Unpacked with Ron Harvey
People Always Matter. Join Ron as he unpacks leadership with his guests.
Unpacked with Ron Harvey
Unlocking Success Through Self-Awareness and Mentorship
This episode explores the complexities of modern leadership through the lens of authenticity, vulnerability, and coaching. Kourtney Moody shares her experiences in overcoming stereotypes as a female leader, the significance of mentorship, and the necessity of aligning core values with organizational practices.
• Importance of authentic relationships in leadership
• Balancing assertiveness and expectations placed on female leaders
• Role of mentorship and diversity in personal development
• Navigating professional vulnerability and genuine connections
• Aligning personal values with organizational culture
• Importance of building and maintaining trust through consistency and intuition
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Just Make A Difference: Leading Under Pressure by Ron Harvey
“If you don’t have something to measure your growth, you won’t be self-aware or intentional about your growth.”
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Disclaimer:
The views and opinions expressed in this podcast are those of the speakers and guests and do not necessarily reflect the official policy or position of any organization or entity. The information provided in this podcast is intended for educational and informational purposes only and should not be considered as professional advice. Listeners should consult with their own professional advisors before implementing any suggestions or recommendations made in this podcast. The speakers and guests are not responsible for any actions taken by listeners based on the information presented in this podcast. The podcast is not intended to be a substitute for professional advice or services. The speakers and guests make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the information, products, services, or related graphics contained in this ...
Welcome to Turning Point Leadership Podcast with your host, ron Harvey of Global Core Strategies and Consulting. Ron's delighted you joined us and excited to discuss and help you navigate your journey towards becoming an effective leader. During this podcast, ron will share his core belief that effective leadership is one of the key drivers towards change. So together let's grow as leaders. Here's Ron Harvey.
Speaker 2:Well, good afternoon. This is Ron Harvey, the Vice President, chief Operating Officer for Global Core Strategies and Consulting professional leadership development firm. But today is not about our company. Today is about our guests that come on and they talk about the things that we make look real easy as leaders. So I'm always excited to bring guests on to do what we call Unpack with Ron Harvey. I don't know what we're going to talk about, except for one topic leadership and then we're going to go based on our guests.
Speaker 2:What is it that's showing up that I'll ask more questions about? We have fun, we talk about all stuff. We're pretty transparent. So our guests are pretty brave because they don't know any of the questions as well as I don't either. So I always tell them thank you for coming on without any notice as far as the pre read or prescripted. So what we talk about is not scripted. So I'm a pause. I'm going to let our guests introduce themselves, as I always do. They can share as little, as much as they want you to know about them. There are. There are no limits as far as what they want to share and there's no requirement of how much they share. So, good friend of mine, courtney, thank you for coming on the show. Looking forward to this conversation. Thank you for coming, so let me let you introduce yourself.
Speaker 3:Well, good afternoon. And Ron, I just wanted to say thank you for having me on. Since we met at Leadership Columbia where we were at orientation and you were reading us the RIDAC and putting us on game, you know we instantly clicked. So I just your friendship means a lot and I just I just want to say thank you for the work you're doing in the community. But, like you said, my name is Courtney Moody. I have been living in Columbia for about four years. I am an original Georgia peach. Born in Atlanta, georgia went to high school in Las Vegas. A proud, proud Michigan Wolverine graduate ran track and cross country in college and then I've moved around across the US in my professional career, from St Louis, cleveland, ohio, louisville, kentucky, and Columbia has been the longest place I have stayed in my adult life, so it definitely feels like it's home. Thank you for having me.
Speaker 2:Yes, yes, I will tell you. You know, I got to know Courtney where she said leadership, columbia. She's done a lot in the community. We met in a room and I love her style because as much as I give people a ride at, she holds her own. I mean, she'll show up and she'll have that nice smile. But she's about business, but she's also about fun and I'll tell leaders Courtney, you don't always have to be especially as a female leader in this world. You know you got to be able to hold it, but you also can still be a woman. You can also still have that part of you. So let's dive into some of that. What have you learned? To navigate and still stay true to you, but also stay true in the boardroom too, because there are people watching and you're making, you're building some pathways for other women that look like you. What did you have to learn? And navigate and do?
