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Unveiling The Power Of Non-verbal Body Language With Kimi Hirotsu Ziemski · Speak In Flow

0:01
Melinda Lee: Welcome to the speak In flow podcast. Dear
0:04
listeners, I am so thrilled to have our esteemed guest today,
0:10
Kimi Hirotsu Ziemski. She's a founder of culture by choice and
0:16
productivity by design. She's an expert and product project
0:23
management. And so we can learn so much from her. Welcome, Kimi.
0:28
Glad you're here. Thank
0:30
Kimi Hirotsu Ziemski: Thank you, Melinda. This is This is
0:33
wonderful. Among other things, I think it's terrific that you're
0:37
focusing on executive communication. Because that's
0:41
such a big key.
0:43
Melinda Lee: I can't wait to dive in, you focus on product
0:47
management project, actually tell me a little bit more about
0:49
what you do tell the audience so they get some background and
0:52
context?
0:54
Kimi Hirotsu Ziemski: Well, I'm a project manager. And like most
0:57
of us, I fell into it come from a technical background, grew up
1:02
with computers, in a different way than some of the generations
1:07
now have the computers now we're getting mature at the same time.
1:12
But as a result, when you become really good at what you do, and
1:18
you get promoted, that's when you find out, excuse me, but
1:23
they didn't mention anything in the programming class about how
1:27
to communicate with actual people instead of modules. So
1:33
that's what we focus on, we focus on giving our technical
1:37
colleagues a little bit of a boost in areas that they're,
1:43
they've got a great deal of potential for wonderful skill
1:47
levels in it, they just didn't have the the formal training or
1:51
the academic training in it, because they were focused on the
1:55
things that got them to the promotion into leadership to
1:59
begin with their technical skills.
2:02
Melinda Lee: And that is why I'm so excited to because we're
2:04
mirroring leadership development, project management
2:07
with, you know, people out there are experts in their fields. And
2:11
yet, you know, having the right leadership having the right
2:14
communication skills are so essential, and so I can't wait
2:16
to dive in. So what I found really interesting about what
2:20
you do is you have seven key success parameters for project
2:25
management. And so can you tell us more about that?
2:30
Kimi Hirotsu Ziemski: Well, these are parameters that if
2:33
they're within the organization's culture, can
2:37
really raise your opportunity for project success. And what's
2:42
important about this, from the perspective of an executive
2:47
communications perspective is this. It has to be a daily
2:53
choice to reinforce these kinds of cultural parameters. That's
3:00
what we mean by culture by choice, a culture is going to
3:03
develop, whether you want it to develop in the direction you
3:08
want it to or not. Now, that's going to be dependent on every
3:12
single choice you make with every single person that you
3:16
deal with. So your leadership becomes amazingly critical. And
3:21
we start out with things like clear definition, ownership,
3:25
which is, you know, a concept everybody tends to buy into
3:29
without being very clear about what they mean, remembering who
3:34
we're doing this work for, we're not doing it for ourselves,
3:37
we're doing it for our clients or our end users. collaborative
3:41
spirit is probably one of the biggest areas where it feeds
3:45
into executive communications and interdependency, if you
3:50
don't understand where all of the pieces fit together. You
3:54
can't help your people navigate that, and be absolutely rigorous
4:00
about quality. Mm hmm. You can put something out in you and I
4:05
have both seen it, we of course, would never do that. But you
4:09
could put something out really, really quickly, but isn't
4:12
something you're going to be proud of finding your name on in
4:15
five years, or not. And last but not least, all of those things
4:21
help you manage risk, a lot better. But in particular, I
4:28
think collaborative spirit is the one that that is a lead by
4:34
example, form of executive communication. It's
4:38
Melinda Lee: so interesting, because I didn't I just was
4:41
talking to a company owner who hired a CFO. But about six or
4:47
seven years ago, the CFO was highly intelligent, like an
4:53
action oriented person and told this this group of people has he
4:58
had probably, I don't know How many direct reports 50. But he
5:03
beat them up, he was really tough. And nobody liked it. The
5:09
team members didn't like it. But he got stuff done. Fast forward,
5:15
he just left. And now they hired a new CFO, completely different
5:21
collaborate collaborator, wants to build the team wants to build
5:26
people together, and and then slower, so they don't get as
5:31
much done. So I asked this business owner, I said, Do you
5:35
see a bit of a difference in the results in terms of business
5:38
sense in terms of business, but he like monetarily? Bottom line?
