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Resilience and Conflict in Leadership and the ROR: Return On Relationships (Part 2) · Authentic Living

• 0:01
  Welcome to authentic living with Roxanne, a place where we have as conversations about
• 0:08
  things that really matter in our lives.
• 0:11
  And now here's your host, Roxanne Derhodge.
• 0:36
  Our interview last week was so good that we decided to turn it into a 2 part series.
• 0:41
  If you missed last week, you'll find the link in the show notes.
• 0:45
  It's not mandatory that you listen, but we wanna make sure that you don't miss out on this
• 0:51
  amazing conversation.
• 0:53
  Hi, everyone.
• 0:54
  It's, Roxanne Dermaj.
• 0:56
  Today, I have the honor of moderating a paneling panel on leadership and it's a space
• 1:02
  that's, I spend a lot of time and I've been fortunate to be in the same room with many of
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  these amazing women that I sit with today.
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  And today we're gonna discuss some of the things that we know about resilience and
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  conflict in leadership and some of the best practices based on the different environments
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  that my, my colleagues here, worked in.
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  So I'm gonna introduce them as best as possible.
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  And we're gonna include their buyers, which is phenomenal, which will give you a tip of what
• 1:35
  they do.
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  So, Barb Veda, Barb has been in the behavioral management business for about over 30 years.
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  Barb has done a lot of research and presented international conferences on best practices
• 1:54
  around, counselor education and, leadership.
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  So, Barb, welcome to a panel today.
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  There's a Linda Crockett and Linda is, she was one of the founders of the full service
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  worksheet workplace bullying and harassment services in Canada 1 of the first.
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  And so, Linda, thanks so much for being here today.
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  And let it is gonna share with us kind of her perspective and she also has a fascinating
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  event coming up that we'd want to chat a little bit more about.
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  Next, I have Trina Rykoff and Trina is also, resilient a specialist that Trina is based out
• 2:39
  of Toronto, and she's the owner of TLR, solutions, conflict inc.
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  And or international, presence today's, Joanie Petty, and she's in South Africa.
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  And she is an international musician specialist and also keynote speaker.
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  So everyone, welcome, and so glad to see your lovely faces day.
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  That's amazing.
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  Right?
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  Because, you know, the average person and all of us here, we understand all the lingo.
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  Right?
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  And and I think of when I worked with Barb and I manage a portfolio of 50 companies at any
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  given point, I would say I would 65% of my portfolio was in flux.
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  So think of the context of not knowing some of the basics that we're talking about and now
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  bring it forward to 2023 where flux is a is a macro kind of umbrella to everything that
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  people are experiencing within companies and then try to not be trauma informed about what
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  people experience through COVID, what people are going through with rightsizing, downsizing,
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  you know, selling off of certain parts of companies, mergers, acquisitions.
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  That's a whole lot moving parts all at once.
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  And within the context of that, we're wondering, you know, what are people needing?
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  And if you're not aware as a management team, or a supervisor or a middle manager, of all
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  those elements, not that to to someone's point, you don't have to be, a trauma therapist or a
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  psychologist in any
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  way, but
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  you have
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  to know the fundamental basics of what are the symptoms potentially that might display itself
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  when someone's sitting across from you and then know enough to say, they're needing a bit more.
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  They need to be able to be sent somewhere else.
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  And I think that's the education piece that I think is is is needed out there.
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  I think so for the education piece.
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  What I find to be absolutely ironic?
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  Is that we're talking about psychological safety.
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  Psychological.
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  It's in the title.
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  It's right there.
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  Psychological hazards, psychological harassment, psychological violence,
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  psychological injuries.
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  It's right there.
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  If you've got a psychological component, you need to have the trauma informed piece as well.
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  Absolutely.
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  Thanks too.
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  It's the importance of the leaders of everybody.
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  It's being vulnerable because you gotta be able to recognize your own trauma response.
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  Because we've all experienced something.
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  So to be able to start becoming trauma informed by a reflection of your own past history, your
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  own experiences of trauma, whether personal, professional, or environmental, and earthquake.
