Latest / Authentic Living / Building Teams that Make Great Things Happen with Leadership Expert, Yves Doucet

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Building Teams that Make Great Things Happen with Leadership Expert, Yves Doucet · 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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Hi, everyone.
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It's Roxanne Duraj of authentic living with Roxanne.
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Thanks for tuning in again this week.
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Today, I have a special guest, Eve Doucette, evis from, an organization called Davico and,
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came highly recommended as someone actually have a conversation as I proceed, to research
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and interview people with, that pervades the element of authenticity and leadership.
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And a colleague of mine, Sarah McVanos, suggested, Eve quite as one of those people
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that I should be interviewed.
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So, Yves, thanks so much for taking the time to spend with us today.
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You're welcome, Mark.
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And Sarah, I'll do anything for Sarah.
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She's amazing.
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She has she has that touchpoint with people for some.
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She just she just has that fairy dust.
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I'm gonna call this the Sarah fairy dust that she just kinda drops on you.
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And, and then she just leaves that impact, and she truly, lives her brand about, recognizing
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greatness.
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And, so when I was speaking to her about what I was, doing, I'm also in a a writing kind of
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accountability course with her.
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I was asking, and then she was so gracious to give me a couple of names of which, of course,
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yours was, one of the ones on the top of the list.
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Well, I'm glad I'm here.
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I love talking about, what I love to do.
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And, and that's lead with love.
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Right?
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Let's lead with vulnerability.
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That's leading with, you know, positiveness and leading with my authentic self.
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I always often say that there's no 2 eves.
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It's not eves with an s because there's an s at the end of my name, but there's only Eve.
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There's Eve.
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The even home and the even work is the same person.
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There's no like, we try to separate this by saying, well, you this is the way you behave,
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but I'm not sued.
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You go to work and you behave this way.
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And this is, you know, how we treat things like integrity and ethics at home at work.
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And then you go home, and you behave totally different.
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Right?
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Your family and your friend, and that's impossible for a human to do.
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You can't separate that.
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You're just fooling yourself if you do.
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So so I want the I want you as a human, like, if we have a team 33, five people at Domoko
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and, I'm the culture coach prior to that.
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I was the CEO.
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Give a little bit of background.
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Let's just start there.
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I'm an engineer from education.
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I'm an electrical engineer.
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So an electronic engineer, I design computer software, computer programs, hardware design.
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That's my education.
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And, I'm an entrepreneur by passion.
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I've started probably 18 companies My goodness.
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I'm not about to stop.
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I've had some very big successes.
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You know, companies have been sold for multimillion dollars.
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Which I was part of.
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And I've been on board of major companies like Metavi Blue Cross.
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I was there for 12 years.
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So that's my pedigree thing.
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Okay.
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So let's do that.
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But what I really love is the study of human behavior team.
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And I'm focused on my talent, if I'm going to say this, driving a bit, my comp, I'm gonna
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give myself an acknowledgement What I really was able to do is build teams that make great
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things happen.
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Mhmm.
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Right?
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And I've been studying why that is, why that why certain teams work and why certain teams
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don't work?
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How do you get teams to be engaged?
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And how do you get people to change?
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Like, we are facing tremendous change right now.
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Like, the change that we never imagined before, and this has been my my life time on how to get
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teams and people to change.
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Right?
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And that starts with one thing.
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And you said it just at the beginning, it starts by being authentic.
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Mhmm.
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Right?
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Yeah.
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And true.
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It doesn't speak, like, that's that there's a difference between that and speaking your
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truth.
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That's different.
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Right?
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Being authentic means you're authentic.
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It's you.
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It's the real you.
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Right?
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Yeah.
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It's showing up as the real view.
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Wouldn't you say, though?
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Like, you know, I've been in in corporate consulting for a lot of years.
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And I have, you know, been in leadership roles, and I've sat on executive boards, and I've
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reported to executive boards.
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And over the years, you know, it's been I've been in some sectors, like, let's say the legal
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profession where, you know, It's diametrically opposed to what you're describing right now, at
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best.
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And, you know, you sit there and, you know, of course, with with my background and kind of my
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formal training, I'm a psycho.
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I was a formally trained psychotherapist that when it ended up in corporate consulting, I
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could read that, but there's a corporate engagement that happens at certain boards,
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right, where after a while, you're recognizing who's playing what role, who has what power,
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who can say, and who can't say, which is sometimes not it works across purposes to what
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we're discussing right now.
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Would you say that that's coming along on boards, or you're saying that this subset of
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authenticity and leadership is something that's that's gotten better in the 10 years since
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you've acted in the various seniors roles that you've played in companies.
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Let's start with legal profession for a second because I've I've had my and if you Google my
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name, you've just said lawsuit, you'll find me.
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Oh, Okay.
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Yeah.
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So I spent after I've I was barely this has been a much story.
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This is in my book.
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Okay.
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And what what is your book Eve?
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I did not
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Oh, I am a seed.
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I am a seed.
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Okay.
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I would I'm gonna have to pick that up.
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Yeah.
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And, I can send you a copy if you want.
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Okay.
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Great.
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And, yeah, so I built this big company It was called spiela time.
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I helped build a company.
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It was one of the founders.
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And after 9 years in that company, the, major shareholder decided to fire me.
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Which I thought was unfair, so I sued.
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And for 9 or 10 years, I was in court.
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I guess I guess this giant, right, And then I lost.
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And I mean, I lost big time.
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I mean, like, it was the fine I got was the highest fine ever given to a Canadian citizen.
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Or to our corporation.
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Right?
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And I was 52 at time.
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And I owed, like, 1,000,000 of dollars that I didn't have.
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I didn't have I have nothing left, right?
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Nothing at all.
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And at that point, I hadn't lost anything in my life.
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I was fairly successful.
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You know, I was very lucky.
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Great parents, great families, great friends, like great education, very lucky, very, very
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blessed on this earth.
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And then I crashed like an airplane, like I crashed.
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And then I started to look at what's wrong.
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Why did I lose?
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Like, I'm calculated.
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Everything I do is calculated.
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That's what engineers do.
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And I realized that I lost because the whole legal system is not authentic, and I wasn't
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authentic in that system.
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That's why I lost.
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It it wasn't it didn't matter that I had all the facts.
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It didn't matter that I had good lawyers.
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It didn't matter that I had the evidence.
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It didn't matter that I had to log with me because I did.
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Mhmm.
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What mattered is that I wasn't authentic.
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Mhmm.
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And the system is not authentic.
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And we live in a world and you wanna you wanna dive into this, just look at what's going on
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today in our leadership.
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So I'm not gonna point to anybody here, but you just have to go on any news media.
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Mhmm.
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And you look at what's happening to this leadership a bit and lying is acceptable.
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Right?
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And lying is acceptable in court.
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It's acceptable in our businesses.
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It's acceptable by our leaders.
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And we accept that as part of leadership.
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And we wonder why we're broken.
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We wonder why people aren't engaged We wonder why people aren't showing up to work and you're
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switching jobs.
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We wonder why people don't believe us anymore.
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We wonder why people don't want to follow me.
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Yeah.
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And there I was alone, right?
