungary, you're in a field that I believe is quite male-dominated, and you're seeing this disconnect between how things are operating and a vision of things that could be better.

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[SPEAKER_00]: What were your initial interactions in this role like was there openness to the ideas you were bringing forward or did you face a lot of resistance?

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[SPEAKER_01]: Jason, I was very lucky, because of the circumstances.

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[SPEAKER_01]: So I arrived there, Hungary was entering the EU zone.

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[SPEAKER_01]: So there were lots of things that had to change of the way that different surgical companies were working in Hungary.

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[SPEAKER_01]: So there were, so we had to work lots with compliance, ethical code, change the way that we used to sell,

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[SPEAKER_01]: I didn't speak the language, I didn't know the market.

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[SPEAKER_01]: So it was a mix that I had to bring this new way of working.

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[SPEAKER_01]: People knew that they had to do it, but at the same time it was somebody that it was too young and didn't understand the language.

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[SPEAKER_01]: So I had to do whatever I had to do to do them.

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[SPEAKER_01]: To help them to do their jobs in the best way, the better way possible,

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[SPEAKER_01]: was the one who would support them.

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[SPEAKER_01]: And I didn't know the answers.

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[SPEAKER_01]: In the very beginning, it was lots of resistance because I tried to impose some things, but I saw that it didn't work.

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[SPEAKER_01]: And when I just shifted it to, okay, how can I help you to help me to be a good leader?

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[SPEAKER_01]: What is the best way for you to do your work the best and I can back you up?

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[SPEAKER_01]: How can we bring our products to the market in a way that we add value?

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[SPEAKER_01]: But really that we are talking about our products and not the competition and not whatever else.

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[SPEAKER_01]: So our products are good.

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[SPEAKER_01]: If we are able to make the patients be prescribed and they have good results, this is just what we need.

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[SPEAKER_01]: And right on the begining, there was lots of resistance.

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[SPEAKER_01]: But coming with time, when they saw that I was really bringing a kind of culture or an environment where they could do their best, and they could believe in what they were doing, and they had their back, it changed a lot.

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[SPEAKER_01]: Because then it was a kind of leadership that was led by what they need.

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[SPEAKER_01]: And then it changed completely because they saw that they could count on me.

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[SPEAKER_01]: And they saw that I knew that my success would only be there if they would be successful.

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[SPEAKER_01]: And we had to do this together.

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[SPEAKER_01]: So the circumstances helped me to be a good leader.

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[SPEAKER_01]: So having good results there with them, trusting them, them, trusting me, and us trying to make the best out of our company, our services, our products to the market, then the results start to come, and I felt more confident to be this kind of leader that is serving.

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[SPEAKER_01]: But it was, I don't know, look, I don't know, I had a very good circumstances for me to be a good leader.

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[SPEAKER_00]: Well, I'd be curious to know of an example of you approaching someone in your team with this type of attitude, what would be the type of help that they would be expecting from you as a leader and what actions would you be able to take to help them get some concrete more firm results?

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[SPEAKER_01]: Two examples, from leadership and from organization and strategy.

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[SPEAKER_01]: So from the leader, I was straightforward.

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[SPEAKER_01]: I was asking each of my leadership members.

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[SPEAKER_01]: So what my leadership team, what is for you a good leader?

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[SPEAKER_01]: Describe what a good leader is for you.

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[SPEAKER_01]: Give me three characteristics.

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[SPEAKER_01]: And then they were given the correct characteristics of what a good leader is.

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[SPEAKER_01]: And I try to

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[SPEAKER_01]: be this kind of leader and it was I was telling this is what I'm trying to do help me what it means for you because I want you to be here for you and then from the side of the strategy I was asking the organization I am coming here near you you had bosses before me

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[SPEAKER_01]: you had leaders before me and you probably have your opinion of what is the best should do for our company really to thrive so what is give me three things that you would like me to keep the way that it is

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[SPEAKER_01]: and you want me to help you to do further and give me three things that you believe that I should tackle and work on that is not working right now that I could try to make it work.

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[SPEAKER_01]: Then I will try to help you.

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[SPEAKER_01]: So it was like, and I asked the whole organization and it started should be a kind of drill that I would do every new company, every new country that I would go.

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[SPEAKER_01]: I asked these questions about the leadership so I understand what they expect.

