Latest / Authentic Living / Heart-Based Conscious Leadership (Part II) with Julianna Bootsman

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Heart-Based Conscious Leadership (Part II) with Julianna Bootsman · Authentic Living

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Welcome to authentic living with Roxanne, a place where we have as conversations about
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things that really matter in our lives.
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And now here's your host, Roxanne Derhodge.
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Our interview last week was so good that we decided to turn it into a 2 part series.
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If you missed last week, you'll find the link in the show notes.
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It's not mandatory that you listen, but we wanna make sure that you don't miss out on this
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amazing conversation.
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Everyone, it's Roxanne Derhodge.
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With authentic living with Roxanne today.
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I have a colleague Juliana Bootsman, Juliana, and I actually belong to a same speakers'
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bureau and we met probably about a month ago and realized we had this, luscious conversation
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about conscious leadership, which is the, the speaker's beard that we belong to.
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So I guess the question becomes, it's what is conscious leadership?
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And I guess from my definition.
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It's it's about where you are aware about the presence that you're bringing into a situation
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as you lead.
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From the micro level, from, you know, the space that you are leading and what's, your frontward
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facing customer gets all the way up to your senior leadership team or your CEO level.
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So Juliana has, you know, started a business about over 10 years ago now, and it's called
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Whitebox Leadership.
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I'm gonna talk a little bit about that title because I just listened to a an amazing, video
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that where she explains it.
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And Juliana, works.
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She's a chief spiritual officer.
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I love that title.
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So, Juliana, thanks so much for being here today.
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To share your wisdom with my audience.
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Thank you so much for having me Roxanne.
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So let's talk a little bit about Juliana.
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Like, you know, I I I always love the backstory about why, you know, today, you know, you're
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doing this amazing work in corporate culture.
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What got you wanting almost like a like a putting up a Band Aid on on potentially what
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the issue is instead of backing up and saying while we're having maybe more conflict or maybe
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we're missing deadlines, let's just do a time management thing or, whatever.
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This is kinda looking, backing up and saying, you know, why is it not working well?
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What what's happening?
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Who are your new people who have left?
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There's hybrid, there's remote, there's in person.
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There's so many moving parts to your point.
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And if you just kinda create a solution, it might address it you know, in the interim for
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short period of time.
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And then, of course, it's gonna often say it bubbles up, but it might show itself in a
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different packaging.
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Yeah.
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Yes.
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And so and so from and so that is why the work that I do, is really working with organizations
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to building this into the operations of your organization.
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And a lot of what, has often sort of been historical in, when we're doing the inner work
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of the organization or call it professional development or whatever that is.
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Is it's like one off courses that people will go to, and they'll help, and they'll do
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something good.
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And you can get a lot of good from But for long term integration and change that really sticks,
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we know through so many examples, whether it's you're trying to make a, like, a you know, a
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lifestyle change within your exercise or your diet or whatever, it's the it's being able to
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connect into what is actually true for us as an organization, who we are, and how do we
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continue to know that we're looking for we're this is this is an ongoing thing.
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And so I work with companies to be able to go and assess and sort of audit them from, like, I
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call, I call it like an energy audit almost.
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It's like a like a life force audit.
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Where is the life force of your organization right now?
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What's it operating at?
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And what's going to work best for the rhythm of your organization?
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For the rhythm and the and of who your people really are.
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And then we create and we adapt it for that because you want this to be able to be just now
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a part of how your company breeds we bring it back.
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So do you do it at every level when you do the assessment?
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Are you starting with senior leadership kinda, middle management?
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Front line and kinda the interface with the front facing customer.
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Are you doing it at that every level?
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Because, like, to your point, you have to start at the most senior level because you could, you
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know, you can address, the middle management, you know, implications, but if you don't have
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the flow from what's coming from the very top to the, you know, kind of the main engine,
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which is your middle managers, that's that's, you know, it's gonna look at a buck against
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each other.
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Yeah.
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Yeah.
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So ideally, that's what we do is we we then get to take a cross section depending on the size
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of the organization and really kind of look at what really happening here.
