The Art of Mindful Leadership: Staying Present and Effective

In this episode of the Leadership Vision Podcast, we discuss how the principles of training to run a marathon can be translated into leadership and team dynamics. Host Nathan Freeburg and his guest, Brian Schubring, explore the crucial aspects of leadership such as intentional preparation, strategic planning, and the importance of adaptability in managing teams and projects. They discuss how these principles are relevant and essential in fostering a positive and productive work environment. 

Through engaging anecdotes and thoughtful dialogue, this episode offers valuable insights into how leaders can enhance their approach to everyday challenges and opportunities. It is a must-listen for anyone interested in strengthening their leadership skills and team culture.

Transcript

Speaker 1: 0:00

How is it that we apply intentional mindfulness practices to keep us present to what is needed in the moment? I think that there are ways that we're learning and adapting. We need some more preparation. There are things that are happening that just pop up where we realize our practice is going to be a great asset to us.

Speaker 1: 0:17

But to be mindful, that is to slow down, to breathe deeply, to be more grounded, to talk with someone else, to just go on a walk outside or to read something. It allows us to be present and in that being present we can become less judgmental, more kind towards ourselves and more aware of what's in our control. Maybe what it is we need to let go, what is there need to hold loosely to get us through the moment, into that next stage or just the next hour? And I believe that it's in that process of intentional mindfulness that being present and aware of what's going on around you, enjoying what's happening, allowing yourself to be surprised, to be curious when you need to, will not only enhance the experience but will help you align towards what you're actually doing. And oftentimes, being mindful and present will alert us to ways that we need to adapt that we may have missed if we didn't slow down or didn't pause throughout the day several times.

Speaker 2: 1:25

Hello and welcome to the Leadership Vision Podcast, our show helping you build positive team culture. Our consulting firm has been doing this work for the past 25 years, so leaders are mentally engaged and emotionally healthy. Hello everyone, my name is Nathan Freeberg, and today in the podcast we're diving into how training for a marathon mirrors many life and business challenges. Brian and I will discuss the unexpected yet profound parallels between training for a marathon Brian just recently ran one and the broader strategies that we can all apply to life's challenges, from engaging more deeply in our work environments to enhancing our daily personal interactions. And I promise that this isn't going to be a super nerdy discussion about running. We actually don't talk about it that much. There's going to be something here for you, I promise, so join us as we explore these unique insights and their wide-reaching implications for all of us. This is the Leadership Vision Podcast. Let's get into it. Leadership Vision Podcast. Let's get into it, brian. What are we talking about today?

Speaker 1: 2:42

Well, Nathan, in my preparation for this podcast, one of my concerns was how dull is it for our listeners to listen to two runners talk about a marathon? I thought that does not have great applicability, even though in my mind I think it does, because my marathon training applies to everything, sometimes Totally, I agree. I know but I thought, well, I'll make this more interesting to our listeners.

Speaker 1: 2:58

So, um, I happen to see or happen to have an appointment with my sports medicine doctor this morning, who himself is a competitive athlete and I see him almost every week.

Speaker 1: 3:08

So I told him about this podcast and what it was that I was planning to share, and I said to him I said, patrick, I just don't know if my marathon preparation has any application to the everyday person and he kind of got like really emotional and kind of like sat upright and said it has everything to do with how it is right that people prepare for anything in life.

Speaker 1: 3:34

And he just goes off about how you know, from difficult conversations to meetings that we have to, how we plan our day, the importance of preparation and making a plan. He said it's not just an athletic endeavor but it's a way that we create a mindset so that we can show up the best way possible. He went on and on and on and I never thought about how these lessons that I applied in the marathon, how they were applicable across all those different arenas or those different venues or different types of relationships. So he kind of shook me a little bit and said this is why it's so important to talk about this, and so I kind of reframed how it is showing up to this conversation today.

