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841. Leadership Under Pressure: Building Trust and Accountability with Gigi Fergus · Daily Influence

• 0:10
  [SPEAKER_00]: Welcome to Daily Influence, your daily dose of positive influence.
• 0:14
  [SPEAKER_00]: I'm Brian Smith founder of IA Business Advisors and co-author of the Iain team series.
• 0:19
  [SPEAKER_00]: Each day we share stories and insights to help you find be and build your influence in a positive and responsible way.
• 0:27
  [SPEAKER_01]: And I'm Greg Clino, partner at IE Business Advisors, and co-host of Daily Influence.
• 0:32
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• 0:38
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• 0:48
  [SPEAKER_01]: Welcome to Daily Influence, I'm Greg Collino.
• 0:50
  [SPEAKER_01]: Today, I'm joined by GGFergus, a healthcare executive, transformational leader and founder of Memorable Care.
• 0:58
  [SPEAKER_01]: For more than 25 years, GG has stepped into some of the most complex leadership environments imaginable.
• 1:04
  [SPEAKER_01]: Organizations facing cultural challenges, regulatory pressure, financial strain, staffing issues,
• 1:13
  [SPEAKER_01]: and significant operational change.
• 1:15
  [SPEAKER_01]: During the COVID-19 pandemic, she led more than 300 healthcare professionals at California's Sleep Train Arena alternative care facility, helping transform and arena into an operational healthcare facility in just seven days.
• 1:32
  [SPEAKER_01]: What interests me most about GG's story isn't simply what she has accomplished.
• 1:37
  [SPEAKER_01]: It's how she
• 1:40
  [SPEAKER_01]: The answers aren't obvious, and her decisions directly affect hundreds or even thousands of people.
• 1:47
  [SPEAKER_01]: Today, we're going to talk about intentional influence, accountability, trust, culture, and what leaders in any organization can learn from turning into difficult situations around.
• 1:59
  [SPEAKER_01]: GG, welcome to Daily Influence.
• 2:01
  [SPEAKER_02]: Thank you, Greg.
• 2:02
  [SPEAKER_02]: Good to be here.
• 2:03
  [SPEAKER_01]: Did you even spend much of your career walking into organizations during periods of change, instability, or significant challenge before we talk about how you turn organizations around what experiences in your own life and career shape the way you lead when things are difficult?
• 2:21
  [SPEAKER_02]: You know, I guess I'm a proponent of
• 2:24
  [SPEAKER_02]: nature, or nurture versus nature.
• 2:27
  [SPEAKER_02]: I don't know maybe a little bit of both.
• 2:29
  [SPEAKER_02]: I think my family is very resilient and I learned some of that resiliency from my parents.
• 2:34
  [SPEAKER_02]: My parents constantly were re-creating themselves and doing new things so they never sat still for very long and I think
• 2:50
  [SPEAKER_02]: What's next?
• 2:51
  [SPEAKER_02]: What's the next thing?
• 2:53
  [SPEAKER_02]: The other thing is I recall my parents believe that if if you borrowed something from someone, you should try to give it back to them in equal or better condition, preferably better.
• 3:04
  [SPEAKER_02]: And I kind of keep that in the back of my head when I go into a new place.
• 3:09
  [SPEAKER_02]: Can I go here and not just meet their expectations, but meet and exceed them?
• 3:14
  [SPEAKER_02]: And what
• 3:16
  [SPEAKER_01]: That foundation becomes especially important when you walk into an environment where people are already tired, skeptical or resistant to another liter promising change.
• 3:27
  [SPEAKER_02]: It is.
• 3:28
  [SPEAKER_02]: You know, I find a lot of times the reasons why people are fatigued and they have changed management fatigue or analysis paralysis and they get tired of what are we implementing this week is because number one no one share with them the why and so it doesn't have any value or meaning to them.
• 3:51
  [SPEAKER_02]: and they don't know what it's in it for them.
• 3:53
  [SPEAKER_02]: And the second thing is that there's not been good communication from the top down or down to the front line.
• 4:00
  [SPEAKER_02]: So, you know, when that happens, well, we're just doing it.
