Latest / Authentic Living / Transformational Leadership (Part II) with BlackWolf Consultants

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Transformational Leadership (Part II) with BlackWolf Consultants · Authentic Living

• 0:53
  Hi, Rodna.
• 0:54
  It's Roxanne Derhodge of authentic living with Roxanne.
• 0:56
  Thanks again for tuning in this week.
• 0:59
  This week, I have 2 special guests, Gevo Krenza and Robert Krenza.
• 1:05
  And they've owned Blackwolf Consultants Inc.
• 1:08
  And we're all talking about transformational leadership, but I I think it's something
• 1:14
  that's, even more so, there's need to discuss transformational really, leadership in this
• 1:21
  time.
• 1:22
  Now, well before the last, bit that we've been through, But even more so, I'm thinking that
• 1:28
  individually, collectively, as a person or just, whether you're a CEO or the person, at
• 1:34
  the front of a company, everybody's looking for transformation and have for a while, but now
• 1:39
  it's come to bear that we're we're needing it It's not a nice to have anymore, but we all
• 1:45
  need it.
• 1:45
  So let's talk about the imagination.
• 1:47
  I hadn't thought about that.
• 1:48
  So I'm curious because I know you do some pretty interesting things.
• 1:52
  Yep.
• 1:52
  Just talk about the concept of imagination.
• 1:54
  So I'm a, you know, I'm a, you know, part of a senior leadership team.
• 1:58
  I know we're we're we're we're committed.
• 2:01
  I'm not thinking imagination.
• 2:03
  So explain to me how what that process is like and what might you be doing to potentially
• 2:10
  start to introduce people.
• 2:12
  I'm gonna think it's a bit at a time.
• 2:14
  It's not, you know, all of a sudden, they go from you know, one state into an, you know, a a
• 2:20
  playful state.
• 2:21
  How do you kind of start to introduce the concept of, of imagination in some of the
• 2:26
  things that you you do.
• 2:28
  Yeah.
• 2:29
  I I think that, you know, imagination is the precursor to innovation.
• 2:34
  And everyone wants to innovate today.
• 2:37
  You know, that's like such a hot topic and, you know, how to disrupt in the market through
• 2:44
  innovation and, you know, how to how to evolve products.
• 2:48
  And and so usually that's kind of the that's more of the selling catchphrase.
• 2:55
  You know,
• 2:56
  we'll do the You're not gonna do a search for creativity, but you're gonna look for
• 3:02
  innovation or disruptors, potentially when people are coming to you, they might come with
• 3:07
  that perspective and really At that point, you're kind of going through the process and
• 3:12
  may start to recognize that it's in fact getting to that creative space that would get
• 3:17
  get them to achieve their goals.
• 3:19
  Yeah.
• 3:20
  So one of the
• 3:21
  one of the kind of services that
• 3:23
  I've put together and and gotten to facilitate CEOs of, you know, massive companies around the
• 3:31
  world is it's a day long where it can be a couple days Sometimes it can just be an
• 3:37
  afternoon activity that, involves it involves a lot of strategy and almost like a geocaching
• 3:46
  exercise if you're familiar with what that is.
• 3:49
  Oh, we
• 3:49
  bet.
• 3:50
  Oh, we bet.
• 3:51
  Kind of it's like a scavenger hunt.
• 3:53
  Yeah.
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  Because it could don't have the, you know, the kids.
• 3:56
  I'm gonna age myself here.
• 3:57
  Play that with Pokemon Go or something.
• 4:00
  That's Yeah.
• 4:00
  Exactly.
• 4:01
  It's kinda
• 4:01
  That's my sense of it.
• 4:03
  Well, then you kinda know.
• 4:04
  But Yeah.
• 4:05
  I built what I'll do
• 4:06
  is I'll build a course, and it will be, It can be in a public park.
• 4:13
  It could be in a national forest.
• 4:16
  It can be in downtown Boulder.