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[SPEAKER_01]: To respect the work that they were already doing, why is that you want me to further support you in doing because you're doing well and what are the three things that you would like me to work because it's not working.

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[SPEAKER_00]: like as a sales manager, that is basically the approach that I would have with the sales team is making sure that they have the resources for them to shine.

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[SPEAKER_00]: I feel like what common mistake that I've had in leadership positions is I sometimes feel like to bring the results I need to go do things myself and I go and get my hands dirty and I might

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[SPEAKER_00]: bypass certain processes of void involving certain people because there's like a need for me to prove my worth by getting something done.

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[SPEAKER_00]: Would you consider that being one of the top mistakes perhaps young leaders do or are there any other kind of things to look out for when you step into a leadership role?

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[SPEAKER_01]: You know what I love of what you are telling.

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[SPEAKER_01]: So there is one mentee of mind this week

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[SPEAKER_01]: Just hope that you will get a promotion being a leader of a department that you don't have a clue about.

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[SPEAKER_01]: Because if you are promoted, it's a department where you know, for example, if you are a salesperson, you're promoted to marketing.

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[SPEAKER_01]: or to control, or to logistic, perfect, because you will do your leadership, you have to be a leader.

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[SPEAKER_01]: But if you were a salesperson and you get promoted as sales, you have to be so conscious, because you lead people and you manage tasks.

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[SPEAKER_01]: You manage the tasks that you have and you don't manage the tasks of the people you lead.

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[SPEAKER_01]: So you have to take lots of care because we get very much like in the mood.

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[SPEAKER_01]: Something is not going right, you want to do your way and tell people how to do.

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[SPEAKER_01]: You should not.

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[SPEAKER_01]: You should ask them, do you have another alternative?

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[SPEAKER_01]: Would you do this differently?

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[SPEAKER_01]: Can you find another way?

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[SPEAKER_01]: So coming back to what you told, if you want to grow as a leader, ask to be promoted to areas that you don't know anything about and you have to help people do well their jobs.

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[SPEAKER_01]: Because by the end, the higher you go, the less specialist you are and the more

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[SPEAKER_00]: Iner and sales, we lean in more and more in the realization that you have to deal with humans and emotional components is the most important part of the conversation, like an understanding that you are playing an emotional game, not necessarily just purely rational game.

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[SPEAKER_00]: I'm wondering if you're seeing the same tendency in the leadership positions you've had, where how much of the work you have to do is managing emotions versus technical, logistical,

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[SPEAKER_01]: Jason, I think that I have half of my book talking about managing emotions, because and even for you to manage your emotions, because when you were a leader, you have so much pressure, and nowadays the leaders, they are so much exposed, and they have to make decisions in so difficult environments and circumstances.

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[SPEAKER_01]: they don't have information enough and they cannot be sure of what the outcomes you can deliver.

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[SPEAKER_01]: You might know some outputs but it's very difficult with the situation of today the complexity of the word.

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[SPEAKER_01]: So you have to manage your anxiety and I talk a lot about

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[SPEAKER_01]: unable to rationalize your emotions.

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[SPEAKER_01]: It's not that you are not emotional, but if you're able to share a nightale, and this was one of my directors who told me, Lada, sometimes your emotions speak through you, so we know that you're feeling something but you are trying to be nice, just tell us

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[SPEAKER_01]: Tell your emotions, so your emotions are not told by your body language and your conversation.

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[SPEAKER_01]: So I learn a lot and this is what I tell a lot in my book is that if you are able to

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[SPEAKER_01]: Talk about the situation and tell what is the thought you have about it, that brings you fear or anxiety, and then finalize the way for what you wish what you would like to have.

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[SPEAKER_01]: Because this way you were talking about whatever you were feeling, but putting your feeling, relating them to your thoughts or assumptions that you were having.

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[SPEAKER_01]: And then you tell, but what I would like is this and this to happen.

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[SPEAKER_01]: Do you think that we can do something to come here?

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[SPEAKER_01]: Because then you are reframing from my space of emotional, filtered reality.

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[SPEAKER_01]: So, a much more envisioning the future that you would like to go with a different emotion.

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[SPEAKER_01]: And you can do, you can learn, this is a skill, and the more the leaders are able to shift their emotion and their recognition or realization of the truth, their reality, the more that they can bring here, they have clarity.