5:42
He said, I'm not sure yet. But I know, he goes, I don't think
5:46
somebody's a me he, he knows that the people are so much
5:50
happier doing their work. And I think in the long run, so he did
5:54
say that in the long run, it's going to produce better results,
5:57
maybe in the short run, not so much. But then your way. You
6:00
know, tell me more about that. What do you think?
6:03
Kimi Hirotsu Ziemski: Well, I think part of the basis of this
6:05
is that when people say we want you to collaborate, they're not
6:09
actually always sure about what they're expressing. For some
6:13
people, a collaborative environment means everybody has
6:18
a vote for other people a collaborative environment is,
6:22
look, I carry the heavy load. And I want everybody's input.
6:27
Understand, however, I will be the one who will ultimately make
6:30
the last decision. Well, if you can't make clear to the people
6:33
that you're working with, right, which definition you're working
6:37
from, then each person, when you hear something, you think, Oh,
6:43
well, of course, they're talking about my definition of
6:46
Melinda Lee: collaborative. So that makes sense. Yeah,
6:49
Kimi Hirotsu Ziemski: you know, so the other thing is, is I
6:51
think your business owner, client is very intelligent about
6:54
this, because the previous executive was creating an
7:01
environment that was rife for turnover. Yeah. And the problem
7:06
is, that's 300% of a person's annual salary is the cost that
7:15
the business bears when they lose someone who's been around
7:18
for maybe two or three years. And that's a huge amount of
7:22
money.
7:23
Melinda Lee: That's a huge
7:25
Kimi Hirotsu Ziemski: loss long term, it's going to show us
7:27
productive, short term, what you're doing is you're
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reinforcing that you as a business owner, you're walking
7:38
your talk, you're saying, You know what, this is so important,
7:41
I'm willing to put my skin in the game as well. And I am going
7:45
to be the defender of perhaps a little slower ramp up for
7:52
results, but long term, the business is going to be
7:56
healthier, because the people are going to be more willing to
7:59
commit to it. Talks about engagement. That's nothing new.
8:05
Melinda Lee: Yeah, right. No, and I loved how you clarified
8:08
what does collaboration mean? And, and we're gonna go into
8:11
what does executive communication mean to you. But
8:14
But just touching on collaboration can mean so many
8:17
different things to different people. And as part of executive
8:20
communication, I think is being clear. Even if you just have a
8:25
collaborative of that word, there can mean a lot of
8:28
different things, to take the time to define that for you for
8:31
your team, so that people are clear, yes, we're going to
8:34
collaborate in this project. However, I'm going to be the
8:37
final decision maker, or you go into the project and say, hey, I
8:41
want everybody to vote on this as a collaboration method. And
8:46
so which one is it for you? Right, and the team? What makes
8:51
sense for the project?
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Kimi Hirotsu Ziemski: And, and the funny thing is, is that
8:55
people will say, well, oh, no, no, no, no, no, no, no, I
8:58
shouldn't do that. I'm gonna come across as a little bit of a
9:01
dictator, or I had one person say, I have a feeling I'm gonna
9:05
come come across as a very dictatorial person. I said,
9:09
well, one, you are a very forceful and decisive
9:12
individual. So that's just going to be you. Okay, own it, live
9:16
it. And I'm glad you understand. That's how you come off.
9:21
However, people are going to be a lot more willing to work with
9:25
you, at your level of collaboration, if they
9:30
understand that that's what you're probably going to do.
9:36
Now, as you see how incredibly productive your people are, when
9:43
you demonstrate your willingness to actually behave in the manner
9:49
you're asking them to behave and you're, it's going to be a whole
9:53
lot easier for you to give up some of that much blunted
9:56
control, because results are it, the results are going to be the
10:01
final proof. And you're going to get better results over the long
10:06
term. And I don't mean decades, I don't even mean years.
10:10
Sometimes it only takes one project over, say, eight weeks.
