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June 11, 2024

Talks With Middle Adults: Unlearning Challenges of Young Leadership Pt. 2

Talks With Middle Adults: Unlearning Challenges of Young Leadership Pt. 2
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Have you ever wondered how your childhood experiences shape your leadership abilities? Explore the surprising ways Erik Erikson's theory of psychosocial development impacts your growth as a leader as we dive into how each life stage, from infancy to adulthood, influences your ability to lead effectively. We share compelling personal stories and PhD research findings, shedding light on the significant role that parents and mentors play in guiding these developmental milestones.

Understanding the nuances between being a manager and a leader is crucial in today’s work environment. We break down the three C's of leadership—connect, communicate, create—offering actionable insights on how to navigate leadership transitions with integrity and accountability. By treating leadership as a daily practice that transcends the workplace, we discuss how embodying these principles influences personal and professional growth.

Finally, we reflect on the importance of mentorship, personal reflection, and vision in shaping your leadership journey. Discover how the four P's—pattern, passion, position, and purpose—can guide you in evolving your leadership roles and achieving significant milestones. Through real-life examples, such as leading a gospel choir, we illustrate how aligning your vision with actionable planning can turn your dreams into reality. Tune in for an inspiring conversation packed with practical advice and profound insights.

Chapters

00:03 - Unlearning Leadership Principles

07:24 - Developmental Theory and Leadership Growth

13:00 - Psychosocial Development Theory and Leadership

19:56 - Reflecting on Leadership Patterns and Passion

30:48 - Reflections on Leadership Evolution and Impact

37:10 - Vision, Planning, and Accomplishment

Transcript
WEBVTT

00:00:03.927 --> 00:00:09.295
hello, hello everybody, and welcome once again to the unlearned podcast.

00:00:09.496 --> 00:00:23.606
I am your host, ruth abigail aka ra hello friends, it's me jaquita and this is the podcast that is helping you gain the courage to change your mind so that you can experience just a little bit more freedom.

00:00:23.606 --> 00:00:29.995
And we're going to keep talking from our last episode.

00:00:29.995 --> 00:00:35.892
So we just want to treat you like, pretend like this is a seamless conversation.

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Okay, it's, we're not going to.

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We're not.

00:00:39.707 --> 00:00:42.340
We're not going to do much pausing, we're just going to keep on going.

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And if you haven't watched the last one, you feel free to do that, because I think it's going to give you some good insight as to what we talked about, which was and speaking of what we talked about, so that the people kind of have an idea of what they're going to get in the first one, if they have to listen to it.

00:01:00.311 --> 00:01:00.960
What do we?

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go over All right.

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So we went over four points in the last one.

00:01:04.864 --> 00:01:14.177
First, fighting perception with action making sure that you are leading from the front, and leading with action over explanation.

00:01:14.177 --> 00:01:17.831
We talked about the difference between being a manager or a leader.

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Y'all gonna want to go back and get on that because we were spilling some some hot tea, some good stuff on that one.

00:01:23.986 --> 00:01:25.528
We were spilling some hot tea, some good stuff on that one.

00:01:25.528 --> 00:01:32.353
We talked about the three C's, the three essential habits of leadership, which are connect, communicate and create.

00:01:32.353 --> 00:01:34.837
Again, that one was fire as well.

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You want to go back and catch that one.

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And then we talked about leadership transitions what it means to personally transition and what it means to transition and organization through leadership transitions.

00:01:46.552 --> 00:01:49.975
So, look, if you, if you haven't listened to that, go back and listen to it.

00:01:49.975 --> 00:01:54.599
I think it's going to really help to understand, kind of the framing of where we're coming from.

00:01:54.599 --> 00:02:02.364
This conversation, um of what unlearning leadership has been for us in our 10 plus years of being in some sort of leadership position.

00:02:02.364 --> 00:02:04.611
Um yeah that's been a while.

00:02:09.439 --> 00:02:10.323
Man middle adults, man, middle adults, adults.

00:02:10.323 --> 00:02:12.813
When you start putting years to stuff because you don't say I've been doing this work for three years, you know.

00:02:12.813 --> 00:02:17.425
But when I hit 10 I was like look here, all right, I've been doing this.

00:02:17.605 --> 00:02:19.889
Nobody says under double digits like it's.

00:02:19.930 --> 00:02:25.725
Yeah, no, no, no, no you don't have anything to brag about till you got a double digit.