Speaker 3:That's a great question, I think early on in my career. So, having the athletic background, you, even though you're a woman, you got that dog in you but you do to your point. You got to balance that Right Because it's very as a black woman, off the bat you can be labeled as aggressive or, you know, outspoken, and one of the things I found that was common ground, no matter who I was talking to a white male, white female, another African-American counterpart was sports. I leveraged that to find that common ground so we get to know each other and understanding hey, she's not aggressive, she just wants to win. Right, and they understand the background.
Speaker 3:So if I say or do certain things, it didn't come off that way. But I've managed teams where it was 10 white males and I was like you got it, you got to find a way to relate to them, be relatable. But I've, I've leveraged my sports background and my passion for sports and winning as a way to kind of thread that needle where I'm still going to be Courtney. But it's not because needle where I'm still going to be Courtney, but it's not because of where I come from, it's the experiences that I've had where I've been in competitive environments. I've had to scratch and claw to get to where I needed to go, so that was one of the tactics that I've used throughout my professional career.
Speaker 2:How do you help women balance not being because women don't always get a great title if they're too aggressive how do you help be assertive is the language I'll say versus overly aggressive, so it doesn't rub people the wrong way and unfortunately we got to have that conversation, but it's real. How do you manage to make sure that you don't stay quiet in the corner and wait for someone opens the door and give you the opportunity that you also got to kind of let them know you want it and you got to work for it?
Speaker 3:Yeah, I think, going back to the balances, you have to check yourself and your intention. Right, I am a hundred percent woman's advocate and always will be right. But there are, just like on the masculine side, there are attributes where you have to check yourself. Say, guard your heart.
Speaker 3:Are you doing this because you truly do have an attitude which, at that point, the feedback you're getting is not off base, or is it a misunderstanding, right? But before I step into a room or step into a space where there may need to be a pushing of the agenda or some assertiveness, I always check my intentions. You know, what is it that you want to convey to the team and why? So if I'm going into it already with negative intentions or this defensiveness about what I need to get done, that's going to show up and unfortunately, to your point, it translates to aggressiveness versus hey, look, let's stop, let's unpack this. I want you all to seek to understand and you can do that and still be assertive, but it starts with you checking your heart and your intentions before you go into a space or a meeting or something like that.
Speaker 2:Wow, okay, courtney, we got to unpack this. So you're telling these leaders they got to come in touch with their heart. Now people will push back like I can't have any feelings and I can't show that side, and blah, blah, blah. How do you manage that? Because I'm 100% on board with you. Check your heart, and I do lead with my heart. I tell people that all the time I care about people. Now, I do hold a high standard, but I genuinely care about people. How do you do that without being taken advantage of?
Speaker 3:So I started some work some years ago. I started reading the Bible and you would be surprised how it gives you self-awareness, Right. So I'll give you an example. There's a young lady on my team and she was having some challenges with somebody and she was giving her feedback and she was extremely defensive and she called me so I'm going to tell her this and that I said stop. Right there I said you cannot have this conversation right now because you're too round up. You are reacting to the note she sent back, Right.
Speaker 3:So there has to be a time and a place, meaning if you know you're roundup, stop. But that requires you to do your pre-work is understanding your triggers, understanding when you're having a petty moment and when you're just doing the job. But it's that self-work that really has nothing to do with your professional space. It's your own self-development that is gonna be very valuable in your personal and your professional life. I have two younger sisters. We're stair steps when I tell you was the petty wars in the Moody household there? Nobody's out petty me. But as you mature and you're like OK, am I doing this for a get back or am I really trying to help this person? But that was that self-work I had to do outside of my professional career, so I show up better as a leader.
Speaker 2:I love it. I mean, because you go into a place is. Do you have an example where you know you dealt with your sister or professionally, where you felt like someone was actually intentionally doing a dig on you or trying to get you and get you wound up so they can really make you come out of character? If so, how did you overcome that in the moment? Because it's easy to do when things are calm and no one's watching, but the light is on and everybody's watching. How do you do it in that moment when someone's actually embarrassed?
Speaker 3:My sisters every day, whether it's on the group chat. I fly home to Las Vegas because they live in Vegas for a family to every day. And it was a work in progress. It was literally clash of the titans through the years. And my mom would say I don't like, I don't understand, why are you fighting? She was an only child. I said she's not going to get me, I'm not going to let her have this. But as you mature and you start to understand that there are going to be times I need her to do things and there are going to be times she needs me and you get to this place of one picking your battles. Is this worth it? Am I going to die on this hill? But two, there's something in my sister right now that she's struggling with that she doesn't see in herself. And when you can take a step back and see that the need to want to be petty and get back, you start to say, okay, this is not the time or the place. You can have that one because I got this over here.