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And I thought, That's not leadership.
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I'm just taking a walk by myself, yelling, and nobody's following.
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I wasn't authentic.
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And I became authentic and vulnerable.
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And I started to be light on on social media.
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I said, well, I've lost everything, including my name because I was the news at that time.
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So I decided to post on social media, a video, right, about being vulnerable.
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My stories, like every story I think we'll from one video a day.
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Sorry.
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1 video a week for 5 minutes to one video a day to do one a day now on them also for videos.
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And it's 1 minute to 2 minutes, right, and it's about what I've learned for today, being very
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rotable.
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And my discovery in that because at that time, I I knew a lot of stuff, but I didn't feel like
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a lot of things.
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Right?
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And it was easy to make stuff, but it was just a commodity, like everybody else, right,
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because I wasn't authentic.
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So that's going on my speed on their legal system.
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I think the legal system being a lawyer, being an, like, even a and I I'm in court I'm not in
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court, but I'm in battle with someone.
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You're in business.
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People accuse you of stuff.
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So you and I lead totally differently when we get we have to let go people I don't call into
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lawyers.
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Mhmm.
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I actually go sit down with a person and say, okay.
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This is not working out.
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We're not meant for each other.
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I love what you're doing.
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You have great talent.
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It's just not it's not doing the right way.
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Why don't you find another job?
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Right?
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Right.
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Right.
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Right?
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So unless you're a danger to me, that's what I do.
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Mhmm.
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Right?
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So you shifted in your perspective from this really adverse situation, and it made you come
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to that space of authenticity that now you shifted in the world with what you showed.
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Now I remember I remember the, chief justice coming to us, and they were trying to mitigate
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this before we went to court.
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Right?
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They do this, which is good.
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They try to mitigate it because nobody wins in a war.
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Right?
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Nobody wins in court.
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Like, both both sides got buried.
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Like, that's why it would happen.
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So chief justice come to us and he stays to us and says, I can't believe all the things you're
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saying against these these adversaries you got.
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They have a good name.
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And I'm thinking, well, I have a good name.
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What's wrong with my name?
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It's at that moment that I realized that my responsibility was to stand up for something,
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and I hadn't done so.
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I didn't have any.
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I didn't stand for anything.
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Right?
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And it's at that moment that I realized that my responsibilities stand up and say what I stand
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for, what I want to discover in other people, be the change I wanted to see in the world.
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And it's at that moment that I realized that really business is really, like, it's it's been
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great managing the way we've been managing for years.
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It's taken us to this point, but it could take us no further.
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That's why we have a broken system.
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Greed is taken over the system.
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The bigger, the ritual getting richer, and there's no might there was no more money left
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for the small businesses.
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It's really difficult now.
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And it's because We have managed ourselves to a point that there's no other thing we could do.
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Mhmm.
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Logically.
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There's no other tactics you can use to make people work harder.
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It doesn't work anymore.
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There's no other, you know, management skills that you can do to get people more engaged at
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doesn't work anymore.
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Right?
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And the Millennials, they know this war than anybody else.
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And you think they know it, wait until the next gen they're really gonna know it.
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There's no way you can attract anything.
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There's no way you can get people to work for you.
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There's no way they're gonna get people to stay for you.
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Like, for that long, unless you're not authentic, unless you're not leading with what
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you love and what you stand for.
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So when that judge told me that, I thought, okay.
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I get it now.
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I've learned something.
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Oh, wasn't a waste of time.
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Right?
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Okay.
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And I decided to tell you I was going to be authentic and vulnerable, right, for everybody
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to see.
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And something magical happened.
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Now we make probably we make time sheet software.
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Now next to our garbage can we're probably very sexy, but that's about that.
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Right?
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Who wants to come and work for a timesheet company?
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Nobody that I know went to school like, statute of PhD and time sheet software, like how to
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fill in a time card.
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It's the last thing every single person down every week, and they hate it.
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Why would you want to come?
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It kinda goes, oh, no headache and time sheet.
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Right?
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Oh my god.
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Another it's it's due.
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So who would wanna do that?
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And worse, working for a timesheet company.
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Like, like, let me put my hair.
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Like, there's nothing as boring as that.
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It's even more boring than filling in the time sheet.
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You're making software to fill in the time sheet.
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How boring is that?
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And at that time, we could not get Like, we had a trouble getting a graduate from community
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college to come work for us.
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Like, it was really hard to get anybody come to work for us.
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These young people, they get it right away.
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There's no way.
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Yeah.
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And once I started to be vulnerable and authentic, So on social media, and we started
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to do our Facebook live because every Monday morning, we have a meeting just by mister,
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Walt.
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Forget his last name.
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I forgot who invented the Walmart.
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Well, Walton?
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Yeah.
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Right.
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Yeah.
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He did.
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He was doing his weekly meeting, but we do a lot.
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Mhmm.
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So we do them on Monday morning live every meeting on Facebook.
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You can just tune in at 9:30.
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It's just me and Shelley will have to talk with something.
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Right?
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Wow.
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And we start
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to do that.
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Once we start to do that, people starting to apply.
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So your Facebook Live is where?
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It's it's available to anybody, or is it just a a dovaco imp just a dovaco employees?
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No.
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No.
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It's everybody.
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Just to go on live.
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So if I go on to Domoko.
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Domoko on Facebook, I can see a live 9:30 tomorrow morning.
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On Monday morning.
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Monday morning.
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Okay.
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Well, I'm gonna I'm gonna tune in to see that.
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Yeah.
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You'll see a live.
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Yeah.
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Okay.
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Okay.
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I don't know, but, like, every week is different.
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We'll talk with
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someone.
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Yeah.
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Okay.
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Mhmm.
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Okay.
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So once we started to do that, people started to apply to the point that now we have 3
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masters degrees working for us.
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Right?
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We have the top, like, I'm talking about the the top performers in each class, like 4 point
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0 grade average are coming up high for us.
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Like, they're they're working for us.
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We we have, like we have such an amazing crew.
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Like, we have the best.
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And we don't advertise for jobs.
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Right?
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So if your goal as a leader, is to get engagement and to get people to come and work
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for you and stay there because our tenure is, like, 20 years.
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Like, most people Nobody leaves.
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I ask people to leave, but nobody leaves.
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Yeah.
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Sometimes I have to ask people to leave because it doesn't work.
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Nobody has left.
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Very few people, a few.
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We had 2 this year, like, that left with very few people to leave.
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Right?
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So why is that?
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I gotta say relational transparency, which is one of the elements in the research.
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Right?
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Here I am.
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This is who we are.
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This is who what we represent.
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This is Eve.
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This is Shelley.
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And then you just talk.
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Like, you could probably have a conversation like we're having now, and you're not you're
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not you're not hiding anything, which which is oftentimes what you're talking to.
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When I was in corporate consulting.
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There definitely were secrets, and I could see it as the, you know, as the consultant coming
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in, but, of course, I had to do a role I had the role to be the consultant that was,
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reporting on trending analysis of what what kind of things keep people away from work.
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From the end user, and then I was reporting to management or in in some capacity.
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So I had to basically, you know, teeter totter between, okay.
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That's not gonna be discussed.
