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Leading Virtually in This Time of Uncertainty with Leadership Expert, Pam Griffiths · Authentic Living

• 0:01
  Welcome to authentic living with Roxanne, a place where we have as conversations about
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  things that really matter in our lives.
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  And now here's your host, Roxanne Derhodge.
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  Everyone.
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  It's Roxanne Derhodge of Authentic Living with Roxanne.
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  Thanks so much for tuning in in again this week.
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  This week, I have a special colleague Pat Griffith is here with me, Pat Pan.
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  How are you today?
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  Great.
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  Thank you, Roxanne.
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  Thank you so much for the invitation to be here with you today at this incredible time.
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  Well, thanks.
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  I know it's a it's a lot going on for all of us, but I'm so glad that we had this booked and
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  we you've had that time, to be able to spend the time with the topic I think today is so,
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  so, vital.
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  It's something we always as known in the business environment that's needed, but even
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  more so in this, uncertain time,
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  So
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  let me tell you a little bit about Pam, and we'll jump right into it.
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  So Pam, is, she runs Pam Griffiths Group Coaching Inc.
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  She's a professional coaching and training company.
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  That takes a holistic approach to to personal growth.
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  Her philosophy is based on leveraging a leader's strength while aligning their vision
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  and values to support the success.
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  The support this approach supports our leaders, coaches, and teams to make me take meaningful
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  action, experience positive change and achieve extraordinary results.
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  What, a timely, need for this right now where because the first thing that's going off the
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  window as we were chatting just before we got online is positivity, which is something that,
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  Ready, we need to harness even more so right now.
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  Absolutely.
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  You know, Roxanne, it's about how do we keep the energy or vibration up when everything
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  feels so heavy, if we're listening to too much media, you know, can really pull teams down and
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  their vibration and positivity down.
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  So how do we ensure that we keep that up so that we're in that space of creativity and
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  innovation?
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  Absolutely.
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  So Pat has also, wrote written a number 1, Amazon bestseller, that was, really last year,
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  and I I think it's probably a timely read as well.
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  So I think picking up a copy would be important.
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  It's called leadership unleashed awakened your extraordinary leadership.
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  Pat, let's you and I, Pat and I, we both live in, the Niagara Region.
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  We were fortunate to both, share this stage with at, Niagara Disrupts where, we both saw
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  each other speak.
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  And, you know, and that was just a couple months ago when things were kind of like, you
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  know, business as usual and look at what's happening in the even in the last week.
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  So, Pam, let's jump right into it.
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  We I know my business has increased and, pivoted completely virtually, and yours has
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  done the same So what's you're you're talking to leaders all the time.
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  You're talking to teams.
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  You're coaching.
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  What's what's the pulse out there of what's happening?
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  In different industries.
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  Yeah.
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  So, thank you so much Roxanne for that lovely introduction, and it's such a pleasure to be
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  here with you.
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  And, Yeah.
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  What's going on out there is that there's so much distraction and, leaders are feeling
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  panic.
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  They're having a hard time to lead when they themselves have this feeling of fear and
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  unknown and and and how do I lead in the middle of uncertainty?
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  And so that seems to be the theme across so many different, different cultures, different
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  organizations, and and different leadership levels.
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  You know, just trying to get the teams.
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  First of all, there's all these emergency procedures that are being in place.
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  So many people are now working from home, which that's an, you know, they're creating new
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  norms.
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  There's so much upheaval, and so much distraction.
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  It's really a challenging time an extraordinarily challenging time for leaders to
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  lead today.
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  So
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  to your point, you know, we have to think, of course, critically, how do we keep safe, right,
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  so that we know that that's the most important thing.
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  And and I know that most every industry other than now, the EMS or or, critical services or,
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  you know, that's a whole other topic.
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  And I I'm sure you do do some work in as I do.
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  What is it that you're finding are some of the things that senior leadership is struggling the
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  most with.
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  I'm sure they're doing a lot of things really well, but what are some of the things that
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  they're struggling with the most from some of the coaching that you've been doing lately?
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  Yeah.
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  So, a great question.
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  And so what I often see is, I would imagine even more as we as we listen to the leaders and
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  their challenges today is to motivate their teams, a theme across so many industries and
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  leadership levels is how do I motivate my team Yeah.
