Latest / Authentic Living / Guiding Leaders to Stay Resilient Through COVID and Beyond with Leadership Expert Cate Collins

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Guiding Leaders to Stay Resilient Through COVID and Beyond with Leadership Expert Cate Collins · Authentic Living

• 0:01
  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.
• 0:11
  And now here's your host, Roxanne Derhodge.
• 0:36
  Sandra Derhodge of authentically living with Roxanne.
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  Thanks for tuning in again this week.
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  Today, I have a special colleague, Kate Collins with us today.
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  Hi, Kate.
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  How are you today?
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  I'm well.
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  Nice to see you, Roxanne.
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  So Kate, has been in the leadership roles in training and development for quite a while in
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  consulting.
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  And Kate and I kind of, our worlds seem to collide often, between, our speaking worlds and
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  some of our, we're currently both writing books, in a writing group.
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  That's how we've kept our heads above the water.
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  I would say, during the COVID times.
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  So I'm gonna tell you a little bit about Kate, and then we'll jump right into some of the
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  things that we wanna talk about.
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  So Kate's the CEO of a company called powerful Journey Consulting.
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  She's a former burned out leader.
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  So she has the real life on the on the boots, kind of experience with with an extensive
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  counseling background who lost her her way a long time ago.
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  Her mission is to guide or sport leaders and their teams to be more resilient.
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  And as you know, that's what I chat a lot about, so that's why this alignment was really
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  good with Gates.
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  To be courageous and confident by rediscovering what's their powerhouse, what's within them,
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  and she's been facilitating transfer transformative transformative.
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  I can't speak today, Kate.
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  Leadership and team retreats for about 15 years.
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  So you've been doing this for quite a long time.
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  What what a time that we're recognizing that's being needed even more.
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  So, in in the corporate, worlds that we live in.
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  Her keynote's training and consulting truly connect with her audience at a heart level
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  because of her authentic, playful, and high impact strategies.
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  And I could tell you I've spent I think almost 4 months with this lady, she's always on point
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  with her energy.
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  And she always turns I see every morning.
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  Framework, which she's developed, has traveled.
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  She's traveled the world and talked about that framework with senior leaders and their teams
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  worked with the US army or army, Ontario Shores, mental health, International
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  Association's Ministry of Health, not not for profits and other organizations.
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  Kate's the powerhouse in you, how to lead with greater resilience, courage and confidence book
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  will be released.
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  There's an actual date.
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  I didn't realize there was a date.
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  Way to go.
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  That's awesome.
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  Thank you.
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  Thank you.
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  Yes.
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  Thank you.
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  I'm gonna enjoy our interview, which I know will a lot of people will.
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  You know, that you can look out, and I'm sure Kate will be sending out some stuff that I will
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  also be pushing out when her book is released.
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  Then you can grab a hold of her book.
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  So, Kate, let's obviously, you and I, Kate and I have a lot of parallels, her clinical
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  background, my clinical back I talk a lot about authenticity.
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  She talks about that harnessing that power within.
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  And we have so much to talk about leaders today because leadership roles, are under the
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  microscope, even that much more today, and people have to be more flexible and compassion
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  was always something that we know that leaders needed to have, but now there's no kind of
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  negotiating with that.
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  It's being dictated to.
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  And, so let's talk a little bit about what leaders have to do in this time.
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  And I'm sure a lot of leaders are already doing it.
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  And some need to maybe pivot how they, they kinda are more flexible and compassionate with
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  their environments.
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  Well, I think 1st and foremost, I'm a firm believer, Roxanne, that it it starts with us
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  and ends with us as leaders.
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  So what do I mean by that?
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  So my book is really, as a result of, again, me being a recovered burnout leader, and being
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  able to help people to be create success habits that'll help them to get grounded, get
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  themselves centered so that they can in fact show up and be the best version of themselves.
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  The tragedy is in our culture today is it's backwards.
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  So we have it where the leader then kinda does the, okay.
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  No.
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  I'll take time now.
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  I'll take a day off.
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  I'll take a week or whatever, but by then, they are so exhausted and so depleted.
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  So I'm a huge fan of it starts with us and ends with us, meaning that we need to make sure that
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  on a daily basis that we're doing things that are going to in fact support our well-being or
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  resilience for the long haul.
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  So I think that's number 1.
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  I think also that, you know, we know that we want to be a power of example and not a
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  warning.
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  So the leaders that I work with are, you know, primarily in organizations I know yours is
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  corporate.
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  Mine is not.
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  Mine tends to be more with not for profit.
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  It's mental health organizations, hospitals, that kind of thing.
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  And so for my self, what I found is that sometimes we've lost sight because everybody's
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  so exhausted of that wait a minute is what I'm about to say where's what I'm about to do?
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  Gonna be a power of example, or in fact, will it be a warning from my team?
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  So I agree with what you were saying earlier.
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  Whole heartedly Roxanne, All eyes are on the leader more than ever.
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  This mental health, you know, we've got a crisis on our hands more than ever during this
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  pandemic.
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  And I think it was there before.
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  Now it's become amplified.
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  And I think that it's really, really important that, again, we start with ourselves as leaders
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  and then go outwards.
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  So we know that the cost of mental health, you and I were both looking up the stats for it or
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  getting on it.
