Latest / Glovisor Podcast / Ep. 54: Stop Fixing Yourself: Your “Flaws” Could Be Your Superpower - Jeni Yelton

Transcript

Ep. 54: Stop Fixing Yourself: Your “Flaws” Could Be Your Superpower - Jeni Yelton · Glovisor Podcast

• 0:00
  Speaker 1: What if perfection isn't the goal and the very flaws
• 0:02
  Speaker 1: that you're fighting could be the key to becoming a
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  Speaker 1: more confident, effective leader? Welcome to the Goalvisor Podcast, where
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  Speaker 1: we explore business growth, communication, and personal development through real
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  Speaker 1: conversations with people that make an impact. Our guest is
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  Speaker 1: a leadership strategist, executive coach, and speaker with more than
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  Speaker 1: 25 years of experience helping people lead with greater confidence, clarity,
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  Speaker 1: and purpose. She challenges one of the biggest traps in leadership,
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  Speaker 1: the exhausting pursuit of perfection. Her message is simple but powerful.
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  Speaker 1: Stop fixing yourself and start leveraging what already makes you
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  Speaker 1: uniquely valuable. She's the author of Confidently Flawed, The Fatal
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  Speaker 1: Flaw Theory to Stop Fixing and Start Thriving. Glowvisor welcomes
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  Speaker 1: Jenny Yelton.
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  Speaker 2: Hi, Joe. It's such an honor to be here today.
• 0:55
  Speaker 2: Thank you for inviting me.
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  Speaker 1: Oh, you're welcome. Very excited. So Jenny, let's begin. Tell
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  Speaker 1: us a little bit more about what you do.
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  Speaker 2: So I am a speaker, author, and coach. And really,
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  Speaker 2: when it really comes down to it, I am an
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  Speaker 2: adult learning theorist. I have spent my career trying to
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  Speaker 2: understand why I behave the way I do, why other
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  Speaker 2: people behave the way that they do. And that's what
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  Speaker 2: I'm passionate about is really understanding people. And through that process,
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  Speaker 2: I discovered that you know, people spend so much of
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  Speaker 2: their time, effort and energy in this comparison mindset. And
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  Speaker 2: I realized that myself working in different types of industries and,
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  Speaker 2: you know, in corporate training and development in HR, where organizations,
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  Speaker 2: big and small, try to put kind of this way
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  Speaker 2: of behaving onto employees and then get frustrated when there's
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  Speaker 2: these big gaps. And so as part of my development experience,
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  Speaker 2: for others and part of my development culture and organizations,
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  Speaker 2: I've really focused on more of, you know, what is
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  Speaker 2: about the impact of somebody and a little less with
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  Speaker 2: their skills. How can they use those skills and the
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  Speaker 2: best skills in them? Because I am a true believer.
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  Speaker 2: Are you ready, Joe?
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  Speaker 1: I'm ready.
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  Speaker 2: You're not broken. You're not broken, but you're not perfect.
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  Speaker 2: So we have flaws. We all have flaws. And part
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  Speaker 2: of the empowerment is knowing what those are, being open, honest,
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  Speaker 2: and transparent, but not to hold yourself back from them,
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  Speaker 2: but finding a way to use them in a way
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  Speaker 2: that makes an impact, that makes a difference. Because at
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  Speaker 2: the end of the day, that's what's going to measure success.
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  Speaker 1: Wow. That's a mindset shift altogether. Now, every successful entrepreneur
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  Speaker 1: has had a defining moment. So what inspired you to
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  Speaker 1: pursue this path?
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  Speaker 2: You know, it's interesting because I loved corporate training and development,
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  Speaker 2: but I tell people who get into training and development
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  Speaker 2: to be careful because anytime organizations look at the budget,
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  Speaker 2: they see training and development as a nice to have.
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  Speaker 2: And that's really difficult because I think that most companies,
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  Speaker 2: I believe in most people, but even most companies and
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  Speaker 2: organizations want to make their employees perform well. They want
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  Speaker 2: to increase leadership skills they want to do those things
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  Speaker 2: but when they're looking at a budget sometimes training and
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  Speaker 2: development is considered expendable and after my third layoff from
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  Speaker 2: an organization I thought okay what can I do to
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  Speaker 2: make an impact in a larger spectrum so as an
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  Speaker 2: entrepreneur I started to research you know is it consulting
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  Speaker 2: do I need to go out there and do some
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  Speaker 2: consulting and Do I need to go out there and
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  Speaker 2: do coaching? And I did both of those things and
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  Speaker 2: enjoyed both of those things. But then there felt like
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  Speaker 2: there was a purpose that was pulling me to do
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  Speaker 2: something different. And that's when I sat down and wrote
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  Speaker 2: the book because I wanted to share the message. I
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  Speaker 2: want to disrupt performance management and do things differently within
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  Speaker 2: organizations so that they see the value of professional development.