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  And, you know, gone are the days of telling.
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  You know, we we so many leaders feel, their value is all about sharing their knowledge and
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  Here's how you do things and, you know, this is how I want it done.
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  And, and there's such a big shift happening from really managing to leading.
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  And this is the the big piece that we're all about is helping leaders to lead and hold teams
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  capable.
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  And, well, how do you do that?
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  It's really about asking, you know, questions that bring out the internal wisdom and
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  brilliance within others.
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  And so, you know, how do we do that today in in the middle of all the noise going on.
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  And so I think even deeper than that, what's top of mind today for many leaders is how do I
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  just simply create the space to just let leaders talk out loud about what's coming up
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  for them and to really listen deeply for what some of those fears are without being attached
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  to them, you know, just really creating the space so that when we can download that and
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  share our deepest fears and share our challenges.
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  And, you know, in a safe place, it is then that we can get back to relax that amygdala were
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  just speaking about Okay.
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  Relaxed the amygdala and start, you know, engaging that prefrontal cortex so we can get
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  busy at doing things that that are working for us.
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  And so that's, you know, one of the biggest challenges that I see with leaders is How do I
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  motivate and and really helping them shift from managing to leading?
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  And that is really about the skill of asking great questions and listening deeply for, you
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  know, people's strengths for their motivations and, really helping them to lead from an
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  authentic place.
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  And this is what you're all about, and I I just love how we align on that piece.
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  So it's so true.
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  Right?
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  Because, you know, oftentimes, when we go into crises to your point, our prefrontal cortex,
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  which is the CEO of the brain shuts down because we don't have the energy to be able to
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  kinda, you know, think logically.
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  And and the the emotional part of the brain or the middle part of the brain goes into, I call
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  it, it lights up like a Christmas tree because then everything becomes trigger and we go into
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  fight flight or freeze.
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  And, of course, you know, the different, I would I'm gonna say acumen levels of senior
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  leadership is that they are able to seen that even more generally under crises.
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  However, I'm gonna say that they also have to be going through certain things.
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  Right?
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  They are We're asking them to create the space for vulnerability, which they absolutely need
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  to do, but I often say it it gets to a point where we need to say to them what are your
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  fears?
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  What are your vulnerabilities?
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  What when you've gone through rough times in the in the past, unlike every CEO or c suite,
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  leadership level has gone through things, whether it's, you know, threats from the
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  outside, you know, on, you know, changes coming within the industry, within the company,
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  they're accustomed to that.
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  You know, plates, you know, kind of swirling at any given point, but this is a different kind
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  of space.
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  Where a lot of industries are gonna have to reconfigure how they do business.
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  Yes.
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  Absolutely.
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  And, you know, the biggest thing in that Roxanne that's coming up for me is, you know,
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  who do you turn to when everyone turns to you?
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  At this critical time, you know, how do leaders get the support that they need to be able to,
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  you know, have a sounding board to just really talk out loud of what's coming up for them and
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  and all the fears so that they can they can lead more effectively.
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  And this is so critical in in a time of in a time of crisis, you know, it it feels like a
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  crisis, especially for the the health care, systems, who has the time to slow down and
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  think?
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  And yet, if we are too reactionary, what's the cost of that?
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  And so there's there's a lot going on right now.
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  And so, yeah, who do who do the our top level leaders turn to when everybody is right now
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  turning to them.
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  Right.
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  And I think that's where, like, you know, coaches, of course, executive coaching things
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  like that becomes even more vital because to your point, I have to say every level of it.
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  The organization you go up, the loaner it becomes.
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  So even at the C Suites, you know, you you might have still have your other peers at that
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  level, but then when you get to the CEO or the COO level, where do you go?
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  You have to be able to you have we all need that space.
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  We're all human beings at the end of the road.
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  So we need to be able to to be able to talk openly about that, but not creates such mad
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  mass mad panic that those under us can really get us after we vetted those thoughts and
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  feelings and the fears and all those things.
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  So I think it's I obviously, when they get to when you get to a place of awareness, And if
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  you've done this work before as a CEO, I think it's fun phenomenal.
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  But if you've not and maybe you've done it, but now it's like, okay.
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  This these are different subset of I've never had to I've never had to role play this before,
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  but literally.
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  So how am I gonna do it?
