Unpacked with Ron Harvey
People Always Matter. Join Ron as he unpacks leadership with his guests.
Unpacked with Ron Harvey
Succession Without Surprises At A Fast-Growing Pharma Manufacturer with Janisha Thomas
What if the core of effective leadership isn’t what you know, but how deeply you care? In this episode, we sit down with Janisha Thomas, Chief Human Resources Officer at The Ritedose Corporation, to explore a practical, people-centered blueprint for leading through growth, maintaining high standards with empathy, and anchoring decisions in values when pressure mounts.
• founding insight that people follow care before knowledge
• balancing kindness with accountability for real development
• building future-ready talent profiles and two-deep benches
• integrating as an external leader through humility and small wins
• culture as competitive advantage and community practices
• values-first portfolio choices that honor the patient
• feedback systems via surveys, listening tours and rituals
• coaching rhythms to avoid end-of-year surprises
• guidance for emerging leaders on choosing the right manager
• personal brand discipline and using filters on social media
This conversation is a powerful reminder that culture becomes a true competitive advantage when values guide decisions and leaders build trust before influence. Whether you’re an emerging leader or a seasoned executive, Janisha’s insights offer actionable guidance you can apply immediately. Share this episode with a leader who needs it and let us know which practice you’re adopting this week. Check out The Ritedose Corporation career opportunities at www.ritedose.com and email recruiter@ritedose.com
Connect with Ron
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 Unpack Podcast with your host, Leadership Consultant, Ron Harvey of Global Core Strategies and Consulting. Ron believes that leadership is the fundamental driver towards making a difference. So now, to find out more of what it means to unpack leadership, here's your host, Ron Harvey.
SPEAKER_02:Well, good morning, everyone. This is Ron Harvey, the Vice President, Chief Operating Officer for Global Core Strategies Consultant, which is a professional leadership firm. And we're based out of Columbia, South Carolina. And our ultimate goal at the end of the day is to help our leaders be more effective to take care of the people they're responsible for while building a successful organization. So not just numbers, but people. Our framework is people always matter. So I pause and I always do a podcast and release an episode every single Monday. We've been doing it for 18 months. And I'm excited for the person that I'm bringing on with us next. Good friend, known her a short time in relevance to how long we've both been doing the work we do. But Meta have been friends ever since. Colleagues, friends. We try to figure out a brainstorm together. But I'm happy to bring her on the show. So I'm going to invite Janisha to the to the microphone. As you know, everyone, I let them introduce themselves, and then we dive into some fun and some questions. And I don't know what the questions will be yet, Janisha. Uh, but we'll figure it out. We'll unpack it as we go. So Janisha, I'm gonna invite you to the microphone.
SPEAKER_05:Well, first, thank you, Ron, for having me on this podcast. I, you know, I respect you a great deal. And yes, ever since we met a couple years ago, uh, I've just found you to be uh such a wonderful uh colleague and person to bounce ideas off of. So I appreciate the opportunity to have this conversation. My name is Janesha Thomas, and I am the Chief Human Resource Officer at the Right Dist Corporation. Uh, the Right Dist Corporation is a pharmaceutical manufacturer that uses BFS technology, that's blow-fill-seal technology, um, to produce uh uh sterile solutions for CDMO and generic brands. And we are located right here in Columbia, and um I've been with the organization going on three years, and it has been uh an awesome three years. Um I'm originally from Washington, DC, uh, so I wasn't really sure how Columbia, South Carolina and I were gonna, you know, really gel, but it's been wonderful. Um, I am loving, you know, just being centrally located. I love Savannah, Charleston, Asheville, all these places that I love are just right, you know, a couple hours uh away. So um have a blast in Columbia, South Carolina, meeting great people like Ron and enjoying the growing uh experience that Wright Dose is going through right now. So thanks for having me and for allowing me to share our story.