Speaker 2: 4:18

Well, I like that because I think running is such an applicable metaphor for so many things in life because it's hard, it has a very specific kind of beginning, middle and end.

Speaker 2: 4:24

There's a very specific kind of beginning, middle and end. There's a very measurable goal like at the end of it, and so I think that running is a great metaphor, whether you're a runner or not, or a casual jogger, or you hate all of it, uh, it's. It's so applicable, I think, because you can extend the metaphor to anything in life. You know any business goal, you have any parenting situation, although parenting doesn't really have an end to it but you can apply these lessons across the board to anything. And so today, what I'm just excited to talk about with you partially because we prepped for this the other day and I'm like, yeah, this is really good for life, but also I am maybe about to start a marathon- training plan marathon Listener, I want you to hear I am Nope Nathan committing out loud that he is going to be running a marathon in August, you shut your mouth, brian, hello, hello, hello.

Speaker 2: 5:19

Have we lost? I think we've lost all our listeners. No, but I think these four areas that I'm going to have you explain high level and then we'll go deep on them are great because they can apply to anything you're trying to do, be that trying to get your team to change the way they're approaching business, whether you're trying to get a specific individual to perform better where you're trying to take a high performer to prepare them for an even higher leadership role, or you're just trying to get your kids out the door to school on time, like there's something here, I think, for everybody. So thanks, nathan.

Speaker 1: 5:51

So the outline that we're going to be sharing today comes from my marathon preparation, as I was leading up to the Boston Marathon, which I ran eight days ago, and so the different sections that are the topic for today's conversation are how I really prepared for the Boston Marathon. So how can those lessons apply to our daily life? So the application for today is this If we have anything important that we have an expectation for, that we're preparing for in the future, these insights have an application for you. So you may be drawn to just a couple of the insights. Maybe even four of the insights are applicable to you, but we have four pairs of insights that we're going to talk about today and, again, if there's anything important to you that you're planning to do that you have an expectation for, some of these insights may help. I love it. So insight number one is preparation and practice. Insight number two is plan and patience. Insight number three is adapt and act, and insight number four is mindfulness and presence.

Speaker 2: 7:03

So let's start with the first one preparation and practice.

Speaker 2: 7:07

And I think there are so many parallels here between running a race of any kind it's not a marathon and leadership skills, leadership development and, again, kind of anything in life.

Speaker 2: 7:21

Because I think that this idea of preparation and practice, it takes both the long-term perspective of in this case, I want to accomplish this race, which you know can be two, three, four, sometimes six months away. It takes that long-range focus but also the daily discipline of I need to put my shoes on and go for an eight mile run or whatever it is. So talk a little bit about you know how effective leaders can sort of use this idea to, because sometimes and where my mind is at right now is sometimes we get so long range focus that we forget about all the little steps to get there, or sometimes we get so focused on all those little steps that we, like we actually look up and like I don't know where I'm going. Actually we're just doing all this thing. So talk about that, the importance of that. Feel free to use as many metaphors or analogies to your training plan as you want and hopefully I think our leaders are smart enough to translate it into whatever thing applies to their lives.

Speaker 1: 8:21

Okay, I see the first two as really closely knit together, and the first two insights are preparation and practice. By preparation, the question is what are we preparing for In the case of a marathon, we are preparing for a marathon and we're preparing for marathon training, which could last three to six months. So, in the preparation, answer the question what are we preparing for in the long term? Identify the timeframe that is involved in this, and it could be a month, it could be a couple of weeks, but what are we preparing for? The second insight is then practice, and what I like to do is break the practice down a couple of ways. So what's the practice that I need to gain for the overall objective, that's, for the marathon? And then I break it down into threes what are the three different arcs of practice? And then what's the immediate practice?

Speaker 1: 9:18

So, for example, in a marathon, I tend to commit three months to marathon training. That's my preparation. The practice is one month cycles, so there's a cycle of one month, a second month and a third month. And then the practice is what are my objectives and what am I trying to accomplish in this week? And so, just simply put, what are we preparing for? How can we practice in three small arcs and what is needed for us to do in the short term. That could be by the end of the day or in the next three days.