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  So I think it's to your point, it's they all need a space to be able to vent and just share.
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  And then be able to come front frontward facing to their teams to be able to say, I understand
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  your fear.
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  I have them too.
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  How much of this should they share without create w which will not add to the panic, Pam.
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  So what do you think?
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  Yeah.
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  Absolutely.
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  And so, you know, when we talk about authenticity rocks in, to just to pretend that
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  everything's okay, and we're just gonna keep on keeping on, you know, we don't wanna lead from
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  that space.
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  I mean, our goal is to help every leader lead from an authentic place.
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  And so how do we say enough to to really help others be seen heard and understood?
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  And and I understand I get it too.
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  I mean, you and I are both having to, you know, find ways in which we can refuel, and
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  reenergize and stay above the fold if you will so that we don't get dragged under.
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  So the same thing for top level leaders, they need the support so that they can stay above
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  the fold and lead in these extraordinary times.
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  And at the same time, Be authentic and say, yeah.
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  This isn't this is unchartered territory.
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  We've never been here before.
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  And what I can promise you is we're gonna do this together.
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  You know, it's got to be language that that resonates and that is that is truly aligned
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  with that particular leader?
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  So ready joining and saying, this is uncharted territory.
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  But we're in it together.
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  And I wish I could tell you what I thought was going to it was gonna look like, but all I can
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  say is that we're gonna just do our best together.
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  Yeah.
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  And how can we be here right now?
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  Right.
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  Right.
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  Absolutely.
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  Let's be here right now because the only thing we can affect chain we can't we can't affect
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  what's going on out there.
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  We can be here right now for one another and be present in the moment.
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  And go from there.
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  I mean, that's that's the only place we can be right now.
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  And if we think too far in the future, that's where a lot of fear, you know, comes up.
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  So what can we what how, you know, how can we be right here right now and calm that amygdala?
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  And be present and just be aware.
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  So I would say that executive coaching would probably be going through the roof.
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  Now if people were aware that they needed to, to be able to gate, that's, almost a bit of
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  equilibrium amidst a storm.
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  Right?
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  We're we're asking them to be to calibrate, and there's there's no rudder in a way.
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  So they have to really work really, really hard internally within themselves to be able to
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  replenish to shut down at some point.
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  Now they have virtual teams.
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  If it's if it's a a multinational, then we're talking, you know, east to west coast or even
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  international you know, time zones, all those things.
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  So there's a lot going on.
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  For some companies that have already been virtual, I'm gonna say it's gonna be a little
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  bit maybe of a easy of a transition.
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  Let's talk a little bit, and I don't know if you talked to some companies recently, that
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  have not been virtual before and what kind of things you've seen that they're experiencing?
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  Mhmm.
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  Yeah.
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  So there's a lot of, new norms that that teams are creating.
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  In fact, we're in a program right now where we're talking about leading culture change and
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  high performing teams.
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  And our current, module is on virtual teams And so they're actually right in the mode.
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  They're they're experiencing it, and they've gotta model a methodology in how to, you know,
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  how do we set up a virtual team.
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  And so, yeah, part of it is like, what are our norms and and, you know, what this is how we
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  used to do business before.
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  So what are our new how do we use technology differently?
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  You know, what are the opportunities?
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  How how do we innovate and create in this time.
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  And, so they're all kind of building the plane and flying it, if you will.
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  Yeah.
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  New model, new iteration, you know, day by day and week by I mean, look at I can say it quite
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  visually, Pam, that a 7 day week that we've experienced in the last week is something
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  that's unprecedented, in and I would say most people's lives, right, like, we've never had a
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  7 day week like we had in the last little while.
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  And I'm sure everybody's thinking it because I know I'm thinking it what's to come when we get
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  those updates every 24 hours.
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  Right?
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  So I think I from a from a perspective of coping, it becomes what can I do and what's
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  within my control right now?
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  Absolutely.
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  And we have you know, we're we're so fortunate to be in an era of resources.
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  The resources are abundant.
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  You know, what I'm so amazed at Roxanne is the amount of innovation that's taking place right
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  now you know, car manufacturing plants turning into making health care supplies.
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  I mean, it's just, you know, it's incredible we we have so much technology at our fingertips.
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  So how do we we are and human beings, we are so resourceful So how do we continue to remember
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  that in the middle of the noise?