• 4:18
  We've done them in downtown Boulder and You know, there's all these kind of virtual and
• 4:24
  physical clues, and it's a game.
• 4:26
  I mean, at the end of the day, it's a game, but The activity really is a proxy for how these
• 4:34
  people work together.
• 4:36
  It's You know, I'm I'm a bit it's my generation.
• 4:40
  I'm a bit averse to team building.
• 4:42
  You know, it's not a team building activity.
• 4:44
  It's a kind of culture building activity.
• 4:47
  And what really at the end of the day, again, it's that it's that proxy that parallels how
• 4:53
  they interact And if you can distract them enough to think that it is a game and they can
• 5:00
  let their walls down and their their true colors shine, so to speak.
• 5:09
  You get very fascinating things coming out, and and and one of the big topics of this, you
• 5:17
  know, you kind of if it's a if it's a team of 12, you'd break them up in the small groups of
• 5:22
  3 so that they have more, opportunity to interact and one of the major themes that comes
• 5:30
  out is is what's the intersection between collaboration and competition And so you get
• 5:37
  these, you know, small teams of 3, and they all wanna win, but you don't really you don't
• 5:43
  really define what winning is.
• 5:45
  You know, the rules are very, interpretable and similar to the marketplace.
• 5:52
  You know, there's different, leverage points within within the markets that are unseen.
• 5:58
  The rules are unwritten.
• 6:00
  Right?
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  Not all companies play by this code.
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  The code needs to be defined.
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  And so typically the after after the activity, you know, the after and review or the debrief
• 6:13
  is where major major themes come out, but that imagination piece really comes into play
• 6:21
  because they get to define what winning looks like.
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  And do they wanna collaborate as one large group to kind of unlock the puzzle so to speak.
• 6:32
  I mean, the course is huge.
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  It can be it can be a hundred points of of space.
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  You know, it's kind of like an expansive world.
• 6:41
  Sounds like fun.
• 6:42
  It sounds like fun.
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  Fun.
• 6:44
  Yeah.
• 6:44
  Leadership at, you know, it's leadership at play.
• 6:47
  Yeah.
• 6:48
  Absolutely.
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  Who doesn't wanna have fun at work?
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  And I think that's oftentimes what's lacking because it's like, let's do the swadd analysis.
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  Let's do the internal, the external, and,
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  you
• 6:57
  know, all those things.
• 6:58
  But what I hear here is that you're reaching somewhere with within their space and, you
• 7:04
  know, all roles aside, or you kind of understand how they how they deal with
• 7:09
  differences, or how they problem solve, or how their personalities in would interact with each
• 7:14
  other.
• 7:15
  It sounds it sounds like a rating for tile space, whatever that space gets defined as,
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  like you said, for people to really, drop their guard and come to some, you know, probably a
• 7:27
  lot of realizations I would think of as an overall team as well.
• 7:30
  Yeah.
• 7:31
  I think what's, I think one of the most heartbreaking, you know, dichotomies or
• 7:38
  binaries in in corporate culture is that there's that you have to be 2 separate people.
• 7:48
  You know, you you're you're you're your work person and your person when you're out of work.
• 7:53
  And I think that it's leading to a lot of upset and depression at work and and people, you
• 8:02
  know, the the idea of, you know, just not being able to be your true self and, you know,
• 8:13
  imposter syndrome.
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  Because you are, you know, you you're pretending.
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  So this play and imagination sparking space when people get, you know, and it's not your
• 8:26
  typical off-site where you're at a fancy hotel and some retreat room, and then you share a
• 8:31
  meal together and and, you know, then go off to your separate rooms and do it again the next
• 8:36
  day.
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  And, you know, how do you really share in a lived experience together?
• 8:41
  Where, you know, work is not defining who you are, you get to define who you are.
• 8:48
  Well, it sounds it sounds it sounds lovely.
• 8:52
  You know, it's something I wish I had in corporate.
• 8:54
  I remember thinking, oh, no.
• 8:55
  I have to go to that dinner again.