SPEAKER_02:Yes, I love it. I mean, I'm I'm honored to have you on the show. Um, and and I'm a big supporter of the community, and I think we we all work together, which which I enjoy. I mean, uh, this business and there's friends and there's corporations and there's government and there's military. And I think it makes up the entire community. So the podcast when we go on it is how do we become more effective and better as a whole. Um, and right those plays a huge part in that. You guys are constantly figuring out how do you help and how do you serve, and and you do a lot of great things, which we'll unpack some on the conf on the podcast. So thank you for being here to the to the entire corporation, um, you know, for what you guys are doing in my backyard, literally in our backyard. I want to be able to dive into you know some of the stuff that you and I will you know we'll see, and we were just at a conference and you on the panel, we started having that conversation. And I thought it would be great for our audience to hear from you, you know, in the role that you play in the places that you've been. You know, you're in Columbia, but you've been around the globe. You love to travel, you love to see different places, and you love to take on challenges, which I love about you. What was the best leadership advice you've ever been given that that's allowed you to stay steady?
SPEAKER_05:That is a great question, Ron, because I've I've been very fortunate to have some great mentors along the way. Um, both mentors I chose and uh teachers that I didn't choose, uh, but helped me in in tremendous ways of through learning uh different lessons about what leadership looks like and what it asks of you. I think probably, and I said this on the panel and I mean this sincerely, uh early in my career I got some great advice because I'm a little bit cerebral, right? So I like to analyze things and I like to process things uh mentally, uh, but I got some really good advice from uh a mentor, and he said, you know, Janisha, people don't care what you know until they know that you care. And I am a deeply feeling person also. I'm a deeply caring person, but you know, sometimes, you know, we lead with our comfort zone, right? So for me, early in my career, getting that advice really helped me understand how to um influence, how to establish trust, um, how to gain momentum on ideas. And really it starts with showing up authentically and leading with you know that level of care then and listening. And so that for me has been foundational. It is is what I continue to try to incorporate into conversations, is really expressing and showing up in a way that people feel like I care. I care about what you're talking about, I care about what's happening, um, I care about the organization, I care about our progress and kind of leading with that.
SPEAKER_02:Yeah. I think that's solid. How do you, for the leaders that are listening, that that may be in that space of how to hold people accountable, but also show them that you care. So be candid and kind, but hold people accountable so they can get better. How do you what did you do intentionally to monitor that? Because sometimes that can be very difficult because either you're too direct or you're too straightforward that comes across mean, or you're too nice and and people don't meet expectations and you know how to tell them that that they're not meeting it. Neither are good if overused. How do you balance it?
SPEAKER_05:Absolutely. Uh, well, I mean, the first thing that came to my mind as you were saying that, Ron, is Naomi and Lonnie Gordon, who are my parents, raised me. You know, the example that they set for holding people accountable, uh, you know, I it has rubbed off on me for sure. And I think that it is uh it is possible to to be kind, it is possible to have uh a very caring oriented nature, but also to be willing to do the hard thing, because that is also part of caring. If I care enough about your progress, if I care enough about your development, then I also care enough to hold you accountable. I also care enough to give you the hard feedback. And I think you know, leadership requires that level of courage that if you're going to be, you know, leading anyone, you have to care about their development. And as part of that, you have to care about holding them accountable, uh, letting them know, you know, when they've missed the mark. And over the years, you know, as a as individual, um, as a student, as a coach of girl sports, um, as the many roles that I've played in my life personally and professionally, I've had a number of opportunities both to be held accountable and to hold others accountable because I do realize how how much uh how important it is uh for their own development. And I think that keeps me grounded.
SPEAKER_02:Yes, yes, I love it. I love it. I want to shift to the professional side of uh, you know, we were talking in the green room before we got started, and you know, one of the things that came up in our conversation is is secession planning. I like to call it secession without surprises. How do you uh what you know, as you came in, you've you've watched and we were talking about how the White Dose Corporation has grown from a smaller organization, you know, that was really family, really close connected and have expanded. What was important as you did that growth because things you go from from 400 to 600 closeness, all of a sudden you got 600 people, you know, some of them, you don't know some of them, and you lose the closeness. How do you manage succession planning without surprises?