Speaker 2:Yeah, let's talk about your professional career. I mean, as I looked at your profile and a team feeds me information on you, I know you personally you know really appreciate the friendship For women that are in your place coming out of college and the careers you have at Pepsi, I think at least 12 years or more, and you're in a new organization now and you've moved a lot. What were the things that you have to be prepared for if you're going to chase your career or you're going to want to be solid in this career as a female, if you're going to chase your career or you're going to want to be solid in this career as a female, what are some things you had to be prepared to do? That's not naturally the progression ladder that people look at. You know people come out and want to have a family, or they want to have kids or they want to stay in one location. What are some things you had to come to reality with for you to be successful as a woman?
Speaker 3:So when I left undergrad I needed a job, couldn't go back home. My dad was like, turn in your key. And I was like you, just that's it. Like that's it. He's like, yeah, turn in your key. So I was like, well, I got to figure something out and fortunately the athletic department had. I would tell the people coming out of college use your resources right and use them intentionally. It's not a handout, but if you're a part of certain organizations, leverage this. So she knew the HR partner at Pepsi and she was like just go to the interview. I'm like, all right, so I go and I get the job. And it was hey, it's a very early accelerated management program. If you come in, learn the business from the ground up, you can move fast.
Speaker 3:But the caveat was you had to be willing to move. And again I'm like I just turned 22,. But I was in a position before there was commitment where I could and moved to St Louis, missouri, from Ann Arbor, michigan, and was like I'm just going to give it everything I got. But through the years I realized I was getting the phone calls for the jobs because I was willing to do what other people weren't. And that's really what it boils down to is kind of that cost of entry Are you willing to do what other people are not? That means the jobs that quite candidly suck, meaning you're on call 21st and you're working in a warehouse, you're out on trucks. But I was willing to do that because I knew where I wanted to go. I did know how all the pieces would come in line, but I was like nobody's going to outwork me and I'm going to be willing to do what people aren't going to ask.
Speaker 3:And so what was happening was I was getting the phone calls like hey, are you ready to go? And I had this great mentor. He was like I'm going to be honest with you. When I call and recruit talent internally, the person that gets that role may not have been number one on my list because the first two probably said, well, no, I can't move, it's not the right time, and they want to finagle over things they don't want to do. So as you work your way down the list of that top five, before you know it you're getting the phone call and your career is accelerating so much faster that way. I know everybody can't do that, but early on, if you're willing to take the jobs and go places that nobody else will. You're going to get those phone calls. I never asked for these jobs. I was always called.
Speaker 2:Now again.
Speaker 3:Was I always number one on the list? Probably not, but I knew where I wanted to go and I was willing to give up things to get there, so that's how we got here.
Speaker 2:Yes, yes, thank you for sharing, and let's unpack something you said in that conversation though the role of mentors in your life as a professional. How important have those been and how do you intentionally or strategically make sure you have them?
Speaker 3:They've been invaluable and I've had every kind of profile of a mentor Right. I think an area of caution is we can tend to, especially as African-Americans. While we need each other, I can't just have all African-American women mentoring me right, because I'm getting that perspective right. I've had tons of white males that have supported me, tons of white women that have supported me, tons of African-American males and the likes, and I think you need to have diversity with people you're having mentor you and people that you're mentoring. I think the best advice I got from a mentor for having dinner one night and was talking to him about my team and I'm like hey, like this is the struggle, and he said here's what you have to understand. He said there are going to be people on the team or in an organization that it doesn't matter what you do. You give them a million dollars in a briefcase and guess what? They're going to be mad because you gave it to them, because it's all in one dollar bills, yes, and so it's those little nuggets that they have provided that have helped.
Speaker 3:I think, secondarily, this is a big one the way I've tried to carry myself throughout my career. Have I always gotten it right? No, I have made so many missteps, but there's something about you, if you're carrying yourself in a certain way, when you walk in a room, that you might have people wanting to mentor you. I've had people reach out to me and say, hey, I would love to just stay connected or mentor you because of the aura or the way I walked into the room right, and that also goes a long way. So presentation matters, how you carry yourself also matters, and that's it's just paid off for me, but also paying it forward and mentoring other people as well.