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  The mental health cost in Canada is $50,000,000,000.
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  That's that's staggering.
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  Well, I looked it up, and then you said it at the same time I my goodness.
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  And that's in they figured that in 2011, that was, you know, 2.8% of our GDP or gross
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  domestic product.
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  So that's super, super high.
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  Right?
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  And, you know, it's interesting because I think when you say mental while being people think
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  mental health.
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  And I often say, I don't know if you would agree with this.
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  It's a spectrum.
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  Right?
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  I mean, we all gone to the days where we're gonna, you know, go somewhere and maybe, you
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  know, have repetitive strain.
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  It's it's not that it doesn't happen, but really what we're do using more than ever now
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  is our brains.
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  Yes.
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  I agree.
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  I totally.
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  And leaders, especially because when we hire leaders, we expect a certain caliber from them.
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  Mhmm.
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  And, you know, if you think of, kind of the MBA schools in stuff like that years years ago, you
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  know, those leaders that were going through those programs, they really weren't talking
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  about the soft side of things, which is really what you are talking about and what I talk
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  about with authenticity and leadership.
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  So when we look at the numbers, that's high.
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  Obviously, if if our population of large or teams are in and are in such distress, the
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  leaders They're they're also dealing with that on an ongoing basis.
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  And the wear and tear on them is absolutely huge.
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  I agree Roxanne, and I think that you know, there was a times not too long ago, maybe even
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  10 plus years ago where, you know, employees were encouraged to check out their personal
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  life at the door, check it at the door, We don't bring it into the work.
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  And so now it's this integrated self that's coming into the workplace.
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  So before where the, you know, we were just touching as leaders on yes, for sure, be be
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  that support person, be that guide.
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  Now it's, you know, they're being trained in how to coach them.
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  It's just a whole different kettle of fish for leaders And I think that having that constant
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  awareness is really, really important because I'm seeing now where Teams are it's like a back
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  and forth.
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  It's like a ping pong match.
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  Mhmm.
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  And so, you know, you've got the leaders that are stressed because their their teams are
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  stressed and then vice versa.
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  And I think that sometimes we really need to simplify, you know, what's happening.
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  Why are we here?
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  Cause I really am a huge fan that emotions destroy intelligence that you know, if people
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  aren't taking care of themselves, if they're not doing that self care, if that's not part of
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  the culture, And ultimately, that's, you know, where I work with leaders and teams is what
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  sort of culture do we have?
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  Is this one where we're excited about that we wanna share with other people, or where are
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  there some gaps?
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  Where in fact can we, you know, do a better job at communicating you know, how we feel or
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  communicating with each other about, you know, what's happening within our organization.
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  I think like anything, there's strengths in every organization.
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  There's strengths and leaders, their strengths and teams.
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  However, we all need to have that that place before retreats were a real luxury.
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  Now Yes.
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  It's it's a given that people know that this is part of the prevention plan that and, you know,
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  we can do retreats virtually.
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  It doesn't have to be in person.
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  And so that's where the difference is now.
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  I think that volume's been turned up I'm saying we need to deposit into our teams more than
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  ever before.
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  We need to deposit into our senior leaders, because if we don't, as you were saying, the
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  stats are so staggering.
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  We're gonna pay for it one way or the other.
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  It's gonna be on the front end or the back end.
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  Absolutely.
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  And then, you know, when you're looking at, you know, the bottom line, if you're having, you
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  know, if you're if you're days, if you're, you know, your incidental absences on the increase,
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  if you're term disability claims.
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  I mean, that would be starting to look at the stats now with everything that's going on.
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  And then to also think about who's being left behind the people that are staying after
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  there's been, downsizing or layoffs with maybe people returning, you know, these are people
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  that are having to to kinda hold on to the ship.
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  To keep it afloat and the pressures that those leaders and even those teams are experiencing,
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  we could see how much more of a pressure cooker that those environments are in.
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  Absolutely.
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  I remember.
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  In fact, I mentioned this in my book, Roxanne.
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  One of the leaders that she had hired me to do an event it was a conference.
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  And so we're on the treadmill.
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  She's on the treadmill.
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  I'm on the treadmill, and she's beside me at the gym.
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  And she said, Kate, I've decided that's it.
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  I'm giving my my notice.
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  I'm retiring.
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  And I said, that's wonderful.
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  I'm so happy for you.
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  And she said, but catch this.
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  And I said, what?
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  And she said, they're actually hiring total of three people for my position.
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  Yes.
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  So I think at some point, that's one of the things I talk about in my emotionally fit room
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  is that The reality is you may never get it all done.
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  You may never get it all done.
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  And so we have this misconception.
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  If I just work harder and I try harder and I do this and I do that.
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  And I'm not saying don't strive to be the best.
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  Of course, I I I'm all about that.
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  However, at some point, we have to ask ourselves, is this even realistic, what's being
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  asked of me, and where do I feel like an own my power and kind of give a little bit of a push
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  and set a boundary or where in fact do I just have to, in my own mind, say, you know what?
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  This is the best.