SPEAKER_05:Succession planning without surprises. I think you know, there's a lot of education that has to happen when you're scaling an organization, right? Especially in an organization where you do have legacy, you have, you know, and that is a strength, right? We see that as a strength. And the opportunity that comes along with that strength is that you don't know what you don't know. Maybe you haven't seen it at the next level. And so you bring in people who have a different perspective that can help you see things from a different, you know, uh, angle or perspective as well. And I think you know, growing from 400 to 600 employees in a rapidly scaling environment and keeping succession planning on the radar really begins with getting the buy-in from the senior leadership, right? Which which we have gone through that process. Um, and that includes helping senior leaderships understand not only what we're doing right now and who we have in place right now, and understanding the profile that's working for us right now, but also looking at the future, having a solid vision for the future and being able to put a talent profile together for what the organization needs to look like. That's equally important. And that's the thing that a lot of organizations miss is they try to build or recreate the current and existing talent profile for the future. And sometimes, you know, depending on what's happening in the organization, you need a particular profile for a particular season of the company, right? A season of growth in the company. And so here at Wright Goes, we are very intentional about that. We start with what is the vision? And what do we think we're going to need? What competencies, what capabilities, what skill sets, what gaps do we currently have that we need to go find in the marketplace? And um, you know, what are the areas that we know are critically important for us to run the operation? And can we drive a two-deep bench strategy in those areas first and foremost? So, you know, I think building that into annual processes is really important. And uh a lot of smaller companies miss that opportunity by not having those processes consistently a part of the dialogue, consistently a part of you know, um, the annual processes. But for us in the world of HR, they are core people processes, and so performance reviews, succession planning, mid-year reviews, coaching and you know, uh development conversations, those are essential pieces and foundational to also leading into a succession planning discussion. But it starts with education, it starts with making that a priority in the company.
SPEAKER_02:Yeah, I mean, thank you for unpacking that. You know, and a couple of things show up as you're talking about, you know, that that level of the talent profile. What advice do you give to executives that that it's the way we've always done it? And how do you help them get out of their own way and get in confidence in that space? Because if you're successful, which can be dangerous to a succession, because when you're successful, you can be complacent. How do you help people that are successful understand that that's a time and period, but in order to continue to be successful, they got to continue to change. How do you help people get out of their own way when they're successful?
SPEAKER_05:Well, 10 times out of 10, people don't like change, right? So, you know, you really have to give people a reason to change. And so I I think of this as creating the burning platform. And and for me, creating a burning platform for Ron versus for you know, Jody, my CEO, but versus for Angie, you know, our header tech services, they're they're different, right? But in order for people to change or even evolve, you have to give them a reason and you have to create that burning platform. So that for me begins with relationship. I can't create a sense of urgency or I can't show you that change is necessary from a cerebral you know perspective, which is where the you know, the useful tip that my mentor gave me. And um, so I start with relationship. I make sure that I have a good enough investment in my relationship with a person that, you know, when I have to provide feedback, when I have to provide coaching, when I have to challenge the status quo, that I can do that with, you know, that they have the knowledge that I'm doing that from the right spirit, from the right place. So for me, you know, foundationally relationships are very important. They help you build on the strategy, relationships, and then you know, strategy. Um, and you know, yeah, you have to continue to evolve and you have to challenge those that you care about, the people in your, you know, the leadership circle, they have to also be self-evaluating, we all do, to keep that evolution going.
SPEAKER_02:Yes, yes. I I love it. You you you brought up on there, Janisha, you know, relationships, which I talk a lot about, you know, um ours our company wouldn't be successful. What do you practice intentionally to build relationships internally and externally? Because it's not just about your team or your department. You you and your role, you kind of got to know the entire company, and you were outsider when you first came. Um, and and coming into an organization, how did you manage and build relationships coming from the outside as skilled as you were to build those relationships? Um, because there can be a challenge coming from the outside with a close-knit company.