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  You know, capsizing on the water, environmentally, there's many.
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  So it's becoming trauma informed as even recognizing what might you might experience so
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  that if you're triggered or you might have a flashback while you're having an interview or
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  giving a meeting and you're not sure why.
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  You know, I think we have to bring this back to leadership if we can about being the leader
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  themselves being trauma informed part of that is having that emotional intelligence about
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  when you're being triggered.
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  As a leader, you know, I might be a leader who's avoiding conflict because I have past
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  history of being a child of a domestic violence.
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  Right?
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  And I'm, I'm now avoiding conflict, which means I'm not being a really effective leader because
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  I'm avoiding conflict within my staff.
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  So part of being psycho, you know, trauma informed is that emotional intelligence, having
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  self insight to your own triggers, your own limitations, your strengths, of course, but
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  also to having trust in your own judgment, being aware, knowing that you need to go deal
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  with your fear of conflict, All of that's involved.
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  So that emotional empathy piece is involved in trauma informed.
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  And as leaders, Linda is going to say the same thing.
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  Is that that that emotional intelligence piece.
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  I mean, I, look at research from a 150 countries.
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  I mean, that's a of big bank research, a hundred thousand people at a time is that, you
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  know, this whole emotional intelligence piece, we know that the research is showing that
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  leaders who have good EQ are performed, you know, choices as well as leaders who don't.
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  So if you trauma informed, I love the examples that both you, and Tina have given.
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  So, you know, if you come from, you know, a household when there was abuse, and there's
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  bullying in the workplace is how do you actually language that?
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  So your emotional literacy, how do you navigate those emotions?
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  So it's having all of those capabilities, and those are measurable skills.
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  Those are teachable skills.
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  So we are finding worldwide that where organizations are prioritizing EQ upskilling
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  and training.
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  There are 22 times more performing.
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  So it's really, you know, that's the heart of it is, you know, I always look at resilience
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  with 4 dimensions, and we can go, you know, risk management and change management programs,
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  but I go, you know, emotions drive people and people drive performance.
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  So you gotta go back to the person.
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  And the person that's 4 legs to the table, what is their mental resilience like?
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  What's their emotional resilience like?
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  What's their physical resilience like?
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  And what's their sense of purpose?
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  And when you start dealing with people as individuals, giving them those EQ skills,
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  teaching them that self awareness, giving them, you know, to what, Bob was saying earlier,
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  those things around as individuals trying to trust each other.
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  You know, trust worldwide has gone down dramatically.
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  So we've really gotta go back to I think we've gotta go back to basics.
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  Post care COVID.
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  And leaders need to given some of these the the toolkit to handle, you know, what we used to
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  call the soft skills.
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  So Joanie and team, here's my question.
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  And this is I love what you said, and here's the challenge.
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  If you look at, the corporate structure, the executive structure, I believe it's still often
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  dominated by men, and there isn't as much diversity as we wish.
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  I think that tide is changing.
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  What we know about and I'll be the counselor again.
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  I'll put my counselor hat on.
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  I'm a leader as well.
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  But as a counselor, women are more likely to get the training and go for help.
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  Men do, but it's it's not they're not represented as equally.
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  So now you take that into the boardroom.
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  How do you get the executive culture to value these softer skills.
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  Visit the scary word of trauma, counseling, psychological, All these words can be very
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  triggering.
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  How do you put them into context that they show the value of that social importance for your
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  leadership, skills, but also for your organizational performance.
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  As we become more aware as investors are holding organizations more and more accountable
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  to the social aspects of their organization, these skills are gonna come higher and higher
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  into the priority of it.
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  So shifting that traditional male set of skills that we've all experienced as leaders not to be
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  sexist here, but I am being a little generic and and generalizing, how do we shift that into
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  these other types of conversations and soften?
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  Okay.
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  Jony solved it.
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  Yeah.
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  It's yours.
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  Tina mentioned it earlier.
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  Workplace assessments.
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  So It's that our work mainly at senior management and director level.
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  And you're right, unfortunately, Bob, is that 80% of the teams that I work with are men.