10:16
And you'll, you'll see a visible difference in the level of
10:19
productivity and efficiency, not just in Thank heavens, less
10:26
retesting, because we were all actually talking to each other,
10:30
you know, thank heavens, better requirements definition because
10:35
wow, we made it a point to collaborate with our client, not
10:41
tell them that's a stupid thing to ask for. Or say it in our
10:45
minds and not ask them questions and then ignore the possibility
10:54
that the question might not have been one they can answer because
10:57
we weren't clear in the way we phrased it. So you know, this is
11:02
not when people say communication, I think they
11:05
forget that the way you behave, what you reward, and what you
11:10
note, that communicates volumes. And it's much more powerful than
11:19
anything you're gonna say ever.
11:24
Melinda Lee: Reminds me of this analogy of just just in regards
11:28
to parenting, because we think we're gonna tell our child what
11:32
to do you have to do this, you have to do this. And actually,
11:36
the best way to teach your children is how you behave.
11:41
Kimi Hirotsu Ziemski: Like Oh, absolutely. Yeah, I'm a big
11:43
country western fan, which I've had to defend from. But there's
11:50
a song where a father hits you know, the stoplight seems to
11:56
come, it goes straight from green to red. And he says a four
11:59
letter, he, and he's muttering under his breath. And then he
12:03
hears his four year old in the back, see who's had his, you
12:07
know, his McNuggets thrown all over him say a four letter word.
12:11
And I think it was my four year old said a four letter word. And
12:14
I was concerned. And when he asked the kid, well, where do
12:21
you learn that? He says, oh, I want to be just like you, daddy.
12:26
I'm gonna eat all my vegetables. So I can be big and strong and
12:29
hold Mama's hand and I'm going to be just like you. And the
12:34
father kind of hits his knees and says, Oh, my God, can you
12:38
help me be a slight, you know, better than I am? Because I had
12:42
no idea.
12:44
Melinda Lee: I mean, it's so true. It's so true. And you I
12:46
mean, you've worked at different businesses, and you can see the
12:49
different cultures within these companies. And even if you're a
12:53
team leader, what you say how you behave, just trickles down
12:58
it, whether it's conscious or subconscious, good just is, like
13:02
you said, it's developing a culture by choice, or you're
13:05
not, it's not a choice, you're just developing a culture. And
13:09
so who's you'd be more understanding or awareness,
13:11
aware
13:13
Kimi Hirotsu Ziemski: of you think about it. The definition
13:16
of culture for most working organisations is a commonly
13:21
accepted set of behaviours, and expectations. Which means the
13:29
minute you start interacting with somebody, you're starting
13:33
to build a culture, it may only have two people in it. But
13:37
you're already starting to build a sense of what can I expect
13:41
from somebody. So when you and I first started interacting, I
13:46
knew from the very beginning, I could expect a thorough,
13:50
thoughtful person to be working with and so the thing is, that
13:56
also encourages, you know, I pay a little bit more attention to
14:00
being a little bit more thorough, a little bit more
14:02
thoughtful, when I'm with people that I know value those things.
14:08
And I don't think that's because I'm a unicorn. I think that's
14:11
because I'm just aware that that's a way that I accept
14:16
leadership from other people. Because of all the work and
14:20
study that I've done. I've learned that that's the way
14:23
people accept leadership. They they look for ways that you can
14:28
help them be better.
14:32
Melinda Lee: You obviously you've done the work, you exude
14:35
so much executive rises, communication, your website, I
14:40
loved your story. You're a storyteller. And so I'm curious
14:46
how have you always had this confidence is presence.
14:53
Kimi Hirotsu Ziemski: Let me tell you a quick story. I almost
14:55
got fired from my very first big corporate job And part of it was
15:01
cultural. Because I was hired in, I was the youngest person in
15:06
the room. by more than 15 years, I was the only only one of three
15:13
women on a 15 person team. And I was the only person that didn't
15:18
have a college
15:18
Melinda Lee: degree yet. Okay. And after
15:23
Kimi Hirotsu Ziemski: about six weeks, my new boss pulled me
15:26
aside, sat me down, and he said, Kenny, I would really like to
15:32
keep you. He's it. The thing is, is when you accept a job from
15:42
somebody, you make a deal. You basically make a contract, we
15:47
give you money. You give us intelligence, judgement, and
15:52
experience. I haven't heard a peep out of you in our staff
15:58
meetings for nearly five weeks. We're not getting our side of
16:04
the bargain. Wow. He said, Now, I can tell you got on these
16:12
topics. He said, and I did a little research, I understand
16:16
you were raised by your grandparents in a fairly
16:18
traditional manner. And I said, Yes, I was. He said, Alright.