Speaker 2: 9:49

So apply that to a business setting Could be like a quarter, three months. What are we going to do? Like, our big objective for this quarter and this isn't new People do this all the time Our big objective for this quarter is X number of sales for this quarter. Is you know X number of sales? Or you know, if you're doing a more individual level, like by the end, this person's going to be trained in this way and then you break it down each month. We're going to do this each week, each day, etc. That's what you're talking about, right?

Speaker 1: 10:16

Yep, that's exactly what I'm talking about, and that obviously involves clear communication. It involves a real, objective analysis of what's actually possible, and it also asks us what are we willing to do as an individual to further those big organizational goals? And that individual involvement I think is also important to consider is what is it that we are trying to do as leaders to grow developmentally? And one of the things that we are often encouraging people to do is to grow in their own leadership capacities and competencies. And one of the things that I think people often overlook is what are some of their developmental goals?

Speaker 1: 10:55

And I like to think about this, maybe like in a one month process is what is it? What are some of the unique characteristics, practices or rituals that we can engage in? You know, every three weeks we can then break down those practices one day at a time, because what the practice does is it gives us the encouragement that we're actually making progress, that we're actually growing, that things are actually changing. They kind of get that endorphin rush by reading a chapter of a book a day, or doing some type of meditation every day, or having a type of meaningful conversation, or having the correct diet that day, or maybe just going for a walk. Whatever that is, those moments of practice are actually leading you towards that greater goal.

Speaker 2: 11:38

Yeah, and I don't know if this is maybe the topic of a different podcast. But to stick with the metaphor like how do you choose?

Speaker 1: 11:49

which marathon training plan you're going to use. How do you choose? Like, maybe more broadly, like how do you so great?

Speaker 2: 11:54

you know I'm going to pick this, meaning marathon training broke it all down. But how do I know which plan to pick? Like if I Google marathon training programs, there's a million. If I Google business objectives, like it's highly personalized to me, to my business, to my team. And so is there any guidance? Maybe because I wonder if that's why people get confused by the long term or the short term is because they're like I'm not sure what to focus on here.

Speaker 1: 12:17

When you bring up a very interesting point that I was wanting to tell myself. How is it going to come up? Because when you talk about preparation, planning are directly connected to your level of experience and the amount of risk you want to take. I have found that the more experience you have, the more aware you are of what your capacities are, and you may or may not want to take risks based on that, or the opposite is also true Inexperience may also increase your level of risk you want to take. Either way, I believe that the best preparation and practice is informed by your own lived experience and a couple of outside voices.

Speaker 1: 12:59

Nathan, as you know, you and I talk about marathon training, what we're doing week to week. Sometimes I also have my sports medicine doctor. He is influencing me every week what I'm eating, how I'm training. Nathan, you have a running coach. I also have a mindfulness coach and she's coaching me on training my mind and the way that I'm preparing for the things that I'm challenged with. Those are all influences in how it is we're preparing and what it is that we're practicing. So what is it, this outside, objective voice that's helping us engage in the day-to-day?

Speaker 2: 13:33

So part of this, what you're saying, before you can prepare or practice, is that you need to have some advisors, some other people to help you sort of flesh out this idea, these ideas that you're working on, in order to know if they make sense, if they are in alignment with who you are. To use this metaphor again going back to running, it's like okay, I think I want to run a 230 marathon. You do and I'll just wait, just wait, just wait this is part of the metaphor.

Speaker 2: 14:06

And okay, this is actually good. As someone who is very close to me says, you do that's ridiculous. You can't run that fast. That is almost 40 minutes faster than you've ever run before. I don't, Nathan. I don't know if that's realistic or, conversely, I think I want to try to break four hours in the marathon. You're like. You've done that several times. I don't think that's the right goal. So, having these voices who can sort of level set and bring some reality perhaps to what you're trying to prepare for, Sometimes the most important thing in your preparation and practice is simply talking about it out loud to somebody else.