Speaker 2:Yeah, I love that you hit both. How you show up in the room. That makes it where people want to mentor you. They'll come because they see potential within you in the workplace. I know you've had your fair share of crucial conversations of conflict. How do you manage to work through that while at the same time leaving both people intact?
Speaker 3:That's a good one. So I'm going to kind of answer this in reverse. So my uncle owns a construction company and one of the things he tells people because he gets a lot of people reaching out to him but I think early on when he was building his company, he said, when you have to have a difficult conversation or quite candidly sometimes, let people go. Let them leave with their dignity intact. And so I always try to live by that, that even if it's a difficult conversation, somebody's not performing, somebody's made a big mistake, no matter what happens when that conversation is over, I want to ensure they leave with their dignity and that they are feeling respected. Right, these are people who are moms, they're dads, they're spouses, they have family, and I would never want them to walk away feeling less than, and so I always try to balance that. And again, you can be stern and not be a jerk, don't be a jerk. I'm not a screamer, I don't have a screaming voice, but my tone should not be elevated and, quite candidly, if you need to use the lean in real close, that's going to get their attention just as much if you were.
Speaker 3:I'm serious, like my ninth grade English teacher. He has moved on. He has got his JD, his PhD, and so he's like hey, I'm in spaces where I'm having difficult conversations. He was like a superintendent of schools and there's tension in the room and these ladies are like well, are you here to take my job? And he said, of course not, but lean in. If I wanted it I could take it. And that's just as impactful as saying you better, not, you know. So there are ways around it. But the guiding principle when you're having a difficult conversation is stick to the facts, right, fact-based evidence when you're having that conversation, and always they should walk away with their dignity and respect still intact when that conversation is concluded?
Speaker 2:Yes, I agree. I mean, according to our friends and we'd be having those conversations like look here we're supposed to be at lunch. What's wrong with your schedule? Exactly, yeah, but the important part is you do leave people intact. But I love that. You say you know, know you don't have to be a jerk to hold people accountable, and most people think they gotta yell, scream, curse. You know it's not necessary. Like you should not lose your character based on someone else's behavior, and so I love that. Your uncle, you know, taught you that and say you know you walk away with. People should still be respected with their dignity. You know, at the end of that someone's mother, that someone's no husband or wife, you aunt, they're still loved by someone. You should treat them in that space the right way. Let's pivot a little bit. As you think of leadership and people are trying to navigate this. What's the most important role you think leaders play in the lives of the people that they're responsible for?
Speaker 3:I think leadership has evolved. I remember being a kid. You know you watch TV. You watch all types of stuff you ain't supposed to be watching and you see this like stereotype of what it wasn't even a leader, it was a boss, right. And I love now that you're saying leadership like I'm not a boss, I'm a coach, I'm a leader. That's the mindset that I activate when I get up in the morning and you have to be able to pivot and flex, because I think one of the things that the worker has evolved, the employee, the middle manager, has evolved. They have certain expectations of you, just like you have expectations of them, and so being able to have an open mind and being able to pivot as needed is critical.
Speaker 3:But again, it goes back to that coach and leadership. I'm not a boss On paper and org chart. Yeah, I'm the manager and they have that hierarchy, but at the heart of what I do as a leader is I'm coaching. That's something that we don't turn off, and so when you can start to shape or shift perspective of this transactional boss, I sign the check and I tell you what to do, because that's not what it is, and you get into this genuine, like relationship and coaching mode. To me, that's how you've unlocked your journey on leadership, and you'd be surprised how people respond to that Because, again, employees have expectations of their leaders and organizations. It's not just one sided where you know however many years ago it was? No, you're going to do it because you're tied to this organization. No, it's a two way street now and I think when you're in coaching it unlocks the leadership levers that you need to be successful.
Speaker 2:Wow, let's tap into used to be before where you write. Leadership has evolved and when I came up it was you know. We were taught don't let people know you for real. Keep your personal and your professional life separate. Don't let them get too close to you. Never let them see you sweat. That's almost impossible to live up to today and it's not even effective to do today. You know, as a father, my parents would probably never share some of the stories I shared with my kids on my challenges and my failures. They would have never shared it. I find it helpful to share it with my kids. What do you speak to leaders that want to keep that separate and want to look like they always got it together? What advice do you show those leaders? Feel like they always got to have it together and they got to be perfect and they can't tell people where they made mistakes.