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  This is the best I can do given the circumstances, given the crisis that I'm, you
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  know, the various crisis that my team are enduring right now whether it's amalgamation,
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  accreditation, whatever it may be, then that's where we need to start to do more of a like,
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  open up our lens, see more of what I call the Eagles view and be able to get more of a sense
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  of What am I capable of doing?
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  What is it my team capable of doing given the current climate?
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  For sure.
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  So you talked okay.
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  You started in now Kate's book is based on a framework of the Four rooms.
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  So we I've been learning about these over these rooms over the month.
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  So you touched a bit about, the room.
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  So let's talk a little bit more about that because I think that's, you know, I talk a lot
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  about awareness and being connected to your values and, you know, how how do you stay
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  authentic?
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  And so you already start to talk to that, right, because Oftentimes we tell leaders, you
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  know, get get stuff done.
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  Get you know, when I was, you know, a leaders in def different, you know, I remember
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  thinking, my goodness, I don't know how I'm gonna get this done.
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  And I would get it done.
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  And oftentimes there was nothing left when I would come home to my family and stuff like
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  that.
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  So you have the emotionally fit room, which is what you're saying.
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  It's it's listen.
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  And listen.
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  And if you are consistently depleted, there comes a point where don't sit in the dark and
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  kinda do the extra hours and and grin and bear it, because at some point, you're gonna run out
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  of esteem, and that's gonna affect your emotional health.
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  What are the other rooms in your book and how, kind of, how should leaders kind of think about
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  it as they get ready to read your book.
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  You know, even now if they're sitting there and thinking listening to what you're saying, tell
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  them about the rooms and what how they should think about it.
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  Absolutely.
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  Why don't I need to backtrack just a little?
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  So one of the things, for example, many, many years ago, these are earned.
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  I'm I'm thinking probably now about 20 years ago, I can remember relocating, actually, to a
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  different area, the area in which we reside now.
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  We've been for several years, and I ended up going to a meditation class.
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  And I remember this really amazing indigenous man that I met.
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  And he just had this calmness.
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  Have you ever met somebody walks in?
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  It's just has this peace and calm about him.
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  And I was feeling like, oh my gosh, I've gotta reinvent myself.
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  You know, here I've come into a new area, and this is what I do.
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  This is my livelihood, and how do I get myself out there?
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  And he said, you know, Kate, in our tribe, we believe very strongly that in order for us to
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  own our power, to step into that power in order for us to have a sense of balance in our lives,
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  in order for us to be able to live in our purpose We must enter each of these four rooms
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  every day.
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  So he went into saying that your your mentally, your mental room, your emotional room, your
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  physical room, and your spiritual room, And it's just like a light bulb went off.
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  And I thought, yes.
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  This is so simplistic, but so often, it's the 101 things that really make the difference for
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  us.
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  So being a certified police instructor, we talk a lot about, for example, engage your core,
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  which we sometimes refer to as your powerhouse, and so from there, it's really in the
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  powerhouses from within you, then I thought, wait a minute.
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  So, you know, entering your mental room doesn't really have the feel that I wanted, but what
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  about if it was a mentally fit room?
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  That already is the end in mind that, yes, I don't want to just walk into a mental room is
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  that it has their connotation.
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  Patted like a bit of a okay, like a padded room, maybe.
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  Very white.
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  You might look good.
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  It may not be the look you're looking for.
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  So for me, it was about the mentally fit room you're physically fit room, your physically fit
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  room, and your spirit suite room.
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  So I've actually been using this model in all of my training that I do, my keynotes, my
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  facilitation, my retreats.
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  The coaching because it's made such a big difference for people.
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  It just allows them to take their filter and go, okay.
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  So Kate's saying each and every day, In order for me to show up and be the best version of
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  myself, to be focused, to be balanced, to be able to be anchored.
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  In who I am, I simply need to enter and check-in to each of those rooms every day.
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  Now I'm not naive.
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  We're all pretty busy, particularly leaders.
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  So it's as simple as if you walk into your your check-in to your mentally fit room, it may be
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  as simple as one of the things I talk about a lot is about how you start your day, shapes
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  your day, how you your day shapes your day.
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  So I mentioned it's called the power of 4 morning routine or practice.
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  And so it's, you know, maybe start off with 5 minutes of meditation.
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  If you can do 15, great.
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  5 certainly is a great coming out of the gates.
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  That's a great number.
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  But just getting yourself still, allowing yourself to get still, so often what happens is
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  a lot of people jump out of bed, they're intravenously hooked up to the caffeine,
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  because they need to get, you know, that kick starter for their day However, if they start
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  their day in a much more relaxed calm way, even if that means they have to, you know, get up 5
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  minutes early, would just allow themself to maybe find that chair in their bedroom or
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  somewhere.
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  Maybe they they wanna lay down.
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  They can stay in their bed.
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  But just that 5 minutes of getting with their breath, just quieting their mind.
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  The second part of that mentally fit room is really being able to then get up and move their
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  body.
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  It may be just that they're gonna stretch.
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  It may be they're gonna do some yoga.
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  Maybe they're gonna go for a walk or hit their home gym or go for you know, to the the gym
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  that they've got a membership.
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  During that time, I find it very helpful that when my clients are actually physically moving
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  their body, I purge them to also do a reflection of their successes.
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  So here, they're building that muscle, you know, at the gym or in their pilates or their
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  yoga or wherever.