Speaker 1: 14:41

Realize we are often some of the most astute observers of our own behavior. Talking about something out loud actually gives us the insight.

Speaker 2: 14:49

Well, here let me ask this question differently. Like so we're we're talking about, like running a marathon, which is a you know, I don't care who you are, if you're an Olympic athlete like it's a big deal to run a marathon, or like this big, like maybe a sales goal. But for leaders, setting some sort of goal that they're having to prepare and then practice for could be as simple as like getting their team to I don't know, learn something to communicate better. How do you set goals that are a little bit less specific of hitting a sales number, hitting a time goal, that are a little bit more like I want my team to be able to communicate and work better? Do you have to just sort of put some sort of arbitrary goals in place that help you know that you're doing those things better? That's a tough one.

Speaker 1: 15:33

I'm not sure how to answer that, because I'm the kind of person okay, in doing the work that we do with people, sometimes I find it very difficult to set specific goals, because then you're asking someone to do something specific behaviorally to get there when I want someone to behaviorally make improvements right towards something right. So sometimes I find the more specific the goal in the short term, the less likely it is to be achieved. What I'm looking for is someone who is having a more positive conversation, or someone who's listening better when they're at their team meeting, or someone who decides to work an entire day Like, just like some of those developmental things that are leading towards the greater objective, which I think leads insight number two or three.

Speaker 2: 16:27

Yeah Well, let's go on to number two, Cause I think all I was thinking about with that is that sometimes we want these goals that are more nebulous. It's like I really need my team to communicate better. We seem to be miscommunicating. People are getting into these dumb slack fights or arguments about just pure miscommunication. We seem to not be aligned on the goals, and so this quarter I want my team to be able to communicate better, and that's so what does better mean? You have to define all those things, so maybe that's where some of again, point two, planning and patience can come into that. It's not necessarily better, as in this is a goal, but you can see some progress along the way. That says we're actually miscommunicating less, and so that's an improvement. So talk a little bit about number two, because I feel like number two is well in the race. Analogy is like is that during the event, Like when you're actually out there running?

Speaker 1: 17:22

Insight number one preparation and practice. That is before the event. Those insights are happening before the event happens. It's the day-to-day progress. It's setting goals that are in an arc towards the larger. What am I doing? The plan and patience. That is what's happening in the moment. So, for example, when we're doing work at Leadership Vision, there is a lot of preparation and a lot of practice that goes into what's happening. Before we show up, linda and I always make a plan and that plan takes the form of the deck we're creating, the materials that we're presenting and the curriculum that we've written. That's the plan we're going to execute when we show up. The patience is what it is we're doing in the moment as we are interacting with the people, because we don't have specific time measures in our engagements. We know what the overall time commitment is going to be, but how that time plays out we have no idea.

Speaker 1: 18:20

And we have to be patient with how people evolve and how people develop and how people respond to what we're doing Now in the race metaphor. I made a specific plan for this specific race. I run this course more than any other course I've ever run.

Speaker 1: 18:39

I know all the twists and turns, I know the undulation in the hills, and so I made a four to five segment plan. And then the patient part of it is how long it's going to take to complete each of these different segments in the plan. And that's where the patients came up, because sometimes we find in running and in life, sometimes our anticipation of what's coming creates an impatience in the moment and we lose track of where we are. We lose track of what we're doing because we see something coming. Now what does that look like in our practice? For example, when we are in a client engagement, I can get preoccupied by a time deadline, like when the break is coming or when lunch is coming, and even if it's like 45 minutes away, I can become impatient in the moment because I know this time block is coming.