16:22
Here's the thing. I want you to go home and ask your
16:26
grandfather. What he would think of it. If he were to learn that
16:32
you had made a contract? A deal? Oh, wow. But you weren't
16:38
delivering your end of it. He said, We went because we believe
16:45
you're equal to us. So I appreciate you're trying to be
16:51
polite. But to be blunt, I'm not paying you to be polite. I'm
16:59
paying you to be a professional.
17:02
Melinda Lee: Wow. Again, me now I can.
17:05
Kimi Hirotsu Ziemski: I can tell that story now. But I gotta tell
17:07
you at home and I had a really good cry and about a quart of
17:12
chocolate ice cream.
17:18
Melinda Lee: Wow, that that was a good. I mean, that's really
17:21
that's direct that hits full. Yeah, I would have had a quart
17:26
of chocolate ice cream as well.
17:28
Unknown: Larry did his homework. And he had he knew why. Because
17:34
we come from multiple different cultures. I'm a fourth
17:37
generation Californian, not just a woman of Japanese ancestry.
17:46
You have to remember, all of us belong to multiple cultures, we
17:51
belong to the cultures of our schooling, our professions, the
17:56
kinds of companies we choose to work for. The kinds of bosses we
18:02
choose to emulate. All of those different relationships are many
18:07
cultures that make up our cultural persona. That's why I
18:12
tell people it's culture by choice. How you deal with a
18:15
person, establish it, every single choice.
18:21
Melinda Lee: And who you work with, right, how you deal with
18:24
them who you bring in. Yeah.
18:29
Kimi Hirotsu Ziemski: I think that's what we mean, when we
18:30
say, well, I'd like you to interview with the rest of the
18:33
team. So we make that the good fit. Set.
18:38
Melinda Lee: Right, right. Okay. Uh huh. Right, right. And so how
18:44
did you overcome that challenge of stop, you know, being more
18:48
professional? In his words,
18:52
Kimi Hirotsu Ziemski: and less quiet? Yeah, one of the things I
18:55
did was I asked him for help. I said, All right, would you do me
19:00
a favour I said, at any point in time, if you think I'm about to
19:03
say something that you see me hesitate? Would you just tap
19:07
your glasses?
19:10
I love it. And Larry said,
19:12
Well, they're going to be caddywhompus on my face by the
19:14
end of the first meeting, but we'll do it. I said, Okay. And
19:19
then I said, Would you also help me find someone, another woman
19:27
in this district that I can call on for advice every once in a
19:32
while I said, I really appreciate what you said. And I
19:38
would, I think I need to also expand my mentors and advisors
19:44
group. So
19:48
Melinda Lee: yeah, the journey, the journey right to have
19:50
someone hold you accountable, to have a mentor to have someone to
19:53
talk to work through the different challenges, resistance
19:57
obstacles. Mm hmm.
20:01
Kimi Hirotsu Ziemski: There is one other thing that I found, we
20:04
all have the ability to enhance our strength in our different
20:10
roles in our life. And you spoke to parenting, for example, when
20:15
you're in your parent role, you bring out different kinds of
20:20
strength. Well, when I was on stage, you can touch me, I own
20:29
that stage, I'll five foot two of me. And Hillary's it. So this
20:38
is your stage on a professional level. He says, I want you to
20:42
borrow so that. And I would say I was incredibly blessed to have
20:47
mentors and advisors, and some of my very first managers that
20:52
led me say, okay, use this, use what you know, from here, use
20:58
what you do from there. And you know, if you have to put it on
21:04
like a jacket, when you come into the office. And when you do
21:09
that, you start to develop habit of hey, havior, and carriage and
21:18
communications that conveyed other people. I'm, I'm saying
21:23
this because I believe it to be the best course of action. I'm
21:27
saying this because I believe it to be true. And I'm asking
21:30
questions, not because I don't know, but because I'm pretty
21:33
sure you have something to contribute. And as long as
21:36
you're consistent in that, you will learn to be the kind of
21:42
person that you wouldn't mind following. I'm still working on
21:47
that, by the way. Well, that
21:48
Melinda Lee: sounded great, because you're saying what you
21:50
believe you're saying what you you want to own, but then you're
21:53
also asking questions.