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  And so that's a great time to also flex the muscle of their confidence.
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  What tends to happen for a lot of leaders is that it's next next next, it's like we're
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  checking off the boxes of all the things that we've got accomplished.
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  However, we haven't paused to go, wow.
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  Pretty amazing.
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  Look what I just accomplished over here.
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  And so that allows us to then start to own that more and again deposit into our confidence.
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  The 3rd part of that power of 4 is really about allowing ourselves to get into the gratitude
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  attitude and I and I call it an attitude because not only is it an opportunity to
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  reflect on the specifics of, yes, I'm very grateful for my home, you know, while we're
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  shut in for the pandemic, or I'm very grateful for this relationship, and that's why, or
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  whatever the case may be.
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  It's also an you need to take that into your heart and feel it and then say, who now am I
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  going to put that into action with?
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  Who can I put up a mirror with them and say, hey?
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  You know what?
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  I just wanted you to know.
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  I really appreciate you.
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  I make the reference.
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  I don't know if you've ever seen the movie avatar.
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  My husband took me, kicking and screaming to go because I thought I'm not into this sort of
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  stuff.
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  I'm just not into it.
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  And then, of course, I went and then had to buy the movie when it came out, but I love that
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  they talk about.
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  I see you.
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  And so you know, part of the gratitude attitude is really staying in that that that moment.
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  I call it the, you know, sanity is in the pause.
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  And really being present and saying to that person, you know, I really value this and you
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  thank you, and particularly as a leader you know, that's something that's a great success
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  success habit to be doing every day.
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  Who today will I maybe impart that with?
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  That wonderful compliment or that validation.
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  And the final one, of course, is really being able to get clear about how do I wanna show up
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  today?
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  What's my intention?
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  So I've got, you know, 8 different meetings I've gotta go to.
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  What is it that I wanna do?
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  How do I how do I wanna leave that meeting?
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  And, also, what do I want that those around me to experience from me during that meeting?
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  So then so that's checking into your mentally fit room.
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  Your emotionally fit room.
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  We talked about that, and I know your book is, which I'm excited to read your book, is all
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  about heart centered leadership, and I'm all about that as well.
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  And I I'm so excited that you've you're using that, because it's really, really important.
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  And I think that more than ever leaders need to have support You know, the very first thing,
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  the leaders that I work with, and I'm sure you can relate with the leaders you work with
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  Roxanne, they say to me, Kate, the first thing to go is I cancel my lunch.
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  The first thing to go is that call with that one friend or my confidant or my mentor, And
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  that's the very thing we need during that time of upheaval.
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  Maybe shorten it.
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  However, we still need to have that touchpoint because that human connection is so very
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  important.
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  And as leaders, they deserve to have that, that support, more than ever.
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  Then, of course, we've got the I'm kinda doing a drive by here.
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  Oh, we still can see you.
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  We want fries with that order, but, then the third one, of course, is that you know, your,
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  physically fit room.
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  And I'm a huge fan of we need to move our body.
• 20:33
  Like, to be transparent, Roxanne, I have just found the last 2 or 3 weeks I got off.
• 20:38
  Like, I got off of the the regular routine of, you know, hitting the gym three times because
• 20:44
  now we're back doing the gym and you know, I I got away from it because I allowed my days to
• 20:48
  get too busy again.
• 20:50
  And so, yes, I was walking, but it was more like a Let's get it done and walk.
• 20:55
  You know, rather than
• 20:55
  It's off that list.
• 20:56
  It's off that list.
• 20:57
  Right.
• 20:59
  Rather than let's let's just embrace nature, connect with mother nature, and be it was like,
• 21:04
  oh my gosh.
• 21:04
  So but I felt it, like, the fatigue.
• 21:07
  And I thought, what's going on?
• 21:09
  Like, and then I do that reflection of, okay, However, I've been eating sugar is a huge
• 21:13
  culprit.
• 21:14
  I honestly think that sugar should be up there with tobacco and alcohol.
• 21:18
  I really do feel we're a a sugar addicted society and myself included.
• 21:23
  I have to really be mindful of that, particularly when I I'm under a lot of stress.
• 21:29
  So I think for sure creating routines.
• 21:31
  Like, it's a routine to to exercise.
• 21:34
  It's a routine not to exercise.
• 21:35
  And There's a perfect example for the last 2 weeks or so.
• 21:39
  I had gotten off my routine, and that's where I was getting the energy.
• 21:43
  I was getting the focus.
• 21:44
  My creativity was coming up.
• 21:47
  And then the final one is your spiritually fit room.
• 21:50
  I think this is the foundation.
• 21:52
  This is the foundation of all of our houses as far as I'm concerned, and that is, you know,
• 21:58
  what brings you joy.
• 21:59
  You know, oftentimes people come to me and say, Kate, like, I I just feel like I've lost my
• 22:03
  passion.
• 22:04
  I've lost my joy.
• 22:05
  I've become a human doer instead of a human being.
• 22:08
  And so then I talk to them about, you know, you know, what does spiritual mean to you?
• 22:13
  Maybe it's god.
• 22:13
  Maybe it's higher power.
• 22:14
  Maybe it's being of service.