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So I guess I'll I'll slant my data just to be able to, you know, to some degree because I had
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to represent any that I was working for, even though in the sector, I was seeing certain
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trends that clearly, you know, you can't retain, say, female lawyers at age 32 if
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they're on, tenure track because they've probably just started their family.
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So what are you gonna do to change that?
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And of course, based on the sector, the recommendations fell up on deaf ears.
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And then That
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is not true.
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Right.
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Right.
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Yeah.
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And people smell that.
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See, we're very, like, babies are are amazing.
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They they read your face.
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They look at your eyes and they say, I trust you or I don't trust you like that.
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Mhmm.
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And we're the same way.
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Right?
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So trust is the most important thing in leadership.
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And if you're not authentic to your own self, I mean, showing up as you are vulnerable and
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sharing vulnerability and sharing what you're you're what you love to do and what you're
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saying for without making any justification for it, right, then you're not gonna build trust.
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But I I gotta pay devil's advocate for a bit here.
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Like, you know the state of the world right now, and you know what's happening, and you see
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and we won't get into names or anything that some of the most powerful people sometimes are
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incongruents if there's in their space of authenticity.
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How but
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some So these people, the reason they have followers, that's the question.
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It's because because they know exactly what he is.
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Mhmm.
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Yep.
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Yeah.
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Like, everybody knows.
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There's no surprise.
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Like, that's what he is.
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Yeah.
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I'm the best in the world of doing this, whatever.
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Well, that's too detailed, but he
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Yeah.
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And you show up as a 10th day.
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Right?
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That's when you get a leader.
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Now is it a good leader?
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No.
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That's something different.
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Right?
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So so long as you're being transparent in the space that you want to live in, you have
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followers accordingly, which different from what we're talking about in a authentic
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leadership with productivity and trust is a completely different
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It's different.
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Like, he can be authentic.
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Right?
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Like, some of the, like, Hitler was a great leader.
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Yeah.
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He was.
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Like, not a great leader.
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Sorry.
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He was a leader.
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People follow him.
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Why did they follow him?
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Because he was authentic.
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Right?
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And he spoke to something that spoke to them.
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And he believed what he believed.
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He believed that, you know, they were the best in the world.
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And so the people that believed that, they just followed him.
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And he believed that he was a 10th day guy with that.
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Right?
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Like, that's, like, that's the real person.
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Is that does that make a good leader?
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No.
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Obviously not.
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Right?
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You need more than that.
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You need you need to lead.
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So that's like, I would equate that to dark bayer, finding the force, right, and using it
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for ill.
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Right?
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Absolutely.
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So once you find the the force, which is authenticity, then you have to use it for good.
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Because if you leave it for greed or for ill, Like, you're just like dark vader.
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Right?
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You know, it's not good.
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Right?
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But authenticity and vulnerability is a leader from skill.
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And if you wanna use it to manipulate, I can give you a list of people who do that
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constantly just to make money or to manipulate you or to change you.
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You know, manipulation using antithesis is the same thing as manipulation using the whip and
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the candy.
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So here's a candy.
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Here's a candy, meaning I'm gonna give you a bonus, right, if you do it this way.
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And here's a whip.
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If you don't do it this way, you're fired.
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Right?
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That is also a manipulation.
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Absolutely.
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Right.
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So using authenticity to manipulate you, I'm going to go on stage and present to some people
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and cry.
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Tell you how stop my sob story and how I risen from the dead to survive.
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That is also manipulation.
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That is not being a 10th day to the heart.
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Right?
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Yeah.
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And you're right because we can read it.
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I can read you, and I know you can read me.
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We're we've never met.
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But I can read you because I I I have a I have a sense of what you're about just based on on
21:50
that space that you're you're creating for me even.
21:53
I I'm assuming you're you're reading the same with me.
21:56
Now you you brought something up, and I really I actually just, yesterday interviewed a
22:01
millennial leader And, and we're talking about new leadership.
22:06
Right?
22:06
And and we're talking about coming up right behind them are the gen zeds.
22:11
Who, you know, are entering into it.
22:13
This phase, these people that are coming out of their, undergrads or their graduate degrees
22:18
now, and they're entering the workforce.
22:21
And you're you're there, you know, in this, you know, growing company where you're getting
22:25
people to come to you after doing Facebook lives and stuff like that.
22:29
What do you think these Zedge are gonna what are they gonna be needing from companies and
22:35
leaders to be able to I I we're we're not on a certain time.
22:40
Right?
22:41
Like, right now, we're on a certain time.
22:43
Yeah.
22:44
But but they're the next wave of our of of our these people that we need to attract and
22:51
retain.
22:52
Yeah.
22:53
I think the millennials because they've been first people learn two ways.
22:57
Right?
22:57
They learn by storytelling, which is what we do about behavior.
23:00
So Millennials have been burnt by society as a goal.
23:02
So they are more attuned to consciousness than we ever have that that I have that my
23:08
generation was.
23:09
Absolutely mine too.
23:10
I just kinda went along and then Right?
23:13
You know, exactly.
23:14
You do this track.
23:15
You go to school.
23:16
You go to university.
23:17
You get good grades.
23:18
You get a master's.
23:18
You get good grade.
23:19
You get a job.
23:20
You get promoted.
23:21
That's how it works.
23:22
Right?
23:23
It doesn't work like that anymore.
23:24
And these millennials, they know this, and there's a revolution going on.
23:28
And the revolution is about consciousness, awareness, and it's led by women.
23:33
Mhmm.
23:34
But you just look.
23:35
Like, if if you if you turn off the news and you look, you listen to what's going on.
23:40
There's an awakening going on here, and it's consciousness.
23:44
Mhmm.
23:44
That's what's happening.
23:45
So these millennials are looking for companies that are conscious, which is different than
23:52
authenticity, right?
23:54
Which is but you need to be authentic to be conscious.
23:59
Right?
24:01
So the the alignment's gonna come, though.
24:03
So at some point, if they're conscious and they're looking at the world, And they're
24:09
they're now entering, let's say, into into a space of, okay, I'm starting my career.
24:15
I'm now, you know, launching into adult and where I'm going to start my career.
24:20
They're gonna be looking for certain things in companies that's gonna make them decide if
24:27
whether they're gonna submit their time to grow with those companies or if they're just gonna
24:32
if they're gonna, you know, piggyback and keep going.
24:35
Yeah.
24:36
So the first question they're gonna ask is, can I trust you?
24:39
Mhmm.
24:40
Can I trust my manager?
24:41
So they're interviewing you.
24:43
You're not interviewing them.
24:45
They're going to a job interview, and they're looking at you and say, can I trust you?
24:50
Right?
24:52
That's the question you're asking.
24:54
And And what a completely diametrically opposed interview that was for when I went for my first
25:00
job.
25:01
Right?
25:01
I was like, okay.
25:02
I was educated, and still I was like, okay.
25:05
I I hope I'm in alignment with what they need.
25:07
And now it's like, oh, no, no, no, no, hold on.
25:09
These, Zedge are gonna say, well, okay.
25:12
Tell me about what this company is going to do for the environment.
25:15
Or what how are they going to, you know, align with what I value?