Speaker 3:Where I work now, you know there's an expectation of what we call being like professionally vulnerable expectation of what we call being like professionally vulnerable, like people have to want to spend time with you and want to know a little bit about you. This is a really bad example. But National Lampoon's Christmas vacation and you know the bosses, and then you know he stiffs them on the bonus. That's not realistic, right? You're going to lose the team. You're going to lose the organization. I'm in Philly right, the Eagles just won Super Bowl, but it's like you're managing a locker room. Essentially, right, when you think about these head coaches and these big franchises, there's an expectation that not only are you winning, which is your performance, but they look at how do you manage the locker room? Do you have the locker room? Have you lost it?
Speaker 3:And it's the same thing we do as leaders in an organization. So, going back to your question, people have to get to know you, but the power you have as a leader is you get to control what you share and what you don't. Now again, am I going to share all the jokes you and I have made, ron? No, because we might be like hey, you know, but you get to pick and choose snapshots and soundbites of what you want to share, and when you give them those nuggets, you get that back in return and it builds that credibility with the team, because here's the deal on any team or any organization at some point we're all going to be in a pinch or a jam, whether the business is in a struggling place or the culture is poor, and so doing those things, sharing some personal stories or experiences, builds a credibility, but it also, I think, creates for a diverse space to then elevate the performance and elevate the culture.
Speaker 2:We're in a challenge right now and people are concerned about the diversity. You used the word a couple of times and I use it often, very often, because I believe in having people around me that don't always look like me, and I want to be in rooms where people invite me. How important is it for us not to get stuck in the stuff that's happening now and get caught up in damage Some relationships that are important to you?
Speaker 3:I think everybody has a choice. To me I would say the choice in diversity or even just how I'm going to treat or approach people. That is a hill I would die on, and so people need to understand what are their negotiables and non-negotiables and what is a hill worth dying on and what is a hill not worth dying on. We said we're not going to talk about politics and I won't. But how people respond to certain things says a lot about them and you have to use your own discernment on how you're going to handle certain situations and if you choose to engage or move forward with certain people or organizations. But you have the power of choice when you get up in the morning I left my last organization.
Speaker 3:I mean, I had a great 12 years there. The reason why I was comfortable leaving was it got to a point where I don't know that the culture aligned with my values and how I was raised. It had nothing to do with my professional expertise, but it's like my parents didn't raise me like this and some of the things that were being asked to do did not align with who I was as a person and it was time to move on. And so we have. You have. Each person has a power of choice in how you choose to move forward with your life.
Speaker 2:You said something I always talk about, like understanding your core values, because organizations are going to shove theirs down your throat. They're going to have them on the wall, they're going to have these expectations, but you had to come to a place where there was a misalignment out of your core values in the organization that you've spent so much time in realizing that this is no longer effective for me. How important was it for you to realize that you've got to have your core values and the hill you'll die on and the things you stand for and the things that just not going to work, regardless of how much money they're paying you, the titles and the car you're driving, all the perks that come along with it, because it's easy to get caught up there. How do you separate and make sure that you don't lose you because of who you work for?
Speaker 3:Yeah, I think that decision was made because the proxy I used was I had to look at the lowest level of the organization, which was that front line, and how they were being treated.
Speaker 3:And it was like, hey, you got to do this on Thanksgiving week and I was like now it's gone too far, right? So for me, because I have a big like logistics, sales operations background, like, even though I had a bigger title, you still have to be in touch with all levels of the organization. And when I saw that the things that we were being tasked to do, that impacted in a negative way where again I felt like two people, the things we were being asked to do, you're not letting these people have dignity at the end of the day, that was where I drew the line. So my proxy was but if I'm working for an organization, how was the lowest level of the organization being treated and how does that back into the things we're being asked to do to funnel that down. And if that no longer aligns with who I am and how I was raised, it's game over. It's time for me to move on.
Speaker 2:I really love that, because you really do have to step and say time out. What's happening to the people that are actually making us look good and are we violating what I believe in and that's so important for us to understand as leaders? You got to make sure you know what you stand for and what you don't stand for. Is there anything that you share that I really haven't asked? That you think is valuable for anybody that's listening, whether it's a woman, an African-American, or whether it's a corporate person or a person that's trying to figure out how to navigate the space? What would you share that we really haven't talked about? That's important for you as a nugget to drop.