SPEAKER_05:Oh, absolutely. And this is this is not something unique to right dose, right? This is many different organizations and organizations that I've worked for in the past, and I've had to learn, you know, a few tips of the trade uh through those experiences to I think make be effective in maybe this experience. Uh, I think it starts with the understanding that there's a great sense of pride when people have given 20 years, 25 years, 30 years of their life into an organization, they are really vested. This is their home. And you are, you know, while you may come in with your big ideas and you know your desire to integrate and assimilate, you're coming into someone else's home. And I think the first thing that you have to do is to respect what's already there, what's already been built. And you have to be able to learn, absorb, and be humble about learning, you know, you learning first. Before you bring anything, you have to set the get the foundation of what's already there. And I think the way that I've tried to approach integrating into teams that have been together for a long period of time, like the team at Wright Dose, like the team in my previous lives, uh, two other companies that I've also, you know, kind of done this role in. I think the important thing is to start with being curious, learning, spending enough time getting grounded, understanding what everybody, everyone does, um, making sure that you know that they know that you respect what's already there, and that your role is not to disrupt, your role is to bring a new perspective, a different perspective that can hopefully evolve the organization, but not change the foundation, not change the entire structure of the organization, but you know, to advocate for evolution, advocate for improvements, and then show that through efficiency gains, through cost reductions. I think creating small wins, you know, is a very essential part of the change leadership process. And so coming in, learning first, and then incremental, you know, things, small things that show rewards, build that kind of muscle and build that credibility that allow people to feel more comfortable with you, that allow people to hear more of your ideas. And the next thing you know, you're able to get some momentum on the big ideas. But I do think it starts with humility. I mean, that's probably the most important part of integrating into you know an existing team is you know, it's like you know, you you you're marrying into the family, so you have to you have to learn the family norms, you know, and then you have to bring your unique perspective in the right timing.
SPEAKER_02:Yes, I I love it. I mean, you know, a couple of things. I love that you said, you know, be humble and be curious, um, you know, and you want to figure out how do you assimilate into that that that organization um and really respect what's already been done. And I love that you go down that space, which which leads me to the question for you. I mean, we've talked, you know, um many, many times, and and you advocate for this, is culture. And I always tell culture is not about a pizza party. What do you what do you say to people that are listening that are trying to create a culture that that will sustain itself, that allows you to get stuff done effectively, that allows you to hold people accountable, that talks about coaching and mentoring, um, and getting things done and having fun at the same time. How do you what do you speak to people around culture?
SPEAKER_05:Yeah, I I like to say uh now that culture is king, right? Like culture is the competitive advantage, culture is you know, why people choose your organization over another organization. Um, it's why people commit to the vision. Uh, there's so many benefits to having a good culture, and now it's even more important in the war for talent. But I think one of the first steps in building the right culture is recognizing and being honest with yourself about the existing culture, right? And and I think a lot of companies don't want to take that hard look at you know the facts, you know, and and culture can be um the norms, you know, culture is really whatever is normal in your company, and those norms have consequences. So if it's normal for people to, you know, uh be disrespectful or you know stab each other in the back, then the consequences of that is you will see a lot of turnover or you will see a lot of uh people disgruntled. It will be reflected in your survey, engagement surveys, etc. Um, and so recognizing where you have the greatest opportunities to shift the norms. And uh and that really begins with leadership. Now we're very fortunate here at RACDOS to have a great long-standing leadership team that really care about people. We're a very people-centered organization. Our our leader is a very people-centered leader, and um, and so culture is really you know set by the top of the organization and what is acceptable behavior, what is acceptable interaction, um, what is you know acceptable policies and you know, systems, and all of those things. And so setting the right culture starts with living the example at your senior leadership levels. And what we have done at Wright Dose is we've really tried to create community because that's what's important here. Community is important here, it's it's it's reflected in the tenure of the employees, and you know, even though we We've hired a lot of people over the last couple of years. We have employees who've been here 27, 28 years. We have 40% of our population has been here 10 years or longer, you know, and so we have people who want community. They want relationship. And so our goal is to ensure that that secret sauce that we like to say we have about relationships and community, that we do that for the folks who are coming into the organization also. So we do things like, you know, we have affinity, you know, groups, we have an inclusion committee, we have uh our thousand hours of purpose where we actually, you know, have employees volunteer paid time to go out in the community and give their service. I mean, for us, culture is synonymous with community. And so that's kind of, I think, what has been very effective for us. And, you know, uh, I think makes us really special.