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  And it's a very loud noisy time.
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  How do we remember how resourceful we are?
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  You know?
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  And all of the tools at our fingertips.
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  And, okay, so what how do we see the opportunity in the midst of what may feel like
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  doom and gloom?
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  Mhmm.
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  Mhmm.
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  And we've all been in uncertain times.
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  In fact, our lives are uncertain.
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  We may think because we clock, you know, punch a clock at a certain job and we have a certain
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  role, we we might think that that's a safe place to be that it's really it's not certain.
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  Nothing in our life is certain.
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  We but we tend to walk around thinking that we're good, you know?
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  And so it's really how do we how do we manage?
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  How do we lead in such ambiguous times and recognize that There is a lot of uncertainty,
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  but, you know, what is this calling us for right now?
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  What is this opportunity this time?
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  You know, having us, you know, look at ways in which we can create and innovate and maybe do
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  things differently.
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  You know, and let's talk to the positive side because I'm sure, you know, there's not a lack
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  of what's not going well in this time.
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  We chatted about that.
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  And if one if one thing I say to people is manage that the same way like used to what
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  manage your workflow, shut off your phones, find a spot at the front of your somewhere in
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  your your, your foyer, you know, turn them off as much as you can for right now So when you
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  come through the door, you can have that mental, respite that is so needed.
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  I'm I'm not saying that if things aren't critical, you can turn them back on.
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  But to try to go to the same things that we would do around checking your email, you know,
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  you know, maybe in the morning, maybe at noon, at the end of the day, start to apply those
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  principles even more so because we need even more so to replenish our mental health and
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  well-being.
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  Right?
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  Now because we're we're being inundated with so much negativity.
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  And then, unfortunately, as you know, on social platforms, we're not sure what the source is
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  and, you know, I don't know if you've ever, and I'm sure you have as everybody else.
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  You follow one source and you're lagged down a rabbit hole and you're not really sure what the
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  source is and how valid it is.
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  So ready to keep, get your information picked maybe one platform or one news, outlet figure
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  out where you're gonna get the proper information and just cut off at that as much as
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  possible.
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  Yeah.
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  Sticky note are wonderful.
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  You know, so I'm I'm hearing you setting up systems for success.
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  So if you're just new working at home, a sticky note in front of you, what's the metaphor that
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  keeps you in the energy, the positive energy.
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  Okay?
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  I'm only gonna check the news, you know, at night after my work day.
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  You know, I'm gonna check-in on loved ones, at a certain hour, whatever.
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  Setting up 6 systems for success is so important.
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  We have children at home.
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  We have you know, husbands and wives and partners at home now trying to, you know, find
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  space to work.
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  So setting up systems and boundaries to really help you move forward in this time and and
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  really seeing this as an opportunity to you know, if if we could do this, we can do
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  anything.
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  You know, maybe, the the innovation, the creativity that comes out of this, I mean, you
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  may be so far ahead within 3 months to say to come back to your team and say, look at all
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  this new system I set up or, you know, maybe we we have virtual office hours now.
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  Maybe we don't need to open up another office building or build another office building.
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  We can all work virtually.
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  I mean, there's so many pluses, we just it might be hard to see for people to see them
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  right now.
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  And so, you know, even, like, a strategy in the morning just to list all the things you're
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  grateful for.
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  What that are going well in your life?
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  Well, what you've accomplished.
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  I I don't know if you do this, Pam, but what I try to do, and I I should do it more often, but
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  sometimes I'm preparing something because I need to kinda get, you know, something out just
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  for someone that I'm being interviewed by and the I tried to I start looking through my
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  accomplishments, and and I think it was at last year.
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  I sat down and I and I was going through everything.
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  And I was like, wow.
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  Like, look at all the things that I've done, sometimes small, but oftentimes, so many
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  things.
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  And I think What we're always doing as human beings, and this is probably one of the
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  learnings is that even daily, if we can stop and say, you know, what what did I do today?
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  Right?
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  Like, really, what did I do?
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  You know?
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  And and the things that you said to to pivot that to gratefulness, like, you know, I was
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  able to have breakfast with my family.
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  Which I'd never have been able to do for, say, 15 years, or I was able to, you know, if you
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  have younger children, read read a bedtime story because oftentimes you're missing that.