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[SPEAKER_01]: because I tell that the leaders are the engineers of the neuroplasticity of their team.

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[SPEAKER_01]: So if they are always telling what is going to be wrong and let's prevent it.

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[SPEAKER_01]: You are creating a new pathway in their minds that is always to find problems and try to avoid them.

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[SPEAKER_01]: And this is completely different than you tell him, okay, here is the problem.

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[SPEAKER_01]: But what is the opportunity?

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[SPEAKER_01]: And if we have this vision and if we want to achieve this, we want to add value to our clients and our stakeholders, what are the opportunities that we see with the situation and not this problem?

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[SPEAKER_01]: So, this reframing means to be super emotionally aware and being able to teach your team to be aware of their emotions and decide which kind of motivation you want and which kind of reality you want to see to have more clarity.

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[SPEAKER_01]: Mix that's what I'm telling.

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[SPEAKER_00]: Well, one of the things that I've picked up myself throughout my leadership positions is that whatever I'm feeling is contagious.

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[SPEAKER_00]: Good and bad.

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[SPEAKER_00]: And that's why I've always had this tendency of being like, if anything, if I'm feeling anxiety, if I'm feeling stress, I need to kind of mask it, but it's not working.

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[SPEAKER_00]: That's usually not working.

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[SPEAKER_00]: People get to know what you've taught as a skill there is that the opposite of, which I think is also bad is if I just

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[SPEAKER_00]: or being like, I'm stressed, I'm freaking out, we didn't hit our quarterly numbers, profits are down, then you're kind of causing panic in your team because not even the leader has their stuff together.

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[SPEAKER_00]: So I love the system you're giving here, which is there is a way for you to communicate where you're feeling, but you have to make sure that second part is included, which is stating the desired place you want to go, so people are inspired to take action that brings us closer to that, as opposed to just emotional dumping and venting to your team,

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[SPEAKER_00]: not the best strategy.

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[SPEAKER_01]: No, no.

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[SPEAKER_01]: And this is the point because, and it's so beautiful because if you, I try to study a little neuroscience and the moment that you are trying to put in words your emotions and you are trying to fixate your thoughts in what you want,

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[SPEAKER_01]: your thoughts should be from the cortex to cognition.

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[SPEAKER_01]: So you become more rational, even being super-emotional.

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[SPEAKER_01]: So it's something that I,

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[SPEAKER_01]: I learn and it's beautiful to do is that you know that this situation gives me lots of anger because what I feel is I have this assumption that this is happening like this and this and this is harming me and maybe the situation and the circumstances are not in my favor.

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[SPEAKER_01]: and I feel very realized by doing this because I think that this is what we can do.

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[SPEAKER_01]: Automatically, when you are doing this, you are making a shift in your way of thinking that is that automatically your brain will look for something that you want to achieve and how you want to feel.

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[SPEAKER_01]: are less intense.

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[SPEAKER_01]: They are there, but how you process them and I have a graphic in my book that tells that the experience is really positive or negative.

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[SPEAKER_01]: But how you process it can be constructive or destructive.

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[SPEAKER_01]: Because, and for you to be coherent, you have always to come back to what you

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[SPEAKER_01]: And why do you want you to be motivated by, I want you to be motivated by fear, by anger or I want you to be motivated by compassion, by love, by a higher service, you know?

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[SPEAKER_01]: And these is very framing that helps you to be in coherence because you feel whatever you feel.

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[SPEAKER_01]: But the point is that whatever I feel doesn't define me, what define me is what I want, where I want to go, and how I want to live.

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[SPEAKER_01]: I want to live with compassion.

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[SPEAKER_01]: I want to live with love.

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[SPEAKER_01]: And I want my environment to be the same, so the clarity is easier to achieve as a quality.

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[SPEAKER_00]: You know, as you're sharing this, I'm thinking of times where I've been in organizations with a leader who would be sharing these kinds of models, especially during tough times, that they would switch into what would be considered a sort of like wartime CEO, where it's like a command and control time, you know, revenues down.

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[SPEAKER_00]: We need to make some fixes.