00:02:25.825 --> 00:02:26.467
You ain't lying.

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Listen.

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You ain't lying, but we do.

00:02:28.390 --> 00:02:28.792
We got them.

00:02:28.792 --> 00:02:32.207
We got them doubles, so we're going to keep going.

00:02:32.207 --> 00:02:38.121
There are three other principles of unlearning leadership that we have, and that was you know.

00:02:38.121 --> 00:02:44.626
We have kind of talked through and said, man, yeah, this is true for us, so I'm going to let, I'm going to let Queda take, take this first one.

00:02:44.626 --> 00:02:46.526
So what's the next one we want to talk about?

00:02:46.586 --> 00:02:49.209
All right, y'all we coming out the gate, All right.

00:02:49.209 --> 00:02:57.496
One thing that, like, as you are learning leadership, you realize that leadership is a living, breathing thing, right?

00:02:57.496 --> 00:03:01.062
Like it is not a practice, it is a lifestyle.

00:03:01.062 --> 00:03:04.211
It's not something that you pick up and put down.

00:03:04.211 --> 00:03:09.669
Like leadership literally has to grow within you in order for you to be able to express it.

00:03:10.030 --> 00:03:32.383
So, in this idea of like, living leadership, it's this idea of practicing what you preach, right, and it being more than just you know, I'm going to sit down and tell you what you need to do and tell you what you need to think, but literally going back and being accountable in your own life, in and out of the workplace, that's what people got to get.

00:03:32.383 --> 00:03:36.492
Your leadership is not just when you are with other leaders.

00:03:36.492 --> 00:03:44.151
Leadership has to be, it has to be, lived in and out of sight of other people, right?

00:03:44.151 --> 00:03:51.901
And so just that level of accountability, of making sure that the things that you are telling other people to do you're also holding yourself accountable to.

00:03:51.901 --> 00:03:55.991
So, ruth Abigail, passing the buck, what you got to say about that?

00:03:56.340 --> 00:03:58.008
Yeah, I just I think it's it's.

00:03:58.008 --> 00:03:59.495
We have a lot of content out there.

00:03:59.495 --> 00:04:05.520
We got a lot of people who have a lot of knowledge and have a lot of things to say, and that are good things, I think.

00:04:05.520 --> 00:04:09.055
But the hardest thing about leadership is not learning it.

00:04:09.055 --> 00:04:11.361
There's a lot of learning that's going around.

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It's really living it out.

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That is the hard part.

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That's the hard part.

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Learning it is easy.

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You can learn it through books.

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You learn it through podcasts.

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You learn it through TED Talks.

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You can learn it through you know even other people's experiences Like you can learn that stuff, but living it out is what takes the work and that's what really creates the impact is how much you live it out.

00:04:35.091 --> 00:04:46.925
Yeah, learn about it and what I think like, especially in nowadays, we're so information heavy and information driven that we feel like we're doing something by learning.

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You're really not to be honest with you.

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Learning is the first step towards making impact, but it's not the step that makes the impact.

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It's a step towards impact.

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Action makes impact.

00:05:01.699 --> 00:05:07.769
You have to live it out and actually apply this stuff, and the application of it is a life journey.

00:05:07.769 --> 00:05:16.870
It's not just once or twice, because, like you were saying I think the word that I was hearing when you were talking was integrity has to be real to you.

00:05:17.482 --> 00:05:18.519
It has to be real man.

00:05:18.639 --> 00:05:21.088
It has to be real to you, it has to be authentic.

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You're not going to be like contrary to popular opinion, like you can't turn off you in it, like once you leave the door, like you turn this idea of like work with Abigail and home with Abigail.

00:05:33.713 --> 00:05:37.129
Truth of the matter is I'm pretty much going to be the same.

00:05:37.129 --> 00:05:48.267
Now I might some things are going to definitely take more charge or put put, take the forefront in certain situations, but I'm pretty much going to be the same way.

00:05:48.480 --> 00:05:50.026
Yeah, I'm carrying me with me.

00:05:50.026 --> 00:05:52.541
Yeah, everywhere you go, I'm bringing me along.

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She's part of the leadership experience.

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Whether I like it or not.

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Whether I like it or not.

00:05:59.564 --> 00:06:04.245
It's just the facts, so you can't act like you're going to be one way.

00:06:04.245 --> 00:06:14.420
You know case in point, right I?

00:06:14.420 --> 00:06:15.663
I would say my organizational skills.