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Where is everybody really at?
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And so, we open up and do, like, a full a conversation with as many people from the
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organization from different parts that are willing to have the conversation with us.
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And from there, we get to really hear what, you know, Renee Brown says, connection is to be
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seen heard and valued.
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So that's the first step that we do is we make sure that we see here and that the people
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within the organization are valued.
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And then based on what we actually hear from them, we respond with the We've heard what
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you've shared, and here's how we're responding.
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And this is what we're integrating into this program.
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That is that is customized for the organization.
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It becomes their conscious leadership program.
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And the results of what we've seen in the program that we've put through there's one
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company that I have as a global organization.
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So we're working with people in from all over the world.
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So I've got people in my program from Spain and Italy and, across the states and different
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parts of Canada in, Ireland and just all over the world.
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And what I find so incredible is that there actually isn't that much difference between
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what we're all dealing with.
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It comes down to the same things of of, like, feeling of burnout, feeling of am I worthy,
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feeling of, the desires want to be able to always do more of perfectionism, just all of
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these things of, you know, simple things of just, like, physically, I'm not taking care of
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myself well enough spiritually.
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I'm not attending to myself.
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It's so much of the same things that show up, but what ends up happening is through the
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program, that we created for this organization and that we create for the organizations that's
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rooted in, in all of the elements of consciousness and compassion, empathy, love,
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and how to just be able to a high level of self awareness, emotional intelligence is the
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environment that they're working in hasn't changed.
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But their ability to respond to the environment has changed.
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And as a result, they feel less stressed.
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They feel more capable They genuinely feel happier.
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The connections amongst the people in the organization, even though so many of them are
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working virtually in different parts, has has gotten better because they're connecting with
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people through even the programming.
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They have common language to use.
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They feel seen and heard in an organization that they don't feel alone in the fact that,
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oh, we actually wanna operate from place of love too and these are the things that matter
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to us.
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And and I can't believe I work in an organization that also cares about these
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things.
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It's sort of like this unspoken goodness Right.
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What are you bringing to the surface?
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Because we're all just getting the work done.
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We're just trying to get through it.
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Some people say 20 minutes a day.
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Through the work done quarter to quarter to quarter year to year.
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And I should.
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Yeah.
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Yeah.
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And so, and what they often I say what often happens when you take the time to connect into
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this, to to the conscious leadership work.
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When you take the time to create those heartfelt connections, It actually gives you
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back more time because the way you're operating elsewhere becomes now more fluid, easy,
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conversations become, more connected.
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People feel like they're able to operate from a higher place or so.
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So it's been remarkable.
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Like, Well,
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I think we'd free up a lot of time for leaders, right, because ultimately if you give
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functional authority to people, you give them the skills and you say, you know, There's
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always gonna be conflict if we accept accept that there is gonna always be differences, but
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you have capacity to be able to really drill down ask people to figure it out, what happens
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is that they come less to the leadership teams or leaders, and then they they kind of realize
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that when they bring a solution, it's gonna be accepted.
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And you're gonna say, well, good for you.
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Keep doing what you're doing versus kind of, you know, I talk a lot about, you know,
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attachment styles in my new book, ROR, return on relationships, because ultimately, what is
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it that all of us wanna feel?
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We wanna feel really, really that I'm valued.
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I'm connected to myself.
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I'm I'm coming from a deeper space of I'm okay just the way I am.
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Yeah.
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And that outpouring of that you know, and, you know, creates what I I say it's almost like
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radiuses of, intimacy that, you know, with the same energy and wave coming back at you.
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Is a nice place.
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I think all of us wanna feel like not unlike when you're saying when you were doing that
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dance and you just were in that moment, yeah, that's complete flow.
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Yeah.
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And one of the things that, like, in so in the programming, what we really work to do is we
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identify, the organizations have they they often They already know their values, but
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they're not always owning how they're actually acting within those values and how those values
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are really being lived in action.
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So what the pro what what building it into your operating system means is that we we don't just
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profess what our values are.
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We understand how they're lived in expression and an experience, and we work them and use
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them to grow us in our organization.