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  So I don't ever and you, you know, you would say data.
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  I would say data.
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  Is that workplace assessments.
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  You've gotta go in with data.
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  So I did a Chicago team, actually, all men on Tuesday night, and it was interesting.
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  I made them do a workplace assessment I said, here is a worldwide validated assessment, and
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  it's validated and it's reliable.
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  Our teacher business schools looks at the 5 drivers of of high performance in your exec
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  team.
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  Are your people motivated?
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  Are they, what are their ability to, an agility to handle change?
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  What is the teamwork cohesion like?
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  What's the execution like?
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  And then the 5th driver is trust.
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  And let me tell you if there were 3 pulse points per each of those 5 drivers.
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  So 15 pulse points and that was scoped against, 50,000 teams worldwide.
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  So looking at where they were at, they were shocking these men.
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  And trust was at a low.
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  So you can't open those conversations unless you've got data.
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  I think that's a simple way to crack the code.
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  And I just
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  get questions, Joni.
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  How do you get them to accept and it's, an assessment?
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  I mean, I agree assessment data is critical but how do you even get in the door if you've got
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  resistance, the old boy's club, the old girl club is saying, no, I don't want, you know, I
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  don't wanna know They have all kinds of reasons.
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  How do you get past that?
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  I I can share that in in Canada.
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  Curching.
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  Curching.
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  And when you're coaching the CEO, And I've been coaching the CEO for a year now.
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  And, he has a hybrid team in Chicago, Spain, Amsterdam, and kept on.
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  So his exec team are all over these guys, and I said to him, I can tell you right now, from
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  what I've heard around the world, you don't have cohesive team.
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  And you if I was you, you gotta, you know, it's good old Jim Collins said also 20 years ago,
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  you know, good leaders need to look in the mirror to see what's happening.
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  So let's put the mirror up.
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  Let's have an assessment and let's, you know, see what's happening.
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  I wanna know.
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  Unfortunately, then they take something critical often times unless you're in the front
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  door with the CEO for them to start to listen.
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  Yeah.
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  We take crap to our situations, right, unfortunately, then that opens the door.
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  Or, business cases too, right, like competitive edge, potentially.
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  But, Linda, you're right.
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  How is it that, you know, if you are if you're if you're preaching to the aware right now,
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  I've lost someone.
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  I've lost someone.
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  There's been a critical accident.
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  I'm losing market share.
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  So what's what's the value of a case?
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  That's different.
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  But if you're trying to if you're talking about the unaware a portion of sectors, that's
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  something, I mean, maybe Trina can share.
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  She was gonna share something.
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  Those are the people that are harder to get to but maybe maybe you do have it inroads at some
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  point in a different way.
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  With with the assessments that I do, there is a cost to conflict.
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  So when you want to get to that C suite or the the male who's not as sometimes, you know,
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  resistant.
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  It's it comes down to time, money, and reputation, and there actually is a formula to
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  calculate the cost of conflict.
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  And when you have the metrics and you have the stats of the disability, the retention, the
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  presenteeism, it all comes down, and that's part of having a workplace assessment.
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  And now in Canada, like, I was just actually sharing this earlier on this morning, In
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  Ontario, workplace assessments are now part of occupational health and safety, labor code law
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  across Canada.
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  Each province is different.
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  Right?
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  The federal government has bill 168, but in in Ontario, it is, under occupational health and
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  safety, doing workplace assessments, It's mandatory.
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  It's part of labor code, and there is a fine attached to it if you are not starting to
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  implement these workplace assessments to mitigate risk and identify psychosocial
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  hazards.
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  So when we look at, like, out of the Canadian occupational health and safety, workload, Work
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  load is now identified in Canada as a psychosocial hazard.
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  So just like you would identify ice as a hazard, the risk is slip and fall, How are you
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  gonna mitigate it?
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  Because slip and fall could be a bruise.
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  Slip and fall could be death.
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  Well, workload is exactly like ice.
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  It is a psychosocial factor that now by labor code standards and occupational health and
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  safety has to be mitigated.
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  Extra education.