• 4:04
  [SPEAKER_02]: It's another thing we got to do, and so when that attitude happens, what tells me is they've lost trust.
• 4:11
  [SPEAKER_02]: And so you've got to re-establish trust.
• 4:13
  [SPEAKER_02]: You've got to follow through in your wood.
• 4:15
  [SPEAKER_02]: You have to show results.
• 4:17
  [SPEAKER_02]: And if there aren't results, then you take ownership for that too.
• 4:20
  [SPEAKER_01]: Those are two really good points.
• 4:22
  [SPEAKER_01]: And you know, when you enter a struggling organization, how do you intentionally build credibility with people before asking them to change?
• 4:30
  [SPEAKER_02]: You know, the old MBA practice of management by walking around in healthcare, we call it rounding, right?
• 4:37
  [SPEAKER_02]: We, I go for walks.
• 4:39
  [SPEAKER_02]: I, I walk to, I try to hit every department, every time I go for walk.
• 4:44
  [SPEAKER_02]: And I try to be a little more intentional.
• 4:46
  [SPEAKER_02]: Instead of the fly by where you go through,
• 4:50
  [SPEAKER_02]: Nope.
• 4:51
  [SPEAKER_02]: I would rather go to two or three departments intentionally and maybe join them for a lot.
• 4:56
  [SPEAKER_02]: Hey, what's going on guys?
• 4:58
  [SPEAKER_02]: And hey, if I could fix one thing for you, what would that be?
• 5:01
  [SPEAKER_02]: And don't say the computer because I have no control of that.
• 5:04
  [SPEAKER_02]: So, you know, these are the questions I ask and where they'll say, but you know, we've been really wanting this and this and this and I'm like,
• 5:13
  [SPEAKER_02]: What have you been told about that, and so we get into this conversation, I'm like, okay, and then you have to intentionally give them permission, especially if you're in a position of a three, give them permission to follow up with you.
• 5:28
  [SPEAKER_02]: I'll tell him, hey, listen, I totally agree with you.
• 5:31
  [SPEAKER_02]: I need time to research this.
• 5:33
  [SPEAKER_02]: I give you permission.
• 5:34
  [SPEAKER_02]: I got a lot of my plate.
• 5:35
  [SPEAKER_02]: If you haven't heard back from me in three days, you have every right to.
• 5:39
  [SPEAKER_02]: Email me text me if you got your phone on you here.
• 5:42
  [SPEAKER_02]: I'll give you my phone number right now They're like see yours given my their phone number like wow.
• 5:47
  [SPEAKER_02]: I'm like yeah Because I want to make sure we get this fix.
• 5:50
  [SPEAKER_02]: This is important and you know I've had people call me.
• 5:53
  [SPEAKER_02]: I tell them look I need two weeks and they'll call me at the end of two weeks They'll say gee you said to give you two weeks or they'll send me the email I'll say hey, thank you so much.
• 6:01
  [SPEAKER_02]: Hey, are you there?
• 6:02
  [SPEAKER_02]: I'll let me run up and I'll tell you what I know
• 6:04
  [SPEAKER_02]: And that's closing the loop so they have that experience of you being a leader.
• 6:11
  [SPEAKER_02]: That's the hard part is that it's one thing to say you're a leader, but what experience are you leaving them away?
• 6:19
  [SPEAKER_01]: That is so true.
• 6:20
  [SPEAKER_01]: And during COVID, you help bring the sleep train arena alternative care facility to full operational readiness in only seven days.
• 6:29
  [SPEAKER_01]: That's correct.
• 6:34
  [SPEAKER_01]: take us inside that experience when everything is urgent, resources are limited, and people are looking to you for direction.
• 6:42
  [SPEAKER_01]: How do you determine what truly matters first?
• 6:45
  [SPEAKER_02]: Well, this is great, and I actually have a really great example of this.
• 6:49
  [SPEAKER_02]: First of all, let me kind of give you the lay of the land.
• 6:51
  [SPEAKER_02]: This is an older rena that used to be the Sacramento Kings Arena.
• 6:55
  [SPEAKER_02]: The Sacramento Kings now have golden one.