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[SPEAKER_00]: And I've seen myself disengage as a team member when I saw that what the

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[SPEAKER_00]: There was almost like a They had this mental model that if things have gone bad, it's because I've been too soft and Thus the only time things get better is if I become worse and I think I need to build up this habit of being more of a wartime CEO And I need to be cracking the whip because if I'm soft on people They will slack off and the results go down and this is the culture I'm trying to bring forward I like that's the how I connect the dots and the moment I see that

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[SPEAKER_00]: There's a part of my soul that kind of disconnects from being inspired to work hard, and then I'm like, alright, I'm just going to taskify, and I find myself just getting things done, but not being in a place where I'm innovating as much.

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[SPEAKER_00]: This probably is a common thing in organization, isn't it?

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[SPEAKER_01]: It is, but just, and you know Jason, this is why I want to talk so much and I want to bring my message because I only think that is lack of knowledge.

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[SPEAKER_01]: Because what you were telling, like the war CEO, this is what everybody tells and I heard so many times there are moments that you have to be command control because you have to make decisions and then you have really

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[SPEAKER_01]: So do it, and you cannot discuss, you cannot ask people, you have to do it.

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[SPEAKER_01]: But this is exactly the moment that you need more information from people.

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[SPEAKER_01]: And if you are not approachable, what they are going to tell you,

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[SPEAKER_01]: is with fear, it's for you to be calmer.

24:31.876 --> 24:37.539
[SPEAKER_01]: It's something that you would like because they want you to be calmer, you know?

24:37.939 --> 24:42.261
[SPEAKER_01]: And the contrary is exactly the right thing.

24:43.582 --> 24:52.065
[SPEAKER_01]: The more cries as you have, the more threatened of the clarity of where you want to go meaning.

24:55.902 --> 25:10.809
[SPEAKER_01]: When I was there and we had the crisis, we could not sell more, because the crisis would mean that we would be decreasing our sales until we appointed that most probably we would have to close the company and leave the country.

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[SPEAKER_01]: So,

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[SPEAKER_01]: There was a vision that we had is what if we are able to find a solution where we do not leave the country?

25:22.454 --> 25:36.260
[SPEAKER_01]: So even if we are not selling, we will be here as a legal entity and we will be able to be the first ones to start importing and serving our patients as soon as the crisis starts recovery.

25:36.340 --> 25:38.000
[SPEAKER_01]: So the country starts to recover.

25:38.540 --> 25:41.642
[SPEAKER_01]: The crisis starts to decrease its impact.

25:42.542 --> 25:48.507
[SPEAKER_01]: So, when you have a very clear vision like this and you tell, we don't know if we will be able to do it.

25:49.188 --> 26:00.238
[SPEAKER_01]: But our goal will be for us to try to find a way to serve our country, our country, our patients, and talk to the stakeholders in the way that we are not.

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[SPEAKER_01]: lying that we will not live the country continue to know it's impossible, but what we want is to be here for the country and the patient, even if we do not have products.

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[SPEAKER_01]: So how they can help us.

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[SPEAKER_01]: And if you are able to make your organization understand how to deal with a crisis, they can talk to the stakeholders and the stakeholders can help to find solutions.

26:29.394 --> 26:47.976
[SPEAKER_01]: The potential that you were losing when you're not finding a common vision through a crisis and your teams can talk to stakeholders to find more and more solutions because what you want to do is the best for a system.

26:48.777 --> 27:04.152
[SPEAKER_01]: So that's why I always tell you have to think in systemic prosperity and not only in the profit or your result because if you were thinking we want to be here for the country, for the patients, for the ecosystem of health.

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[SPEAKER_01]: The only ecosystem of health will try to find solutions for you to be there more time.

27:10.994 --> 27:13.696
[SPEAKER_01]: And this is what happened when we were in Venezuela.

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[SPEAKER_01]: Everybody was coming with ideas, so we could be there more time.

27:18.558 --> 27:27.862
[SPEAKER_01]: So the CEO in crisis in war should be defined.

27:29.153 --> 27:40.519
[SPEAKER_01]: by the answer of the question, what is the outcome that you want to have as a CEO in war, more war or peace?

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[SPEAKER_01]: If it is more war, go there, close yourself and fight against whatever you have there because this is a destructive intention you were fighting against anything.

27:53.525 --> 28:00.336
[SPEAKER_01]: But if you want to have a constructive intention, you tell okay there is a crisis, but it's not a war.