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And, and so the program is built in alignment and through the language of the values of of
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the individual company.
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And when
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you say you integrate them in, just give me an example of that.
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So is it part is it part of your pro form a review review?
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Review?
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Is it a part of languaging from the, like, every level.
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Like, if let's say I'm a customer and I'm coming to you to a white box, I should be
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having that interface immediately of getting Yeah.
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Sent.
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So is it that microscopic that you get into from legacy beliefs, values, assumptions,
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mission vision.
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You know, not those beautiful things that you see kind of put up on on walls, but really
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embodying those those things.
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Well, well, so one of the organizations that I'm working with, their 3 values are integrity
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teamwork and passion.
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So we've designed the program that now lives within this organization to be centered around
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integrity.
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And so there's 3 modules around integrity.
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There's 3 around teamwork, and there's 3 around passion.
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And so all of the work that we do around, self awareness, around emotional intelligence,
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around leading from the heart, around listening around really conscious communicate.
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Like, all of those pieces, we now draw in how does this relate to being into integrate.
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Okay.
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That's a beautiful.
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How is this connected to teamwork?
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How is this connected to the expression of, like, what we when we speak about passion, So
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now those words that our values are now understood in how I own them in my everyday
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actions, my own self awareness of how who am I being in this moment, and I understand how I'm
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actually living that value in action.
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And as an organization, as a team now or as leaders, you can now speak and understand and
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see where does passion come in and how do I actually draw that in?
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What do we mean now?
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What how do we really understand integrity?
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When we look at teamwork now, how can we really assess ourselves more more fully on how we are
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really operating as a team?
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I really really like that because what you're doing is You're not taking the concept of of
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conscious leadership.
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You're really, creating, really a marriage of really this is what you purport you do.
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Yeah.
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And, you know, starting off, you're starting with your baseline.
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You're finding out where the gaps are.
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And then you're integrating that into the mission vision and and value statements.
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Right.
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So, you know, and then I would think that anybody can kinda stay.
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I don't care if you're in the R and D or you're in a warehouse or you're a person picking up
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the phone, you can translate that out, which I think is that's that's brilliant.
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And it helps us to grow.
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And so when I say when you know your values and you're able to begin to own them, so one of the
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models that I've created and I teach is called Koa.
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Which stands for KOA, no own act.
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And so a lot of us know.
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We know the things we that we want to be doing or we should be doing.
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We know what it means to, you know, to be organized or to we know what it means to have
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our values but are we really owning what's happening?
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What's really going on?
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And then when we do the owning, when we really go through that middle section of owning it, It
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becomes, and I love that it's an o.
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So it becomes almost like a portal.
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When we go through that o, the action becomes then doesn't no longer needs to be forced.
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It almost becomes just natural.
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It just happens, but we often skip the o and we go away from knowing and then we try and sort
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of force this action and it becomes really hard.
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It becomes a lot messier if it can sometimes we drop it off and we just don't do it because it
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just we were pushing it rather than it happening naturally because we've gone through
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the ownership work of what really going on.
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So And it's what you're gonna talk about an individualist individualistic perspective too,
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though.
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Right.
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That's why I like like that because you talked a little bit about your branding and how you
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had this beautiful new, you know, pack of things and it would look good.
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But they had missed the o, which is almost metamorphosis.
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So how does that fit for me, the individual, how does it fit for me within my team, how does
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it fit when I'm seeing my customers, all those things.
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So I did that space to really sit with that and figure it out.
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And I may be different to my peer or my supervisor or whatever, but I'm owning it
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within myself.
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Yeah.
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And so one of the things that I that I see that conscious organizations will do.
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And what I encourage companies to really look at when they're looking at their budgets and
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their books is what is their investment on marketing, communications, branding, like, all
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that work, and what is their investment on the inner on the inner working of their people and
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how they're really investing on their in their people in that way and that those numbers
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become flipped.
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Because when you are owning it, the expression of your brand becomes almost effortless.
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It just becomes can't not be that once you've gone through the owner's place.