• 8:57
  Then I have to get dressed up in that theme thing, like, for 4 days in a row and you're
• 9:02
  thinking, how am I gonna get through this?
• 9:04
  Something like this sounds like really refreshing.
• 9:07
  So let's talk about the sphere of services because I wanna, you know, I want the listeners
• 9:12
  to understand kind, you know, you have executive coaching.
• 9:15
  You have CTLA.
• 9:17
  So I want you to define that.
• 9:18
  And we're kind of Gabriel's, man, I'm saying Gabriel Gabriel.
• 9:25
  Gabriel.
• 9:26
  That's my Trinidad accent, though, so you're gonna have to be able for that.
• 9:29
  That's okay.
• 9:30
  And how it kind of fits kind of, in?
• 9:33
  Where do you so, Robert, I don't know if you can kind of give give me or the listeners an
• 9:38
  aerial shot of the entire kind of, you know, overview of the business.
• 9:43
  I'll do my best.
• 9:44
  Okay.
• 9:45
  I'll do my best, and I'm sure the Gabriel fill in.
• 9:51
  There's there's 2 parts of the Black Wolf business.
• 9:54
  Right?
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  There's the experiential side.
• 9:57
  Which is primarily the outdoor process, and there's the experiential side in the indoor
• 10:04
  process.
• 10:05
  And CTLA is the experiential indoor process.
• 10:09
  So CTLA collaborative and transformational leadership acceleration has, stands on its own,
• 10:18
  but the collaborative and transformation leadership system includes the 360.
• 10:25
  I will say this to you.
• 10:26
  I have literally in my library, and I love my library.
• 10:31
  I love books.
• 10:33
  One book out of all them that concisely and precisely talks about what transformation is.
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  And the book is called immunity to change.
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  It's written by Robert Keegan and Lisa Leahy.
• 10:47
  Both Harvard business professors And while it's great, they they re have written it through the
• 10:53
  lens of a professor.
• 10:56
  I think it's great.
• 10:59
  And it has given birth to the leadership circle profile which is Bob Anderson's work, and it's
• 11:06
  the 360 instrument.
• 11:08
  And in my work, you are exposed to lots of 360 instrument.
• 11:14
  And, the leadership circle profile is relatively new, and it's the only instrument
• 11:20
  that really is measuring competency and emotional reactive tendency.
• 11:26
  So all the other 3 sixties that I've been exposed to measure strengths and weaknesses.
• 11:32
  Already to to Gabriel's point, already putting you into a dichotomy of separating who you are
• 11:38
  as a leader in the business and who you are as a husband or father at home.
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  So the LCP really allows you in the CTLA program So CTLA plus lcp equals CTLS.
• 11:54
  Does
• 11:54
  that make sense?
• 11:55
  Mhmm.
• 11:55
  Mhmm.
• 11:56
  So we're looking at a whole system by including the 360.
• 12:01
  And what we've done is and used the word time, a little while ago.
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  One of the things that I've come to understand and see and experience is that corporate
• 12:14
  leaders want it done quick and fast.
• 12:18
  And that's just not where transformation lives.
• 12:21
  Transformation does not live in quick and fast.
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  Left neocortex logic and linear operates in quick and fast, but the rest of the
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  intelligence systems which are many that we are avail avail of.
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  The left neocortex is logical linear.
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  The right neocortex is imagined are creative.
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  The emotional brain, which has really been a Daniel Goldman, work that has now been in
• 12:50
  existence for 15 years.
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  The intuitional intelligence.
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  You know, there's lots of studies that are being done if I had followed my intuition X Y Z
• 12:59
  would have happened, and I'm talking all positive XYZs.
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  Yeah.
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  And I think that one of the things that we neglect most significantly is the heart and the
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  breath.
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  And how important, how how in how I can't even important isn't the right word, how significant
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  to heart and breath is to, the all all the other intelligences.
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  So as we incorporate all of these intelligences, the arc of time, which of course
• 13:31
  is not a long time, but according to the corporate mind.