21:56
Kimi Hirotsu Ziemski: Or you've got to, yeah,
21:59
Melinda Lee: yeah. And you're and I also hear that you had
22:02
different mentors, different people telling you, asking you
22:05
or suggesting different things, trying on one or two different
22:08
skill sets, and owning them and stepping into them so that you
22:12
can own that stage or own wherever you're going as a
22:15
leader, the different types of skills that you build over time.
22:21
Kimi Hirotsu Ziemski: I think it's important because everybody
22:24
comes to their first quote, formal leadership role with a
22:31
whole life experience, right? It's not just who you are in the
22:37
office, it's who you are in your community. If you have an
22:42
athletic background, it's who you are on the field. Right?
22:47
Melinda Lee: bring that in. were absent. See that said, bring it
22:53
Kimi Hirotsu Ziemski: similar to what you did Melinda in terms of
22:57
okay, let me do a little bit of homework. Let me see if I can
23:00
learn a little bit about this person. You hear heard? Our
23:07
mutual wonderful admin, Vicki, I'm sure you kind of did a
23:13
little research and said, alright, what kind of work has
23:17
she done so I know where her stripe, sar gonna accomplish UI,
23:22
and we're harangues might make up for places there, okay, I
23:26
could do it. But I'm not going to be as good at it as you are,
23:29
you know, those kinds of things. If you're managing, you're
23:34
managing assets and resources, if you're leaving, you're
23:39
dealing with people. So get to know them. They're not just a
23:43
name badge or an employee number. Oh, my job description.
23:48
So
23:48
Melinda Lee: true. If you just get to know them, understand how
23:52
you affect them, get to know them, that will just help them
23:56
speed up any initiative project fast. Or at least with more
24:03
success, at least was more of a holistic perspective.
24:08
Kimi Hirotsu Ziemski: Well, and you can't help people grow to be
24:11
their best. Yeah, if you know absolutely nothing about who
24:15
they are to begin with. Yeah. You know, I will say though, in
24:22
the process of doing that, you might find some interesting
24:25
experiences. I had no idea you could cure him with Coca Cola.
24:33
But in getting to know one of my new technology specialists,
24:37
working with a government agency, I said so what do you do
24:42
in your free time and he proceeded to explain to me how
24:47
you can cure a ham with Coca Cola
24:52
Melinda Lee: that's only that's that's so funny.
24:56
Kimi Hirotsu Ziemski: And I Okay, then he goes now you you
24:59
look like One of the, you know, steak people. I said, I'll tell
25:04
you, I said, Well, no, no, no, no, no, I'll take you up on that
25:07
challenge, you bring some of that in the office, I'll bring
25:09
my favourite dish, hell, we'll make it a potluck. And let's see
25:13
what we've got. And just just by having that conversation and
25:19
being willing, although scared to try Coca Cola gear, damn. He
25:28
and his colleagues, none of whom knew me beyond the fact that I
25:33
just walked in the door. Suddenly, you looked at me as a
25:37
person when I was trying to learn about them as people. And
25:40
so that's the bonus that you get, by the way. And it's a
25:46
great compliment when they're willing to look at you and see
25:49
something other than that pesky title or, Oh, my God, she's
25:54
gonna hurt me, you know, kind of things. So, right, there is a
26:00
huge problem.
26:01
Melinda Lee: Right? Right. And I think it speaks volumes of your
26:05
own leadership authenticity, ability to connect, I think that
26:11
speaks volumes, because they want to get to know you, they
26:14
want to get to know all the parts of you, right? So. So
26:16
there's, I think leaders that want to walk around, and I know
26:21
it all, or I'm the expert. And then they just talk about that
26:26
part, which is important. So your expertise, your knowledge
26:29
or experience, I think it just makes you more human, when you
26:33
can open up different aspects of you. And then that way, you can
26:36
connect with other people, and just a deeper connection. And
26:40
who doesn't want that, like, if you want to be known as a
26:43
memorable leader. It's about that deeper connection.