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  Or, I've been touching base with my my mom and dad because they're both older.
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  And I know I've been in, you know, I've been out and about, so I've been but I talk to them
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  every single day, which is something that I used to do before, but now I've gotten back
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  into.
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  So those to your point, what are the gifts as much as most people listening might go gifts?
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  We have to look for those because we are seeing them all around us.
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  Like you're saying, like, manufacturing plants that are, you know, making masks or respirators
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  you know, hotels here in Niagara that are taking in, you know, healthcare workers, that
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  they think need quarantining you know, flower shops that are taking all, you know, their, you
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  know, shipments that they couldn't send off and they're putting out you know, out front of
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  their their their stoop so we can get, I mean, fresh flowers, which is which is a small thing,
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  but it's a nice thing that you can walk into your your dining room and see, you know, a, you
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  know, a fresh bunch of flowers.
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  So these are small things, but really good things that I've seen, you know, in in a short
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  period of time.
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  Yeah.
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  Absolutely.
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  And there are so many blessings right now.
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  And we if we take time and we calm down that amygdala, and we sit down and we reflect on all
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  that's going well.
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  You know, there's so much, so many beautiful things to, to see if we just take a moment to
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  look around and, and look inward.
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  And the other piece to that, you know, Roxanne, I love how you said, you know, what have I
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  accomplished today?
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  That's so important to help people, you know, get wind under their sails.
• 22:18
  You know, the other piece of that in a time of, you know, so much noise What are the top three
• 22:23
  things that I must achieve today?
• 22:25
  Mhmm.
• 22:26
  You know, and and so your list isn't overwhelming, but I will feel really good if
• 22:30
  I've achieved y and z.
• 22:32
  Mhmm.
• 22:33
  And, you know, and then managing all of the other things in the middle of the day.
• 22:38
  And so just really setting yourself up for success and keeping your vibration high in a
• 22:44
  time when, you know, things can pull you, pull you down.
• 22:48
  Wanna pivot back a little bit to virtual teams.
• 22:51
  And, let's say I'm a new manager, and I'm just trying to figure this stuff out.
• 22:56
  Right?
• 22:56
  I'm just figuring out how to calibrate.
• 22:58
  So I'm I'm coming, but I'm still kinda who.
• 23:00
  I'm just a little bit scared.
• 23:02
  And let's see.
• 23:03
  I had a team that maybe there was some Maybe there was some blips before all of this.
• 23:08
  Mhmm.
• 23:09
  Mhmm.
• 23:09
  And what kind of guidance would you give to managers that are trying to kind of deal with
• 23:15
  the current situation, but maybe deal with some some potential disarray or conflict that was
• 23:20
  occurring before they went virtual.
• 23:22
  Mhmm.
• 23:23
  Mhmm.
• 23:23
  Yeah.
• 23:24
  So, you know, a a big piece is really about having those authentic conversations.
• 23:28
  Mhmm.
• 23:29
  You know?
• 23:29
  Yes.
• 23:30
  And how's it going?
• 23:31
  You know, Roxanne, you've been working from home now for whatever a week and, curious,
• 23:36
  like, how's it going?
• 23:37
  What's working?
• 23:38
  What's not?
• 23:39
  You know, what do you need for support?
• 23:42
  Maybe you can, you know, think about what are those blips and and have a conversation around,
• 23:49
  you know, I'd, you know, wondering if you'd be interested in having a chat about some of the
• 23:53
  things that I've been noticing And this is really where coaching conversations come in, to
• 23:58
  be able to have, meaningful conversation.
• 24:02
  It's intentional.
• 24:03
  And it's not done with an iron fist.
• 24:07
  You know, it's done with a velvet glove.
• 24:11
  However, we we wanna ensure that people hear what it is that we're noticing and then finding
• 24:17
  a way to creatively close that gap, if you will.
• 24:21
  Mhmm.
• 24:22
  And there's a lot more that goes into this conversation around, you know, how do you hold
• 24:27
  the space for a conversation like that, a courageous conversation.
• 24:32
  And and oftentimes it's connected to someone's strength.
• 24:36
  So we're we see the world from our own lens.
• 24:38
  And so, we may make an assumption that you can do exactly what I can do.
• 24:46
  And that's not necessarily the case.