25:21
Yeah.
25:22
It doesn't it doesn't help any that you're you're you're giving money to United Way.
25:28
Like, they see right through that BS.
25:29
They see right through that.
25:31
Like, that's not gonna work at all.
25:33
Let's forget that.
25:34
It doesn't work, but you have a pool table at work either.
25:36
They're gonna see through that because they know back when push comes to, right, if
25:43
something happens, they're gonna get really, like, hurt.
25:48
As their fathers and then mothers have done.
25:50
They've learned this.
25:51
So they're looking for things that you're not even giving them.
25:55
They're not they're looking for things that are more fundamental to the, modular hierarchy of
26:02
needs.
26:03
Mhmm.
26:03
Right?
26:04
They have no fear.
26:05
They have they don't worry about money or, like, their house or where they're gonna live.
26:11
What they're worried about is Are you conscious?
26:15
Are you going to be fair?
26:18
Are you going to treat me fairly?
26:20
Are you gonna treat other people fairly?
26:22
Am I proud to work for you?
26:25
Yeah.
26:26
They're gonna be looking for that.
26:28
And you can achieve that if you're if you don't have authenticity.
26:31
Yeah.
26:32
And you can't achieve that if you're not having vulnerable.
26:35
And you can achieve that if you are not truly, like, leading from a place of of giving Right?
26:44
Mhmm.
26:44
What does that have to do with business?
26:47
Lead with law.
26:48
That's our mantra of Devovo.
26:50
People don't buy products.
26:53
They buy from people.
26:55
And they happen to say, what do you do again?
26:57
I like you.
26:59
Yeah.
26:59
You know, Oh, yeah.
27:00
Yeah.
27:01
I know somebody.
27:01
And and and if you think of every person you pass on, like, we're talking about, you know,
27:07
Sarah as a as a role model, and, you know, Sarah and I, my paths have crossed because of
27:12
the speaking industry and coaching and, you know, we're both professional speakers and, you
27:18
know, and we keep kinda bumping up against each other, but that's not the reason I connected
27:23
with her because it's it's because she is so authentic.
27:26
And and, you know, and the energy.
27:28
Right?
27:28
And how can I how can I serve servant leadership?
27:31
Right?
27:31
Like that whole concept of how can I help you out, Roxanne?
27:35
You know, how can I how can I be of service?
27:37
I met this.
27:38
I went to see this.
27:39
I went to name the company, but I went to see this local company.
27:43
And, he was showing me that they were just moved into an office space that was occupied by
27:48
a real estate company.
27:50
And they had set up these these closets.
27:54
They call them offices, right?
27:56
But they were actually the size of a closet.
27:59
So you stood in that closet as an an employee they had a mirror and they had a tablet.
28:05
So you stood to it, get energy, and you could put your tablet on there.
28:08
So when you called prospects, They had trained them to smile because they said, if you smile
28:17
at yourself, people will know that you're smiling.
28:21
But you're in that closet.
28:24
Right?
28:25
So so they took a theory quantum physics that actually you talked about we can feel the
28:31
energy through the air.
28:32
You can.
28:33
Yes.
28:33
Yes.
28:33
That's why you hooked up with Sarah.
28:35
You can feel her energy.
28:37
I can feel her energy right now.
28:39
Mhmm.
28:39
Right?
28:39
I can feel that.
28:40
That's quantum physics.
28:42
We're all made energy.
28:43
I'm a scientist.
28:43
So let's go with that, right?
28:44
Yes.
28:45
So quantum physics is like you have energy.
28:48
We have energy.
28:49
But if you're fake, smiling, everybody knows.
28:52
Everybody knows that your energy is transmitted through your voice, through your words, If
28:57
you're giving a presentation, if you're a public you're a public speaker, you know that
29:01
when you're going out there and your energy is out of love and giving, like you're gonna be
29:07
received like a queen because you're authentic.
29:10
When you speak from the heart, Right?
29:13
You're going to have a different experience that when you speak from a, I gotta perform
29:19
point of view.
29:20
Mhmm.
29:21
Right?
29:22
And it's, you know, it's so true because even as my my junior training, when I was interning
29:27
to be a psychotherapist, you know, that's what they taught us to do was to really, you know,
29:35
they literally would sometimes, say to us they would want us to close our eyes and listen to
29:40
what the client was saying.
29:42
Yeah.
29:42
And then we would have to do what we call process logs, which where we would have to
29:47
describe intuitively, Eve, what we were experiencing in our body from the words of the
29:54
clients.
29:54
Yeah.
29:54
I love it.
29:56
Right?
29:56
And without, you know, and I'd be like, oh, no.
29:58
No.
29:58
No.
29:58
No.
29:58
I'm I'm I'm I'm nineteen, twenty years old.
30:01
I'm like, there's no way of at that developmental stage and where I was out of my
30:04
I'm like, there's no way I'm gonna do this.
30:07
But, again, we all have that capacity, but, you know, to be able to, you know, of course, you
30:11
know, 25 years later.
30:13
Absolutely.
30:14
Like, I mean, what they were teaching me then was a gift that most twenty year olds, you
30:18
know, wouldn't have experienced experience, but now the value of being able to just be across
30:23
from someone and experience them.
30:25
And when, you know, and then you you think I already know that person.
30:29
I I barely exchanged much, but I can get a sense.
30:32
And if that's what we're talking about with you know, the new generation and they're looking
30:37
for consciousness.
30:38
They're gonna they're gonna be feeling that intuitively because they're they're at almost
30:42
like a high level of capacity already, based on where where they're coming in from.
30:50
I love this.
30:51
Right?
30:52
Because I publish I do have quote every day too, and one of the quotes I publish not too
30:57
long ago is that the body knows before the mind does.
31:00
Yes.
31:01
Yes.
31:02
And that's speaking to that term.
31:04
Like, we we we look with our eyes that we should be looking with our bodies.
31:08
It has all these senses Right?
31:11
The feeling, the smell, the energy.
31:13
All that is inside of our bodies.
31:15
Mhmm.
31:15
But we're trying to compute with our eye, our brain, We're trying to see what our brain is.
31:20
That doesn't work.
31:22
It doesn't work because it's based on biases.
31:25
Absolute experiences.
31:27
Right?
31:27
Right?
31:27
And you try to kind of, you know, ignore them, push them away.
31:30
So let's let's let's talk.
31:32
Let's go back again to conscious leadership.
31:34
Okay.
31:35
And what's, you know, I I know what you, you know, you're talking about Facebook lives and
31:41
attracting these people and what like, people are, like, probably listening kind of just gone
31:46
virtual and they're thinking, well, how do I how do I do that?
31:51
How do I create a conscious space?
31:54
Cause now, you know, a lot of companies, globally have been forced to kind of take their
31:58
teams virtual of them have never been in teams to begin with.
32:02
Some of them have never been virtual.
32:03
I know you at Dovico are ahead of the curve in that you've been already been virtual and stuff
32:08
like that.
32:09
How does a company that's thinking, oh my goodness.
32:12
I just the fact that I still have to, you know, informed productivity.
32:17
I'm not seeing my people anymore.
32:19
We we barely have much of a culture, and you're the culture guy.