Speaker 3:I think at the end of the day, you know again if you have goals personally or professionally, the goals and the vision, but the work needed to get there again. Are you willing to do what other people aren't to get there? But on the other side I would say, the balance comes. You know, I'm older than when I started out and my perspective and things that are important to me have changed is balance, that family piece with work and I hate to use the word, but if COVID taught us anything, people really did a lot of reevaluating what was important to them. I think that's why the workplace and the workforce it has shifted so much. People are again. They have expectations of organizations, just like organizations have expectations of their people.
Speaker 3:And so I would say, you know, spend some time as you evolve and you grow and mature in your life on what's important to you. You may have 10 or 12 years where you're running as hard as you can and then you stop and say this is no longer what I want or need to do or what I want my life to look like, and so it's not linear. It's going to be peaks and valleys or just different things you're going to have to navigate throughout your life. I call it a life-changing event, and it's not just oh, I'm getting married or I'm having a baby. It could be a parent is sick or a loss of a spouse, right To where you re-evaluate. But before it gets to that point, always check in with yourself on where am I at in this journey and what I want my life to look like in the future.
Speaker 2:I don't know if that answers it, but I did the best I could.
Speaker 2:You unpacked it well. It was spot on. It's your reality and I think that's the part as leaders, I always say meet people where they are. There's not an expectation, just be authentic. And I think for us, as leaders, people want us to be authentic. They want us to talk for real. You opened up with hey, I read the Bible, I need you to come in touch with that. No sense in shying away from that and people don't want to talk about Like, no, I read the Bible, I'm a faith guy. Let's keep it real. Can you speak to Courtney how important relationships are to everything that you're trying to accomplish? You know you're well-educated, People are going to look out for you, but I've watched you in rooms and you're phenomenal at building relationships and respect and then making sure you have those connections.
Speaker 3:So I'm going to pick on you for a second here. You are spot on right To me, like you doing your schooling, getting your resume together, that's like the cost of entry, like, hey, I'm getting the interview, I'm getting the time Right. And what we don't want to see is that you should not be blowing up Ron Harvey just for say, hey, I want to have coffee with you, right, that's not intentional. It can feel very transactional, right. And I think the key to building an authentic relationship is you cannot have this like it's transactional. Authentic relationship is you cannot have this like it's transactional.
Speaker 3:It's got to be built over time where the mentee so if somebody is approaching you wrong, like they should be doing the work, they're the ones setting up time, they're the one reaching out to you. You don't mean, you're doing what you need to do, right, and again, knowing your heart, you're more than willing and happy to share, but don't waste your time and it shouldn't just feel like I'm checking a box, right. So I think it starts with being intentional, but it's got to be non-transactional, I think. Second, follow-up how many times have people reached out to you and said I'm picking on you, like, hey, I'm going to do this and that and I'm like I haven't heard from them. Right, don't say something to somebody that you're trying to get close to that you can't make good on.
Speaker 3:The third thing is take a genuine interest in them, and I'm not picking on the younger generation, but again, that transaction is what's in it for me versus how are you bringing value to the person that you're trying to cultivate a relationship with? Because what you don't want to is you think you want to build a relationship with somebody because they have the status, or you think they have all these things and they're not even a good person. It's a two way street. But I think up front you've got to do that work to truly be intentional, to understand, be authentic, be genuine and be a giver. But once you get the relationships right, if you're ever in a pinch and you need something because we all do at times with calling favors that's where that relationship comes in.
Speaker 2:Yeah, I love it. I mean you're dropping. I mean, so you gave an actual you know, which I love. When we unpack stuff, people give real steps.
Speaker 2:Hey, if you're going to do this, you know you got to be really careful that it's not just about what you can get out of it. And do you really want to be associated with that person? I love that you said that Are a good person, or you're just trying to get this thing that you want and you don't care about their character, you don't care about their values, you don't care about anything that won't look good for you to be aligned. Is it a good alignment for you? So you think about relationships? Please spend time as a leader. Is this a good alignment?
Speaker 2:So will I sit anywhere with Courtney and have a conversation? Yes, I don't mind being seen in public with her, but there are some people that I'm oh no, I'm not getting tied up to that. Nope, not touching it. You could do it, but I'm not doing it and you've got to be really mindful. Stay true to who you are. Last question we're at a place where trust is at all time low across our entire society. How do we build trust and maintain it with people that we kind of want to have relationships with.