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  It's so fantastic.
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  I can see, but in all the other provinces that I work in, that a lot of employers are trying
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  to stay under the radar from that, trying to avoid that.
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  And that's why, you know, I'm overloaded with cases, and we have such, well, we've had
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  research out for dead decades about the costs of not doing the right thing.
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  We've had suicides, you know, on social media due to bullying in the workplace, and that's
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  not that's still not making people say, please do an assessment.
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  I wanna prevent this from happening at my work.
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  I wanna make sure this environment is healthy.
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  That's not what's happening for, in my world, of where I see people who are I have employers
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  call me and say, you know, we've done an investigation this, you know, man or woman or
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  whoever has been substantiated as being a bully or harasser.
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  And we wanna keep them.
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  They're very skilled.
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  But we need them to come and see you because they have to change his behaviors.
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  And if they don't show up, they're terminated.
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  So that's the kind of people that I'll work with are the bullies themselves.
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  And then I'll when I've done my assessment and I've come up with my recommendations, let's get
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  an assessment on your co workplace culture.
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  Let's get your staff trained Trauma formed.
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  Let's get your your leadership team cohesive on 0 tolerance.
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  It's a note.
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  Yeah.
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  So I'm gonna jump in here because this is, like, I love this conversation.
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  So you have the continuum, and I'll put Jony, your customer's progressive open and willing to
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  take the rest.
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  They're the ideal.
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  Linda, you see the back end of clients that aren't willing to take to
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  you know, you see the worst.
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  You see the toxic cultures, the leaders that aren't informed, the that the the HR, I'm gonna
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  pick on HR, the HR that greets you with a bat, a verbal bat that says, oh, this isn't as much,
• 16:53
  you know, this really isn't a problem.
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  Let's mediate.
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  Let's not deal with it.
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  Let's bury it as, you know, maybe Roxanne would say, you know, legislation is telling us the
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  street knows.
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  You gotta do this.
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  But the truth is you can only work with those cultures that are willing to be open.
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  And you asked at the beginning what makes a good leader How do we build resilience?
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  It's it's vulnerability, it's risk.
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  If you start to obsess, at least you have a starting point, Joni, to start to determine
• 17:22
  strategy.
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  This is the place we're starting, and tomorrow we're gonna be somewhere different because
• 17:27
  we're making a commitment.
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  We're making, because once you do that, you're vulnerable.
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  And that also to me is a very important leadership skill, but not all cultures are
• 17:38
  there.
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  So, yep, Mindy, you see the worst.
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  Joanie, you've described the most progressive.
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  And I think this, you know, and I I'll end by saying, I think Roxanne, your point is, don't
• 17:53
  ever waste a good crisis.
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  Because it's the crisis.
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  The stock is half the price, half the value.
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  Your your challenge is leaving.
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  Your customers know the truth.
• 18:05
  If you don't look, I can't remember who said it.
• 18:08
  You gotta look in the mirror as a leader, and I'll quote you You gotta be reflected.
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  Right?
• 18:13
  Roxanne, you gotta look in that mirror and decide that you want to run a good culture.
• 18:19
  Once you make that commitment, then look at all we can do.
• 18:23
  Yeah.
• 18:23
  But, Linda, you get you get the back end of the worst of the worst.
• 18:27
  I'm
• 18:28
  I do.
• 18:28
  And and, you know, and with sectors with with sectors across, Canada when I worked in my
• 18:35
  role, and I wasn't the first responder, but I was, you know, part of Barb's team who would
• 18:41
  send out the teams.
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  And, you know, some sectors are willing and open to say, wow.
• 18:49
  This is a crisis, and other ones were great.
• 18:52
  Thanks for, you know, getting somebody here within a day.
• 18:56
  Thanks for the debriefing.
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  Goodbye.
• 18:58
  Yeah.
• 18:59
  And the back end of that would be they would be repetition.
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  They would still be the high incidental absences.
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  They would still be the the high short term disability claims and long term claims.
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  And they're not willing to deal with it to Linda's point.