32:23
How do they what kind of things can they start to implemented.
32:26
I'm not meaning in a false way to at least show that they're trying to learn even though they
32:31
haven't been authentic with their connection previous.
32:35
That's a good question.
32:39
I would say if you're the are you asking if you're the leader of that company?
32:42
Yeah.
32:42
If you're the leader, and, you know, you're now having, you know, to put maybe go to your layer
32:50
if you see your VPs that then have to re have their teams report you know, so you're you're
32:55
needing to to, pilfer to filter down that element of, authenticity to your senior
33:03
leadership team who in turn would have teams reporting to them.
33:07
Yeah.
33:07
So I would say if you're you can do Zoom, like Zoom is this.
33:11
You don't have to go on social media.
33:12
You can do privately like this.
33:14
We also have Facebook, like, privately in a group, so you can do that.
33:18
You can do FaceTime.
33:19
There's so many tools.
33:20
You can do phone calls.
33:21
Yeah.
33:21
You can do an email.
33:23
You can do a blog.
33:23
You can do there are so many ways to communicate.
33:27
It's not the communication that's important.
33:29
It's what you say in communication.
33:31
Mhmm.
33:31
And I would say be authentic by saying, be vulnerable.
33:35
Right?
33:36
Leaders today needs they need to be vulnerable.
33:38
They need to be saying, okay.
33:41
This is how I'm working today.
33:43
This is what I'm worried about.
33:44
If you're worried that people are, yeah, if you're worried that people are not engaged,
33:49
well, do you say that?
33:50
I worry that I'm not doing a good job and engaging you.
33:54
You just say that.
33:56
You say what's on your heart.
33:57
Right?
33:58
Yes.
33:58
Yes.
33:59
Like, you say what you feel, like, that so go against I would say do the opposite of what
34:05
you've been doing.
34:10
Yeah.
34:11
So because and then, like, okay.
34:13
So not everybody can go out there and, like, open their Kimo and I wanna say, hey.
34:17
So how do you build authenticity?
34:20
Mhmm.
34:20
Right?
34:21
And remember, and you know this, Roxanne, you pro whatever you practice, you become.
34:27
Absolutely.
34:28
Right?
34:29
So how do you you don't wet one day and say, I'm gonna be a 10th day.
34:33
It's not that's not too wet your purse.
34:35
Like, you don't go as heck.
34:36
I'm gonna go skiing today and then you go down a double diamond, you're gonna get killed.
34:40
Don't do that.
34:42
Right?
34:43
So take small steps.
34:46
Practice our dentists with people that are closer to you.
34:49
Mhmm.
34:50
Right?
34:50
Enter the circle, then build that circle up so that you can actually practice being authentic
34:56
and being vulnerable and being true, being yourself.
35:00
And then Close your eyes once you've done it and see how it feels.
35:07
When you've said something, that's on your mind, that's in your heart, and you set it,
35:13
monitor how it feels.
35:15
Yeah.
35:16
And I always say that when you go to the gym, don't go to the gym and measure your muscle or
35:21
how you weight or you've lost weight, measure how you feel.
35:25
Mhmm.
35:26
And if you just close your eyes and this is this workout feels good, Right?
35:31
Or if you just said something to a person that you needed to say it because you're afraid of
35:35
something or you have dealt with something and you say it, and you measure how you feel.
35:41
And if it feels authentic, you will know.
35:44
It doesn't feel like ego.
35:47
It feels like Like, your body is actually re like, reconstructing yourself.
35:53
Like, it feels different than ego.
35:55
Eagle feels like I just punched you in the face, and I'm happy with that.
36:00
That's not being authentic.
36:03
Yeah.
36:04
So, really, it's it's it's If you haven't been, you know, and I often say anybody can develop
36:09
it, you know, that ability to listen and to you know, and and read the nonverbals and, you
36:16
know, have people go along, like, talking heads and you're thinking, oh my god, they they don't
36:20
like a thing coming out of my mouth.
36:22
But because you're the leader, they're going along.
36:24
But I I like that concepts of starting with people that are closer to you because the
36:27
people closer to you are kind of tell you the way it is.
36:30
They're like, no, you're not good at this, or you should try more of this, or I don't like
36:34
how you do, you know, I I I completely because those are the people that know you who for who
36:39
you are, And then you can build from that because with my, work with my, corporations
36:45
that I've done is I have created a 2 way assessment that when leaders are let's say they
36:49
have a direct team that reports to them, the leaders doing the authenticity assessment at
36:55
the same time that their team is doing it for them.
36:58
Then we collate the information accordingly, and then we look at, really, what are the true
37:02
skills that have to be worked on.
37:05
And as they continue along and they we train them, we have, ongoing assessment to see how
37:11
okay.
37:11
If I've taught you a bit about, you know, the ability to be more relationally transparent,
37:16
and you've got new content and you've been able to work on it, but that score's not going up.
37:20
That's telling us something's not jiving there.
37:24
Yeah.
37:24
But, you know, so we're trying to kind of see, okay, this is what you've been working on.
37:28
This is what you've learned.
37:29
This is what you've practiced.
37:31
Now let's check with your your team to see if that's increased.
37:34
And if it hasn't increased, that means that we're missing something.
37:38
Yeah.
37:39
Yeah.
37:40
Those soft skills are hard to measure.
37:43
Yes.
37:44
They are definitely.
37:46
They're hard to measure.
37:47
Right?
37:47
And, yeah, But at the center of all of them, all the soft skills trust authenticity, trust
38:03
what else, I don't know, leadership, you know, innovation, I don't know, engagement, there's
38:10
one thing to me, anyway.
38:13
And that's the art of communication.
38:15
Mhmm.
38:16
And the art of communication starts like this.
38:20
You ask a question and you breathe.
38:26
Very basic.
38:27
Yes.
38:27
Right?
38:28
And if you're focused on the breathing, you're not focusing on talking.
38:32
So you're breathing.
38:33
You take, like, you would who are you breath?
38:35
Like, long breath in, very long breath out to the belly.
38:38
You can put your hand on your belly.
38:40
You practice culinary yoga, so you know this.
38:42
Right?
38:43
Yeah.
38:43
That you create space.
38:46
I mean, they when you create space, you let the other people feel that space with something.
38:54
Which is what you need to listen to.
38:57
And then you breathe again.
38:58
So at least 3 or 4 breaths.
39:00
So you ask a question and then you let let space fill in.
39:05
Don't fill it with stock.
39:06
Let it fill.
39:07
Yeah.
39:08
Stay in the uncomfortableness of the pose.
39:10
Like, we'd say in your guy.
39:11
Right?
39:12
You're very uncomfortable to say nothing.
39:15
That's where magic happens.
39:16
You create tapas or heat.
39:18
And so you stay in that Yeah.
39:20
Stay in that.
39:23
And then ask the same question again differently.
39:28
Yeah.
39:29
And then breathe.
39:32
And something magical happens with that.
39:36
The art of conversation happens.
39:39
Yeah.
39:41
And, yeah, it so what happens when you give a you give space, right, you have you're you're
39:48
letting people build trust.
39:49
You're letting people talk and say what you need to say.