• 22:16
  Whatever that looks like, but I think, again, it can get lost when we're so busy trying to
• 22:23
  check off, you know, that things to do.
• 22:27
  So, yeah,
• 22:27
  so that's really ultimately what both the book is about and the work that I do is helping
• 22:32
  people really in essence remember the power of who they are.
• 22:36
  Right.
• 22:36
  And why they, you know, I talk a lot about, you know, when you look at some of the values as
• 22:42
  you bring forward as a leader, Where did they come from?
• 22:45
  Yes.
• 22:46
  And to story about that, and I, you know, I was actually right with this morning when we were
• 22:50
  writing, and I was writing about, you know, reflecting on differences in coaching.
• 22:56
  And I said, I remember my my grand my dad I had a I had a thirteen year young my sister's 13
• 23:02
  months younger.
• 23:03
  And we looked like twins and, you know, and we would get into conflict.
• 23:08
  I was a chatterbox.
• 23:09
  She was quiet lawn.
• 23:10
  So, you know, I was always kinda dominating her and getting in trouble.
• 23:13
  And so he my dad thought, let's have these 2 sit down with a grandma, and she I was telling
• 23:18
  the story in in my writing saying, you know, it was so her delivery of what she was trying to
• 23:24
  create with us was that we are as different as the sizes we were gonna So I'm a little bit of
• 23:28
  a peanut, and she's like five foot nine.
• 23:30
  And she could tell when we were young, and it was just that she didn't go after us having the
• 23:36
  bickering, but she was just talking about what what my gifts were and what my sister's gifts
• 23:41
  were.
• 23:41
  And I thought, you know, that's that's part of my leadership story because in in reality, I
• 23:47
  was looking there and I thought where did one of my first leadership stories come from, and
• 23:52
  it was about learning about that you have to recognize differences and, you know, look at
• 23:58
  the strengths within those differences.
• 24:00
  Mhmm.
• 24:00
  I love that.
• 24:01
  You know, so it's it's it, you know, just again, you know, that reflective part, like I
• 24:06
  said, that weren't being taught and, hopefully, I would think that if new leaders being trained
• 24:11
  today, that that becomes something that be becomes very, very vital, because when you sit
• 24:17
  down and then I, you know, when I reflect on that story and for some reason, that's one of
• 24:20
  the stories I remember.
• 24:22
  And she had Gaunas, she was even looking at the length of her little arms, and she said, you
• 24:27
  know, Roxanne, look at your arm, and my sister's name is Shirley.
• 24:30
  Look at Charlene's arm, and Charlene's arm was quite lengthy compared.
• 24:33
  She goes, just like she's gonna be very long and lean, you're gonna be shorter and petite.
• 24:38
  And that being said, something is as simple as that.
• 24:41
  I I can remember as a little girl and then thinking as we had to get along as 2 young
• 24:45
  sisters, you know, what what that involved.
• 24:48
  Right?
• 24:48
  So going back to that space, like you said, you know, why is it that you laid in the way you
• 24:53
  do?
• 24:53
  Why do you do what you do?
• 24:54
  Why did you find that passion?
• 24:56
  Like you said, whether it was in nursing or you know, to help others like we did, you know, in
• 25:01
  in the helping field.
• 25:02
  I think a lot of times, they just get lost, like, to your point because there's so much to
• 25:06
  do and then they get depleted and then they they kinda lose their way, when it comes to
• 25:12
  burnout.
• 25:13
  Well, I love your story because I think it is really important that we get we take that time
• 25:17
  to reflect and do that self examination of what made me do what I do.
• 25:21
  I mean, in the book I talk about, really, what is your leadership vision statement?
• 25:25
  Because that's what's gonna be your lighthouse.
• 25:27
  That's going to keep you focused.
• 25:29
  And I and I love what you're saying in that story because there's so many different pockets
• 25:33
  to it, right?
• 25:34
  Because one of the lenses I use, and I'm sure it's quite similar to yours, is that I talk to
• 25:40
  teams particularly about whatever.
• 25:42
  I mean, you think of the number of hours that people spend, you know, together in a team and
• 25:47
  or at work, it's, you know, sometimes even more than their own families.
• 25:52
  So I use that family systems lens and say, Casey, guess what?
• 25:56
  Whatever's unfinished back here, When you're felony awards, and guess where they're gonna
• 26:01
  get played out and be triggered.
• 26:03
  But in one place, I remember working with 2.
• 26:06
  I remember the CEO come having me come in.
• 26:08
  He said, I think you have to put on black and white stripes.
• 26:10
  And I said, what do you mean?
• 26:11
  I said, because I think you're gonna have to do some serious refereeing with these 2.
• 26:15
  And, I said, okay.
• 26:16
  Let's just see how this works.
• 26:17
  So I met with them separately, and it was so evident to me.
• 26:21
  They were triggering each other.
• 26:23
  And I said, I'm just curious.
• 26:24
  I said to the one, where are you, you know, did you feel this kind of intensity towards
• 26:29
  someone?
• 26:29
  Because they were really as managers, their behavior was truth with your child like, and
• 26:36
  I'm not saying that the CEO said that, and it was really creating a lot of habit within their
• 26:41
  teams because they felt they had to and, kind of cheer for their their own manager.