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What happens when an organization goes through the big branding exercise, all of these things,
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they present it, they often will lose trust with their organization.
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If they have not really looked at what's really happening in the company, how do our people
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really feel?
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Because when you put that out there, they go, oh, well, that looks really nice.
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And it actually feels good and we're excited about it, but we're not actually that.
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Yeah.
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That makes so much.
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Yeah.
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Makes so much sense and make, you know, I've been flipping a budgets.
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Makes you really invest because if I buy into, you know, white box.
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Yeah.
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If because I understand how my values are in alignment with me working for your consulting
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company, versus you just kinda giving me a a, you know, a a deck and, you know, all the
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pretty brochures and the ancillary kind of supporting evidence, but I don't really kind of
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sit and figure it out.
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I might like the concept to your point, but it's it's more peripheral versus being immersed
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in it.
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Yeah.
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Yeah.
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And so so, yeah, so I think really being able to to look at it from that and and know, like,
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how are we, and what do we know to be true about who we are in in the program, we really
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focus on the individual as well.
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And so in an organization, it's important that the people in your company are connected to
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their own values and that they have a strong sense of self.
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Because if they have a strong sense of self, They know how they're able to then have a
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higher self awareness and and be able to engage and really know that, that how to engage with
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the values of the organization at the highest level of integrity and and wisdom and in
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innovation and all of it.
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People who don't know their values and don't have a strong sense of self.
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They, you know, they can punch the ticket kind of thing, but at some point, they're not really
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as they not always as reliable and the ability to really operate from a from a high level of
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performance.
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Right.
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And you're not gonna be tapping into their passion and and and all that impacts just them
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imbuing themselves into the whole concept of whatever, you know, the company and whatever
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service they offer.
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Now this is
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I was gonna share one other story with you, and we were talking about, like, ones because I
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think it's a really important one that that for organizations, and when we talk about return on
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you know, your second return on relationship.
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But when we look at, like, why does it how does this impact the bottom line and financially?
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And so I've had clients that have come to me and and they've had people that have been ready
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to wanting to lead the company.
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And they'll bring me in to coach with them.
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And and it's happened, like, so, you know, this one that she was senior leader in the company,
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really remarkable, and her and I ended up coaching together.
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And, because she felt like she couldn't live her passion.
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She couldn't you know, and so she was gonna go off and do mission work and do, you know,
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really put it somewhere else that felt like it was more impactful in the world.
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Than working where she was now.
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And through the course of us being able to identify and her getting really clear on her
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values, how it was we were how it shows up in expression, she was able to make the connection
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that the group of people that she is leading right here in this organization she can has the
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opportunity to impact and and serve them at the same level and it they're just as valuable and
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important and to make a difference right here where she is rather than feeling she needed to
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change and go somewhere else.
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And so she and this is the awareness piece.
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This is the consciousness piece.
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We supported her to become that much more aware and awake to and expand to the possibilities of
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what's right in front of her and how she can cut and gauge with it in a different way or
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more fully as who she really is to create remarkable impacts.
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And so she never ended up leading the organization.
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And so
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just think about what you saved them.
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Okay.
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So if you're gonna, I mean, to lose somebody that senior and to be able to attract,
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obviously, with everything going on now with the new resignation, what what want a gift,
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really.
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She she wanted to put it somewhere, but she wasn't making the connections about how she
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could live her value and still stay where she was.
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She couldn't she wasn't making there was that connection or that lack of awareness.
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And then during doing the conscious coaching was able to have her make estimations.
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And
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So I think that's one of, like, the the real wins that we get from this work is being able
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to continually support and understand that it doesn't matter actually where we are.
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Purpose is about where how we show up in every single moment, as just who we really are.
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And they've And if you are where you are, you have an opportunity to serve in a way.
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When we when we are able to come to it from an expand it.
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When we expand our viewpoint and our perception, rather than keep it so narrow, we
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we are then open to every way that we're we're have the opportunity to give in that moment and
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equally receive.
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What a what a beautiful story.
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So you know, for, say, leaders or leadership teams that are listening and they're like, oh
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my goodness.