39:53
And you're in discovery.
39:55
Of that.
39:57
And if you're in discovery of that, everything else kind of flows.
40:00
Are the ethnicity, like, trust, leadership.
40:05
Yeah.
40:06
Because you're getting closer because a person fail is feeling heard.
40:10
Right?
40:11
So I'm feeling valuable in their space that they bring value to to the conversation, to the
40:18
space, to the project, to the relationship, all those things.
40:23
Yeah.
40:24
So then they're open and then they think, you know, I connect with you, Roxanne, what do you
40:29
need from me as a leader.
40:31
If I'm kind of, you know, checking the dots, kind of ticking off what I had to do that day
40:36
versus kind of feeling like what needs to be done because this is my team.
40:41
This is so important, and I wanna do the best.
40:44
Because I want my team to shine, and I want to make, my leader know how important it is for me
40:50
that we we're doing the best.
40:52
If I'm if I'm open hearted, I'm gonna do my best, but if I'm kind of thinking, oh, you
40:57
know, she's gonna check and make sure I did this or that, She's always checking my work or
41:02
micromanaging me or those types of things that close off, you know, the space that someone
41:06
brings to to work.
41:09
Yeah.
41:10
Like, yeah, it people feel that.
41:16
They feel that you're not authentic.
41:19
Mhmm.
41:20
It's not like the skill has to be developed from inside, not from the outside.
41:25
They feel you're authentic because you're micromanaging that because as you're listening,
41:31
you're thinking, oh, you should be doing this.
41:33
Mhmm.
41:33
But then you're not listening.
41:35
You're not ready in the presence if you're doing that.
41:38
Yeah.
41:39
The presence.
41:39
Is that right?
41:40
Yeah.
41:41
Let me ask you a question as a leader.
41:43
How do you how would you gauge whether, someone's authenticity when it increases, how
41:51
would be the what would be the metrics as a company that they should look at to decide if
41:55
someone's connection or authenticity is actually increasing productivity.
42:03
Oh, you you added something at the end there.
42:06
Productivity.
42:08
So can you
42:08
be crushed in?
42:09
So I wanna know.
42:10
Right?
42:10
Let's say I'm I'm, you know, one of your leaders and I have been struggling, and I've
42:15
been really working on increasing being authentic and available and more communicative,
42:20
those types of things, and you're putting me through a coaching or a training program.
42:24
And you're gonna kinda look at whether my impact, my changes have increased productivity.
42:31
What kind of metrics would you look at?
42:33
Let's say, for instance, Dobaco or any other company, to decide if my skill enhancement has
42:40
improved improved productivity.
42:42
Well, you asked me if I had enough time.
42:45
Right?
42:46
Yep.
42:46
And
42:46
I told you I have time.
42:48
Yes.
42:49
Yes.
42:50
So I have time because I don't have people.
42:53
I used to run a company and they may be this little statuette.
42:57
I gotta find it for you.
43:01
Yeah.
43:02
So they may need this little statuette.
43:04
It's can you see that?
43:05
Yes.
43:05
I can.
43:06
It's a guy on their trunk on that.
43:09
Right?
43:09
You see it?
43:10
He's off the toilet with on a phone.
43:13
And if you look at the phone, it's not one of these modern phone.
43:16
It was made, like, 20 5 years ago.
43:18
Oh, that's the 1.
43:19
The the first bay got.
43:20
So shoe phone.
43:21
They get smartphone, but that's Yes.
43:23
Yes.
43:23
Yes.
43:24
Yeah.
43:24
So 25 years ago, I was known to be busy And people were lined up in my office, like, lined
43:32
up.
43:34
I could hardly take a holiday I remember one day I was in our local park here, which you got
43:40
a part where my wife were canoeing.
43:41
We're out there, like, probably, I don't know.
43:44
I don't know, kilometer out.
43:46
A police officer on a bullhorn comes over and says, there's an emergency.
43:52
Oh my god.
43:52
It's growing.
43:53
I'm rowing.
43:54
I'm rowing.
43:54
I get there.
43:55
Like, I'm done.
43:56
Right?
43:57
There was an emergency at work on a Friday, on a Sunday, sorry.
44:00
Right?
44:01
And I call, I'm fucking thinking, I can't get one bit of rest here and people come to find
44:09
me.
44:11
Right.
44:14
People come to find me.
44:17
Last year, it took 6 weeks of holidays, not one phone call, not one email.
44:23
We increased sales, We developed products.
44:27
The team showed up.
44:30
They hired people without me knowing.
44:35
I don't know.
44:37
I think you've answered my question.
44:39
Yeah.
44:40
Right?
44:42
So you in developing a certain style of leadership allowed others to function and and
44:50
feel comfortable in the space to lead on their own.
44:53
Yeah.
44:53
And know that they will be okay because they they know that you trust their skills.
44:58
Right.
45:00
Right.
45:00
So they trust me.
45:02
How does trust start?
45:03
Like, let's start with that.
45:05
How do you earn trust?
45:07
By discovering it in other people.
45:10
Mhmm.
45:11
By discovering what you can trust in other people and you're pointing that out, you
45:15
descrub you discuss and you become trustable.
45:18
It's earned.
45:19
Not it's not something you developed.
45:22
Like but you can find it.
45:24
And when you find it in other people, You will actually develop it in yourself.
45:28
That's how trust is built.
45:30
Right?
45:30
So, right, like, when this pandemic happened, It took us at least 3 seconds to react.
45:39
Well, when I was having that conversation about your teams and and I'm like, so what how did
45:45
you have to pivot?
45:46
And she goes, well, you know, we didn't have to have to pivot.
45:48
We have our coffee trains and I'm not like and I'm like, Yeah.
45:54
So all those things that she, you know, I know from a lot of, interviews that I've been doing
45:59
with with, different leaders and coaches a lot of people are struggling even that have already
46:04
had virtual teams.
46:06
Yeah.
46:07
But we practice teams.
46:08
Right?
46:09
Like, how do you you've remember I said, whatever you want Whatever you practice, you
46:13
become.
46:14
So every year, everybody at Jericho has an office.
46:17
Mhmm.
46:17
We don't have a vert.
46:18
We don't have, cubicles.
46:20
There's nobody has cubicle goes.
46:22
Everybody has an office.
46:23
For the most part, everybody has an office with a door that can close and lock and a window.
46:31
Why?
46:32
Our payroll is the biggest component of anything.
46:36
If you're not productive, right?
46:39
For 1 hour times 35 people, right, that's a waste of a lot of money.
46:46
I calculated everything.
46:47
Right.
46:48
To be productive, you need a space that you can go there and feel safe and feel valued.
46:52
Right?
46:53
Mhmm.
46:53
And then we have a common kitchen Everybody, you you have to come out through a kitchen.
46:58
So that's why we, like, we bump into each other.
47:00
Right?
47:01
That's how we bump into each other.
47:02
We practice yoga.
47:03
That's how we bump into each We have team meetings.
47:05
That's how we want me to each other.
47:07
Right?
47:07
We practice change.
47:08
Every year, for example, I'll give you a small one.
47:11
Right?
47:11
Why could we pivot?