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  Speaker 2: And it doesn't have to be training and development per se,
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  Speaker 2: but professional development, encouraging growth and purpose within their organizations.
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  Speaker 2: That was probably my biggest transformation for my own career. I,
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  Speaker 2: I actually have a little story. I sat down trying
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  Speaker 2: to figure out, you know, what I was going to do.
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  Speaker 2: And my pen stopped working and I looked at them,
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  Speaker 2: like got a little upset. I don't know if you've
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  Speaker 2: ever gotten upset at a pen, Joe, but it's a
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  Speaker 2: moment when you just get upset at it. And I
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  Speaker 2: thought you have one purpose. And that's when I realized,
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  Speaker 2: I'm like, wait a minute, we spend all of our
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  Speaker 2: lives trying to think of our purpose and walking around
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  Speaker 2: wondering what we're here for and then think there's a
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  Speaker 2: simpler way to look at it. But if I can
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  Speaker 2: find a simpler way to look at it, how can
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  Speaker 2: I help people and organizations find a simpler way to
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  Speaker 2: look at purpose so that they can bring it into
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  Speaker 2: the organization, retain the employees that they need to, grow
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  Speaker 2: the performance that they need to, scale the organization from
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  Speaker 2: any size? from a mom and pop small operation all
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  Speaker 2: the way to a large organization, there's something more than
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  Speaker 2: just getting somebody to work. It's getting somebody to work
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  Speaker 2: for fulfillment.
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  Speaker 1: Now, you've had the opportunity to work with certain organizations
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  Speaker 1: or departments. Making that shift, that mindset shift that you're
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  Speaker 1: bringing to them, is it something that people embrace immediately
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  Speaker 1: or is this a long, laborious process to get them
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  Speaker 1: to make that shift?
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  Speaker 2: That's a fantastic question. I would love to say that
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  Speaker 2: I could just hand them the thing that said, hey,
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  Speaker 2: find your purpose. And they would all just say, well,
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  Speaker 2: that's what we've been searching for the whole time. Most
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  Speaker 2: companies and organizations and departments want to see measurable results.
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  Speaker 2: They want to see numbers. They like the concept of
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  Speaker 2: people feeling fulfilled within their role, but it's harder to
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  Speaker 2: see the impact. But here's the sneaky part. It's the
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  Speaker 2: same thing with training and development, which is one of
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  Speaker 2: the reasons that training and development tends to be one
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  Speaker 2: of the first cut in organizations is the ROI for
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  Speaker 2: performance measurements is hard to measure when you train somebody.
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  Speaker 2: But when I come in and I talk about change
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  Speaker 2: and training, it's more about transformation and real measurable impact
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  Speaker 2: where you can measure where people actually are performing better
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  Speaker 2: because they're adopting, they're implementing, they're motivated. The biggest failure
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  Speaker 2: in most organizations, and when I say most, I'm talking
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  Speaker 2: like 99% of organizations, the biggest failure they have with
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  Speaker 2: change at all is forgetting about the employee part of
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  Speaker 2: the change. They focus so much on the process. They
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  Speaker 2: focus so much on the technology. They focus so much
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  Speaker 2: on making sure that all their SOPs are correct. they
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  Speaker 2: train their employees, but they never really motivate their employees
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  Speaker 2: for the change. And so they spend millions and millions
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  Speaker 2: of dollars trying to, and I've been a part of
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  Speaker 2: some of those transformations, trying to get people to adopt something,
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  Speaker 2: to throw it out and say, oh, the problem is,
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  Speaker 2: is the system. Most of the time, it's not the system.