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[SPEAKER_01]: We might even be the source or the help for others also to be here more time because if we are here, we will need our providers, we will need the system to be working.

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[SPEAKER_01]: So let's try together this systemic prosperity.

28:25.745 --> 28:32.535
[SPEAKER_01]: So this is what I try to make the seals understand that the more we collaborate, there is no competition in the market.

28:33.836 --> 28:38.403
[SPEAKER_01]: The more we collaborate, the better we'll be for people society and for else also.

28:39.589 --> 28:57.021
[SPEAKER_00]: There's almost like a, in the moment of a crisis, we have to like resist the urge to go into fight or flight, kind of immediate danger detected mode, and that probably requires that same system you shared earlier, which is you need to kind of process your own emotions.

29:03.625 --> 29:04.486
[SPEAKER_00]: emotional pattern.

29:04.506 --> 29:06.848
[SPEAKER_00]: I was thinking of times where you're feeling anxious and uncertain.

29:07.368 --> 29:17.817
[SPEAKER_00]: But when you speak about being angry and like impatient, those are probably more typical responses that on the leadership level you have.

29:17.837 --> 29:18.958
[SPEAKER_00]: You haven't hit the targets.

29:18.978 --> 29:20.079
[SPEAKER_00]: You haven't hit the results.

29:20.479 --> 29:21.360
[SPEAKER_00]: You want to see more.

29:21.380 --> 29:26.244
[SPEAKER_00]: You want to like squeeze what you have so that you can show progress.

29:26.845 --> 29:30.668
[SPEAKER_00]: And I know I've been in that position many times and I've had, you know, I've

29:31.348 --> 29:35.492
[SPEAKER_00]: indulge in my primal instinct to just being like roll up my sleeves.

29:35.612 --> 29:37.393
[SPEAKER_00]: I'm gonna go take on some sales call.

29:37.433 --> 29:38.654
[SPEAKER_00]: I'm gonna show how it's done.

29:39.936 --> 29:42.918
[SPEAKER_00]: It's not the best results long-term.

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[SPEAKER_01]: Yeah, and you told something that he's so beautiful, Jason, because

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[SPEAKER_01]: In my book, I talk about my model of coherency's human nature role to come to human conscious and when you have a purpose you become a leader.

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[SPEAKER_01]: And this is exactly this because your primal instincts will come.

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[SPEAKER_01]: But if you are conscious and you know your integrality, intentionality, coherence and

30:21.193 --> 30:27.612
[SPEAKER_01]: If you know yourself and you know what you want, it's not about being always positive.

30:29.313 --> 30:42.302
[SPEAKER_01]: is about being constructive or destructive and is a choice because no human being has a neutral impact in the environment or others.

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[SPEAKER_01]: Either I will have a negative or a positive either I will be destructive or constructive.

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[SPEAKER_01]: There is no neutral.

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[SPEAKER_01]: And your behavior will drive the behavior in the language of your people.

31:00.713 --> 31:18.124
[SPEAKER_01]: You will be very conscious that coming to the primal, and activating your amygdala, will activate the amygdala of others, and you will not think the cognition, so the cognitive maturity will go down the drain.

31:18.824 --> 31:24.508
[SPEAKER_01]: So I always tell that the higher the conscious level,

31:26.210 --> 31:27.971
[SPEAKER_01]: higher the cognitive maturity.

31:29.292 --> 31:43.743
[SPEAKER_01]: So if you try to bring your team and is in the family and is as a couple, as if you are in your private life and suddenly there is a crisis coming or anything that can come.

31:44.323 --> 31:49.006
[SPEAKER_01]: If you go to your primal, you will go to amidala and then you will not have

31:49.902 --> 31:57.303
[SPEAKER_01]: The capacity to see the clarity, the ability to see the clarity and you will go to mitigation plan to what I want to avoid.

31:57.924 --> 32:16.167
[SPEAKER_01]: So it's a destructive intention, but in any time if you just stop that little stop of contemplation and reflection where you just stop and tell, okay, whatever I am in, what is that I really want.

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[SPEAKER_01]: And what is the driver, the motivation I have to have behind?

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[SPEAKER_01]: Let's focus on what I want, and let's see how I integrate.