00:06:15.663 --> 00:06:16.404
When I say organization.

00:06:16.425 --> 00:06:16.985
I mean like like my desk.

00:06:17.007 --> 00:06:20.192
Okay, my desk at work is the same as the desk I'm looking at now.

00:06:20.192 --> 00:06:22.223
It has got stuff everywhere on it.

00:06:22.223 --> 00:06:27.254
I am not the most organized put together person physically.

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I I, you know I'm definitely have stuff everywhere and all this and this that way at home.

00:06:34.545 --> 00:06:36.673
It's going to be that way at the job, right?

00:06:36.673 --> 00:06:36.855
Um?

00:06:36.855 --> 00:06:39.161
You know, we work with young people.

00:06:39.161 --> 00:06:41.225
We work with teenagers.

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If you work with teenagers and you have a bathroom in the facility you're working in, you already know what I'm talking about, the way that they leave that bathroom at your facility is the way they leaving it at the house.

00:06:53.350 --> 00:06:53.810
My Lord.

00:06:54.279 --> 00:07:03.947
Is what it is, so you have to understand you taking you everywhere, so like, if you are not a super organized person at home, don't expect to be that way at work.

00:07:03.947 --> 00:07:23.615
And you know, if you have an issue with having empathy with the people in your house, you probably have an issue with having empathy with people at your job at some point, and so I think that living it out is a call to do that regularly in and outside of your job.

00:07:24.641 --> 00:07:27.630
So I want to get nerdy for a second, if I can.

00:07:27.630 --> 00:07:38.045
So there is a theory that I've been kind of studying for my phd research and it's called psychosocial development come on phd.

00:07:38.146 --> 00:07:39.528
Come on, let's go on phd.

00:07:39.548 --> 00:07:55.473
Listen, come on, phd, and you ain't got to get no snaps and prayers around, right, I don't need no snaps and send your thoughts and prayers, okay, because this phd world is taking me through.

00:07:55.473 --> 00:08:03.528
But um, it was a theory that was developed around 1950, um, and by a man named er Erickson.

00:08:03.528 --> 00:08:08.475
Shout out to him, um, and it basically goes through.

00:08:08.475 --> 00:08:35.900
The theory suggests that every stage of our life, whether we are an infant, whether we are a toddler, whether we are a preteen or a younger adult, middle adult, older adult every stage has a specific challenge that a person is going through at a stage and whether they master that challenge or not determines whether or not they get the character trait that that challenge has to offer Right.

00:08:35.900 --> 00:08:40.832
So one of them, like for like, the toddler stage, like, let's say, like zero to three.

00:08:40.832 --> 00:08:41.760
It is.

00:08:41.760 --> 00:08:46.451
The challenge is will they learn how to trust people Right?

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So it's trust versus mistrust is the challenge Right.

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And the virtues they get.

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If they learn to trust at that age, then they get the virtues of hope, they get the virtues of of relationship building Right, and so like.

00:09:03.746 --> 00:09:38.280
There are challenges and virtues associated with each stage, and the way that we navigate the stages of our growth determine what virtues we have available to us to be able to pass down to the people that we're leading right, and so what it suggests is is that the way that you grow and mature through your life will determine the way that you lead Right, and if you are skipping steps or if you are not paying attention to your own development and not and even I hate that I'm not we're not therapists, right Like?

00:09:38.280 --> 00:09:39.423
We try to make that very plain.

00:09:39.423 --> 00:09:40.485
We're not therapists.

00:09:40.485 --> 00:09:45.052
We're just two middle adults who've had some experiences and we try to share.

00:09:45.553 --> 00:10:05.409
But if you don't go back and even do the work of the stages that you missed when you were younger right, like, if you didn't get that trust versus mistrust stage, if you didn't go through that hope versus fear stage, right, whatever challenges that were not appropriately handled when you were younger, you got to go back and get that stuff.

00:10:05.409 --> 00:10:07.563
Like, I got to go back and get my hope.

00:10:07.563 --> 00:10:12.422
I got to go back and get my, my lack of my, my boldness, my courage right.

00:10:12.422 --> 00:10:20.190
I got to go back and get my ability to communicate and my ability to have, you know, to dream and to and to have vision.

00:10:20.190 --> 00:10:40.716
You have to figure out what stage did I lose something at that now my leadership is lacking at, because, when it comes to practicing what you preach, I guarantee you, if you go back and find what you missed, it will be easier to hold yourself accountable in your own leadership, as you're continuing to help others grow and develop.