26:49
Kimi Hirotsu Ziemski: And it's not about what you know, it's
26:51
about the relationship you built with them. Right? And it's about
26:54
what they're gonna remember. And the humility, right, we
26:57
Melinda Lee: talked about the humility, being vulnerable being
27:00
humility, you know, having a little bit yeah, of humility,
27:02
that I am a human.
27:06
Kimi Hirotsu Ziemski: Gentleman name, Casey, and I'm hoping, not
27:11
mangling his name. I do it five times out of 10, where the book
27:15
called how ambitious where he points out in eautifully,
27:20
straight forward fashion, that being humble doesn't mean that
27:25
you have to give up your ambition or your drive. being
27:28
humbled just means that you are ready to accept what you don't
27:33
know.
27:33
Melinda Lee: I love it. I love it. Not just acceptance. Yeah,
27:37
acceptance of what we don't and then
27:39
Kimi Hirotsu Ziemski: yeah, go out and get that.
27:43
Melinda Lee: One, exactly. Yeah, I can't I don't want to do it
27:48
all. That's okay.
27:51
Kimi Hirotsu Ziemski: I'm kind of curious, because this is a
27:53
very powerful niche area, how did you come to realise how
28:02
important it is to help people understand executive
28:05
communications better? Well,
28:07
Melinda Lee: it's my own, write my own trauma, my own chat, and
28:10
I do say trauma. And I believe that we have we, and we all
28:15
experience it, there's no way around it as being human,
28:18
whether you call it trauma, whether you call it
28:20
uncomfortable experiences, passive, right, whatever you
28:25
want to call it, it can be different levels and learn to
28:28
learn. And it's that that blocks us when we have enough of it, it
28:33
blocks us from showing our full self. And like just what we
28:38
talked about just now I think leaders are able to show more
28:41
sides of them than just their expertise. And they're not
28:44
afraid of it, their acceptance of it. So but then if we have
28:47
that block of too much trauma, we don't want to show those
28:50
other parts other people sense I can't get I don't know who this
28:55
person really is. And so I really, it's a wall, there's a
29:01
wall. Yeah, they like and then so then when I was able to
29:07
overcome that and see the difference that it helps other
29:10
people make in terms of a presenters, perhaps a speaker
29:13
and she was the leader, then that's why I do what I do is
29:17
actually just feeling the vote their selves so they can be
29:20
whole and allow people to accept them as a whole person.
29:27
Kimi Hirotsu Ziemski: Do you know you've created an amazing
29:30
mission? Oh, because you're also human. You're not just helping
29:35
people grow their own capacity for executive communications.
29:40
You're helping their people around them to humanise them and
29:45
real and connect them at a far deeper level. And that is so
29:51
important. I mean, I'm so delighted that and I'm in awe
29:56
because that's a huge job you do Oh,
30:00
Melinda Lee: I love it. Nobody's ever asked me that in this
30:03
podcast, I really appreciate you as like guests asking me those
30:06
questions. So it's really yeah, thank you so very much.
30:10
Kimi Hirotsu Ziemski: Thank you so very much. It's quite
30:12
important.
30:13
Melinda Lee: Yes. So
30:17
Kimi Hirotsu Ziemski: I was just gonna say if I had to do it over
30:22
again, and I had a few less decades for my belt, I would be
30:29
right there with you. Because I think that is a a perspective on
30:37
leadership that could to easily get lost. So added
30:42
Melinda Lee: to it audit, you can add that to what you're
30:44
doing. I mean, it's already there. The the whole everything,
30:49
the structure, everything you're doing is already there. And I'm
30:51
sure you can you touch on. You talked about it in the
30:54
collaboration part.
30:57
Kimi Hirotsu Ziemski: A little bit. Yeah. Yeah. Yeah, yeah. No,
31:02
I your wisdom in choosing the word trauma and refusing to back
31:09
down from it. Because an uncomfortable situation begins,
31:16
we live through it, it ends. It becomes trauma, if it habits,
31:25
our future decision making. So I think that one of the powers
31:30
that you have harnessed is part of what we talk about all the
31:36
time, when we talk about clear definition. We're saying don't
31:40
just give somebody a dictionary, meaning help them understand the
31:45
context in which you chose that. That specific work. And I think
31:54
you you've harnessed the power of clear definition beautifully
31:57
in that particular choice. That makes
31:59
Melinda Lee: a lot of sense. Because you we have experiences
32:03
or stories, these events that create these stories that create
32:07
experiences, which then lead you to choose that specific word. So
32:12
what is the background of all of that, and that is why it's
32:15
important. Rather than just giving the word. I love that.