• 6:58
  [SPEAKER_02]: This whole arena had been empty for like four or five years and they'd used it for Boy Scout camps and things like that and and small get-togethers and revivals and such But it really was in a lot of disrepair and you know, not very clean or anything so they started off by
• 7:15
  [SPEAKER_02]: getting that cleaned up in the week before I got there.
• 7:18
  [SPEAKER_02]: And then when I got there, I was joined by Kim Brown Sims, who is the chief nurse and by Randall Christensen, who was the chief medical officer.
• 7:28
  [SPEAKER_02]: And then we had four clinical directors, as well as the calfire chief.
• 7:35
  [SPEAKER_02]: couple other different agency, California agencies were there, but essentially that was leadership.
• 7:42
  [SPEAKER_02]: And then we got about, I think we had close to 400 of the health core, but what they didn't tell you is that the health core was made up of a lot of young people who had never worked and had just graduated.
• 7:57
  [SPEAKER_02]: Many of them had no idea how to document by hand and not
• 8:02
  [SPEAKER_02]: using a computer and so we did have about 10% that were older retirees, late in their career that did help us kind of get over that learning curve hump with them.
• 8:15
  [SPEAKER_02]: So there was a lot of moving pieces.
• 8:17
  [SPEAKER_02]: We created everything from standards of operations, policies, workflows, donning and doffing,
• 8:25
  [SPEAKER_02]: The burn rates that we needed for COVID, let me just tell you one quick example of how do you make a decision that is impactful and why we made the decision on day when I got there day one when I got there we had.
• 8:43
  [SPEAKER_02]: And we sat on a phone call for two hours with a company.
• 8:47
  [SPEAKER_02]: There's a consulting firm who had offered us the ability to use electronic health record.
• 8:54
  [SPEAKER_02]: And OK, so great, you know, if we can use one great, if not, you know, let's move on.
• 9:02
  [SPEAKER_02]: The next day we were on that call on Tuesday is we were on a call.
• 9:06
  [SPEAKER_02]: They wanted us to be on these calls like four hours.
• 9:08
  [SPEAKER_02]: And finally, I'll Wednesday, I said, OK,
• 9:10
  [SPEAKER_02]: we have to make it, I have to make a decision.
• 9:13
  [SPEAKER_02]: And while, absolutely, it would be great to have an electronic health record.
• 9:21
  [SPEAKER_02]: Right now, that is not the priority.
• 9:22
  [SPEAKER_02]: When we're still trying to figure out how we're gonna get people fed.
• 9:26
  [SPEAKER_02]: and how it makes sure we have oxygen available, and make sure that we have medications and dietary.
• 9:33
  [SPEAKER_02]: So we're not gonna spend any more time on this.
• 9:37
  [SPEAKER_02]: We'll visit this in a week or two after we're open, but right now it's not needed.
• 9:42
  [SPEAKER_02]: So when we talk to the staff, I tried to count things into one of three buckets.
• 9:48
  [SPEAKER_02]: We have those things that we must have, and then we have those things that we need,
• 9:56
  [SPEAKER_02]: We must be able to take a blood pressure.
• 9:59
  [SPEAKER_02]: We need equipment to do that.
• 10:01
  [SPEAKER_02]: Now, it would be nice to have one of the electronic dynam apps, but we can get by with a manual cuff.
• 10:11
  [SPEAKER_02]: The electronic dynam out, you know, $10, $15,000.
• 10:15
  [SPEAKER_02]: And a cuff is 50 to 60.
• 10:19
  [SPEAKER_02]: So understanding what would be nice versus what do we really need?
• 10:24
  [SPEAKER_02]: It would be great to be able to have electronic health record.
• 10:27
  [SPEAKER_02]: However, what we need right now today is to be able to document by hand.
• 10:34
  [SPEAKER_02]: And that was the need.
• 10:36
  [SPEAKER_02]: So that was the decision I made.
• 10:39
  [SPEAKER_02]: I know there were several who were not happy with that decision, but there were several who said, oh, thank God.
• 10:44
  [SPEAKER_02]: Thank you for doing that because, you know, we were just taking up a whole lot of time featuring out the workflows.
• 10:51
  [SPEAKER_02]: We didn't even know what the workflows were to be able to apply it to the electronic health event.