32:27.462 --> 32:33.345
[SPEAKER_01]: It's not too isolate and cancel, put it apart.

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[SPEAKER_01]: No, how I integrate what is happening?

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[SPEAKER_01]: As

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[SPEAKER_01]: learning to what I want to do, where I want to go.

32:43.731 --> 32:44.552
[SPEAKER_01]: It can integrate.

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[SPEAKER_01]: And the more people understand this and learn, we are more creative in a crisis because there are more possibilities and you are not just doing the right thing and going to the path.

32:58.876 --> 33:02.857
[SPEAKER_01]: You have to stop and look and you see many opportunities.

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[SPEAKER_01]: So you can be more creative in a crisis, depending on the leader, how they act.

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[SPEAKER_01]: Do they activate the destructive pattern of people like fear and anxiety-defensiveness, or they will be able to give an environment, to nurture a soil for people to tell, okay yes, this is very bad.

33:30.907 --> 33:36.911
[SPEAKER_01]: I know legit, and I know why I want to go, and together we can do it.

33:40.797 --> 33:46.984
[SPEAKER_00]: I aspire to go to this level, and I have doubts and concerns that come up from my past behavior.

33:47.004 --> 33:57.997
[SPEAKER_00]: Now I'll ask you one of them, which is when you start stepping into this type of leadership, you're being more conscious, you're looking at more possibilities, you're enabling the team, everything we've discussed so far.

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[SPEAKER_00]: I'm curious around moments where you might be dealing with a team member who might not be operating at the performance you would expect a team member to operate.

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[SPEAKER_00]: And this is an assumption I'd love to dismantle, which is, I have a thought that when you get into these kind of wartime aggressive CEO style, that it becomes more obvious who are potential team members who weren't pulling their weight.

34:24.875 --> 34:44.969
[SPEAKER_00]: If you're starting to become much more demanding on results that you might identify, say, the C players, D players inside the organization, and if you're operating with a space that's aligned with purpose, that is aspirational, that there's more wiggle room for perhaps under achievers to be able to stay within the organization undetected.

34:45.749 --> 34:59.076
[SPEAKER_00]: I don't know if this, I hope this is a false assumption and I'd be curious to know if you've had interactions with dealing with underperformance on your team, what are actions that can be taken that are still in coherence and compassionate.

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[SPEAKER_00]: How do you navigate that when you're trying to be a good leader, not a terrorist leader, but you still need to make those hard decisions around making sure everyone is contributing to the purpose.

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[SPEAKER_01]: And you have to do JSON, and I say it's a lot of time, different situations, because the more you think like this, of course, also there are people that will not be in this wavelength, right?

35:27.741 --> 35:33.262
[SPEAKER_01]: And it's not a problem, but there are two different types of coworkers.

35:40.103 --> 35:42.606
[SPEAKER_01]: And they think that the way that they work is better.

35:43.887 --> 35:46.830
[SPEAKER_01]: Then, these, I love why.

35:48.411 --> 35:55.839
[SPEAKER_01]: Because they will be the ones who will challenge the way that we are doing things and we will see things that we are not seeing.

35:56.920 --> 36:03.506
[SPEAKER_01]: And then, I like it because this is the diversity that we need, because if everybody thinks the same, we will miss something.

36:04.910 --> 36:33.117
[SPEAKER_01]: The problem, and this is terrible to say, but the problem is, let's say that somebody is going through very difficult and normally is personal challenges, that they are not being able to be there, and they are failing their team mates, they are not there, and they are not in the right space, they are most probably in the maximum of anxiety, they are afraid of losing their jobs,

36:34.952 --> 36:44.334
[SPEAKER_01]: or there are people that really, they are there just for the job and they don't care about anything and they will not go the extra mile.

36:44.874 --> 36:45.114
[SPEAKER_01]: Yeah.

36:46.154 --> 36:59.517
[SPEAKER_01]: But this, what I saw is when you have an environment where everybody is being able to tell what I want to achieve, let's go there,

37:00.652 --> 37:05.118
[SPEAKER_01]: These noise is stronger than the noise of the ones who complain.

37:07.120 --> 37:08.722
[SPEAKER_01]: Because normally in a crisis,

37:09.957 --> 37:14.639
[SPEAKER_01]: Nobody is talking about good things, where I want to go, how I do things.