SPEAKER_02:Yes, I have to agree. I mean, I've had an opportunity to be around you now three years and watch how you actually do it. So it's not just you know what you put on the wall and say this is how you behave. What is the executive team? So when you're talking culture and it's synonymous, you know, you know, for your organization, what is what's the responsibility of the executive team for us to see how you guys behave? What do you guys do at your level to ensure that you're living it and not just saying it?
SPEAKER_05:Well, one of the things that I really like about this executive team in particular is you know, the values that we have as an organization, the number one value, the first value is honor the patient. And that is lived in our, you know, um our standard of quality. It is lived in the passion that you know our tech services and facilities department has in ensuring that we're following the rules, we're you know, keeping the facility running efficiently, um, our operations team. So I think you know, it's embedded in the the culture of the executive team that the patient is the number one priority, is you know, forefront in everything that we do, no matter if you are in the hygiene department, no matter if you are the CEO, and that we all come together and we talk about how it does this keep the patient first. At Jody, our CEO, likes to sometimes share a story in our new higher orientation class. One of the stories he talks about is having to make a decision on what products you know we make. We get a lot of people who come to us and say, you know, can we can can we make this product or can we, you know, partner on this endeavor? And you know, he has the burden to look at whether or not that makes sense for us as an organization to do. And one of the stories that he shares is that uh an organization came to him with an opportunity, and I believe it was you know to to make you know vapor, vape, vape product or or something, kind of smoking product. We're not the experts in that, and so you know, uh one of the he likes to kind of share the decision process, the thought process that he went through, and it was a very lucrative opportunity, but we knew that we could not be the best at doing that, and so we had to choose and decide, and he had to make the decision: are we going to be able to make this product and be the best at making this product and live up to the established reputation that we have? Or is this just going to put you know another product in our portfolio and make us money but ruin our reputation? And so those are the big moments of leadership that you know I think express the commitment that we have to honoring our patients. We put our patients first, we're constantly thinking about what's in their best interest, you know, and um and I think that's reflective of the entire team.
SPEAKER_02:Wow. I mean, and thanks for share. I and you get to see that. And for those people that are listening to a call, like everything you do has to be about something that's that's the center of gravity, like the North Star, if you will. What does everybody understand that we're we're we stand for and what we don't stand for? When you start thinking about the organization and you think coaching and mentoring and development, what is the requirement, you know, or what would you say to organizations that are trying to make sure that they're checking in? How often should a leader check in and do like an appraisal or conversation with the people they're responsible, responsible to? Some organizations wait to the annual report and decide they're gonna sit down and talk to an employee. Some may do it quarterly, some may do it weekly. What do you see as best practices to make sure that employees are not surprised by their in-the-year report?
SPEAKER_05:Yeah, I mean, I think formally there are processes that you should have in place from a core people standpoint, right? You should have an annual review that should include a mid-year check-in point. But informally, you know, what really drives engagement, what really drives performance is the informal feedback that comes, right? It's the along the way, it's the making slight and small adjustments so that you can ultimately hit your goals. And so those can happen through, you know, regular standard meetings. I meet with my team, you know, weekly. Um, they don't have to have a uh as as frequent a rhythm as a weekly, but they do need to have a meaningful rhythm to the to the person who is being coached. And they will let you know, you know, how much coaching they need, what kind of support they need, what kind of attention that they need, if you are willing and available uh and committed to the development. So yeah, absolutely, you know, there there should be performance reviews, but people should never be surprised at the end as long as there is informal coaching along the way. And I think a leader who really truly is committed to the development of their teams is constantly checking in, whether, you know, that's through the formal processes or whether it's through, you know, going to lunch every once in a while and just you know catching up.