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Where are we, you know, where do we start Juliana.
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Like, if you could kind of give a couple of quick little tips if people aren't sure, about
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conscious leadership or conscious co or where what would be three little things that they
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could potentially start to do today, or in the next month to really kinda get on that to
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starting to, be a bit more aware.
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Yeah.
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I'm jokingly and not.
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I'm like, Just give me a call, and we can just start with a conversation.
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We we could we could make sure they do that.
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Yeah.
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So it but it starts with, like, the the awareness within the company itself first.
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And I believe, like, we hold the wisdom within ourselves to discover the answers that we need
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for what's right in front of us.
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And so it would be to take a moment to pause and to really, honestly, with no fear, no
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judgment, can you get can can you begin to draw some clarity of where are you at really right
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now?
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How are your people?
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And what would you say?
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And so often I use scaling questions.
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I'll scale 1 to 10.
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How well is your organization?
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Mhmm.
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Ten being, it is like everybody here is just thriving their joy.
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We feel an electricity that's great where the creativity is flowing.
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And 0 is, I don't even know what you're talking about.
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And so but really being able to scale on, like, where are we now?
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What's really going on?
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And can we just hold that no judgment, but can we just be honest about that?
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And then from there, I I look at the organization and go, where it might be just the
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if we were to take one step Like, I can't actually answer this question for the
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organization and the people.
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They will be the only ones that will know, but but if we have the willingness to ask the
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question, one of the poets that I love and follow, and he does great leadership work as
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well.
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David White, he says the most the the question we're most afraid to ask, is is most often the
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one we most need to ask.
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So I might offer, like, what are you afraid to look at?
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What is the question you're afraid to ask?
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And can you and and inviting you actually to lean into that?
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Yeah.
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Nice.
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Nice.
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And just be able to sit and go, okay.
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Where where might we be?
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And one of the tools we use is like a wheel, and we look at what are all the moving parts,
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what are all the things?
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And if you were to start in just one place, if you were to take one step, By doing that one
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step, it will begin to impact all of the rest.
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What might that be?
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And then to fill into that, And then really, honestly, one of the things that I think that
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is transformational is we've been talking about breath in this conversation.
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If you begin to just take a moment to pause multiple times in a day and just notice your
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breath.
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Where is it at in your
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meeting with your people?
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So so simple that, you know, because people are so their go go go go go that they really don't
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realize that even just, you know, sit in quietness even if it's for 5 minutes or to just
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shut off every sound that that that reinforce space, you know, and that you you're not
23:49
completely depleted, and then you don't think, oh, here we go again and starting it all over
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again.
23:53
So some of those basic things.
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Yeah.
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Well, think about I I I think made sure, like, the other day I was driving, I have a cat and
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I'm a newer cat owner, and I was with Scott.
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It was it's gotten warmer here.
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And I picked her up from, from the place that she was at for the or he was at for the week
24:10
catster, but it was warm in the car.
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And I could start noticing the cat was panting more.
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So you think about, like and so where where I'm going with this is about really can you Can you
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connect into the breath of your company?
24:21
Can you connect into the breath of what's happening in a meeting?
24:24
Can you notice your own breath?
24:26
And and if if you were seeing a dog or an animal starting to pants more, how would you
24:31
respond?
24:32
How do you take care of the environment so that that doesn't happen.
24:36
And can you see in your company where are people starting to pants a little bit too much?
24:41
Where is the breath feeling constricted?
24:43
Where are you noticing even in yourself and begin to, like, bring that into a place that is
24:50
more full and complete in whatever way.
24:53
And so what I love about this work is every person in every organization will have their
24:58
own kind of way in which they can integrate this work.
25:01
Right.
25:02
And the the breadth of the organization, that's love that should be the title of a book, Julia.
25:06
Think about it.
25:06
Right?
25:07
Like, imagine, like, when something is breathing well, You wanna be in that space.
25:12
Yeah.
25:12
Of course.
25:13
Of course.
25:13
It's a nice.