47:13
Every year, everybody changes office.
47:16
They change offices?
47:18
Yeah.
47:18
Like, so do you do, like, a merry-go- with offices, or do
47:22
you Oh, there was somebody that's in charge.
47:23
It's not me.
47:24
Her name is Felicia, and Felicia has the job to change the people's office.
47:29
Interesting.
47:30
She has she can change anybody.
47:33
Like, I'm just because I'm the founder of the company doesn't mean I get a window or I get a
47:38
special offer It means everybody changes the office.
47:41
Yeah.
47:43
Fascinating.
47:43
I I have never heard of that before, and I I love it, but aren't there people that don't
47:50
like changeovers saying, oh, no, no, no, Eve.
47:52
You can't do this to me this year again?
47:54
Or is it did you do you ever get people feeling like that?
47:57
And other people are saying, oh, just put me wherever.
48:01
Of course, Roxanne.
48:01
At the beginning, when we're doing it, I had a new knee.
48:05
You know, I said, well, I wanna and I'm thinking if you can't change office because you
48:09
can't work because you're closer to the photocopier or the water cooler, or the
48:13
bathroom or whatever it is, like, if you can't figure that out, right, what's gonna happen if
48:19
you have a pandemic Right?
48:25
Yeah.
48:26
So you have to there one thing is there's 2 things that are certain in life, and you don't
48:30
have the answer to this question.
48:31
Yes.
48:31
I do.
48:32
And what?
48:33
Yeah.
48:33
And death.
48:34
And change.
48:35
Right?
48:35
Change or that gap would change.
48:37
Right?
48:37
Yes.
48:37
Yes.
48:38
That two is are three things
48:39
Yeah.
48:40
Oh, yeah.
48:40
3rd.
48:40
That's Well,
48:41
I mean, if you think of the term, Voca, right, which is like, I mean, that's what we're
48:45
living.
48:45
That's what we're living now.
48:47
And most people don't know what to do with this whole concept of change to your point.
48:52
They're like, we don't know.
48:53
We don't know what's coming.
48:54
Everybody's in a panic mode.
48:56
Everybody is is is reacting from a place of fear versus, okay.
49:00
We like you said, if I've already been practicing this, I'm like, okay.
49:04
So what I know what I yeah.
49:06
I know what it is to to to function in in a nonlinear way, so I'm gonna be good with this.
49:12
We'll just have to figure out what the terrain's gonna look like And that sounds like
49:15
something that you've been doing at Davico over and over again.
49:19
Yeah.
49:19
Like, we have, so we started with that small one.
49:23
Right?
49:24
Practice change.
49:25
So that's a small thing.
49:26
Let's practice changing that.
49:28
Mhmm.
49:28
Like, it's nothing to change in office.
49:30
Right?
49:30
Now, the CEO, Shelley, is the CEO now.
49:33
Like, she changed to
49:34
Right.
49:35
Everybody changes, and Shelley doesn't get to pick her office.
49:39
And you're gonna do all that.
49:41
Nobody gets to pick the office.
49:42
Felicia takes the office.
49:44
That's her job.
49:45
And her job is to create change.
49:48
Right?
49:48
That's what she does.
49:50
Now that's a small movement.
49:52
Right?
49:53
So why is that important?
49:54
Because you can't go from 0 to skiing down the double several diamond trails.
49:59
You have to start by going down the bunny hill.
50:02
Right?
50:03
And you know that from a physical net point of view, Well, the minds know better.
50:08
The minds the same thing.
50:09
You can't go from trusting to trusting.
50:13
You can't go from identity Like, you can't go over there and you could go from change, right,
50:19
you have to start in small steps or start small, right?
50:22
Absolutely.
50:23
Absolutely.
50:23
Right.
50:24
So we've we've got a project app, program called Curidge.
50:28
Have you heard with this?
50:29
No.
50:29
I have not.
50:30
Shelley did not share that with me.
50:32
Yeah.
50:32
So we have a program called courage.
50:34
So courage the intention is more important than the business.
50:39
Okay.
50:40
Mhmm.
50:41
The intention is more important than the business.
50:44
The intention is more important than the the program.
50:48
Okay.
50:48
Okay.
50:49
The name, right, the intention is the name of the program.
50:54
So it's called courage.
50:55
So what's the intention of courage?
50:57
To be to be more courageous.
50:58
Courage.
50:59
Right.
50:59
What are the rules?
51:01
There's 2 rules.
51:02
You must do something that is courageous.
51:07
Okay.
51:07
And it might not cost more than $3000.
51:10
And every employee has access to that once a year.
51:15
Wow.
51:16
Right?
51:17
So what is courage for you?
51:19
I don't know.
51:20
Right?
51:21
So everybody's got so we have 3 authors that read that wrote a road books.
51:26
We have a guy that was gonna run the marathon.
51:28
His name is Jeff.
51:29
And his fear was crossing the Golden Dead Gate Bridge.
51:33
He was molested when he was young.
51:35
And all he had a picture on her cry here.
51:38
He had a picture of the Golden Gate Bridge, and that was his fear.
51:43
Wow.
51:44
And he became a marathon runner last year.
51:46
And he said, you know what?
51:48
I wanna run a marathon crossing the Golden Great that, Golden Gates Bridge.
51:54
That was his fear.
51:56
My sister, she has 5 kids at home, right, and she doesn't have her herself.
52:04
Her fear was getting peppered.
52:06
So she decided to poop a day off and go get Pampered in a spot.
52:11
Wow.
52:12
You cannot imagine the discussions I had with that girl.
52:17
Now she's like, super, like, successful leader, like strong, courageous, but she could not do
52:27
that.
52:29
Right?
52:30
So I said to her, as a Tianan, I've already booked it.
52:34
It's already all set.
52:35
You have to go.
52:36
And she was finding excuses after excuses, after excuses.
52:40
Yeah.
52:41
And she sat there all day, and she discovered something she never knew before.
52:47
Herself.
52:49
We have, what else did we have?
52:52
We have one of our well, he can't go now, but he was planning to go back home.
52:57
To South Korea.
52:59
He left an estranged family there, and he wanted to go back and men meant men his way
53:04
with his family member.
53:07
I don't know what courage is.
53:08
Can you can you tell me what courage is?
53:10
Oh my goodness.
53:11
So courage is is walking into something that you're petrified about and taking I okay.
53:16
So this is how this is my analogy that I use.
53:18
It's like, I know I gotta do this.
53:21
I'm gonna go through a tunnel.
53:23
And I'm gonna take each step that I'm gonna take.
53:26
I'm gonna hope there's a bit of light.
53:28
So I so I can take that next step and not back up.
53:33
I'm gonna I'm just gonna go, you know, a bit at a time and hope to god that there's what I'm
53:38
looking for is on the other end and that I know I will be
53:42
So so what is career track to do with running a company that's engaged and full of vitality and
53:51
innovation.
53:53
It creates connection.
53:55
Yeah.
53:56
You take risk.
53:57
Right?
53:57
Yeah.
53:58
Because I I say I I, you know, in, kind of my tagline for my brand, I said it's not about
54:04
ROI.
54:04
It's about ROR, which is return on relationship, versus return on investments.