00:10:41.700 --> 00:10:44.105
So you know this is really interesting.

00:10:44.105 --> 00:10:48.232
First of all, that is very interesting and um don't tell nobody, don't tell too many people.

00:10:48.254 --> 00:10:52.931
That's, that's going to be my dissertation, so you know, yeah, yeah, yeah, chill out, I'm just playing.

00:10:53.171 --> 00:11:00.682
Okay, cool, no, no, one of the things.

00:11:00.682 --> 00:11:49.128
I think that's really interesting, and I'm seeing what you're saying in this moment from the side of a parent who, when you are raising a child, like understanding that your job is not just to correct but to teach, because the teaching element is what is going to a lot of, what's going to instill these things in it is like you know, children learn through experience, yes, but they also learn through instruction, and, like in teaching, you have to take time to do that, and so I think that I've been reflecting a lot of.

00:11:49.128 --> 00:11:58.883
One of the things I'm grateful for of my parents is that they took time to teach stuff to us at all different development stages and we had conversations that we asked questions.

00:11:58.883 --> 00:12:04.107
You know, we we absolutely had experiences where we we we succeeded in one in some ways, failed in others.

00:12:04.107 --> 00:12:55.333
All that is learning, but I've noticed that in my so my father's a pastor, so I go to the church that he pastors and I've noticed that some of the sermons that he preaches are things that we grew up hearing at the kitchen table, and I remember one instance where it was actually around leadership that he was sharing, and I don't remember the details, but the things that he was sharing were really resonating with me at that time and I realized a lot of it had to do with emotional intelligence around leadership and I realized that in that moment I was kind of struggling with some things in leadership at that time and I was so grateful for what he.

00:12:55.921 --> 00:12:56.702
It brought me to tears.

00:12:56.702 --> 00:12:59.991
It was so impactful what he was saying and then I also thought about.

00:12:59.991 --> 00:13:04.601
One of the reasons that I was so grateful is that it was a reminder for me.

00:13:04.601 --> 00:13:07.464
For a lot of people that is the first time they'd ever heard it.

00:13:07.464 --> 00:13:12.626
So when you, I was able to pull on something that.

00:13:12.687 --> 00:13:19.490
I had as a, as a younger person, like being being taught by somebody else who's older.

00:13:19.490 --> 00:13:32.817
I was able to pull back on that and grab it when I needed it, versus being a person in their 20s, 30s, 40s, 50s hearing this for the first time and being able to even conceptualize it Because I had it.

00:13:32.817 --> 00:13:35.682
I just forgotten about it.

00:13:35.682 --> 00:14:09.769
And before a lot of people in that room and I've worked with a lot of people who what he was saying they didn't have how much harder is it at that point, when you are in that, in those moments where you got to, when you don't have what it takes, to call on stuff that you need in your leadership space in order to really like, really dive into these more difficult practices of leadership, but you never got what you needed growing up, my Lord, yeah, but you're hearing it in your 40s and 50s and it's like well, what are you supposed to do with that?

00:14:10.200 --> 00:14:12.201
Listen, listen, okay.

00:14:12.201 --> 00:14:24.708
So I want to run through the stages with them real quick and, as you're listening to it, think okay, wait, did I mislearn something at a stage in my life that I now need to be paying attention to?

00:14:24.708 --> 00:14:30.520
Because everything that you didn't get, you have the opportunity to go back and get what you need, right, all right.

00:14:30.520 --> 00:14:35.551
So at infancy, the challenge is trust versus mistrust.

00:14:35.551 --> 00:14:38.881
The virtue is hope that's ages zero to one.

00:14:38.881 --> 00:14:41.225
Early childhood, ages one through three.

00:14:41.225 --> 00:14:45.673
The challenge is autonomy versus shame or doubt.

00:14:45.673 --> 00:14:50.044
The virtue is will, having a will and a power and a purpose right.

00:14:50.044 --> 00:14:53.712
The play age ages three to six.

00:14:53.712 --> 00:14:56.365
It's initiative versus guilt.

00:14:56.365 --> 00:14:58.269
Like, what are you learning?

00:14:58.269 --> 00:14:59.652
What are you carrying?

00:14:59.652 --> 00:15:02.625
Like, where are you struggling at in these areas of your life?

00:15:02.625 --> 00:15:03.527
Hear, that right.