25:14
And I think about space
25:16
and you describe, you're like, oh, I just feel like I can catch my breath here.
25:20
I just feel like it just like, everything just feels a little we want to create organizations.
25:25
We wanna create meetings.
25:26
We wanna create spaces where when people are in them and they enter them and they leave them,
25:31
they are breathing a little bit more full with a little bit more ease.
25:36
Otherwise, what's the point?
25:37
Right?
25:38
You know, what?
25:39
Why are we doing any of this if if, if not to be able to support us to breathe and live more
25:45
fully.
25:46
So it's an easy way just to notice that awareness and to see, like, where's the what is
25:52
the breath of my company And it'll be interesting.
25:54
It's always interesting to see, like, I'll send that little bit of awareness.
25:57
You're like, oh, nobody is breathing in this meeting.
26:01
Everybody's like, you know, holding their breath or you can see their chest constricted,
26:05
or you'll see the interactions being a little bit more, curt or, abrupt you know, so I I
26:11
think you're right.
26:12
Just starting to read it.
26:13
And then the more awareness you have within your body, then you're, you know, if you're if
26:17
you're grounded, you're gonna read better what's in what's what's within your radius,
26:21
right, whatever that, 10 foot radius might be in your room.
26:25
So, Julian, for
26:26
listening, anybody listening could do this.
26:28
Doesn't matter whether you're in a meeting.
26:29
In a one on one conversation, whether you're a leader in a company or you're an employee, you
26:34
get to take the ownership and the leadership of every space you're in to tune into that to
26:38
notice it to recognize your breath and to begin to invite that shift.
26:42
And and it could you'll you'll make changes.
26:46
So try that today.
26:47
That's an amazing tip.
26:49
Just try to breathe, try to censor yourself, and to start to recognize what is different
26:54
about you when you look out kind of in whatever format you're having a meeting.
26:58
Yeah.
26:59
So for anybody wanting more of this juicy stuff, Julianna, where where do they get a hold
27:04
of you so that they could, connect, have a call, or even go to your website?
27:08
Yeah.
27:09
So my website is whiteboxleadership.com.
27:11
There'll be a new one being launched here in a couple weeks or so or, so maybe by the time,
27:16
yeah, they it'll be out and then LinkedIn, Juliana Bootsman on LinkedIn, and then you can
27:22
find me on YouTube.
27:23
If you search Juliana Bootsman, I've got some some talks on there.
27:28
Some I think that they're I created them, but sometimes they feel like they come through me.
27:32
I think they're beautiful.
27:33
So you can go and watch those and and share those as well.
27:37
Well, thanks so much for giving us your time today.
27:40
Yeah.
27:41
So what am I taking away?
27:42
You know, I think, I really, really like that when you look at organizations, you you think
27:51
of what is the breadth of the organization.
27:53
And I think that's what I'm walking away with today.
27:57
And something that I will think about as I go off and I deal with different companies or just
28:02
just my team in general.
28:04
And, you know, What I would say is take the time.
28:10
When you get into awareness, you can't go back to not knowing.
28:14
So, you know, the beautiful thing about awareness is once once you get there you go,
28:17
it's not like you can pretend and go backwards because then your body and your mind and your
28:22
soul, like we talked about, knows that there is difference.
28:25
So for everyone, listening, you know that I talk about authentic leadership, and
28:32
relationships.
28:33
So you can go to roxanderarch.comforward/quiz with 1 q.
28:38
And what you can do is just assess your relationship either at home or at work.
28:41
If you'd like to know a little bit more, you do a quick assessment, and we'll send you some
28:45
information.
28:46
Again, Julia, Julian, thanks so much for your time.
28:49
Go out there and share that love in all the organizations that you work with.
28:53
And for anyone, wanting more information, please reach out to Joe
28:58
Thanks for tuning in to authentic living with Roxanne, creating the space for positive,
29:04
healthy change.
29:05
Roxanne is a keynote speaker psychotherapist and coach to work with Roxanne, visit
29:11
rocksandurhaj.com/blueprint.
29:15
We'll see you next time.
29:17
On authentic living with Roxanne.