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  It's a long time, which is a 12 month arc.
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  And so this 12 month arc, really requires number 1, it requires a commitment and it
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  requires a commitment to really be willing to And I think Brde Brown has done a fantastic job
• 13:55
  here in in her work around vulnerability, really letting yourself be vulnerable and
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  understand and and, I would say, and recreate yourself.
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  You know, re recreate yourself in a in a in what is meaningful to you?
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  What is if if you are a leader and your leadership is is designed to inspire and
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  motivate others, you can't inspire and motivate others unless you are inspired and motivated.
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  So being inspired and motivated, husband, father, leader, CEO, regional president.
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  Doesn't matter what your title is.
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  You have to really be in in this in CTLA addresses all of them, on a 12 month virtual
• 14:45
  process.
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  So it doesn't require, and, you know, and this is really where we begin to segue from
• 14:54
  Gabriel's work, which is also incredibly significant, but the pandemic really has put a
• 15:00
  Kibash, if you will, on the outdoor experiential work and the CTLA work, has been
• 15:07
  able to continue.
• 15:10
  And, you know, the social media work and Gabriel's extraordinary writer and writing
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  around and using social media as the as a riding vehicle and you know, another
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  collaboration that Gabriel and I are in are is writing the book.
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  We don't have a title yet, but it's the transformational book of who am I is the first
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  question?
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  And the second question is, what is my contribution?
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  So, if you answer those two questions for yourself, you know, your values, what are your
• 15:45
  values that resonate with your goals?
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  And then who am I as a contribution, then the what is it that I'm doing really evolves or
• 15:54
  unfolds right out of that?
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  Because you're a happy human being.
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  You're a fulfilled human being.
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  Absolutely.
• 16:04
  Absolutely.
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  And it makes so much sense because as part of my book, what I talk about is, you know, what's
• 16:09
  your what's your what's your leadership legacy?
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  And I think of myself.
• 16:13
  Right?
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  So, like, I alluded to being born in a little island, which are not too big.
• 16:17
  I grew up in a little village.
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  You know, family of 6 running around bare feet in between the cane fields and playing with
• 16:24
  everybody and fishing and and, but a real sense of community, right, but had seen some you
• 16:32
  know, disagreements in my family and wanted to always ensure because I've I knew what it felt
• 16:37
  like not to have a voice to allow others to always have a voice.
• 16:41
  So when I looked at why I do what I do ultimately was born out of that, which was, you
• 16:45
  know, quite young.
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  So, you know, that whole connection, you know, which, you know, in corporate, they always say,
• 16:52
  now I think we're talking the different language that just be yourself, but really,
• 16:57
  does it promote it that, you know, that, you know, one person lead coming into the corporate
• 17:01
  environment is the same person leaving and being the same person at home.
• 17:05
  And that hasn't been, the case for a very, very long time.
• 17:09
  And like you said, transformation takes a long time but a lot of companies want the 1 and
• 17:14
  done, right, like with the, you know, the the talk or the half day or the you know, the
• 17:20
  workshop so that they could create change and we know that that doesn't sustain, real
• 17:25
  transformative, transformative, change.
• 17:28
  Senior leaders listening to this or boards or CEOs, and they're they're in trouble.
• 17:36
  Right?
• 17:37
  They recognize that they, you know, they need to make this commitment, but they're not so
• 17:40
  sure because they're listening to us probably going, yes, it sounds the radio nice and well.
• 17:44
  Where am I gonna find the time?
• 17:46
  Yeah.
• 17:46
  Maybe we have the money, but we're not so sure.
• 17:48
  Maybe they're kind of scared too.
• 17:50
  Right?
• 17:50
  Cause what are you talking about, really, with transformation?
• 17:53
  What kind of What would you say to them if you were on a phone call to them, Gabriel?
• 17:57
  They're calling you up.
• 17:58
  They wanna talk to you about that, you know, a fun adventure you talked about?
• 18:02
  What what kind of things would you say to them?