• 26:47
  And, you know, and the gossip was rampant, and it was just really unhealthy.
• 26:51
  And so when I spoke to the one in particular, I said, where have you felt this intense
• 26:56
  initiative?
• 26:57
  Oh, my brother.
• 26:58
  He was a Jack.
• 26:58
  I won't say what the other part was, but you know, he was a Jack.
• 27:01
  You know what?
• 27:03
  And he just was so dominating.
• 27:05
  And he was listening.
• 27:05
  He was that, ah, okay.
• 27:07
  So then we were able to work through you know, that unfinished business so then she could see
• 27:13
  that she was projecting on and she was getting triggered because there were some little
• 27:17
  nuances that this other manager and who wasn't nailed, by the way.
• 27:23
  And so I know you and I both know that that it doesn't matter the gender.
• 27:26
  Doesn't matter the culture, doesn't matter anything.
• 27:28
  It's the fact that, you know, the intensity is similar to that of a family environment.
• 27:33
  And so the other was saying, oh my gosh.
• 27:35
  She reminds me of my mother.
• 27:37
  She's a perfectionist.
• 27:38
  She never ever compliments me on what I've done.
• 27:41
  And so we were then I was able to bring the 2 of them together after they did their
• 27:44
  individual, and it was unbelievable how they were able to see where they in fact were, you
• 27:51
  know, brought this, what strengths they brought to the the the table, but also where they were
• 27:55
  the weak link and how they were allowing their old story.
• 27:59
  To, in fact, interfere with this current relationship.
• 28:03
  And those 2 women on to be such good friends and such allies However, I think it's a really
• 28:08
  important, component when it comes to teams is that being aware that sometimes people's
• 28:14
  reaction and you're thinking, oh, I got a 10.
• 28:16
  That was a 1000.
• 28:18
  It's because it's not current day.
• 28:20
  You know, something's being triggered in them, and that's where the work is.
• 28:24
  You gotta get to the source of what's happening here, and that's what strengthens teams that
• 28:30
  when that leader, that fearless leader, and I do refer to them as the parent.
• 28:35
  At times that, you know, that, again, making sure that you're coming from a fair place,
• 28:40
  making sure that you're listening to both sides, making sure that you're not you know,
• 28:45
  reacting to what's happening or overreacting, I should say, and just seeing that, okay, it's
• 28:49
  very evident that this doesn't fit the circumstance.
• 28:52
  So let's get to the the source of what it is, but creating that safe place, most importantly,
• 28:58
  whether they hire somebody or they do it themselves, to to allow that to unfold.
• 29:04
  So that concept that powerhouse is so, so appropriate in that context because We expect
• 29:10
  the leaders to be a to a higher level.
• 29:12
  So if they get wrapped up in the storm and they don't see their role, because potentially the
• 29:18
  leaders being triggered, you know, by maybe some little subsets that get creates in teams.
• 29:23
  And then if you're not aware and you're depleted and you're in that context, you're
• 29:27
  gonna get you know, I often say you get back in it.
• 29:29
  You're on you know, you're in one play over here and then you're being pulled over here.
• 29:34
  So that awareness of of going back to your power center like you're talking about becomes
• 29:38
  very valuable because you're gonna you're you're staring the ship.
• 29:42
  Absolutely.
• 29:43
  Absolutely.
• 29:43
  Because I think, again, it goes back to how am I caring for myself as a leader because now
• 29:48
  what happens is what happens out side of me.
• 29:51
  I don't feel I need to have this, you know, we say wearing your heart on your sleeve.
• 29:55
  We know that you have a son.
• 29:56
  I have a son.
• 29:57
  It's just like your heart's there now.
• 29:59
  It's not going anywhere else.
• 30:00
  It's right there on your sleeve.
• 30:01
  And I think for me, it's being able to then, if I'm taking care of me, if I'm getting my sleep,
• 30:08
  if I'm eating healthy, if I'm moving my body, if I'm getting my support, if I'm doing all the
• 30:12
  things I need to to be more resilient, then what happens is I'm able to see things for what
• 30:17
  they are and detach and not feel like I've gotta jump in there.
• 30:21
  However, like you said, I could be part of that problem as a leader.
• 30:26
  I could be also being triggered.
• 30:28
  And so that, therefore, you know, having that space to work with your coach having that space
• 30:34
  to take a step back.
• 30:35
  I call it step off the stress treadmill and have that confidant or that mentor be able, you
• 30:40
  know, you just be able to just share and know that they kind of can hold up a mirror and go,
• 30:44
  this is what I'm getting.
• 30:45
  Yeah.
• 30:46
  For sure.
• 30:47
  And it's it's so vitally important.
• 30:48
  That equal view, like you said, right?
• 30:50
  Where you're able to, you know, keep yourself at that level of health based on your Four
• 30:56
  rooms.
• 30:57
  And then what you can recognize within others when they're kind of out of out of their
• 31:01
  powerhouse as well to guide them in a way that allows you not to be reactive because all all
• 31:07
  it takes, right, is 1 or 2, you know, mishap as a as a leader and and then, you know, you crush
• 31:12
  that concept of trust because you've acted badly because you're depleted and then now
• 31:17
  okay.