Speaker 3:Ron, that's not a good question, because I don't trust nobody, no, but Jesus. Let me stop, let me stop.
Speaker 2:I trust my mom, I trust my mama and I trust Jesus. You know what I'm saying. Let me say wait a minute time out. It might not be the right question for me, but yeah, so it is a challenge.
Speaker 3:Yeah, I think for me, trust goes back to what I just said. I will have trust and faith in you if you do what you say you're going to do. Behavior is a language. There's two things right. Following up do what you say you're going to do is number one. But number two is, as we're human beings, right and God gives us intuition, and so sometimes you just got to follow that. There are going to be indicators, whether it's through body language or speech or comments being made or how, to your point, you see them on the other side of the room that you're going to pick up on and say is there something about them that I can trust or not? But again, that's where you have to use your discernment and use your intuition as a person to really kind of weed through what's real and what's not, to determine if that's a trustworthy person. That's as simple as I can make it. Oh, yeah, no, you're keeping it real People.
Speaker 2:If you watch them long enough, they'll show you who they really are.
Speaker 2:You just got to wait a little bit longer to watch and look at them when they're not in front of you and you and I are in a lot of rooms together and we move when we navigate and we care about our community but you will watch people and who they're talking to, and if they're one person in front of you and another person someone if they change based on who's in front of them, there's going to be an issue.
Speaker 2:They should be the same regardless of who's standing in front of them. So, courtney, thank you so much. We've been talking about this and we finally got it on and I'll get to release it during this month and you've made time. I really appreciate that and I value the relationship as you walk away. If people want you on another podcast, because I know you're a leader that I would love to pour into to help whatever you're trying to do, whatever your goals are, if someone wants to bring you on a podcast, is this something you're interested in and, if so, how do people reach you and what's the best way to get in contact with you or someone that's listening, that wants to learn more from you and just reach out to you.
Speaker 3:Absolutely. So I live in Columbia, south Carolina. I do travel a lot for work, but you know, ron, I have to thank you. So contact my agent, ron Harvey Totally kidding, you know we also we do things with the Urban League and Chamber of Commerce. You know I have a LinkedIn page and I'm on social media so people can reach out to me. I'm obviously not going to just divulge my phone number, but I do have a couple of emails I can leave with you and people can reach out. But again, I can't thank you enough, ron, for all that. When you're doing in the community, what you're doing within your organization, but how you're impacting other organizations, your organization, literally, is to serve other organizations and a lot of people can't say that right. So I just thank you for all that you've done, all that you're doing and that you're going to do, and I would also like to reciprocate if there's anybody on your team or within your organization that I can pour into, be more than happy to do that.
Speaker 2:So yes, yes, I mean, and I appreciate that. So for everyone that's listening, this is real talk. We talk open and we hold each other accountable. Don't get confused, because we're having a good time, but we hold each other accountable. If I don't do something, courtney will pick up the phone and call me to heart me. Now you said you're going to do this. When are you going to do it and what can I expect? But that's what real relationships are about. Yeah, give people permission to hold you accountable, have fun with it. But she's very lighthearted, but she's about getting business and so I love that about you.
Speaker 2:So continue to do what you're doing. If there's something that I can help you get access to, I'm willing to open that up and make sure that you get what you're getting out of this community and even in your career. So, for everyone that's listening, thank you all. You can always find me on LinkedIn. It is the primary source of communication. I'm a business guy, so I do everything on LinkedIn around my business.
Speaker 2:If you want to drop something on social media, you feel free to, but if you really want to reach me directly, go to LinkedIn or go to our company's web page, and that's the fastest, quickest way to reach me and I'll be happy to respond to that. If you're interested in the podcast, you know what we're talking about. We're talking about leadership at the end of the day, so everything won't be a good fit for us, but if you think it will or not, in our audience, love to talk to you Until next time. Courtney and I are going to sign off and tell you to have a phenomenal day and enjoy whatever it is that you're doing and go make a difference in that value someone else's life. Thank you all for joining us.
Speaker 1:We hope you enjoyed this edition of Turning Point Leadership with your host, Ron Harvey. We're so glad you joined us. Remember to join us every first and third Mondays and expect to receive real answers for real leadership challenges. Until next time, make a difference where you are and with what you have. There are those who are counting on you for effective leadership.