• 10:57
  [SPEAKER_02]: So hard lesson learned, but it was the right decision at the tongue.
• 11:02
  [SPEAKER_01]: you work extensively with high reliability and just culture principles, where accountability is critical, but simply blaming people can't actually make an organization less safe.
• 11:16
  [SPEAKER_01]: How do you create a culture where people are expected to own their decisions in performance while still feeling safe enough to admit mistakes, raise concerns and challenge leadership?
• 11:32
  [SPEAKER_02]: what they're going concerned is, what their business practices.
• 11:35
  [SPEAKER_02]: You know, sometimes you walk into a very hyper-punitive environment where
• 11:42
  [SPEAKER_02]: You have to decide, was this an intentional act?
• 11:47
  [SPEAKER_02]: And I always, even though I use the construct of just culture and higher liability, I also roll back to the seven characteristics of accountability.
• 11:57
  [SPEAKER_02]: Were they competent capable and able?
• 12:00
  [SPEAKER_02]: Were they polite kind professional and compassionate?
• 12:03
  [SPEAKER_02]: Most of the time, we assume people are in their jobs because they are competent capable and able.
• 12:12
  [SPEAKER_02]: kind, professional and compassionate.
• 12:15
  [SPEAKER_02]: When most people call, when patients call the hospital and they are upset, keep in mind, even when they may put a review online, they're really, really happy, or they're really, really ticked off.
• 12:30
  [SPEAKER_02]: And if they're really ticked off, they wanna tell everybody.
• 12:35
  [SPEAKER_02]: And that's when they call the CEO's office, and this when they call my office and say,
• 12:41
  [SPEAKER_02]: And all I can say to them is, you know, I'm so sorry for your experience, you know, that's not the experience of what anybody to have, but when I'm talking to them, what strikes me the most is that the patients don't complain about a skill, like they don't say, oh, the nurse didn't hold the needle at the right angle.
• 13:00
  [SPEAKER_02]: What they say is.
• 13:02
  [SPEAKER_02]: They laughed at me.
• 13:03
  [SPEAKER_02]: They were uncaring.
• 13:05
  [SPEAKER_02]: They acted like I was a nuisance.
• 13:07
  [SPEAKER_02]: These aren't quote-unquote physical skills.
• 13:10
  [SPEAKER_02]: These are the soft skills.
• 13:12
  [SPEAKER_02]: And in health care, it's not enough to be competent capable enable.
• 13:16
  [SPEAKER_02]: We have to be polite, kind, professional, and compassionate also.
• 13:20
  [SPEAKER_02]: So reestablishing here's the guidelines.
• 13:24
  [SPEAKER_02]: And what if somebody does step out and they're not polite, kind, professional, and compassionate, well, then we have a conversation.
• 13:31
  [SPEAKER_02]: You know, hey, we can do better.
• 13:33
  [SPEAKER_02]: What's your size to story?
• 13:34
  [SPEAKER_02]: This is what they're saying.
• 13:35
  [SPEAKER_02]: Look at this point.
• 13:37
  [SPEAKER_02]: It's he said, she said, at the bottom line is, this kind of behavior would not be tolerated here.
• 13:43
  [SPEAKER_02]: And you have to re-establish what the expectation is.
• 13:48
  [SPEAKER_02]: And that can be very difficult.
• 13:51
  [SPEAKER_01]: Can you tell me about a leadership decision, assumption or approach that didn't work in the way you expected, and how did you realize that?
• 14:01
  [SPEAKER_02]: Typically when I get called to a place, I'm not part, I don't walk in as part of the problem on part of the solution.
• 14:10
  [SPEAKER_02]: And that's really difficult.
• 14:12
  [SPEAKER_02]: It puts me in a difficult position when I walk in and I see something that's blatantly in violation of rules, regulations, accreditation, law sometimes.
• 14:23
  [SPEAKER_02]: And I have to be able to say, well, I appreciate that this is how you've always done it,
• 14:31
  [SPEAKER_02]: rules of regulations change, and this no longer meets the standards.
• 14:36
  [SPEAKER_02]: So I've always found and I had once had a mentor say, people only learn when they're shocked and odd.