• 18:05
  Or things that you might tell them to consider if they're going with, a transformative program
• 18:10
  like your, your own
• 18:12
  is what's your relationship with the word possibility, and what does possibility mean for
• 18:19
  you?
• 18:20
  So you know, that imagination piece is really a cornerstone to my work.
• 18:28
  But it can be averse.
• 18:29
  You know, it can it can be something that people are averse to in in their initial
• 18:34
  conversation.
• 18:35
  So I think the you know, one of the big ones that Robert and I use often is what are you
• 18:43
  doing that's contributing to the problem you're complaining about?
• 18:47
  That usually has some create some pause and
• 18:51
  Or reverberation, I would think.
• 18:54
  I'm sorry.
• 18:55
  What?
• 18:55
  Or,
• 18:56
  you know, just like when they kinda go, what
• 18:58
  do you mean?
• 18:59
  Yeah.
• 18:59
  Exactly.
• 18:59
  Exactly.
• 19:00
  Yeah.
• 19:01
  Yeah.
• 19:02
  I like that.
• 19:02
  They have that.
• 19:03
  I they have that, like, I yeah.
• 19:05
  I guess.
• 19:06
  Okay.
• 19:06
  I hadn't thought of it like that.
• 19:08
  So, you know, a lot of a lot of this work is thinking outside of the box to solve, to solve
• 19:15
  challenger problems in ways that, you know, have have never been done before.
• 19:20
  And that's what play, you know, that's what play is.
• 19:24
  That's what creativity is.
• 19:27
  You know, that's what improvisation is.
• 19:31
  And so the initial conversation typically is is fairly fun and light.
• 19:39
  You know, I one of the services that Blackwolf also offers is executive leadership coaching.
• 19:47
  So it it it can often turn into a bit of a coaching, type conversation where much of my
• 19:55
  work is in more of a a facilitated, format versus driving curriculum.
• 20:03
  So I'm always thinking of what's the next best question to ask, and I think questions are so
• 20:10
  powerful.
• 20:12
  Versus, what's the next point I can make, or what can I tell you?
• 20:18
  So, yeah, hold I think holding the space for reflection you know, simply put in
• 20:22
  respectfully, what do you want from me?
• 20:24
  If it's something if you're talking about a leadership is so intangible, you know, you
• 20:30
  can't I can't pay you x number of dollars to get x segments of leadership.
• 20:36
  Right?
• 20:37
  Transformation is It's it's both a thing, but it's a concept.
• 20:43
  You know, you can't I can't be paid to transform you.
• 20:47
  There's a choice that is that needs to occur.
• 20:51
  So, being very clear with what a client wants and then being very upfront with I'd love to be
• 20:58
  paid by you.
• 20:59
  I'd love to accept your money, but I I I don't think actually what what you're asking for is
• 21:05
  something that I can provide.
• 21:08
  I can guide I can help guide you.
• 21:10
  I can facilitate the conversation that will open the door to discovery you know, but if
• 21:16
  you're if you're looking to purely a transactional lens in approaching this work,
• 21:23
  then we may not be the right fit.
• 21:27
  Makes sense.
• 21:27
  Makes a lot of sense.
• 21:29
  Robert, what would you say to someone, if you were having a conversation about, working with
• 21:36
  an organization like yourself, what kind of things might you say or have them consider.
• 21:41
  And understanding the distinction between your experience and your return on best And, I I
• 21:50
  would say that, a lot of clients ask their their decision making is revolves around not
• 22:01
  not listening to someone's experience even though it's going to address exactly what
• 22:08
  they're asking for.
• 22:10
  What they're trapped in is an ROI or return an investment or financial?
• 22:17
  What's the financial return on the investment?
• 22:20
  So Black Wolf has brought on board a human being.
• 22:25
  You know, there's a lot of lot of ways that you classify this human speaking account executive.
• 22:31
  We're choosing to use the language, the head of revenue and transformational growth for
• 22:38
  Blackwolf.