Speaker 1: 19:31

So when we talk about plan and patience, this is in the moment. It's having a plan, being aware of the plan as you are in the moment and being patient with whatever's happening internally, emotionally, intellectually, what's happening in the environment, the temperature of the room, how people are responding, whether they're laughing at you because they think you're funny, whether they're, you know, thinking about the weather outside, whatever it is. Patient and trusting the process, because if you've done the preparation and practice, your patience will be elevated. Because you're trusting in the skills you've developed before you've even showed up.

Speaker 2: 20:06

You had a good story the other day about run right here, not there.

Speaker 2: 20:11

you're here, oh talk a little bit about that, that because I think that too often, all too often, we can get so focused in what's coming next. Oh, I've got, you know, the end of this presentation. I don't quite have dialed in as the rest of it, and I'm dreading that. Or this other thing is coming and I don't exactly know how I'm going to. You know, deal with it, talk about and I don't know if this is too early because of the mindfulness stuff that we're going to talk about a little bit later but talk about that because I wonder how much of how do you do that?

Speaker 2: 20:44

I guess that's where I'm really my question.

Speaker 1: 20:46

So to anchor this back with the marathon, uh, there is a section in the Boston marathon course from mile 14 to mile 19. It's five miles. My plan was to simply run that five miles at a steady tempo and be patient and not anticipate the three large hills that are coming from mile 19 to 21.

Speaker 1: 21:16

miles in 36 or 37 minutes and just be completely calm and not anticipate the challenge of the hills, which would create impatience, increased anxiety and stress on my body before it actually happened and there was. And so to stick with the plan, I need to be patient for these five miles and run them with focus so that I didn't allow the future to overwhelm me. Now, how that's important is because you can be really successful in short, little bursts throughout the day, without paying great attention to maybe the biggest challenge that's coming up at the end of the week or the big challenge that's coming up at the end of the month. It's just a successful application of your attention, your energy and your skills to the moment, and that's also part of the plan, Because there were also parts of the plan that I had where I had high intensity, high expectations, but this one section of the marathon that I'm talking about lower expectations, lower intensity that was the plan. Be patient for the test that was coming up from miles 19 to 21.

Speaker 2: 22:16

How do you do that, though? Like do you have a mantra, Do you like? Well, yeah, how do you? How do you do that? Cause sometimes I know those things, but it's actually in the moment when you're like, oh, I got. Oh, you're just like I, I started just kind of spinning and like it's hard to like ground myself or anchor, as you said, back to something well, one of the things that helped now remember.

Speaker 1: 22:39

Earlier in the podcast we talked about the importance of talking to an objective or an outside observer about what your plan is the day before the marathon, linda and I were talking about my race plan.

Speaker 1: 22:49

I told her about this section. Then linda asked what will help you maintain your patience during that section? Remember earlier we also said, sometimes just saying something out loud we know that we already have the answer. Maybe it's just a fold away. We didn't really see it. When I reflected on that, I replied to Linda if I had someone to pace off of, I would be completely at ease. Her ask was why don't you do that? My response was because people run inconsistently. It's hard to pace. Her response, linda's response was just pace for a while and then change who you're following Now, talking about it out loud. That raised my awareness to a possible action that I could employ when I was in that moment.

Speaker 1: 23:38

So the point is, when we talk out loud with someone about what our plan is and we share with someone what our vulnerabilities are, we can often learn how we can engage in the moment by simply talking about it out loud, and that can be part of the plan. Many people who are on teams I'd recommend the same thing like who you're checking in with during the day and you're willing to share what it is that you're doing, what is it that you're accomplishing and what is it that you're struggling with, and in that conversation, I think it's likely that you'll possibly find ways to adapt and cope and get through some of your vulnerabilities just by simply talking it out loud, which I think leads to the next insight.