• 31:18
  How do I I'm not sure how to back up now because I'll you know, because my team has now
• 31:22
  judged me and then I get I look like I'm aligned here or there.
• 31:25
  So it's it's I think what, to your point, that balance is so important.
• 31:30
  I'm just curious.
• 31:32
  Where do you of all the rooms, where do you find that a lot of leaders fall down the most?
• 31:39
  Okay.
• 31:40
  It's a toss-up.
• 31:41
  Okay.
• 31:42
  It's a toss-up.
• 31:43
  I I have to say that some Yeah.
• 31:47
  I mean, yeah, it really is a toss-up because a lot of them stay in their head a whole lot.
• 31:51
  And so that mentally fit room is such whereby they have to, like, it impacts their sleep.
• 31:57
  So it impacts physically because now they've got the racing mind syndrome.
• 32:01
  And, oh, I should also mention too that anybody that's watching this, they are welcome to go to
• 32:05
  my website, www.Kate Collins with a c dotcom or powerfuljourney.com.
• 32:10
  And if you go to my resources page, currently, we have a complimentary playful for the, story,
• 32:15
  playful meditation for the busy mind MP3.
• 32:18
  So it's one of the things I wanted to give back to people because right now, so many folks are
• 32:22
  struggling And, so, yeah, so I it's a good question because I I have to say, I would say
• 32:29
  that a chunk of my leaders, they say when I work with them, that it's the physically fit
• 32:33
  room is the first thing to go when they're under a lot of stress, and also with that goes
• 32:38
  their healthy eating habits.
• 32:40
  So then they they get tired, and then they eat whatever, you know, is there.
• 32:45
  But I have to say probably it's between the mentally fit room and the physically fit room,
• 32:50
  I'd have to say.
• 32:51
  Yeah.
• 32:51
  Because I think that what happens is that, like, one of the things I talk about in the
• 32:55
  book because statistics state that actually leaders have less sleep.
• 32:59
  They have less sleep than the average person.
• 33:00
  So what does that mean?
• 33:03
  Well, it means then that they're more they can be can be prone to being more cranky, more
• 33:09
  reactive, and somehow being able to create a little bit of undue, challenge perhaps when
• 33:16
  they're within their team that they may be completely unaware of.
• 33:20
  And so, again, one of the things that even go so far saying in in the physically fit room
• 33:25
  when we talk about sleep deprivation is really around you know, if you know very visibly or
• 33:31
  you know because team members have shared that they're not getting a lot of sleep, whatever,
• 33:35
  it's time change.
• 33:36
  It's because of the pandemic.
• 33:38
  It's because of the current crisis that either globally or even within the organization, that
• 33:43
  having that conversation calling out the elephant in the room and saying, you know what?
• 33:48
  Now really isn't a good time for us to make this decision.
• 33:52
  My suggestion is we table this to the next meeting let's all be really mindful of getting
• 33:57
  our sleep.
• 33:57
  And because, really, what tends to happen, there's a there's a method I use, or I share
• 34:02
  with people Roxanne.
• 34:03
  It's called Halt.
• 34:04
  You know, when you're hungry, angry, lonely tired, or you haven't had exercise, someone
• 34:08
  shared that with me.
• 34:10
  And, I loved it because I thought I love this.
• 34:13
  This is fantastic.
• 34:14
  So, you know, take care of those first.
• 34:16
  So if I'm hungry, eat, if I'm angry, I need to remove myself from the current situation.
• 34:22
  Why?
• 34:23
  Because emotions destroyed intelligence, if I'm lonely, I need to reach out to that mentor.
• 34:28
  I need to hire that coach or get that emergency, you know, meeting with my coach.
• 34:32
  You know, T, if I'm tired, okay, I need to get some some sleep tonight or my team needs some
• 34:38
  sleep because we're not gonna make a really good decision right now Our emotions are gonna
• 34:43
  run riot.
• 34:44
  We're not going to we're gonna kind of nitpick and gossip's gonna run rampant.
• 34:49
  So we need to kind of look at things very differently.
• 34:52
  I feel in this current time more than ever.
• 34:56
  And then to some degree, I think, it's like a diagnostic or or a pulse that you'd be taking
• 35:02
  up those meetings to get a sense.
• 35:04
  And you know your teams.
• 35:05
  Right?
• 35:05
  Like, I've ran teams in it as well, and you're thinking, oh, boy, this is what this we're off
• 35:09
  there.
• 35:10
  You could kinda feel it, like the energy in the room.
• 35:13
  And then to sometimes say to your point, say, okay, pivots are away from something, focus on
• 35:17
  what what you potentially collectively think they need and then to to to to say, okay.
• 35:21
  I mean, we need to do X Y O Z so that we can kind of focus as much as possible.
• 35:26
  Now let's talk a little bit about your book.
• 35:29
  So again, the the name of the book is the powerhouse in you, how to lead with greater
• 35:33
  resilience, courage, and confidence.
• 35:35
  Help leaders and their teams cope more effectively So how how is how will the book
• 35:40
  help people, be more resilient and cope more effectively and get that peace of mind that
• 35:47
  you've been, you know, kind of alluding to throughout the interview.
• 35:49
  A great question.
• 35:50
  So really the book is not just a book.