54:09
Yeah.
54:09
Which is exactly what you're talking.
54:11
You're saying to your employees, go ahead and do something.
54:14
And what what happens when we where you have to be vulnerable and you're scared, and you're
54:19
taking that step.
54:20
But then, ultimately, you achieve it, but you're achieving it in a in a context of assist
54:26
that's validating that says, wow.
54:29
You did it.
54:30
Yeah.
54:32
Who came up with this concept?
54:33
Do you?
54:34
I did.
54:34
Yeah.
54:35
You do.
54:36
Is it in your is it in your book?
54:38
Not in this book.
54:39
So what happened as it is started?
54:41
What happened is I I'm really against manipulation.
54:44
Right?
54:45
So when you look at, like, there's no I'm not measuring the return on investment and courage.
54:49
You can't.
54:50
Yeah.
54:51
But I know that if you practice courage, you will become courageous in your life, your
54:55
personal life, and in your business life.
54:58
That means to me that if you're programming Right?
55:01
You will have the audacity to do something you never did before.
55:04
Right?
55:05
Of course.
55:05
Because you're practicing courage.
55:07
Right?
55:08
So what happens, I I turn 60.
55:11
I decide that I want to become I've been practicing yoga for 5 years, 6 years, and I I
55:16
think this great.
55:17
I'm getting awareness.
55:18
I'm getting these ideas.
55:19
Like, this is fantastic.
55:21
So I find this program.
55:22
It's called Batice yoga.
55:24
And it's the one that has a 1 week you can go for 1 week.
55:27
I think this is perfect.
55:28
I can go for 1 week and nobody's gonna say anything.
55:30
Right?
55:31
And my mom is my dad is so religious.
55:34
They're very religious.
55:35
So, like, of course, yoga is not theory religion.
55:38
You know, it's not the same thing.
55:40
I might invaded by the devil or something, right?
55:42
Like, my family's not in G yoga.
55:45
My wife is going to say something.
55:47
My friends are gonna what are my friends?
55:49
My my my guy friends, like, yoga.
55:51
Like, me doing.
55:53
You're sixty years old.
55:54
Right?
55:55
I booked this trip, and I don't wanna go Shelly comes to me and says, you're going.
56:00
I booked you.
56:01
You're done.
56:03
First trip in my life that I ever take took in my myself.
56:06
Pleasure, right?
56:07
It's in Tulum, Mexico.
56:08
It's a beautiful place.
56:10
And it changed my life.
56:14
It changed the way I manage a company.
56:16
It changed the way I saw things.
56:18
It changed the way I saw myself.
56:21
I I stayed there for an extra week.
56:23
Week, I wrote this book while I was there.
56:26
And I come back and did do baco, and I'd say, holy shit.
56:29
I want everybody to go do yoga.
56:32
And I thought, wrong, what I got from that is that it took everything I had to go do and
56:40
become a and you're a teacher, back to courage.
56:44
I want people to have courage.
56:48
I want people to do what they wanna do.
56:50
I don't want people to live with regrets.
56:52
I don't want people to live with coming over and say, I wish I would have done that.
56:56
I want you to have the facility to do that.
56:58
And I thought, what is the one thing that removes, like, a barrier of money?
57:04
And permission.
57:07
So I'm gonna give you permission to do whatever you want.
57:11
And I'm gonna give you some money for it.
57:14
Now what's your excuse?
57:16
Don't have any.
57:18
Go do it.
57:19
You've removed it.
57:20
And we celebrate it without judgment.
57:23
There's no re because I know if you're practice groups, you will become courage.
57:27
And it's it's spread.
57:29
It's like wildfire.
57:30
This thing.
57:32
It's weird.
57:33
I could I could just imagine.
57:34
And then having people come back from these events or activities and and just what space
57:41
they must bring back.
57:42
You're right.
57:42
How do you how do you quantify that?
57:45
Qualitatively, I'm sure people are in cloud 9 and they're, you know, feeling like so
57:50
elevated.
57:51
And that, again, translates into energy.
57:54
And we're and we we know we are attracted to like energy.
57:59
So that's the space you're creating in in in in Dovico.
58:04
Makes sense.
58:05
Makes sense.
58:05
I don't know.
58:06
I quantum physic.
58:08
Yeah.
58:08
Of course.
58:09
And I'm all about quantum physics and energy and all that stuff.
58:13
So, I mean, if this has been a phenomenal interview, thank you so much, for your wisdom
58:19
and your time.
58:20
I I feel like, what you've given us today will do do such, create such a space for anyone
58:27
listening, whether it's at home or at work, or especially in leadership of this uncertain
58:33
time, I hope that leaders can look listen and realize we have all we have it all around us.
58:39
Just about opening your eyes or opening your body, like you said earlier, to absorb what
58:45
really is good for all of it's it's here.
58:47
We are going through a metamorphic shift in the world.
58:51
And I hope that in this consciousness that we have the opportunity to be able to build,
58:56
spaces like you've created, and to build things like those courageous events that allows people
59:02
to connect on a level that, you know, we probably be able to articulate otherwise.
59:09
Yeah.
59:10
I love that.
59:10
I'm gonna leave you this.
59:12
Yeah.
59:13
We have to stop looking for answers.
59:15
Mhmm.
59:16
There are no answers, and that you already know the answer.
59:22
Yep.
59:22
Just go just go inside and listen.
59:24
It's inside of you.
59:25
Right?
59:25
Just, like, close your eyes and then feel it and and trust that you already know the answer.
59:32
Yes.
59:33
For sure.
59:34
Well, I am going to is there anywhere that people can now your book, when is it coming
59:39
out?
59:41
For now, damn.
59:42
It's it's out already.
59:46
They can the easiest way would be to go eveset.com.
59:50
Okay.
59:50
And I have my book and and then you can link to our software products there too, or you can
59:55
just reach me on any social media EFSet.
59:58
I'm there.
1:00:00
If you're in the Moncter region, I'll deliver the book.
1:00:02
If you're farther away, I'll just send it to you.
1:00:05
Awesome.
1:00:05
But I will I will make sure that I have the links to both, and they're going it'll go in
1:00:10
the show notes, and it will go out.
1:00:11
I'll let you know when, everything will be be released.
1:00:14
So, again, thanks so much for your time.
1:00:17
So for me, I am going to think about what my career just act is gonna be.
1:00:21
Cool.
1:00:22
One one do one thing that scares you.
1:00:25
Okay.
1:00:25
I'm I'm gonna have to think about that.
1:00:27
What scares me?
1:00:28
I'm gonna have to think about that.
1:00:30
And then I will let you know the next time we can So, Eve, thanks so much.
1:00:33
Have a great, have a great day.
1:00:36
Thank you, Roxanne.
1:00:37
Okay.
1:00:37
Take care.
1:00:39
Thanks for tuning in to authentic living with Roxanne, creating the space for positive,
1:00:45
healthy change.
1:00:46
Roxanne is a keynote speaker, psychotherapist, and coach to work with Roxanne.
1:00:52
Visit rocksandurhaj.com/blueprint.
1:00:56
We'll see you next time on authentic living with Roxanne.