• 24:49
  In fact, it's most often, not the case.
• 24:50
  And so what do we know about a leader's strengths?
• 24:53
  And are is their role really are we really building in, you know, building their
• 24:59
  strengths?
• 25:00
  And are we really keeping them in in a role that is connected to their brilliance?
• 25:06
  And if not, then what are the opportunities if any?
• 25:12
  So I don't so
• 25:13
  Yeah.
• 25:14
  No.
• 25:14
  I think that makes I think that makes sense, Pam, because You know, what?
• 25:18
  Really in a way, I think what it's making, managers do is be they have to become more
• 25:24
  aware, even more aware as if the than when the person was present.
• 25:29
  Cause now, of course, in this heightened state, you may have had maybe performance issues along
• 25:34
  the way, and maybe somebody has been struggling in particular areas or whatever, those aren't
• 25:38
  gonna go away.
• 25:39
  And now you have the heightened stress of I still have to manage them.
• 25:42
  We still have to perform and we you can't gloss over and pretend, though everything's good
• 25:47
  because now we're virtual.
• 25:48
  You just have to continue to lead, and you maybe have to think, because I don't I mean,
• 25:53
  you and I have met each other.
• 25:55
  So I feel connected to you and teams also would have that, but I'm if I'm not getting along
• 25:59
  with you, I'm probably wanna really kinda sit across from you on a virtual call.
• 26:03
  So it's getting comfortable.
• 26:05
  You're right.
• 26:05
  And and maybe for managers or, you know, leaders to say, okay.
• 26:10
  I know where we where we left this off in person.
• 26:13
  Let's kinda pick it up from there and go and start to kinda create the space to your point.
• 26:17
  Like, let's not pretend that all of a sudden things weren't so good and now they're great
• 26:21
  because we're in crisis because that employee is gonna be a little bit put off by that also.
• 26:26
  Yeah.
• 26:26
  And, you know, that whole concept is we don't want you to manage.
• 26:29
  We want you to lead.
• 26:30
  So it's that gap between how do I demonstrate my leadership of qualities to your point?
• 26:36
  Mhmm.
• 26:36
  Because I can go on and manage the tactical again, but I'm gonna miss that opportunity to
• 26:40
  build that bridge with an employee.
• 26:42
  Yeah.
• 26:42
  Absolutely.
• 26:43
  And authentically speak to what's going on.
• 26:46
  You know, we don't have to hide that.
• 26:48
  In fact, the cost of conflict is huge.
• 26:51
  So how do we just put stuff on the table without, you know, being judgmental.
• 26:58
  It's really just staying curious.
• 27:00
  How do I stay curious about the situation?
• 27:03
  Because, you know, part of part of maybe what is my leadership how how is my leadership
• 27:09
  getting in the way of maybe their performance?
• 27:11
  Who knows?
• 27:12
  I mean, how do we stay curious around what you're noticing and and what's not working or,
• 27:18
  you know?
• 27:19
  One last question is I know I'm I'm probably keeping you over your time, but Are there some
• 27:24
  things that, ways that structuring or virtual meeting would make sense right now?
• 27:31
  What what what would you say that a good structure of a virtual meeting might be now?
• 27:35
  Mhmm.
• 27:36
  Yeah.
• 27:36
  Beautiful.
• 27:37
  So, so just so you know that my team is all virtual and we're, in Mexico and Toronto and
• 27:44
  some in Niagara and a couple in Toronto.
• 27:47
  And, and so we have a we have some rituals.
• 27:50
  You know?
• 27:51
  I think it's really important to, build the connection So let how are we coming into the
• 27:57
  space?
• 27:58
  You know, first thing.
• 27:59
  How you know, if it's a Monday morning, how are we doing?
• 28:02
  Right.
• 28:03
  Right.
• 28:03
  Just allow some go around the room, the virtual room, and allow people to just sort of share
• 28:09
  what's coming up.
• 28:10
  It's okay.
• 28:11
  Right.
• 28:12
  Right.
• 28:13
  And then let's start off with, you know, some wins.
• 28:16
  Mhmm.
• 28:16
  You
• 28:16
  know, what what worked last week what's going well, you know, we're this is all new for us.
• 28:21
  So let's talk about some wins and really let's help, you know, to create some momentum and you
• 28:27
  know, keep this high vibe.