• 35:52
  It's also in many ways, I've I've made it a workbook.
• 35:55
  I've combined it.
• 35:56
  You know, as you know, with our writing group, it's just like, just write.
• 35:59
  Just write.
• 35:59
  So for me, I just wanted to pour out as much as I could.
• 36:02
  You know, part 2, the second book will be really what will be the feedback people was
• 36:06
  saying, oh, I really want you to delve more into this area.
• 36:08
  So I wanted to lay out the buffet, of of various exercises.
• 36:12
  So number 1, what will happen is they will know that they're not alone.
• 36:16
  So through the stories that I share with with some of the dilemmas or experiences that other
• 36:20
  leaders have gone through, they will clearly be able to identify with some of those challenges
• 36:25
  that they face and how they overcame them.
• 36:28
  The second thing is they'll be giving some very concrete strategies on, you know, well, how do
• 36:34
  I even know whether, I'm resilient or not?
• 36:36
  So there's there's gonna be quizzes.
• 36:38
  There's gonna be opportunity.
• 36:39
  There'll be resources they can tap into to be able to help with that self awareness.
• 36:44
  I'm with you about the self awareness.
• 36:45
  I I call it the AAA, you know, it's acknowledgement.
• 36:48
  It's about, you know, being able to accept that, you know, you're doing the best you can
• 36:53
  with what you have.
• 36:53
  And then final a is action.
• 36:55
  So what am I gonna do different now to get a different result?
• 36:58
  And I think for me, what they're gonna do is they're gonna be able to even use some of the
• 37:02
  exercises I'm giving and some of the strategies.
• 37:05
  They can use them in their teams.
• 37:07
  So it can be at a team meeting.
• 37:09
  They say, you know what?
• 37:10
  From this book from Kate's, I think that this might be something that would be really
• 37:13
  valuable that we do.
• 37:14
  The the mission statement together, the vision statement, the leadership.
• 37:17
  Cause we're all leaders, whether we have the title or we don't have the title, I'm a firm
• 37:22
  believer that we're all leaders.
• 37:23
  So I think there's no question.
• 37:25
  They will feel some commonality.
• 37:27
  They'll feel a sense of, oh, I'm not alone.
• 37:29
  Yay.
• 37:30
  I'm not the only person that second guesses myself.
• 37:32
  I'm not the only person that experiences guilt or maybe perfectionism and that now they've got
• 37:38
  something that they can kind of add to that toolkit and be able to make some changes.
• 37:43
  Awesome.
• 37:44
  It sounds amazing.
• 37:44
  Well, I can't October 22nd.
• 37:46
  Yeah.
• 37:47
  I
• 37:47
  gotta I gotta put that in my daytime, or I'm sure you'll be doing some launches and stuff
• 37:51
  like that, that people might want to, get involved with.
• 37:55
  Kate, this has been amazing.
• 37:57
  What have I learned?
• 37:59
  I've learned that you know, those rooms to think about those rooms.
• 38:05
  And, you know, I talk a lot about heart centered leadership, which emotional the
• 38:09
  emotional part of your leadership is key, but, you know, it's like it's it's like those, you
• 38:14
  know, those Rubik's cubes that you've you know, when they they get sort of aligned, that you
• 38:19
  can't put them back together, but if you kinda consistently think, emotionally how I'm
• 38:24
  feeling, psychologically, what what are my thoughts like?
• 38:27
  How's my body?
• 38:28
  Feeling and kind of, you know, like you said, what what's the bigger picture for me?
• 38:32
  Why do why does Kate Collins do what she does and what why does Rob and or how do you know,
• 38:37
  when you when you don't stop and reflect in those things and to your point where you said
• 38:41
  earlier is we're we're checking off these lists after a while, we kind of forget why we started
• 38:46
  doing what we started doing years years ago.
• 38:48
  So to really reflect on those things and think, you know, if you're if you're wanting to learn
• 38:54
  more about that, absolutely, Kate, there's a contact that you said that people could reach
• 39:00
  Judig do a discovery call.
• 39:02
  Can you talk?
• 39:02
  Yes.
• 39:03
  So it's adminadmin, which is my assistant at powerfuljourney.com.
• 39:08
  So that's admin, powerfuljourney.com.
• 39:11
  And so whether it's you decide you want to purchase, perhaps books for your team as a
• 39:16
  wonderful thank you, a gratitude of saying thank you for all that you've done.
• 39:19
  To pivot and and be able to make all these, changes happen with given the the current,
• 39:25
  circumstance.
• 39:26
  And then also too, if or or if it's for training or retreat, or keynote would be happy
• 39:30
  to support them.
• 39:31
  Thank you so much.
• 39:32
  I get Kate.
• 39:33
  This is a lot.
• 39:34
  Everyone, you know, if you're wanting to connect with me to talk more about heart
• 39:38
  centered leadership, please, you can reach me at Roxanne.
• 39:43
  Thanks for tuning in to authentic living with roxanne creating the space for positive,
• 39:49
  healthy change.
• 39:50
  Roxanne is a keynote speaker, psychotherapist, and coach to work with Roxanne, visit
• 39:56
  roxannederhaj.com/blueprint.
• 40:00
  We'll see you next time on authentic living with Roxanne.