32:22
Kimi Hirotsu Ziemski: If there is a very short book, we call
32:26
them commute flight reads, back in the day, when so many of us
32:31
commuted by blade, and it was called The Four Agreements by
32:35
Don Miguel Ruiz. And the first one was be impeccable with your
32:41
word. Right. And that always struck me. So I'm a little slow
32:47
to give promises, because I will break my back trying to keep it.
32:53
So there are promises that people have asked, and I'll find
32:57
a way not to ever make it because I don't believe I'd be
33:02
able to fulfil. You know, and that is, that is something else
33:08
that your people are going to see. If you break promises to
33:14
them. Even small things like, Hey, isn't that my turn to bring
33:19
the doughnuts. Right? Say, Well, if you're getting a break,
33:25
you're worried about them, you know, minor? What's going to
33:31
happen when there's a lot at stake? And it's a perfectly
33:34
human question to ask. I think. I think though, you want to one
33:43
of the things you want to communicate as a leader as an
33:46
executive or leader, or an executive who actually is a
33:50
leader. Yes, that you want to communicate that there's no
33:54
reason to ask that question. Right?
33:57
Melinda Lee: Ever. Right? Right. I love that. I'm learning so
34:06
much from you. They're learning so much from you. We do not ever
34:10
want to be fall back on her own integrity and be seen as such
34:15
because can't get back.
34:18
Kimi Hirotsu Ziemski: You can't get her back. And I think for
34:20
most people know that. Don't you think most people know that?
34:23
They do.
34:24
Melinda Lee: But I don't think they consciously they know that
34:26
consciously. But they don't know subconsciously like what are
34:29
they doing without even realising that has a powerful
34:34
effect like like it may say, Oh, it's just a donor. I just it's
34:36
just donuts.
34:38
Kimi Hirotsu Ziemski: So yeah, it's no big deal.
34:40
Melinda Lee: I guess I try other things. I get sidetracked. And
34:42
so you know, so subconsciously, yeah. So I we talk so we might
34:48
need to continue this conversation I am looking
34:51
forward to I just want to thank you and know thank you so much.
34:55
How would people get in touch with you? and learn more about
35:00
you and the work that you do or even want to start to have a
35:03
conversation how they work with you. Well, we have
35:10
Kimi Hirotsu Ziemski: leadership leadership group on Facebook.
35:14
And if you were to Google K SP partnership done.com, you will
35:20
find that we truly believe that you should be as straightforward
35:25
as possible. So somebody said, Well, why don't you put like,
35:29
why don't you take one of the peas out of KSP partnership? And
35:33
they said, Well, the reason it's there is because although my
35:37
godson says that he thought it meant came these superpowers, it
35:41
does not KSP partnerships stands for key success parameters. And
35:48
it's a partnership. So we've got about three full time partners
35:54
and Vicky, whenever I can get her some social media staffing
36:00
and help. But primarily, we work together as partners. There's no
36:05
it's my team. It's not, you know, that kind of thing. So
36:09
when I say clear definition, I say, we even, we even bet our
36:15
website name on it. You know, every single part of that the
36:22
company name is in there, because every single part
36:25
matters. So KSP partnership.com. And if you go on to LinkedIn, I
36:33
guarantee you, you will only find one, Kimi Hiratsuka Zemsky.
36:42
Love it. And I'd be delighted to connect but you have to say
36:47
Melinda sent me. Oh, cute. Okay. That way. Oh, no.
36:53
Melinda Lee: I love that. Reach out to Kimi. She's a wealth of
36:58
knowledge. She just brings so much wealth of experience. And
37:03
so don't hesitate. Don't have to reach out and thank you. So as
37:07
mentioned, Melinda sent you. All right. Thank you so much, Kimi,
37:13
it was so fun. Thank you
37:16
Kimi Hirotsu Ziemski: was this was a pleasure and an honour.
37:18
Thank you.
37:19
Melinda Lee: You Me too. Until I see you next time. Take care.
37:25
Kimi Hirotsu Ziemski: Take care.
37:25
Melinda Lee: Awesome