• 19:13
  So again, I think it's it's using, unfortunately, a crisis not often was I working
• 19:19
  with a company that says, what is the what is the impact of a case?
• 19:23
  Like, you know, where they're willing to have those conversations when you set across a
• 19:28
  health and wellness committee or an HR committee or a labor union committee, I would
• 19:32
  sit across from that and then oftentimes it dependent on the leader, the top, and if they
• 19:38
  were even willing to have those conversations with us.
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  Others were like, you know, the legal profession said, not gonna deal with it.
• 19:47
  It's okay.
• 19:48
  So it depends on the sector.
• 19:50
  And I think, yes, in Barb's point, sometimes at crisis, I would hope that we're no longer just
• 19:55
  crises based on, but unfortunately, that's still where we are.
• 19:59
  But Roxanne, it's authentic action.
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  It's it's what I refer to.
• 20:03
  Like, governance is great.
• 20:05
  Policy manuals are great, but the truth is in the action.
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  And leaders will just, you know, an authentic leader will take we'll hopefully see what's
• 20:16
  going on, but they'll take that crisis and they'll turn it into action.
• 20:19
  It's it's whether they're really taking meaningful action.
• 20:24
  And the organization that people know, your your each organization, the employees know
• 20:29
  whether there is really If they're cynical, it's because it's been built over time.
• 20:34
  Cynicism just doesn't happen in one day.
• 20:36
  No.
• 20:37
  Absolutely.
• 20:38
  So let's let's let's kinda look at a frame.
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  Right?
• 20:42
  You all have different, obviously, joining's bringing the international and then the you're
• 20:46
  looking across Canada.
• 20:48
  In lot and more on the harassment bullying.
• 20:51
  Trina's doing a bit of combination for, the same and myself in different arenas.
• 20:57
  But if you can say, like, for for leadership teams are thinking, I know we have issues, but
• 21:04
  my sector doesn't support it.
• 21:06
  Right?
• 21:06
  Like, we don't We know we have issues in manufacturing, or we know we have issues in
• 21:13
  professional services.
• 21:15
  What might be some of the ways to potentially start to open the possibility of people
• 21:20
  enlisting with a different air?
• 21:23
  I'd I'd like to go first and share.
• 21:25
  I'd like to come from the lens of, become conflict curious, not conflict avoidant, I
• 21:32
  always use, create just the SRSR self reflection strengthens resiliency.
• 21:36
  And when we look at the workplace assessment and the leadership legacy, Think of it as
• 21:43
  moving forward after COVID and an engineer and an architect in your building that Skyscraper.
• 21:49
  You need a solid foundation.
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  Right?
• 21:52
  If you're in Cayman or where there's earthquakes or tornadoes, you need to have that
• 21:56
  solid foundation to mitigate future risks.
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  That's the opportunity right now to engage and be curious and have a workplace assessment.
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  Because those pain points and gaps and the resilience strengths of having everybody
• 22:11
  participate voluntarily and confidentially you're gonna get the resilient solutions from
• 22:16
  the people that work there at every level.
• 22:21
  So think of it Right now is we are all just building that stable foundation to create
• 22:27
  intergenerational conflict and trauma resiliency and mitigate risk.
• 22:33
  Anybody else wanna add to something along those lines?
• 22:36
  Did, Trina capture it?
• 22:38
  Most of fundamentally, it's a foundation.
• 22:40
  You're right.
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  And sometimes you're gonna have to be brave as a leader to be the 1st, based on your industry
• 22:47
  as well.
• 22:48
  I agree.
• 22:49
  I'm sure that we all agree that leadership sets the tone of a work environment.
• 22:53
  Right?
• 22:54
  Yep.
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  We all agree with that.
• 22:56
  And and
• 22:56
  we see that there is massive change happening in the world of as far as awareness and
• 23:02
  knowledge about psychological safety.
• 23:05
  That's, you know, it's on the tip of everybody's tongue.
• 23:07
  Now 12 years ago, when I started my company, nobody talking about this, but today,
• 23:12
  everybody's talking about it.
• 23:14
  And money hasn't talked.