• 22:39
  So it's it's his his expertise his his heart and soul is really, in in integrity with the
• 22:50
  Black Wolf ethos of transformation, but his, background and training both as a marine
• 22:57
  captain and then as a corporate executive is financial.
• 23:01
  Mhmm.
• 23:01
  So what I'm what I'm saying to you and and to our clients is that the return on investment is
• 23:10
  significant.
• 23:12
  So when you look at and and we're in the process of writing a white paper that really
• 23:17
  quantifies this return on investment is if someone and we're we're in the midst of the
• 23:25
  great resignation.
• 23:26
  Absolutely.
• 23:27
  Yes.
• 23:27
  We are.
• 23:28
  We we are literally, you know, there's cottage Industries that are beginning with jeans
• 23:33
  jackets and on the back is embroidered.
• 23:35
  I quit my job.
• 23:37
  So there is, and we're not at the we're not at the end of this.
• 23:41
  We're not even the middle of it.
• 23:43
  We're at the beginning of it.
• 23:44
  Yeah.
• 23:45
  And we have human beings around the planet who are saying, and this goes back to this maybe
• 23:52
  before your time actually is the movie network and so the star of the movie network Albert
• 23:58
  Finney is a newsman, and he's just he he he screens in the movie, I'm, what does it say?
• 24:09
  Mad as hell and I'm not gonna take it anymore.
• 24:13
  So, you know, the the the the people who are resigning are mad as hell and they're not gonna
• 24:17
  take it anymore.
• 24:17
  They're not going to treated like a thing.
• 24:20
  I came across a quote yesterday.
• 24:21
  We we were writing it and it's the quote was, the middle man that that the that middle
• 24:28
  management has a complaint and it's not being listened to by the leader.
• 24:37
  And that that it's it's a universal experience that middle management and down is having.
• 24:43
  They're not being listened to.
• 24:45
  And so their choices either be in an environment where they're not being listened to
• 24:50
  or leave.
• 24:51
  And they're like, this is the time I'm leaving.
• 24:54
  So so what my my that's that's that's my that's my point is the financial cost of having
• 25:05
  someone leave and replacing that person is ten times what it cost to go through the
• 25:12
  transformational program of the leader and his team.
• 25:18
  Or a group of leaders.
• 25:21
  Awesome.
• 25:22
  And so so the 12 month mark really it's it's a $20,000 investment persons that are leaving and
• 25:31
  you're training to come into that job and, you know, you're you're your time lost on that job
• 25:36
  is is $2,000,000.
• 25:39
  Right.
• 25:39
  Absolutely.
• 25:40
  So looking at the overall impact Yeah.
• 25:43
  Versus just the the financial.
• 25:45
  And, you know, the new the name of my new book is ROR return on relationship.
• 25:49
  Authentic leaders can amplify resilience on their team.
• 25:52
  So I'm I'm completely in line with what you're saying.
• 25:56
  And so it makes so much sense.
• 25:57
  It's it's it's looking at the impact of value alignments with what people are wanting in this
• 26:03
  day and age to stay connected to who they are.
• 26:07
  Right?
• 26:07
  So it find Roxanne at work and also Roxanne at home, and there's not much of a delineation
• 26:13
  between because I am who I am.
• 26:15
  And I think that would just be something I wish that that was existing when I was in corporate
• 26:20
  10 years ago because I had to park, you know, one part of my brain in order to be an
• 26:25
  executive, that was working with companies, you know, across Canada.
• 26:29
  So,
• 26:30
  right, Greg's in.
• 26:31
  I would say to you that that is one of the one of the phrases that I hear more than any other
• 26:38
  phrase.
• 26:40
  I I wish that dot dot dot was available to be
• 26:44
  Yeah.
• 26:45
  And and what I'm saying is that experientially, I I I would love I don't think this is gonna
• 26:50
  happen soon, but I would love for people to talk to other people who they know or who they
• 26:58
  know what role they have and that they're successful.