• 14:44
  [SPEAKER_02]: So they have to learn at themselves.
• 14:47
  [SPEAKER_02]: So that's when you cast them with it.
• 14:48
  [SPEAKER_02]: Hey, give me a favor.
• 14:50
  [SPEAKER_02]: Would you go look up this piece in the regulations and make sure that we're in compliance with that?
• 14:58
  [SPEAKER_02]: And if we're not,
• 15:01
  [SPEAKER_02]: And I'll give you a couple of days to look that up.
• 15:04
  [SPEAKER_02]: And I'd say nine out of 10 times when I've tasked them with that, they come running back to me, say, we're not in compliance.
• 15:11
  [SPEAKER_02]: And here's what the plan is.
• 15:13
  [SPEAKER_02]: OK, perfect.
• 15:15
  [SPEAKER_02]: They've learned on their own.
• 15:16
  [SPEAKER_02]: I don't, I find just pointing to it as a bad deal.
• 15:19
  [SPEAKER_02]: So I'd say you asked me initially.
• 15:22
  [SPEAKER_02]: things that I've done that didn't turn out the way I thought it would sometimes you think well it's so obvious if I point to it come on that's that's obvious you should change and but I'll just tell you that does not work.
• 15:34
  [SPEAKER_02]: I've learned that over and over again and so you know I adjusted my approach many times over to say that's not you know this is no longer reasonable this is no longer work.
• 15:46
  [SPEAKER_02]: I appreciate that it worked 15 years ago, but things have changed.
• 15:49
  [SPEAKER_02]: It's what I call the inch problem, people stand on the standard and over time they take an inch, take an inch, take an inch, take an inch, take an inch, take an inch, and I walk anywhere on mile and a half down the road.
• 15:59
  [SPEAKER_02]: No, no, no, no.
• 16:00
  [SPEAKER_02]: We've got to get back here to the standard or the opposite is true.
• 16:03
  [SPEAKER_02]: I walk in a mile and a half down the road, they're still standing on something they did 20 years ago.
• 16:07
  [SPEAKER_02]: I'm like, no, guys, we've got to catch up, we're behind.
• 16:10
  [SPEAKER_02]: So it's the inch problem, and it works in both ways.
• 16:13
  [SPEAKER_02]: So helping them to and helps not a good way to say it, but assist in them learning for themselves is the best way to get past that and pointing to it.
• 16:25
  [SPEAKER_02]: The biggest problem is pointing to it doesn't doesn't mean they're going to do it.
• 16:28
  [SPEAKER_01]: That's great advice, GG.
• 16:29
  [SPEAKER_01]: Thank you for sharing that.
• 16:31
  [SPEAKER_01]: You work at the intersection of staffing, patient safety, employee engagement, operational performance, and financial responsibility.
• 16:40
  [SPEAKER_01]: Those issues can easily be treated as separate problems, but they're deeply connected.
• 16:46
  [SPEAKER_01]: Yes.
• 16:46
  [SPEAKER_01]: How do you help leaders see the downstream consequences of their decisions rather than managing one metric at a time?
• 16:54
  [SPEAKER_02]: This is a great question in that.
• 16:58
  [SPEAKER_02]: A lot of times when you get called it's when the facilities have in financial problems and I know that financial problems are a lagging indicator and typically what you'll find also is that there are clinical cultural regulatory and.
• 17:15
  [SPEAKER_02]: compliance issues.
• 17:17
  [SPEAKER_02]: And unfortunately, people take, oh, the financial issues cause all the other problems.
• 17:21
  [SPEAKER_02]: No, let's see other way around.
• 17:22
  [SPEAKER_02]: All the other problems cause the financial issues.
• 17:25
  [SPEAKER_02]: The number one problem today in American health care is lack of accountability, flat out, lack of accountability.
• 17:31
  [SPEAKER_02]: I think part of that is due to the fact that we grow our own.
• 17:36
  [SPEAKER_02]: These are people that we
• 17:38
  [SPEAKER_02]: worked with, worked side by side, now when a man's position, it's comfortable to hold our friends accountable.