• 23:16
  Death hasn't talked.
• 23:18
  Exposure starting to talk exposure of large firms, them getting recognition for being
• 23:24
  toxic, exposure of politicians, exposure of leaders and the costs involved.
• 23:30
  That's getting movement now.
• 23:32
  That's that's starting to build awareness and people are starting to knock on my door that
• 23:36
  never used to speak to me that used to push me away and make fun of the work I do are now
• 23:41
  knocking on my door.
• 23:42
  And I'm talking large, large organizations that I can't name that coming coming forward.
• 23:47
  So I do see change.
• 23:48
  I do see hope.
• 23:49
  And I see I see that that's starting to get the motivation.
• 23:53
  The crises is the exposure.
• 23:59
  You know, one last thing I wanna say about research shows between 70 to 75% depending on
• 24:06
  which research you're looking at, bullying harassment, this toxicities coming top down.
• 24:12
  You know, that that might that has scared people that has angered people that I'm
• 24:16
  training, but that's actually great news for us to know because what it tells us is that we
• 24:21
  have not been setting leaders up for success.
• 24:24
  We've been putting in people in positions of leadership that are not equipped to do the job.
• 24:28
  Putting people in leadership roles because nobody else wants the job.
• 24:31
  We're putting people in positions of leadership because if we owe our friend a favor or a
• 24:35
  sister or a cousin, and they're not equipped.
• 24:38
  They're not ready for that level of responsibility.
• 24:41
  So the solution is start hiring for merit, start, you know, training start mentoring,
• 24:47
  offer them coaching, monitor them, and set them up for success because if we could correct that
• 24:54
  70% we're gonna correct the remaining percent.
• 24:58
  You know, even bullying a harassment toxicity coming bottom up, that's a leadership problem.
• 25:05
  So let's set them up for success.
• 25:09
  I would say very much what you're saying, Linda.
• 25:12
  And it's what's also the tide is changing where leaders are now far more open to executive
• 25:19
  coaching.
• 25:20
  And, you know, you I'm saying it in different words, you said it, but the fish rots from the
• 25:26
  head down.
• 25:27
  So if you can get those, senior people coached, it is, you know, that that domino effect is
• 25:34
  magnificent.
• 25:35
  And as much as psychological safety and and trust is now such, you know, the buzzwords,
• 25:41
  even if people don't understand them, is if they're open to being coached, we're gonna
• 25:46
  start to see behaviorships.
• 25:47
  You know, as humans who over complicate things, actually, there are only three things we can
• 25:51
  do.
• 25:51
  We think we feel and we choose to take action or not.
• 25:56
  So when we teach people how to use their emotional intelligence, how to change state if
• 26:01
  they need to and to, you know, be intentional about their words and take different actions.
• 26:07
  You know, we've become more self aware.
• 26:09
  So it's, we really have got to and that's why I will never do a culture shift program.
• 26:14
  At any other level except the CO and the direct level.
• 26:18
  I'll never start anywhere else.
• 26:22
  Anyone else wanna share their perspective?
• 26:26
  I I think we've we've, definitely my goodness I knew when I put you together, I was going to
• 26:31
  get a lot, but boy did I ever.
• 26:34
  This has been truly amazing, everybody, you know, and I love that.
• 26:39
  The fish raw.
• 26:44
  Like, I mean, how simple, but what an image that really reflects what's important.
• 26:50
  And you know, I with my work, what I often say is, and this is a, I think, a Barb, I think of,
• 26:56
  Bloor Street when I bring up this this analogy.
• 26:59
  And I think, you know, when you're leading, And there's nobody when you come up to the cooler
• 27:05
  and we're all stay standing around talking, that the condensation should not shift for you
• 27:11
  as a leader.
• 27:12
  And that space of safety.
• 27:13
  And I I think of Bloor Street because Barbara and I used to that was our head office because
• 27:18
  I would see the leadership perspective when they entered the room, oftentimes, the
• 27:24
  temperature and the mode and and perspective of the conversation shifted often.
• 27:30
  So my my call out to leaders is with all these amazing perspectives, what is your legacy?