• 27:01
  Like what and really listen to them and have that be part of the the decision making process
• 27:09
  because it goes to the it I I think and based on my experience now and I've got a lot of it.
• 27:17
  Wait.
• 27:18
  But but I think that human beings want to be heard.
• 27:24
  They want to be happy.
• 27:26
  They want to be fulfilled.
• 27:28
  And this is my concept.
• 27:30
  This is when people finally go through the program and they're communicating what they
• 27:36
  were held back by.
• 27:39
  They they they and what they were dissatisfied with and what was what needed to transform and
• 27:47
  realizing coming to realize this is the self realization and the self awareness part of
• 27:55
  raising their consciousness to, they can choose.
• 28:00
  So they they can choose to be happy And if they and and if it's not going to happen in the
• 28:05
  organization, it it can happen outside of the organization.
• 28:09
  And and if it's not gonna happen with them staying, it's gonna happen with them leaving.
• 28:15
  But my my point is is that It's not you're not a victim of circumstances ever.
• 28:23
  That's part of the transformational process.
• 28:26
  You know, you and I have both known people who have had the same accident, same horrific
• 28:31
  traumatic accident, and one person is a victim and the other person is an inspiration, and
• 28:38
  they have exactly the same condition.
• 28:41
  Now, okay.
• 28:42
  So I don't think that both are true because this disempowers you and disempowers
• 28:49
  you.
• 28:51
  Yeah.
• 28:51
  So, Pete, being an inspiration of whatever whatever has occurred to you in your life Mhmm.
• 28:58
  Is is a much more satisfying, fulfilling way to lead one's life rather than being a victim and
• 29:09
  who did what and what did who to, etcetera, all that craziness.
• 29:14
  I know.
• 29:15
  I know.
• 29:15
  So it's taking a taking a hold of it and making making sense of it.
• 29:19
  So this has been amazing.
• 29:22
  I've enjoyed this.
• 29:24
  And it sounds like something, that many people would, are needing first of all.
• 29:31
  And, you know, the fun part of it, Gabriel, I think, makes so much sense when, you know, that
• 29:38
  interface between, you know, we we spent so much time with the people that we work with.
• 29:43
  I think that when I was in corporate for 15 years, and I spent so much more time with them
• 29:47
  than I did my family at that time and to be able to give that gift for people to recognize
• 29:53
  that maybe organizationally from a macro level, companies can make change so that they don't
• 29:59
  have to go through the bleeding out process of what the new resignation is gonna it's it's
• 30:04
  gonna come for a lot of companies, unfortunately.
• 30:07
  So, you know, I I thank you for your time And, now I wanna know where can they get a hold of
• 30:12
  you if you wanted to let us know.
• 30:14
  Robert, you're gonna say something, though.
• 30:15
  It looked like I cut you off there.
• 30:17
  You know, Roxanne, I I I I'd I'd love really to turn over to Gabriel a second and just have him
• 30:24
  kind of feed into this process.
• 30:26
  There's no end so this is important to just say, like I said, there's no end to this
• 30:32
  conversation.
• 30:34
  It's it's just, you know, we're just gonna stop for a while.
• 30:38
  And and, you know, at some point, you and I are gonna talk again, or you're gonna start talking
• 30:43
  about what I just talked about.
• 30:45
  Absolutely.
• 30:46
  Well, I know.
• 30:47
  I, you know, I mean, but I I just can feel who you are.
• 30:51
  And, so Gabriel, I'm gonna turn it over to you.
• 30:54
  Well, I I wanna make sure that listeners know how to find us.
• 30:58
  So our website's www.blackwolfconsultants plural.com.
• 31:06
  And Blackwolf Consultants on Instagram.
• 31:10
  We have a LinkedIn page as well.
• 31:13
  On Facebook.
• 31:14
  And then, yeah, just our our email, the nomenclature is very simple.
• 31:19
  It's just first name last name@blackwolfconsultants.com.
• 31:24
  Yeah.
• 31:25
  It's an exciting time.