• 17:44
  [SPEAKER_02]: And so you seem bad behavior gets bad behavior and, you know, to the point where you reach an and nexus where it just isn't going to get any better and we have to break the system.
• 17:57
  [SPEAKER_02]: And that sometimes means that we have to have those hard conversations with leaders to say, look, are you practicing the three isms that undermine integrity, colonialism, nepotism, favoritism?
• 18:12
  [SPEAKER_02]: And once you address those issues, start addressing those issues, then you can get into what works.
• 18:20
  [SPEAKER_02]: and what works is XYZ, this meets the requirement, this meets the accreditation, this meets that.
• 18:27
  [SPEAKER_02]: And as you start to pull that together, it is amazing to me the finances usually start moving.
• 18:34
  [SPEAKER_02]: people start wanting to come back because that hospital's reputation is improving.
• 18:40
  [SPEAKER_02]: They see they have people that were there recently who had a great experience and you have to start shifting how the people around in the community see that facility.
• 18:52
  [SPEAKER_02]: So it's it is an
• 18:56
  [SPEAKER_02]: It is something you have to look at on all fronts, finances for me are the last piece.
• 19:00
  [SPEAKER_02]: Now obviously you want to address finances, but typically if the finances are really bad, there's a lot of other problems too.
• 19:07
  [SPEAKER_01]: And you've accumulated decades of experience walking in a situation as many leaders would probably prefer to avoid.
• 19:14
  [SPEAKER_01]: And that perspective gives you an opportunity to look back where it as well as forward.
• 19:19
  [SPEAKER_01]: If you could sit down with your younger self at the beginning of your leadership journey, knowing everything you know today, what advice would you tell yourself about influence, responsibility, and the kind of leader that you should become?
• 19:32
  [SPEAKER_02]: You know, I had to kind of Google when you said that because I
• 19:36
  [SPEAKER_02]: You know, I kind of built that reputation when recruiters they've got this position and they get people and they, you know, submit people to them and then they do a review and people find out, oh, they're major problems and then they don't want to be there they call me.
• 19:50
  [SPEAKER_02]: I'm like, yeah, that sounds great.
• 19:51
  [SPEAKER_02]: Yeah, I'll go and send me because in the back of my head, I'm like, well, if we are it.
• 19:56
  [SPEAKER_02]: Around zero we got no place to go but up so this is gonna be good.
• 20:00
  [SPEAKER_02]: It's gonna be good.
• 20:01
  [SPEAKER_02]: You know and I think that's a mindset really I have I've been in some stressful positions.
• 20:07
  [SPEAKER_02]: Oh, most no stuff.
• 20:08
  [SPEAKER_02]: Okay You know what I would tell my younger self is I Would say number one
• 20:18
  [SPEAKER_02]: be more patient.
• 20:20
  [SPEAKER_02]: I don't tend to be, and don't get me wrong.
• 20:23
  [SPEAKER_02]: Having patients doesn't have to impact urgency.
• 20:27
  [SPEAKER_02]: You can still be urgent, have a sense of urgency, and remain patient.
• 20:33
  [SPEAKER_02]: You have to be reasonable in your approach.
• 20:36
  [SPEAKER_02]: So I would say be more patient.
• 20:41
  [SPEAKER_02]: I have a wicked tongue.
• 20:42
  [SPEAKER_02]: I used to tell people, when they'd ask me, what are your strengths and your weaknesses?
• 20:46
  [SPEAKER_02]: I would tell them, well, my strength is, I say what I mean, I mean, what I say, I'm a woman of my word, what you're weakness, well, I say what I mean, I mean, what I say, I can sometimes show up as a little too blunt.
• 20:58
  [SPEAKER_02]: So, you know, being mindful of that, I've had to learn that over the years and I still struggle with that.
• 21:06
  [SPEAKER_02]: That's something I have to work on every day.
• 21:12
  [SPEAKER_01]: for the person listening who may never run a hospital or lead 300 people, but who wants to positively influence the people around them, what is one intentional action you would challenge them to take in the next 24 hours?
• 21:25
  [SPEAKER_01]: So I'm gonna add two.
• 21:26
  [SPEAKER_02]: I'm gonna say two things.