• 28:29
  And then, you know, what are you working on?
• 28:32
  What do you need help with and what are you ready to take action on?
• 28:37
  So some really good basic connections, checking in what's new, maybe, you know, how how are how
• 28:44
  has the, streamlining of the of, you know, your spouse working home with your children, those
• 28:51
  types of things.
• 28:51
  So make it more a bit more personable versus if we were just pivoting.
• 28:55
  I remember when I moved to virtual and, goodness, I was going this is going back.
• 29:01
  Oh, back in 1993 when I was a corporate executive and I went virtual.
• 29:05
  And I remember what I went through, Pam.
• 29:07
  I was like, woah.
• 29:08
  I'm I'm an extrovert.
• 29:09
  Right?
• 29:09
  And I, you know, And I was accustomed to, you know, meeting and corporate.
• 29:14
  And then I went virtual, and I used to go back to corporate just because I needed it, and I
• 29:19
  never forget the day that they said to me, why are you here?
• 29:23
  And I'm like, well, I'm here because we're having a meeting.
• 29:26
  And they said, well, everybody else is at their desk because we were east of West Coast.
• 29:30
  Right?
• 29:30
  Right.
• 29:31
  And I remember thinking, wow.
• 29:33
  This is such a change, but, I mean, obviously, you know, I adapted, but what I recognized that
• 29:38
  there was a different way of connecting that I I mean, I was connected to people in in person,
• 29:43
  but I there were certain things that I needed to do as an extrovert to make myself
• 29:48
  comfortable to kind of transition in and that we're talking, like I said, 14, 15 years ago
• 29:52
  now.
• 29:53
  Right.
• 29:54
  But it's it's interesting how how that happens.
• 29:56
  So I think it's also under standing yourself in what kinds of things you need to feel
• 30:02
  connected.
• 30:02
  If you're an introvert, introverts, you know, not nothing against introverts, but they
• 30:07
  probably because they're so a bit more internally grounded, they can figure out
• 30:12
  things.
• 30:12
  Whereas extroverts, we need to kinda, you know, we can't touch, but we need to kinda do more of
• 30:18
  the face to face and the all those types of things.
• 30:20
  Would you agree with
• 30:21
  it launches.
• 30:22
  Absolutely.
• 30:22
  You get your energy from people and, right, experts get their energy from being by
• 30:27
  themselves.
• 30:28
  So Yeah.
• 30:29
  And, you know, I think what's really important, if it's a brand new virtual team, it's, you
• 30:33
  know, setting up your norms.
• 30:35
  What are our norms?
• 30:36
  You know, do we have different working hours that we need to be mindful of.
• 30:40
  You know, I'm looking after the kids in the morning.
• 30:42
  My wife's looking after the kids in the afternoon or you know, what, what's going on
• 30:47
  for people that, we need to be aware of.
• 30:50
  I'm gonna work till 8 AM and my husband's gonna, I don't know, look after the kids in the
• 30:56
  morning.
• 30:56
  I, you know, just really being aware of that and and it's okay when we're virtual, but, you
• 31:02
  know, how do we lean on each other?
• 31:04
  How do we need, you know, we need to know what we need to know.
• 31:06
  We need to set up our norms, and be realistic about that and then figure out how we we
• 31:12
  manage, At a time of, an at an extraordinary time.
• 31:19
  And maybe even I I don't you know, I'm just thinking, but maybe, like, virtual con
• 31:23
  connection point.
• 31:24
  Maybe like coffee times.
• 31:25
  Like, why don't we kinda post that maybe at, you know, at noon, I'm gonna probably have, you
• 31:31
  know, lunch and, you know, we can get on on the line or coffee breaks or whatever.
• 31:37
  You know, that might be a good thing to just have people socialize and know I was thinking
• 31:41
  about that with, some of my business colleagues, but also my girlfriends who I
• 31:45
  generally would get together with, you know, and do something social, and now I can't.
• 31:50
  So we were saying that we could do.
• 31:52
  We could say, you know, at, you know, we can get together.
• 31:54
  We can have a coffee or we can have a glass of wine, and we can just Chit chat and the so does
• 31:58
  that make sense with teams also?
• 32:00
  Love that.
• 32:01
  Love that idea of Roxanne.