• 27:38
  What is it that you truly wanna leave behind so that you leave the environments that you enter
• 27:43
  so much better than when you entered when you're leaving, people will remember whether
• 27:48
  it's a Barb Veda or a Johnny PD.
• 27:52
  Like, what is it that you want that environment to remember the most about you, from the
• 27:57
  elements of safety and trust.
• 27:59
  And with those things in place, you know, all the things that are possible.
• 28:04
  So a couple of things.
• 28:05
  I just wanted everybody just to there's one last word you wanted to share with everyone
• 28:10
  listening and also to let everybody know You have an amazing panel here.
• 28:15
  Please reach out in whatever perspective that you think you can gain from them.
• 28:21
  So, Barb, I'll start with you.
• 28:22
  If people are trying to get ahold of you, if there's anything else you wanna say, just share
• 28:26
  it and then let them know what to get ahold of.
• 28:28
  Sure.
• 28:28
  I'm gonna share that, I'm easy to find in LinkedIn.
• 28:32
  It's, my my biggest focus right now is I'm working on a fundraiser I'm working with Linda
• 28:38
  under the with the organization in Canada called the Canadian, Institute for Workplace
• 28:44
  Building and harassment.
• 28:46
  And we are doing our first fundraiser takes place in the week of, October 19th.
• 28:53
  Our event is on 20th we'll do this better than I am.
• 28:56
  But what we're looking for corporate sponsors and anyone who wants to participate or join us
• 29:01
  either virtually or in person would be honored to have you.
• 29:04
  That's my big priority right now.
• 29:06
  Thank you.
• 29:07
  Maybe I'll toss it over to you, Linda, and you'll explain a bit more about what what we're
• 29:13
  working on and how to reach you.
• 29:15
  Sure.
• 29:16
  So October 20th in Toronto, and we have lots of information on our website.
• 29:21
  And what we're trying to do is we're developing a toolkit to help injured workers navigate all
• 29:27
  these complex systems that have many gaps and many cracks, and you're already feeling
• 29:33
  injured, depressed, exhausted, you know, suffering insomnia and panic attacks, you need
• 29:38
  a very good guidance on what to do.
• 29:41
  If this doesn't work or where do I go if I'm here?
• 29:44
  Where do I go if I'm injured?
• 29:45
  All that.
• 29:46
  So we're developing in this lovely navigation tool, and we're trying to raise funds to get
• 29:51
  that together.
• 29:52
  We're almost there.
• 29:53
  But we're also trying to raise some funds because most of the people that are injured out
• 29:58
  there exhaust their savings, trying to do the right things, speak up for themselves, get some
• 30:03
  help.
• 30:04
  And they exhaust their savings to the point where everything they've worked for all their
• 30:08
  lives for, the RSPs are gone.
• 30:10
  Some of them have lost their homes.
• 30:12
  And I'm talking nurses and teachers have lost their homes trying to fight for the right
• 30:16
  thing.
• 30:17
  So we're trying to raise funds so that we can at least help them get a legal consult where
• 30:23
  they can get some guidance, which will give them some courage and validation or even
• 30:27
  treatment if there's some So the 2 things, health and legal, we're trying to get them that
• 30:32
  help.
• 30:32
  That's another injustice that they don't have access to that.
• 30:35
  So that's what the fundraiser is about.
• 30:36
  So if you've been through this, or if you have it, but you know someone, or you don't want
• 30:41
  your your child or your mother or your wife or your daughter, grandson, to go you you want
• 30:47
  support for them in the future.
• 30:49
  This is gonna help change the future.
• 30:52
  That's one of the things that I wanna say I also wanna say that, you know, this change is
• 30:57
  happening in the world, psychological safety, in the workplace, like, Trina was emphasizing
• 31:03
  with legislation all over Canada, provincially, and federally, it's changing in other
• 31:07
  countries.
• 31:08
  What side of the change do you wanna be on?
• 31:12
  Because you might as well choose now it's happening.
• 31:15
  So like you just said beautifully Roxanne, what do you wanna be remembered for?