• 21:28
  [SPEAKER_02]: The first thing is, begin a gratitude practice.
• 21:33
  [SPEAKER_02]: Several years ago, I found a great gratitude application on my phone and back when you,
• 21:40
  [SPEAKER_02]: if you send an email to them, you actually got the developer.
• 21:44
  [SPEAKER_02]: So I've been on that gratitude out for a long time.
• 21:47
  [SPEAKER_02]: And I think that helps to ground you know, I used to carry a little stone that had the word gratitude engraved on in my pocket.
• 21:55
  [SPEAKER_02]: So when things were going bad, I'd put my hand on my pocket and say,
• 21:59
  [SPEAKER_02]: So grateful to be here.
• 22:00
  [SPEAKER_02]: I'm so grateful to have the opportunity to make a difference today.
• 22:02
  [SPEAKER_02]: I'm so grateful that God thinks I'm strong enough to get through this today.
• 22:07
  [SPEAKER_02]: So I would say start a gratitude practice because at the end of the day, it helps you to understand and appreciate everything around you, the people that around you, even the ones that you're a teacher to get.
• 22:21
  [SPEAKER_02]: The second thing I would recommend that you do today and I learned this after my parents passed, right before my parents passed, I started keeping a one line of day journal and it's got like a five years, it's five years worth of drilling and on each page there's a spot for the five different years and.
• 22:45
  [SPEAKER_02]: I chronicled one or two lines in there, important things that had happened.
• 22:49
  [SPEAKER_02]: And it was interesting is that looking back over the last three or four years, you see personal growth.
• 22:56
  [SPEAKER_02]: You see, you remember, and you, oh, yes, and I got past that.
• 23:01
  [SPEAKER_02]: And it's just a very strong sense of who you are.
• 23:07
  [SPEAKER_02]: and helps keep you grounded reminds you of the good and the bad and the things you've overcome without taking up a lot of time.
• 23:15
  [SPEAKER_02]: I mean, it's just a small journal and what are two lines of day and just really help smooth things for?
• 23:24
  [SPEAKER_01]: That's great advice, GG.
• 23:26
  [SPEAKER_01]: Thank you for joining me and reminding us that influence becomes a special important when circumstances become difficult.
• 23:33
  [SPEAKER_01]: If our listeners want to get in touch with you, what is the best way to do so?
• 23:37
  [SPEAKER_02]: Well, LinkedIn is a great way to get ahold of me.
• 23:42
  [SPEAKER_02]: The other is you can always email me at ggatmemorablecare.com.
• 23:46
  [SPEAKER_02]: It's mm-o-r-a-d-l-e-c-a-r-e.com, so gg is g-i-g-i-n.
• 23:52
  [SPEAKER_02]: I always tell people, I'm not a nickname.
• 23:54
  [SPEAKER_02]: That's my real name.
• 23:57
  [SPEAKER_02]: So you're welcome to reach out to me.
• 24:00
  [SPEAKER_01]: We'll put that information to show notes, gg.
• 24:02
  [SPEAKER_01]: Thank you so much for joining us and sharing your stories
• 24:07
  [SPEAKER_02]: Thank you.
• 24:08
  [SPEAKER_02]: I really appreciate the opportunity and I hope this help somebody who's made me struggling in a difficult situation to kind of step back and look at how they can make a difference to absolutely.
• 24:20
  [SPEAKER_01]: And to our listeners, thank you for joining us for another episode of Daily Influence.
• 24:24
  [SPEAKER_01]: Help us spread the positivity by subscribing and sharing with those around you.
• 24:28
  [SPEAKER_01]: As you walk through your day, take GG's challenge with you.
• 24:31
  [SPEAKER_01]: Choose one action you can take intentionally today that will make the environment around you better because you're a part of it.
• 24:38
  [SPEAKER_01]: That is how responsible influence grows.
• 24:41
  [SPEAKER_01]: not through one enormous gesture, but through the choices we make every day, remember small actions create big impact, keep showing up, leading, and growing one day to time.
• 24:51
  [SPEAKER_01]: Until next time, stay inspired and keep having a positive responsible influence.
• 24:56
  [SPEAKER_01]: Bye bye.