• 31:26
  I think that our kind of the global community is primed to explore what's possible.
• 31:33
  And I I think that, Yeah.
• 31:38
  I used the word exciting in a positive, light because there's a lot of, you know, also really
• 31:45
  challenging things that, you know, we're we're working through and, you know, I'll offer ever
• 31:52
  be an environmentalist and I, you know, my heart bleeds deep green.
• 31:56
  And, I think that much of that that work and how we change our relationship with the planet
• 32:04
  and how we use resources, really is a reframing concept and, you know, solving problems, with
• 32:14
  completely new ideas.
• 32:16
  So that's at its at its core.
• 32:19
  That's the the work that I'm I'm excited and inspired by.
• 32:25
  Well, thank you again for your time, and what what am I taking away?
• 32:30
  So many things I'm taking away.
• 32:32
  Just hold on for a second.
• 32:33
  Let me let me just you know, the color of the heart is green.
• 32:40
  I mean, literally, the color of the heart when when we look at the the 7 chakras, the heart is
• 32:46
  in middle.
• 32:48
  Mhmm.
• 32:48
  And the 7 chakras are the same colors as the rainbow.
• 32:54
  Mhmm.
• 32:54
  And the acronym for remembering the 7 Chokers is Roy G Biv.
• 33:00
  Right.
• 33:00
  Red, orange, yellow, green, indigo violet.
• 33:03
  The green, hardest, hardest, the 4th chakra, and green is that 4th color in the spectrum.
• 33:10
  And I I resonate so deeply with that because when you stand on top of a mountain and look
• 33:16
  out at some you know, amazing, beautiful expansive green.
• 33:21
  For me, I always feel it.
• 33:22
  It hits me right in my core.
• 33:24
  I feel it right in my heart.
• 33:25
  So it's like it's a no brainer.
• 33:28
  It's like a when I learned that the heart chakra was green, I was like, Oh, yeah.
• 33:33
  Of course, it is.
• 33:35
  You probably do it all along.
• 33:37
  Yeah.
• 33:37
  I think so.
• 33:38
  Yeah.
• 33:40
  Yeah, but, Roxanne, what are you taking away from this?
• 33:43
  Well, I'm taking away so many things, but I think more so is, which is what I completely
• 33:50
  believe.
• 33:51
  I think back to who am I.
• 33:53
  And I think, you know, we we have a duty to help people reconnect to who they are.
• 34:00
  Because we talked developmentally a little bit about that transition, Robert, with what
• 34:05
  happens to a lot of people and, unfortunately, a lot of people disconnect in a way that allows
• 34:10
  them to not listen deep down inside to who they are and that authentic voice, within
• 34:15
  themselves.
• 34:16
  So I think that's what I'm taking away.
• 34:18
  Like, you are there as a, vein to allow the space for, the person to get reconnected to who
• 34:26
  they are and then, really collectively, you know, stay in the space of that unity as a
• 34:34
  whole And with that space, if you're when you're able to create that with someone, what a
• 34:39
  blessing that is to everybody that is in that environment, but also to the company as a
• 34:45
  whole.
• 34:46
  So again, thank you so much.
• 34:48
  I'm sure we will stay connected.
• 34:50
  I hope to maybe come up with an experience one of your, your your fund experiences there.
• 34:56
  And, for any listeners, please reach out to either Gabriel or Robert if you're needing
• 35:03
  more.
• 35:04
  And for myself, if you're needing more information on authentic, leadership, with your
• 35:10
  team's please reach out at Roxanne.
• 35:14
  Okay.
• 35:15
  Take care, everyone.
• 35:16
  Thanks for tuning in to authentic living with Roxanne, creating the space for positive
• 35:21
  healthy change.
• 35:23
  Roxanne is a keynote speaker, psychotherapist, and coach to work with Roxanne, visit
• 35:29
  rocksandirhaj.com/blueprint.
• 35:33
  We'll see you next time.
• 35:35
  On authentic living with Roxanne.