Speaker 2: 24:20

Yeah, well, I was just going to say I think you've already gone to the next insight. The number three is adapt and act, and I don't know if I can say it Any better than what you just said. It is you have a plan, you well backing up. So number one, let's review a little bit. So you've prepared and you've practiced, so you're ready for your thing. You have that plan, you're patient, you do what you need to do, but then when things inevitably come up that you didn't plan for an inconsistent pacer, a team member who doesn't do what they're supposed to do, you have to learn to adapt and go with the flow. Adapt and act. I think is an interesting connection there. Talk a little bit about what that means.

Speaker 1: 24:59

This insight adapt and act I think, is the most important for our conversation today, because oftentimes when people talk about adapting to a situation or adapting to someone in the workplace, they're more than likely talking about how they're emotionally reacting to someone and how they're going to thoughtfully respond, and in that adaptation, we oftentimes feel that once we've adapted, that's kind of the end of it. What I wanted to be aware of is that when we adapt, we adapt to act. So, for example, we're adapting to what's happening in our bodies, we're adapting to what's happening around us, and then we're acting with a new sense of urgency, or a new awareness, a new situational awareness, if you will, and that, I think, is really really important that we not only adapt, but in that adaptation, we're ready to then do something that is going to help us get around the next challenge, maybe face something that's emotionally happening within us, or could be like this intellectual knot that we're tying, and adaptation would be okay pause back up and then act. Is the message true? How do I re-message this to myself?

Speaker 1: 26:16

What is a different way of thinking? So we adapt and then we act. It's a way of zooming out and then zooming in, or leaning back and leaning in. It's that process of like this unique two-step adapt and act and then through the acting we're again gaining more confidence. Now in the marathon, there were so many times I had to adapt my strategy, adapt the plan, but in that adaptation I asked myself what is the action that I have to continue so that the adaptation is successful and that's why I think this is so important is oftentimes we see the adaptation as the complete move, and I'm just saying I think that the complete move is in adapting and in acting.

Speaker 2: 26:59

So, brian, I think a real, an interesting real world example of this, if you want to talk about it, is you're writing a book. You and Linda are writing a book right now and in the process of, like, talking to publishers, and you're doing exactly're doing exactly this. You're you're adapting, you're acting, you're adapting, you're acting. Talk a little bit about that. I know it's kind of early stages here so we can be vague, but just talk about that and maybe how that applies to this lesson.

Speaker 1: 27:25

Well, as several people know, Linda and I have several books in the works and right now we're at the stage in the process where we are now in front of publishers and we are speaking to book agencies that are helping in the branding and the marketing and the development of the books.

Speaker 1: 27:43

And in that process we're learning quickly what is involved, what needs to be done. And it is this unique dance of adapting and acting what's being asked of us now and then taking action on that really quickly so we can turn something around for an agency to get a look at a manuscript, or you have somebody else who's asking you a different set of questions. You're having to adapt to what they're asking you and then act quickly to respond to create some kind of strategic plan that they're asking for. And so that whole idea of adapt and act that's why I think that there's such a unique connection there, because in the acting you're actually making progress. Where the adaptation is oops, I caught you by surprise or there's an additional ask, that's an adaptation. Then the action actually moves the process forward towards getting the books published.

Speaker 2: 28:30

Yeah, as an outside observer, it's fascinating to watch this process, and I mean, so far, it seems like you're doing doing a good job. Though the one, if I could say, bone I have to pick with you about this, or the one place where I think the metaphor breaks down and listeners may have already picked up on this, is when you're training for a marathon, as you said. There's that very intentional. I'm going to pick a marathon. That is, you know, a certain distance of time away. I'm going to find my plan, I'm going to do the three-month training plan, whatever it is. I'm going to show up on race day. I'm going to do it, I'm going to adapt, I'm going to act in the moment on that race day, and then we're going to see what happens.

Speaker 2: 29:10

In life we rarely have that level of distinction between what we're doing. So perhaps talk a little bit about when you have a big goal in business, in life, you're adapting and acting. You're, you know, doing the planning and patience and maybe the preparation and practice, kind of all at the same time. So how do you kind of weave? This isn't a one, two, three step thing. You're doing all of these at once. Maybe talk a little bit about that in more, I guess, real world or business terms.