37:15.099 --> 37:18.660
[SPEAKER_01]: Everybody is talking about the problems to try to solve problems.

37:18.780 --> 37:29.704
[SPEAKER_01]: So people who complain is, sometimes in that much higher level of noise, and the ones who talk about good things, they are quieter.

37:30.064 --> 37:32.745
[SPEAKER_01]: So this is a very bad dynamics.

37:33.645 --> 37:47.739
[SPEAKER_01]: But in a crisis moment that if you are telling, let's talk about what we are afraid and we had rounds of conversation when we were doing transformation or when we were in Venezuela that we were telling what are we afraid of.

37:48.800 --> 37:51.704
[SPEAKER_01]: I will tell you, I am afraid of this and this.

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[SPEAKER_01]: I am afraid that our strategy will not work and this happens.

37:55.348 --> 38:03.497
[SPEAKER_01]: So I would like us to focus on this and this to be sure that we will know when something is going out of track or whatever.

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[SPEAKER_01]: So, as

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[SPEAKER_01]: transparency, transparency, based on where we want to go.

38:12.833 --> 38:19.216
[SPEAKER_01]: We talk about our fears, but we always finalize with where we want to go.

38:19.256 --> 38:20.177
[SPEAKER_01]: We don't stop.

38:21.453 --> 38:31.321
[SPEAKER_01]: It's not like a therapy, it's like let's share vulnerabilities so we understand each other but we focus on where we want to go.

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[SPEAKER_01]: When we have this kind of dynamic JSON, people who are complaining and people who doesn't know where they want to go either they start to think about it or they get isolated.

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[SPEAKER_01]: And then the team, itself, telled I had so many people coming and telling, team members telling, you know I cannot handle my boss, they are not helping us, Lara can you help him?

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[SPEAKER_01]: He needs help.

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[SPEAKER_01]: And then I go there, I help, I help.

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[SPEAKER_01]: We try to help, dear, we buddy up.

39:05.826 --> 39:08.488
[SPEAKER_01]: So other people can mentor, have peer mentoring.

39:08.808 --> 39:09.789
[SPEAKER_01]: We support each other.

39:10.349 --> 39:16.553
[SPEAKER_01]: But if we come in a way that this person is, I always have this group.

39:16.913 --> 39:24.137
[SPEAKER_01]: If I am putting too much time in a person that needs help more than the rest of the organization,

39:25.555 --> 39:35.480
[SPEAKER_01]: We have to do something because I have to have the right type between what is not working and what is working and more time in what is working.

39:36.741 --> 39:40.043
[SPEAKER_01]: Because I'll try to give the wrong message.

39:41.003 --> 39:47.787
[SPEAKER_01]: So we have to separate of some people and this is the point that that comes the compassion and I always was like this.

39:48.867 --> 40:06.996
[SPEAKER_01]: I only separated from people that either really was a restructure we had to separate or we gave so much chance and so much support to the person but the person was not being able to fit and give the value that they really have.

40:08.410 --> 40:19.537
[SPEAKER_01]: So I would help this person to try to find a place where your best is what the company needs, the team needs, and you will be valued.

40:20.958 --> 40:25.521
[SPEAKER_01]: Because the dynamics do not allow you to be at your best.

40:25.742 --> 40:28.123
[SPEAKER_01]: And it happens because it's like a marriage.

40:28.183 --> 40:30.205
[SPEAKER_01]: You are not going to marry everybody.

40:30.545 --> 40:33.708
[SPEAKER_01]: You have to marry somebody that takes the best out of you.

40:34.208 --> 40:36.129
[SPEAKER_01]: And this is not everybody.

40:36.590 --> 40:38.771
[SPEAKER_01]: It's the same about company, about teams.

40:39.312 --> 40:41.874
[SPEAKER_01]: And there are cooking cultures and ways of working.

40:42.614 --> 40:48.038
[SPEAKER_01]: If a person has certain ways of working, that is more common control, tell me what you do when I do.

40:48.919 --> 40:57.830
[SPEAKER_01]: Then is a different company, different leadership, different culture, and the finding it, they will be much more successful.

41:00.756 --> 41:00.996
[SPEAKER_00]: Yeah.