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  Speaker 2: It's lack of interest in the people. And so when
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  Speaker 2: you start thinking about motivation, people are motivated by what
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  Speaker 2: benefits them. And that is sometimes a hard thing pill
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  Speaker 2: to swallow, but it's the reality. In fact, if, if
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  Speaker 2: I would not be surprised if my kids put this
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  Speaker 2: on my grave, because I say it all the time,
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  Speaker 2: people behave in a way that benefits them. And that's
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  Speaker 2: just human nature, positive or negative. If they're doing something,
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  Speaker 2: they're doing it because they're either protecting themselves out of
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  Speaker 2: fear or benefiting themselves out of results and, you know,
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  Speaker 2: some sort of success. It's not a bad thing. It's
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  Speaker 2: human nature, but organizations and even individuals themselves don't always
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  Speaker 2: reflect on that. So I wish it was an easy
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  Speaker 2: thing for people to do, but they have to be
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  Speaker 2: willing to invest in the idea of really defining their
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  Speaker 2: culture and their purpose all the way up the level.
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  Speaker 2: A lot of times organizations start with trying to fix
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  Speaker 2: their employees right where they are. The problem is they're
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  Speaker 2: not broken. You don't need to fix them. You need
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  Speaker 2: to shape the culture so that it is more aligned
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  Speaker 2: to a purpose, more aligned to a mission, more aligned
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  Speaker 2: to values so that people all the way at the
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  Speaker 2: top and it has to spill down. They have to
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  Speaker 2: see it working and being successful from every single level.
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  Speaker 2: And that's where it's often lost in scope is because
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  Speaker 2: a lot of times senior leaders in the organizations, especially
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  Speaker 2: ones that have grown themselves, are so focused on their role,
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  Speaker 2: their responsibilities. And they have a ton of responsibilities that
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  Speaker 2: they forget how much they influence, inspire the ones every
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  Speaker 2: level below them.
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  Speaker 1: Now, if one of our listeners wants to invest in
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  Speaker 1: themselves or in their department or their small business, can
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  Speaker 1: you share with us what that journey would look like
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  Speaker 1: working with you?
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  Speaker 2: I've got several coaching clients that I'm working with that
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  Speaker 2: are really focused on their own development. Most of the time,
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  Speaker 2: People come to me in periods of transition in their life.
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  Speaker 2: So either they're stuck and they can't seem to get
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  Speaker 2: out of their current role, like they've applied for manager
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  Speaker 2: positions or they maybe struggle with executive presence or being seen.
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  Speaker 2: And so they come to me saying, you know, how
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  Speaker 2: can I get myself to the next level? Others come
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  Speaker 2: to me in periods of transition when they're wanting to
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  Speaker 2: maybe own their own business. So they were working for
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  Speaker 2: a company and now they want to move into entrepreneurship and,
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  Speaker 2: and it's exciting. Entrepreneurship is super exciting, but there's pieces
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  Speaker 2: of it that aren't clearly defined. So I work with
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  Speaker 2: them on trying to really define, you know, their purpose
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  Speaker 2: and what they're trying to do to be really clear.
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  Speaker 2: Because my belief is, and this is with any level,
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  Speaker 2: if you can define your, your, your purpose at that,
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  Speaker 2: that third level, but, Overall, I work with people through
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  Speaker 2: that purpose idea of there's three levels. of purpose. That
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  Speaker 2: first level is what you do, your tasks. It's that
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  Speaker 2: safety and security. It's the actual job. It's how much
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  Speaker 2: money you make, your drive remote or hybrid, or if
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  Speaker 2: you're in the office, it's where you can eat lunch.
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  Speaker 2: It's those main things, right? That just your day-to-day life.
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  Speaker 2: The second level of purpose is connection. And within yourself,
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  Speaker 2: it's the community of love and people that accept you
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  Speaker 2: for who you are. Within an organization, and this is
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  Speaker 2: what I work on with organizations, is defining what that
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  Speaker 2: looks like for a company and a culture within their organization.
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  Speaker 2: It means that you go into work and it's people
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  Speaker 2: you want to be around. It's an environment that you want.
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  Speaker 2: The problem is, is that most companies and even people
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  Speaker 2: stop there. That's it. They just look at that area.
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  Speaker 2: And then they say, okay, well, that's good. My culture
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  Speaker 2: is good and I'm making enough money. Everything is fine.
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  Speaker 2: And they kind of work up to those, those two pieces.
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  Speaker 2: The third level of purpose is beyond yourself. It's really,
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  Speaker 2: what is your gifts? What do you, what do you value?