• 31:19
  What side of the change do you wanna be on?
• 31:22
  Cause you will be remembered for the one who resists it or joins it.
• 31:26
  And one last quick spot Those who are injured out there, if anybody ever says to you, you
• 31:32
  need to develop resiliency, reject that.
• 31:35
  You were resilient you were strong.
• 31:38
  You were intelligent.
• 31:40
  You were educated.
• 31:40
  You were skilled.
• 31:41
  It wasn't about that.
• 31:43
  You've been injured, and your resiliency is injured.
• 31:46
  And you, like, you need some help to regain your resiliency.
• 31:50
  It's still there.
• 31:52
  That's it.
• 31:55
  Trina?
• 31:58
  I would just love this opportunity to say that I'm very honored and blessed to be part of
• 32:03
  this.
• 32:03
  And with these amazing women leading legacies right now and worldwide change.
• 32:09
  You can find me easiest on LinkedIn.
• 32:12
  And the takeaway I'd like to share is I was a part of it's on my LinkedIn profile as well.
• 32:18
  A book called COVID and grief, and it was made up of a 102 conflict practitioners and
• 32:24
  therapists worldwide.
• 32:26
  It's in 12 languages and all the proceeds are going to the Ukraine.
• 32:31
  So gift 1, buy 1, give one to a community, put one in a hospital, church, school, family,
• 32:38
  group home, I'd appreciate that.
• 32:41
  And so with the community of the world.
• 32:43
  Amazing.
• 32:43
  Amazing.
• 32:44
  And I will make sure all these links or in, the show notes for everyone that wants, to get
• 32:50
  connected to the fundraiser and also to tune his book, Joni.
• 32:55
  So you can also find me on LinkedIn and, www resiliantpeople.coza.
• 33:02
  And I would like to offer that I can help any leader with a free emotional intelligence
• 33:10
  assessment.
• 33:11
  And it's gonna take you 10 minutes online.
• 33:13
  And, it's a really nice way of just, calibrating and giving you a way to look in the
• 33:20
  mirror because it's difficult to all of us developing self awareness is, you know, ongoing
• 33:25
  for life we inch forward on this journey called life.
• 33:28
  So if you want some help along the way, you can certainly, get a hold of me for a free
• 33:33
  assessment.
• 33:34
  And or a, more sophisticated assessment on mental, emotional, physical, and sense of
• 33:41
  purpose resilience.
• 33:42
  And that still is only like a 10 minute online, but it gives you a very good starting point for
• 33:48
  self managing your own resilience cycle.
• 33:51
  And I too would like to reiterate that, what a blessing to meet the beautiful woman from
• 33:56
  Across the ocean and you're all doing such amazing work.
• 34:00
  So I'm truly honored to be have been invited.
• 34:02
  Thank you, Roxanne.
• 34:04
  Well, thank you, everyone.
• 34:05
  And, you know, I always, put people together and sometimes I amaze myself that I get, like,
• 34:12
  the combination that I do when I get everybody in the same room, having met you in all
• 34:18
  different walks of life.
• 34:19
  And my words to you is go out there, try to make a difference as a leader.
• 34:24
  You are put in that positioned for a reason.
• 34:27
  So use that time and that platform for better, whether it's around recognizing that as a
• 34:36
  leader, you are can impact too many people, and there are leaders that are also coming up that
• 34:41
  are watching you that can learn.
• 34:43
  And for me, if you'd need to get a hold of me, my new book is out, and it's available on
• 34:48
  Amazon.
• 34:49
  Just, just go, it's return on relationships.
• 34:51
  You can, get a copy there.
• 34:53
  Thanks again, everyone, and I hope to see you all very, very soon.
• 34:59
  Thanks for tuning in to authentic living with Roxanne, creating the space for positive,
• 35:04
  healthy change.
• 35:05
  Roxanne is a keynote speaker psychotherapist and coach to work with Roxanne, visit
• 35:12
  rocksandurhaj.com/blueprint.
• 35:16
  We'll see next time.
• 35:17
  An authentic living with Roxanne.