SPEAKER_02:Yes, yes, love it, love it. I want to switch. I know you guys operate really, really, you know, a high level of living by your values within your organization. What have you guys put in or what have you noticed in your role across different places where you've been very successful? What kind of guardrails do you put in to ensure that the when the numbers start going higher, um, there are opportunities that that may be from a financial standpoint a great opportunity, but not necessarily in alignment with your values. What do you put in an alignment or in place where every employee knows that, hey, this is an easy no for us because of values? What guardrails do you put in?
SPEAKER_05:Well, I mean, we have we have tools that help us stay connected and and you know pulse the organization. Formal tools. We also have informal processes. Um the the guardrails that help us stay true to our values are our employees, you know, and they they give us feedback, you know, and we do a survey, we've got a survey coming up next year, an employee engagement survey, and they they let us know. They did not hold back, let me tell you. They let us know how they are feeling. And we also do, you know, uh monthly birthday meetings. So folks who have a birthday in the month, you know, the HR team gets together and uh we meet with folks and we just listen. You know, we we try to do a lot of listening. Um, we try to create opportunities for folks to give us feedback. Um, and I think that's first and foremost, that's kind of like how we measure are we staying true to our values? Because people our employees will let us know if we're not staying true to our values. And so, which brings me to the second value that we have, which is uphold one another. And this is evident in the fact that you know, when you ask for feedback, be ready to receive it, you know, and upholding one another means we're committed to each other's development, and that means accountability, and that means providing feedback, and that means calling people out when they're not living the values. Um, and so we we've had situations where you know we we have had to say this doesn't align to our values, and we've had to make, you know, maybe tough calls, or we've had to make tough decisions regarding leader, leadership, you know, and um succession planning and uh hiring practices and things like that, and make sure that they are truly aligned to our values. But I think first and foremost, and foundationally, uh our people hold us accountable.
SPEAKER_01:Yes, I I love it. I love it that you say, you know, most organizations like you want us to ask a second, you want us to do a survey and get feedback. People are nervous about that a lot. So I'm glad that you guys are doing it.
SPEAKER_02:But you also shared on the Janisha, like be prepared for it. I mean, if if they are thinking it, you want to know it before they decide to walk out the door. Um, you know, because what I've learned over time, you know, is yeah, you can do exit surveys, excellent interviews, if you will, but by that time the person's gone. Or you can you can do feedback throughout the time that they're with you, which I call state interviews, and find it out and fix it so you can keep them. I mean, because you know, the workforce is a challenge for everybody. Um, so I love that you you're doing the feedback, you're doing the birthday celebrations, and you're sitting back and doing the listening tours, you know, and hear what people think. Um, because oftentimes, honestly, people show you how they feel by walking out, and by that time, you can't do anything about it. Um, so which is which is amazing that you guys are doing it. So, uh a question for you if you're talking to a young leader coming up that that is that is going down the same trajectory or has the dream of being a chief human resource officer one day, what is the best advice that you give them where they don't get caught up in their ego and chasing a title or position? What is the advice you give them so they don't they don't become a roadblock to their own, you know, wherever they want to end up later in life?