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  Speaker 2: What motivates you to get up every day? What are your, what,
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  Speaker 2: who are you meant to serve? Who's supposed to get
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  Speaker 2: an impact from what you do? Here's the difference between
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  Speaker 2: those three levels that I work with, with individuals I
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  Speaker 2: work with in organizations and I work with with entrepreneurs
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  Speaker 2: is is to really define this first instead of this first.
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  Speaker 2: Not how much money you got to make, what kind
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  Speaker 2: of job you're going to do, but really defining that
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  Speaker 2: up that third level of who's going to be impacted.
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  Speaker 2: What does that look like? Because here's why. These two
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  Speaker 2: down here, how much money you make, your job itself,
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  Speaker 2: the tasks that you do, even the culture are all
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  Speaker 2: externally driven, internally felt. And you can probably attest to
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  Speaker 2: the show where you had a great environment, you worked
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  Speaker 2: with some great people, you love it, and then your
• 11:49
  Speaker 2: best friend left and suddenly everything changed in that culture.
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  Speaker 2: Or everybody got along and then a new person came
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  Speaker 2: in and you even hear all of the cancer joined
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  Speaker 2: our culture. So it's internally felt, but it's externally driven.
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  Speaker 2: And once it's externally driven and it's negative, then we
• 12:06
  Speaker 2: go back down to the lowest level and say, are
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  Speaker 2: we making enough money? Do I even like what I'm doing?
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  Speaker 2: So most people that come to me are at that
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  Speaker 2: level of, questioning, even all the way down to level one.
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  Speaker 2: The last level, you don't ever know because you just
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  Speaker 2: know within yourself, it's all internally. It's internally felt and
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  Speaker 2: internally driven. So you know that what you're doing means something.
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  Speaker 2: It makes an impact. It delivers something. It leaves a legacy.
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  Speaker 2: It has some sort of a ripple effect. You may
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  Speaker 2: never see that measured. You may never see somebody come
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  Speaker 2: to you and say, oh, because you did this, this
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  Speaker 2: is why I'm doing really well. You just have to
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  Speaker 2: know that you're doing something bigger than yourself. And I
• 12:46
  Speaker 2: start here instead of here with people. I start all
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  Speaker 2: the way up here trying to figure out what their
• 12:52
  Speaker 2: values are. And when I say values, you can have
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  Speaker 2: a hundred values, but there's usually only three that wake
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  Speaker 2: you up and motivate you every day. It doesn't mean
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  Speaker 2: the other ones aren't important. It just means that there's
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  Speaker 2: those three that drive you. I help you figure out
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  Speaker 2: what those three are. I also help you figure out what's,
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  Speaker 2: your gifts are. We tend to devalue our gifts. If
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  Speaker 2: we think we can do it, we think that it's
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  Speaker 2: too easy and we don't really value it in ourselves
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  Speaker 2: and we don't always value it in others. And so
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  Speaker 2: we find out what are your natural gifts? What are
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  Speaker 2: you good at? What your capacity is? What you make
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  Speaker 2: an impact doing? And then who are you meant to serve?
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  Speaker 2: And usually it's somebody like you. It's somebody in your
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  Speaker 2: own culture. It's somebody that you want to help. but
• 13:38
  Speaker 2: that's who you're meant to serve as an, as an organization,
• 13:40
  Speaker 2: as an individual, as an entrepreneur. And then we kind
• 13:43
  Speaker 2: of figure out, okay, now where do you want to
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  Speaker 2: be and who do you want to be around? And
• 13:47
  Speaker 2: how do you network? If you're an entrepreneur, how do
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  Speaker 2: you make those connections and talk through that process? And
• 13:53
  Speaker 2: then down to what do you want to charge? What
• 13:55
  Speaker 2: are the exact products that you want to offer or
• 13:57
  Speaker 2: for an organization? You know, what do you want to pay?
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  Speaker 2: How do you want to do the compensation so that
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  Speaker 2: it works down the list? It, It feels more fulfilling
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  Speaker 2: because if you're up here and you're more aligned to this,
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  Speaker 2: then you can have that friend of yours leave and
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  Speaker 2: you're not going to automatically jump down because you're already
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  Speaker 2: at a higher level up here that you're not going
• 14:17
  Speaker 2: to feel it as much. It doesn't mean you're not
• 14:19
  Speaker 2: going to feel it. It just means that you know
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  Speaker 2: that there's something bigger than this and then this through
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  Speaker 2: the process.
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  Speaker 1: Now, once you're hired by an organization, how do you
• 14:29
  Speaker 1: deliver those different steps to making the transformations?