Speaker 1: 29:45

That's a great question, nathan, and I really believe that the answer to that question lies in the fourth insight, and that is mindfulness and presence. Because, you're right, all these elements are happening at the same time, and I know there are many people out there saying there's all these layers and these things are overlapping, and that is 100% true. So my question is how is it that we apply intentional mindfulness practices to keep us present to what is needed in the moment? I think that there are ways that we're learning and adapting. We need some more preparation. There are things that are happening that just pop up where we realize our practice is going to be a great asset to us.

Speaker 1: 30:25

But to be mindful, that is to slow down, to breathe deeply, to be more grounded, to talk with someone else, to just go on a walk outside or to read something.

Speaker 1: 30:36

It allows us to be present and in that being present, we can become less judgmental, more kind towards ourselves and more aware of what's in our control.

Speaker 1: 30:47

Maybe what it is we need to let go, what is is we need to hold loosely to get us through the moment, into that next stage or just the next hour, and I believe that it's in that process of intentional mindfulness, that being present and aware of what's going on around you, enjoying what's happening, allowing yourself to be surprised, to be curious when you need to, will not only enhance the experience but will help you align towards what you're actually doing.

Speaker 1: 31:17

And oftentimes being mindful and present will alert us to ways that we need to adapt, that we may have missed if we didn't slow down or didn't pause throughout the day several times. So in the workplace you know that could be just getting up from your desk going somewhere else, it could be getting a break to go outside, it could be basically anything to just kind of break the process of what's happening during the day. Go talk to a neighbor, just go somewhere to change whatever's happening around you. Just that simple break oftentimes has an immediate reaction on our stress levels and on our anxiety, and sometimes that's really all we need for another burst of interest or curiosity or energy to then step back in whatever it was that we were interacting with prior to us taking that break.

Speaker 2: 32:11

Any final thoughts?

Speaker 1: 32:11

Brian. Yeah, nathan, there are several. It's kind of I'm going to piggyback off of what you said about you know all these things, kind of like you know being in a stube all together. What I think is important is not remembering the insights as we presented them but remembering which insights made sense to you.

Speaker 1: 32:28

Is it the preparation or practice? Maybe you're drawn toward the plan and being patient in the plan, perhaps you like the idea of adapt and act, or maybe it was being mindful or present. Whatever makes sense to you that is applicable to your situation, the relationships that help you get through each day, the goals that you've set for yourself. Take a hold of a couple of these and try to practice something intentional to allow yourself to lean a hold of a couple of these and try to practice something intentional to allow yourself to lean into some of the big, ambitious goals that you've set, by making small progress, day by day and moment by moment.

Speaker 2: 33:03

Brian, thank you very much. Thank you, nathan. I appreciate your insights and thank you for listening to the Leadership Vision Podcast, our show helping you build positive team culture. Our consulting firm has been doing this for the past 25 years so that leaders are mentally engaged and emotionally healthy, and if there's anything at all that we can do to help your team succeed, to build positive team culture where you're at, or even just develop some of your leadership skills or gifts or abilities anything like that, please reach out to us. You can send us an email, connect at leadershipvisionconsultingcom or visit our website, leadershipvisionconsultingcom. You can also visit us on all the socials. You can like us. Follow us. Please subscribe to our podcast wherever you get your podcasts and, more importantly, I think we would just really appreciate if you could share this information, anything that you have found helpful. Share it with others that you think might also find it helpful. I'm Nathan Friberg and I'm Brian Schubring and, on behalf of our entire team, thanks for listening Boom, boom, boom, boom boom.

Speaker 2: 34:09

Okay, all right, don't hang up yet. I'm going to hit stop.

Speaker 1: 34:12

I.