SPEAKER_05:I think first piece of advice I would give an up-and-coming leader is when you are thinking about your next opportunity or your first opportunity, put a lot of thought into not your title, not even your pay, you know, uh, not even the company. The most important thing is who are you going to work for? And is that person committed to your development? Are they going to give you the attention that you need? Are they going to give you the opportunities that you need? Are they going to speak positively of you in rooms that you are not in? Uh, do they have a passion for leading? Because those are going to be essential parts of your development. The second piece of advice I would give an up-and-coming leader is the same thing that I said at the panel discussion, which is leadership happens in moments. Meaning it, yes, there are positional authority, you know, there's there's all kinds of different leadership types and styles, but leadership also happens in moments. And so the best thing that you can do for yourself as an individual wanting to be in a leadership position is develop the character that's going to allow you to recognize when that moment is speaking and meet that moment. So if I work on being a person of integrity, if I work on being a person who is courageous, if I work on these internal intrinsic attributes, then when the moment for leadership arises, I will meet that moment because I have established internally what will allow me to meet that moment. And that's not something that anybody can teach you or take away. It's just life will come to you with different opportunities to groom that part of yourself, right? So those two things I think are essential because you know, I think part of my conviction is that you lead with integrity, you lead with purpose, you lead, you know, in in certain ways. And I find that in doing that, you become the inspiration, you know, you become the influencer, you become the credible source, you know, because people can trust you. Um, and so I think those are two big things that I would offer up.
SPEAKER_02:Yes, yes, love it. Two questions. Um, and one the last the last question would be a lightning round of just learning a little bit more about uh about about you. But the the question that's that that's shown up for me right now, how do you what what advice do you share for for people? Social media is huge right now, AI is huge right now. How do you help people not burn bridges um because of what they may post or what they may say or what people see them in in this this electronic era, if you will, where everything, if people will drop everything out there, which I think is is unfortunate is not good. How do you help people manage their their brand and don't burn bridges?
SPEAKER_05:Yeah, that's a good one because I think um social media has given so many people a platform that they would have not ordinarily had, right? People have conversations in the privacy of their homes or they have them in their friend circle. Uh, but what social media has done is it's given people a platform to have thousands and thousands of people listening to their what used to be private conversations, you know. Um, and and people have been empowered, you know, to use their voice. And I think uh without some level of discipline, it's easy to use your voice in whatever the current emotion is. I'm I would suggest and I would I would offer up that, you know, I I mentioned my parents earlier, Lonnie and Naomi Gordon, who rest in peace. Uh, but you know, if you can ask yourself, would I say this in front of my parents? You know, would I say this in front of my pastor? Would I say this in front of, you know, I think using filters is really important. It takes nothing away from your authenticity, it takes nothing away from your transparency to use tact, to use a filter. And so I think as we continue to utilize AI and understand the uses for it and also have responsibility when it comes to social media, I think it's important to always use a filter. If it's not gonna be your parents or your pastor, you know, um, then use you know your your future self. I mean, you you're not gonna be this current version of yourself 20 years from now. So use that. So use that as a filter. Um, and you know, I mean, you know, post responsibly, I guess, is it's always a topic.
SPEAKER_02:I mean, and and and in your role, and I'm sure you you have to encounter some of that, and you have to go look at people and have conversations and hold them accountable because sometimes what you may post may not align with the values, and you do represent your organization that you're working for. Um even when you're not at work, you still represent. And so I love that you say use the word filters. Like, you don't lose being authentic by having filters, and I think that's that's where we've kind of like we've destroyed filters and we're not running things through filters anymore, you know. But people won't drink water if it didn't go through a filter. They want the water to be clean and they want it to be healthy, and they want it to be where people can actually, you know, drink the water and not get sick or feel a certain way, but yet we won't run our conversations through filters so we can leave people intact and healthy. Um, and I think that's so important for us to make sure that we're creating a healthy space. Um, you know, the work that we get to do, I I tell people oftentimes they think that the executive team is responsible for culture, the whole organization is responsible for how people see us, and it does take the whole organization to make sure that we live the way we say we we're going to live. What I've done over time, it only takes one person to destroy that. And so I think all of us have to put filters in place and hold ourselves accountable. I want to do a lightning round and see some fun stuff about you. So I give you two, I give you a choice of two different things, and they'll just be fun stuff. Um, if if you had an opportunity where um someone was gonna allow you on their behalf to to donate a million dollars, what what would you donate it to?