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  Speaker 2: I use ADKAR as a framework for change and transformation.
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  Speaker 2: And I am ProSci certified. And, you know, I'd always
• 14:39
  Speaker 2: done change and transformation. I've always used the same process
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  Speaker 2: and the same thoughts. But now I really leaned onto
• 14:46
  Speaker 2: a measurable result, which comes back to our original discussion,
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  Speaker 2: like how do you see results? Well, ADKAR actually helps
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  Speaker 2: you do that because it does have measurements that are
• 14:56
  Speaker 2: put into place throughout the process. So I use that
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  Speaker 2: framework of ADKAR starting out with, awareness and desire, which
• 15:04
  Speaker 2: is what do they know? Do they know why they
• 15:06
  Speaker 2: need to change? Do they know why? What's the benefit?
• 15:09
  Speaker 2: What's the benefit for them? Why are they motivated? And
• 15:12
  Speaker 2: getting people on board, then determining those knowledge and skills
• 15:16
  Speaker 2: that are right there in the middle and abilities and
• 15:19
  Speaker 2: what they need to improve on. And then finally, how
• 15:22
  Speaker 2: do we measure it? How do they reinforce it? How
• 15:24
  Speaker 2: do you continue it? One of the things I really
• 15:26
  Speaker 2: find interesting in training development, and this is probably To me,
• 15:32
  Speaker 2: it's one of the things that frustrated me as a trainer.
• 15:34
  Speaker 2: And I think it frustrates employees and it really frustrates
• 15:37
  Speaker 2: managers is people will go to a class and let's
• 15:41
  Speaker 2: just pick a topic like time management, because that's really
• 15:45
  Speaker 2: one of the most common topics, prioritization, time management. And
• 15:49
  Speaker 2: they'll send somebody to class and say, you need to
• 15:51
  Speaker 2: improve on your time management. It'll be on their performance review,
• 15:54
  Speaker 2: improving time management. So they're ready. They know, most people know,
• 15:57
  Speaker 2: I need to learn to be better at managing my time.
• 16:01
  Speaker 2: So they'll come to the workshop and it'll be a
• 16:02
  Speaker 2: great workshop. You know, I try to make my workshop
• 16:05
  Speaker 2: super engaging and fun and have people enjoy it. And
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  Speaker 2: they learn something, we talk through it, and then they
• 16:10
  Speaker 2: go back to their desk and they don't apply it.
• 16:13
  Speaker 2: And managers get frustrated and like, well, why does nothing change?
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  Speaker 2: Why doesn't anything change? It's because they really weren't motivated
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  Speaker 2: to manage their time. And they almost feel like they're
• 16:24
  Speaker 2: being beaten up for the same thing over and over again.
• 16:26
  Speaker 2: And they have all the tools. They have all the resources.
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  Speaker 2: So what I do in that knowledge and abilities area
• 16:32
  Speaker 2: in the middle is really address what they really need
• 16:36
  Speaker 2: to learn and how they can manage through it. So
• 16:40
  Speaker 2: I use this fatal flaw theory where, and I've been
• 16:43
  Speaker 2: teaching this for over 25 years, but I look at
• 16:46
  Speaker 2: my flaws and I own them. And then I say, okay,
• 16:48
  Speaker 2: they're flaws, but that doesn't mean that they're impactful in
• 16:53
  Speaker 2: a negative way. Sometimes a flaw can actually lead to
• 16:56
  Speaker 2: a gift in another area. But I look at these
• 16:58
  Speaker 2: flaws and I say, okay, is it fatal? Is it
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  Speaker 2: fatal to my career, fatal to my organization, fatal to
• 17:03
  Speaker 2: my health, fatal to my relationships? If it is, I
• 17:06
  Speaker 2: don't really fix it. I try to manage it. So
• 17:08
  Speaker 2: that's what I work with companies to do is to say, okay,
• 17:11
  Speaker 2: instead of looking at what is a flaw for an
• 17:14
  Speaker 2: individual employee, look at and see, is there a way
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  Speaker 2: we can manage it and measure success on what makes
• 17:19
  Speaker 2: impact instead of what's a performance competency measurement, comparing them
• 17:25
  Speaker 2: to somebody else. That's where we go through the process
• 17:29
  Speaker 2: of looking at, you know, transformation, not just training.