• 32:02
  In fact, we're doing the same thing with, my girlfriends were getting together on Wednesday
• 32:06
  night because it's been a long time.
• 32:08
  A virtual, social distancing girls night in.
• 32:12
  A few things new.
• 32:13
  And, and it's fun because some of them have not used technology like this before, and so it's
• 32:18
  it's learning and it's a a
• 32:20
  state there.
• 32:22
  So I love that idea.
• 32:23
  Let's coffee time, you know, and in fact, in Zoom, you can have breakout rooms.
• 32:27
  Right?
• 32:27
  So
• 32:27
  it's right.
• 32:28
  That's an idea as well.
• 32:31
  You know, we use a a program, a system called slack.
• 32:36
  So we I'd use it as well.
• 32:37
  Yep.
• 32:38
  A lot of companies have, you know, their l drive and they have their systems for that.
• 32:43
  But if they're a smaller a smaller organization and they wanna you know, learn some new systems
• 32:48
  to be able to direct message.
• 32:50
  Slack is a good one for that.
• 32:52
  Absolutely.
• 32:53
  Yeah.
• 32:53
  Well, Pam, this has been, fantastic.
• 32:57
  I I I think we could talk probably for hours about what you're seeing out there.
• 33:02
  Just any last words tell people where they can reach you, where they can find out about Pam
• 33:08
  has, generally does a 3 day live course, but now it's gone virtual and, things like that and
• 33:13
  where, obviously, they can get the book on Amazon.
• 33:16
  Yes.
• 33:16
  Absolutely.
• 33:17
  Leadership unleashed is available on Amazon.ca.
• 33:21
  As well as dotcom.
• 33:22
  And, our program, the coach approach system, the our coaching skills academy is available
• 33:30
  for leaders.
• 33:31
  We do teach it live and we also have, our programs are virtual.
• 33:36
  So all of our content lives online and but it's very interactive.
• 33:41
  And so if you're interested in that, please go to www.
• 33:46
  Hambraffitzcoaching.com.
• 33:50
  And, you can sign up for our newsletter.
• 33:52
  You can go in and set up a discovery call to learn more about our programs and see if
• 33:56
  they're a right fit for you.
• 33:58
  And really just, you know, some last words, Roxanne, I'm I'm so truly grateful for our
• 34:03
  conversation today because it's we're really at the height of, or in the middle of, an
• 34:09
  extraordinary time right now around the globe.
• 34:12
  And, you know, I just wanna remind all leaders that this too shall pass, you know, and
• 34:18
  remember you have all the keys within you to do really amazing things right now.
• 34:23
  And part of our job is to help others, you know, just calm that amygdala down and, get
• 34:29
  back to what's possible.
• 34:33
  Well, thanks again, Pam.
• 34:34
  And my my takeaway is, to be able to just remember you're leading, and people are always
• 34:40
  gonna look to you.
• 34:41
  So it you have, so much more of an obligation to demonstrate that.
• 34:45
  And the tactical things, we know we all know that leaders are very good at that and to spend
• 34:50
  that time.
• 34:51
  2, get to the point where you're taking care of yourself at such a profound level because
• 34:56
  people are gonna lean on you that much more.
• 34:58
  So take the time for awareness, you know, do whatever you need to do to keep mem mentally
• 35:03
  resilient at this time because once this time is finished, there's gonna be an aftershock
• 35:09
  that we will have to get into to help people also, mend some of the things that they've gone
• 35:14
  through.
• 35:14
  So in that leadership role, you know, we're gonna need so many things from you.
• 35:19
  So to really, really, do what you need to to take care of yourself.
• 35:22
  So, Pam, again, thanks so much.
• 35:24
  This is Roxanne Derhodge of the authentic connection movement.
• 35:27
  If you're needing any information on mental resilience, coaching, and speaking, you can
• 35:31
  give me a call at Roxanne Derhodge dotcom.
• 35:34
  Thanks for tuning in to authentic living with Roxanne, creating the space for positive,
• 35:40
  healthy change.
• 35:41
  Roxanne is a keynote speaker psychotherapist, and coach to work with Roxanne, visit
• 35:47
  roxannedurhaj.com/blueprint.
• 35:51
  We'll see you next time.
• 35:53
  Unauthentic living with Roxanne.