41:01.957 --> 41:23.997
[SPEAKER_00]: I've found myself in positions where I had to reduce the number of people within a team during a market downturn and one of the things I would try to do is find the ones that I understood was a gap in culture fit and worklist style and I knew organizations where they would align more with and I've recommended them to go there and they're finding themselves being able to move there so the transition out has been

41:24.637 --> 41:43.642
[SPEAKER_00]: A little more caring and I feel like maybe this is going above and beyond what is required of me But I definitely sleep better at night knowing that I'm just taking care of the people and I think this is the big thesis around what you're bringing to the world is like Gosh and an an era where it seems like there's more chaos everywhere if we're gonna be in positions of leadership

41:44.142 --> 41:58.092
[SPEAKER_00]: as you mentioned in your book is how we become catalysts to every other person's, you know, neurochemistry, biochemistry, like we play an important part in leaders as being contagious in a positive or negative way.

41:58.112 --> 42:11.922
[SPEAKER_00]: And I'm positive that for those of you who are inspired by the conversation today, please pick up a copy of coherent leadership, prosperity and purpose and all aspects of life because you're going to realize that in a role where you're interacting with

42:13.303 --> 42:25.674
[SPEAKER_00]: And even if you're purely in sales, just having an understanding of how you are a transference of emotions, of habits, and you hold more power as a leader, you might as well bring things that are positive in the world.

42:25.714 --> 42:31.139
[SPEAKER_00]: And I think with the work that you've created the experience that you have, you've bring so much results into these organizations by

42:31.739 --> 42:57.005
[SPEAKER_00]: Bringing this framework forward and now you get to replicate that with so many leaders with your coherence work as well I'm so excited that you were able to bring this up and I hope to encourage so many people listening in to grab your book as well Lara, I know we're running towards the end of our loud time and I was gonna ask if there's any words in closing You'd like to share with the audience as we had the wonderful conversation today I would say

42:58.745 --> 43:09.131
[SPEAKER_01]: that everybody who is listening is a leader and you have the choice to have a positive constructive impact in your environment.

43:10.312 --> 43:21.499
[SPEAKER_01]: So if you are right now wanting really to leave a legacy and a positive impact, just do it.

43:23.400 --> 43:26.182
[SPEAKER_01]: Be aware of your language and your behavior,

43:27.552 --> 43:42.344
[SPEAKER_01]: and be here of your purpose where you want to go, and talk about it, talk about it, and ask people to help you to achieve your purpose, and you will be achieving helping that church if they're purpose.

43:43.360 --> 43:52.947
[SPEAKER_01]: So, everybody with listening can be a very marvellous, wonderful leader who help human beings to flourish.

43:54.048 --> 43:56.089
[SPEAKER_01]: And you just have to want to do it.

43:56.589 --> 44:01.833
[SPEAKER_01]: So this is what I wish for everybody listening to us today, Jason.

44:03.191 --> 44:04.512
[SPEAKER_00]: Thank you so much for your time.

44:04.592 --> 44:27.903
[SPEAKER_00]: I know for me the two biggest takeaways from my conversation with you today is understanding the system around when you express your emotions you have to also paint the path forward and that will align people towards the good and the doubling down on this maturity and the crisis moments of where you really need to ensure that you are not going into wartime but really doubling down on the piece so that is what you bring more into the world as well.

44:28.403 --> 44:29.443
[SPEAKER_00]: That and so much more.

44:29.603 --> 44:32.784
[SPEAKER_00]: I want to say thank you for your time, your wisdom and the work that you've done.

44:33.144 --> 44:41.186
[SPEAKER_00]: For everybody curious, we're going to put a link to work coherence so you can look at all the types of offers that are perhaps relevant to you, your work and your executive team.

44:41.447 --> 44:44.427
[SPEAKER_00]: And for those who want to pick up a copy of the book, we'll put a link in the show notes as well.

44:44.727 --> 44:54.350
[SPEAKER_00]: So you can get started with coherent leadership, their beautiful frameworks, models and new ways for you to operate in your team so that you can bring more results and do it in a way that integrates your life.

44:54.710 --> 44:59.092
[SPEAKER_00]: and your work in a way that they are not against each other but working side by side.

44:59.592 --> 45:01.333
[SPEAKER_00]: Laura, thanks again for all your time.

45:02.193 --> 45:02.914
[SPEAKER_01]: Thank you so much.