• 17:33
  Speaker 1: Now, would you be able to share with us a
• 17:35
  Speaker 1: success story where you've seen the most transformation in an
• 17:40
  Speaker 1: organization you've worked with in the past?
• 17:42
  Speaker 2: It's probably one of my favorites. And like I said, I,
• 17:46
  Speaker 2: you know, I don't. I really have understood what my
• 17:50
  Speaker 2: third level is for a long time. I had to
• 17:52
  Speaker 2: define it, but I do understand it. And my third
• 17:54
  Speaker 2: level purpose is that I take complex ideas and simplify
• 17:59
  Speaker 2: it in a storytelling way that people can understand it,
• 18:03
  Speaker 2: use it, apply it, and transform. That's my purpose. And
• 18:06
  Speaker 2: so I've been doing that my whole career and not,
• 18:09
  Speaker 2: you know, I don't expect to get Other than good
• 18:12
  Speaker 2: ratings in a training class, I don't expect that somebody's
• 18:16
  Speaker 2: going to come back to me 10 or 15 years
• 18:17
  Speaker 2: later and say, because of you, this happened. But I
• 18:20
  Speaker 2: have had that happen. And it's so amazing and fulfilling
• 18:25
  Speaker 2: for myself to see somebody else be successful. So an
• 18:29
  Speaker 2: example that I think, and I know that she would
• 18:32
  Speaker 2: be okay with me sharing, was an employee at an
• 18:36
  Speaker 2: organization that I was working with and I was coaching
• 18:38
  Speaker 2: one-on-one who was kept applying for jobs. And when I
• 18:42
  Speaker 2: say applying for jobs, I just mean if a job
• 18:45
  Speaker 2: came up, she applied. And it was really out of desperation.
• 18:50
  Speaker 2: She knew she wasn't happy where she was. She knew
• 18:53
  Speaker 2: she had more to give, but she really couldn't figure
• 18:55
  Speaker 2: out what it was. And when by the time she
• 18:58
  Speaker 2: came to me, it had probably been about four or
• 19:00
  Speaker 2: five times that she had been declined for an opportunity.
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  Speaker 2: And when we sat down and we started to really
• 19:06
  Speaker 2: talk about what her gifts are, what her skills are, what, what,
• 19:09
  Speaker 2: makes her fulfilled. She started to really look at not
• 19:14
  Speaker 2: only what she wanted to do, but why she wanted
• 19:17
  Speaker 2: to do it, the impact she could make, the difference.
• 19:20
  Speaker 2: And instead of just trying to get out of that desperate,
• 19:23
  Speaker 2: I need to do something else. She really figured out
• 19:26
  Speaker 2: like who she wants to serve. And so she started
• 19:29
  Speaker 2: to be more in line and building skills and things
• 19:33
  Speaker 2: that actually she was already good at. but become a
• 19:36
  Speaker 2: master of. Because that's the way I think development should be,
• 19:39
  Speaker 2: is that you should look at your gifts and spend
• 19:42
  Speaker 2: more effort and time on those and developing those. And
• 19:44
  Speaker 2: so that's what she did. And some of it ended
• 19:47
  Speaker 2: up being kind of a culture thing for her as well,
• 19:50
  Speaker 2: but she left the organization and she has moved up
• 19:56
  Speaker 2: in different organizations, but she's always moved up with confidence, clarity,
• 20:02
  Speaker 2: and intention, which to me is really what it's about.
• 20:06
  Speaker 2: The funny thing is, is that she thought she wanted
• 20:10
  Speaker 2: to be a leader. And I think leader was a
• 20:12
  Speaker 2: wonderful job and a perfect place to be, but she
• 20:15
  Speaker 2: was stuck on that was her only path. But when
• 20:18
  Speaker 2: she started to really figure out who she was, how
• 20:21
  Speaker 2: she wanted to make influence, she realized that she wanted
• 20:24
  Speaker 2: to be a leader by influence, not a leader by manager.