SPEAKER_05:Well, would I donate a million dollars to? Um cancer research.
SPEAKER_02:Wow, yes. That would be mine because it's impacting my family, so we got something in common. I would do it to cancer as well. The beach or the mountains.
unknown:Oh gosh.
SPEAKER_05:The mountains.
SPEAKER_01:Yes, the mountains, really?
SPEAKER_05:I love them both.
SPEAKER_01:Awesome, awesome. So uh let's go pizza or sit down dining.
SPEAKER_05:Sit down dining.
SPEAKER_01:Sit down dining.
SPEAKER_03:Okay, awesome.
SPEAKER_05:Yes, give me all the fancy stuff. I want all the fancy stuff.
SPEAKER_03:I would have never I would have never picked that. I would say she's gonna do pizza because she's outdoors, she likes to do I am, but I'm also fancy.
SPEAKER_05:I'll take I'll take a fancy restaurant on the mountaintop. Thank you.
SPEAKER_01:Really? Airplane or boat.
SPEAKER_03:Boat. Okay. So do you like cruises?
SPEAKER_05:You know what? That's so funny. I don't like cruises. I hate cruises, but I think I think um, you know, I I don't know. I think there's just something that I enjoy about being out on the water where you you are just so small versus being maybe in a plane where it feels a little bit more confined. So maybe that's the justification. I don't know, but yeah.
SPEAKER_00:Awesome, awesome. Last month for a fun fact winter or summer?
SPEAKER_05:Summer. Summer, summer, yes, summer all year round, if possible.
SPEAKER_01:We're in South Carolina, summer gets brutal, so I'm kind of I'm trying to cheat a little bit. I'm like, can we get it in between where it's not freezing, but it's not 100 degrees? Yeah, yeah.
SPEAKER_02:Well, well, Janisha, it's been fun. Thank you so much for for coming on um and spending the time. I would love for you to to share um again the organization that you're with. Um and then if people want to you know learn more or know more about you or the organization, can you give us some contact information that we can they can they can hear from us?
SPEAKER_05:Sure. Um, so we are the Right Dose Corporation located in Columbia, South Carolina. And uh you can find us online on the web at www.rightdose.com. Um there's also uh opportunities that we have posted. So check out our careers page. Uh, and if you are interested in getting connected with me um or anyone on my team, you can reach out to us at recruiter at writedose.com.
SPEAKER_02:Yes, yes. I love it. I'm glad you put in there the opportunities too, because they they're a wonderful company. So those of you that are looking for work and employment, it's in Columbia, South Carolina, phenomenal organization. Please go check out their website, um, phenomenal opportunity with so much happening and people looking for different work and opportunities. Um, this is an organization that's looking for great people. So please um go to their website, reach out to Janisha. And if you don't uh reach them and you need more information, reach out to me. You can find me or at R Harvey. At GCS.consulting, or go to our website, Global Course Strategies and Consulting. It'll give you everything that you ever want to know about me. I'm on LinkedIn. The quickest and fastest way is LinkedIn or our company's webpage is the fastest way to reach us. And until next time, Janisha and I'll tell you, thank you for hanging in with us. Hopefully you enjoyed the podcast. I'm sure we'll get it back as a guest because y'all are going to ask me questions. So we'll have to figure out how to get it back on. So you'll keep our fingers crossed for us. Until next time, Janisha and I'll tell you have a wonderful day and look forward to having you as a guest again. And share the podcast and tell people about us. Y'all have a great day.
SPEAKER_04:Well, we hope you enjoyed this edition of Unpack Podcast with leadership consultant Ron Harvey. Remember to join us every Monday as Ron Unpacks Sound Advice, providing real answers for real leadership challenges. Until next time, remember to add value and make a difference where you are or the people you serve. Because people always matter.
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