• 20:28
  Speaker 2: And I think that's not easy for some people to
• 20:30
  Speaker 2: realize that there's different paths that you can take by
• 20:34
  Speaker 2: really unpacking it and kind of understanding who you are
• 20:37
  Speaker 2: and who you're meant to serve, and making decisions by
• 20:40
  Speaker 2: intention with confidence and clarity, your path becomes clearer. You
• 20:45
  Speaker 2: feel like you're making the right steps forward. And she
• 20:48
  Speaker 2: is probably one of my biggest cheerleaders. She talks about
• 20:52
  Speaker 2: me to everybody, refers people to me. And this is
• 20:55
  Speaker 2: somebody that I've now known for 15 years. And this
• 20:59
  Speaker 2: conversation started like five years ago. I have other stories
• 21:02
  Speaker 2: of like that. And I have stories within organizations where
• 21:05
  Speaker 2: I've seen culture and shifts change in organizations. I've been
• 21:09
  Speaker 2: very fortunate in my career to enter in organizations where
• 21:13
  Speaker 2: there really wasn't employee training and development and helping shape
• 21:17
  Speaker 2: a culture of development within an organization and seeing the
• 21:21
  Speaker 2: accolades that those organizations have received for the type of
• 21:25
  Speaker 2: training and development cultures that they have now. But her
• 21:29
  Speaker 2: story is one that just makes me smile and makes
• 21:33
  Speaker 2: me know that I'm on the right path in this journey.
• 21:36
  Speaker 1: Now, without getting too deep into your processes, would you
• 21:39
  Speaker 1: be able to share one quick way to at least
• 21:43
  Speaker 1: identify one of your own gifts?
• 21:47
  Speaker 2: Yeah. So it's actually, I love that. It's one of
• 21:50
  Speaker 2: the things that you think is really easy and other
• 21:52
  Speaker 2: people have noted you for is a good way to
• 21:55
  Speaker 2: do that. Like you think about, you may not even
• 21:58
  Speaker 2: recognize it. Very quickly, there's a story in my book
• 22:02
  Speaker 2: about me walking through a Renaissance festival and I used
• 22:05
  Speaker 2: to do Renaissance festivals a long time ago and I'm
• 22:07
  Speaker 2: pretty crafty. Like I, you know, I'm kind of creative
• 22:10
  Speaker 2: and kind of crafty and I would walk through the
• 22:12
  Speaker 2: Renaissance festival and I wouldn't buy anything I thought I
• 22:15
  Speaker 2: could make. Isn't that weird? Like if I could make it,
• 22:20
  Speaker 2: I didn't seem to value it as much. And here's
• 22:24
  Speaker 2: the funny part. I never made any of it. No,
• 22:27
  Speaker 2: I buy the stuff to make it, but I never
• 22:29
  Speaker 2: actually would make any of it because I really didn't
• 22:31
  Speaker 2: have the capacity or time to do the work for it.
• 22:35
  Speaker 2: But in my head, if I could do it, I
• 22:37
  Speaker 2: didn't value it. That was a huge light bulb moment
• 22:40
  Speaker 2: for me. And so one of the things I tell
• 22:43
  Speaker 2: people to do when they're starting to figure out their gifts,
• 22:45
  Speaker 2: and there's a lot of different tools that you can use.
• 22:48
  Speaker 2: You can use things like a disc profile. You can
• 22:51
  Speaker 2: use strength finders. You can use, there's a lot of,
• 22:55
  Speaker 2: and I have a tool within my book and also
• 22:58
  Speaker 2: within my companion guide to my book, like a self-reflection
• 23:02
  Speaker 2: tool to help really identify your gifts. And I do
• 23:05
  Speaker 2: that when I coach people. But one of the quick
• 23:07
  Speaker 2: and easiest ways is think about things that you've just
• 23:10
  Speaker 2: always been known for. It's easy for you. So like
• 23:13
  Speaker 2: one of my gifts is flexibility. I don't tend to
• 23:17
  Speaker 2: get upset if something changes. I'm pretty adaptable to changing
• 23:20
  Speaker 2: and fixing things and not getting frustrated with the unknown.
• 23:26
  Speaker 2: That's a gift. Now, it can be a flaw to
• 23:31
  Speaker 2: other people. And so that's where you have to understand
• 23:34
  Speaker 2: that some gifts could be flaws in certain situations, but
• 23:38
  Speaker 2: being aware of it is the first step. Absolutely. So
• 23:43
  Speaker 2: what do you think your gift is, Joe?
• 23:45
  Speaker 1: You know, I don't know. I guess listening.
• 23:49
  Speaker 2: That is a gift.
• 23:52
  Speaker 1: Now, if listeners remember only one thing from today's conversation,
• 23:56
  Speaker 1: what do you hope that message is?
• 23:59
  Speaker 2: It's what I said exactly to you when we started.
• 24:01
  Speaker 2: You're not broken. Stop beating yourself up, trying to be
• 24:05
  Speaker 2: something that you're not meant to be. We get off
• 24:09
  Speaker 2: that hamster wheel, you know, of trying self-improvement. I am
• 24:13
  Speaker 2: all about growth and learning. Never will I say you
• 24:17
  Speaker 2: shouldn't look for opportunities to always learn, grow, try new things,
• 24:22
  Speaker 2: experience life. You only got one time on this rock.
• 24:25
  Speaker 2: So do that. Enjoy it. But do it because you
• 24:28
  Speaker 2: want to do it. Do it because it's going to
• 24:29
  Speaker 2: make an impact. Don't do it because you feel like
• 24:31
  Speaker 2: you have to be somebody you're not. So that would be,
• 24:35
  Speaker 2: if I want anyone to remember anything about what I say,
• 24:39
  Speaker 2: what I believe, is that you're not broken. You're not
• 24:42
  Speaker 2: perfect either, but you're not meant to be perfect. But
• 24:44
  Speaker 2: you don't have to fix yourself. You just need to
• 24:47
  Speaker 2: find a way to be confident and flawed.
• 24:49
  Speaker 1: I love that. Now, where can our audience connect with you?
• 24:53
  Speaker 1: Learn more about your work and continue this conversation.
• 24:55
  Speaker 2: Thank you. I, well, I, I do, I try, I
• 24:58
  Speaker 2: do speak on stages and I look for opportunities to,
• 25:01
  Speaker 2: to be able to speak on a stage, talk to,
• 25:03
  Speaker 2: you know, your organizations, uh, or, you know, do some
• 25:07
  Speaker 2: speaking and like events and industry group things. And I
• 25:09
  Speaker 2: have a couple of those events that are on the
• 25:12
  Speaker 2: radar for the next couple of months. I'm looking forward to, uh,
• 25:16
  Speaker 2: you can also go to Jenny Yelton.com, which does have
• 25:19
  Speaker 2: my like speaking page, but it also has a little
• 25:21
  Speaker 2: bit about my coaching and, Other pieces, Purpose Driven Solution
• 25:25
  Speaker 2: is the business side of like my coaching and consulting
• 25:29
  Speaker 2: piece as well. And then I am the Chief People
• 25:31
  Speaker 2: Officer for CanSult, which is a consulting organization. And they
• 25:36
  Speaker 2: are one of, we align in so many ways. I'm
• 25:40
  Speaker 2: excited about being a part of, you know, their organization
• 25:44
  Speaker 2: and helping them bring consulting and different opportunities to organizations,
• 25:49
  Speaker 2: especially as they're shifting cultures. making transitions, scaling, transformation. That's
• 25:55
  Speaker 2: a big part of what Cancel does. But I think
• 25:58
  Speaker 2: if you just go out and buy my book, it
• 26:00
  Speaker 2: is on Amazon. It's Confidently Flawed. I would love for
• 26:03
  Speaker 2: people to read it. I actually have in there a
• 26:06
  Speaker 2: place for you to give me some feedback about kind
• 26:09
  Speaker 2: of the flaws you're working on. I'm starting working on
• 26:12
  Speaker 2: my second book right now that's really geared towards organizations
• 26:16
  Speaker 2: and how they can start leading confidently flawed in their
• 26:19
  Speaker 2: teams and in their organization and their culture and their environment.
• 26:22
  Speaker 2: So that would probably be the best right way to
• 26:26
  Speaker 2: reach out to me. And I'd love to hear from
• 26:27
  Speaker 2: your listeners.
• 26:28
  Speaker 1: Now, Jenny, thank you so much for joining us. And
• 26:30
  Speaker 1: we really appreciate your time.
• 26:32
  Speaker 2: It's such a joy to meet you. And thank you
• 26:34
  Speaker 2: for bringing me on and allowing me to share my message.
• 26:38
  Speaker 2: It's important for us to realize that we are good enough.
• 26:41
  Speaker 2: We're here who we're supposed to be. There's only opportunities
• 26:46
  Speaker 2: for improvements and making an impact.
• 26:49
  Speaker 1: Thanks everyone for listening. If this episode inspired you, make
• 26:52
  Speaker 1: sure you share it with someone who needs it. And
• 26:54
  Speaker 1: don't forget to follow the Globalizer podcast for more conversations
• 26:57
  Speaker 1: that make an impact. Till the next time.