00:15:03.527 --> 00:15:06.452
The virtue that you get at that stage is purpose right.

00:15:06.452 --> 00:15:08.946
School age ages seven to 11,.

00:15:08.946 --> 00:15:11.952
It's industry versus inferiority.

00:15:11.952 --> 00:15:14.548
That's ages seven to 11.

00:15:14.548 --> 00:15:18.091
And then the virtue that you get at that stage is competence.

00:15:18.091 --> 00:15:27.788
And this is not saying that if you didn't learn that you didn't navigate the challenge well, that you didn't get something, but it's do I do.

00:15:27.788 --> 00:15:29.792
I struggle with feeling incompetent.

00:15:29.792 --> 00:15:32.341
Okay, let me go back and look at that.

00:15:32.341 --> 00:15:34.405
Look at that conflict there, right.

00:15:34.586 --> 00:15:43.453
Adolescence, which is your teenage years, it's identity versus confusion, my Lord, and the virtue learned there is fidelity.

00:15:43.453 --> 00:15:48.142
And the virtue learned there is fidelity.

00:15:48.142 --> 00:15:49.664
Early adulthood we're talking 19 through 29.

00:15:49.664 --> 00:15:51.086
For our young adults, intimacy versus isolation.

00:15:51.086 --> 00:15:53.932
The virtue learned there is love, right.

00:15:53.932 --> 00:15:55.274
Middle age, come on.

00:15:55.274 --> 00:15:59.251
Middle adults is generativity or stagnation.

00:15:59.251 --> 00:16:01.740
Are you going to keep producing new ideas?

00:16:01.740 --> 00:16:03.950
Are you going to remain complacent?

00:16:03.950 --> 00:16:04.774
Right.

00:16:04.774 --> 00:16:06.480
The virtue learned there is care.

00:16:06.480 --> 00:16:11.370
And then our older adults, it's integrity versus despair.

00:16:11.370 --> 00:16:18.085
And the virtue learned there is wisdom wow that's deep.

00:16:19.005 --> 00:16:22.650
So again, that's psychosocial development theory.

00:16:22.650 --> 00:16:41.062
Um, and go, go, check that out and just just do an inventory with yourself and say what are where, where are the challenges that I feel like maybe I need to go back and revisit and see what can I learn differently about myself in this area so that I can be a better leader?

00:16:41.563 --> 00:16:41.904
Are there?

00:16:41.904 --> 00:16:42.285
Are there?

00:16:42.285 --> 00:16:48.269
Are there like um, is there a link or something that we can link to in the description, that where people can go and find this?

00:16:49.581 --> 00:16:53.792
Uh, yeah, we can, we can, uh, we can link, um, maybe, an article.

00:16:53.792 --> 00:16:56.426
We can link an article and we can also.

00:16:56.426 --> 00:17:01.645
I mean, I just looked at, uh, I just went to Google images and they have all kinds of charts and graphs.

00:17:01.645 --> 00:17:04.250
So we'll see if we can shoot out one of these charts or graphs.

00:17:04.411 --> 00:17:04.852
I think that's.

00:17:04.852 --> 00:17:05.634
I think that's good.

00:17:05.634 --> 00:17:09.022
I've never heard that before.

00:17:09.022 --> 00:17:10.263
I've never man PhD.

00:17:10.263 --> 00:17:17.773
It's really interesting how I think those first ones, like those first things that you what, what do you call them?

00:17:18.134 --> 00:17:24.480
Hope it's what whatever you call it, the hope autonomy.

00:17:27.119 --> 00:17:28.544
Like the hope, autonomy, um, like the challenges, are the virtues.

00:17:28.544 --> 00:17:32.292
The virtues, yes, the virtues that you gain, those virtues, that that that we talk about, and all the like, so many of them.

00:17:32.292 --> 00:17:37.819
I would say what can you name the, the three that happened, the ones that happened before 19?

00:17:39.060 --> 00:18:17.224
okay, ones that happen, ones that happened before 19, for virtues are hope, will, purpose, competence and fidelity okay, those sometimes using different words are some of the most talked about topics across the board, whether it's whether it's in church, whether it's in um in leadership seminars leadership seminars, whether it's training and development yeah man, hope, autonomy and, like yo, like those are like we talk about this stuff all the time.

00:18:18.288 --> 00:18:55.327
It's a scary thought to think that most people no, I won't say most, but it's a scary thought to think that if you didn't get it when you were, that the you didn't get it when you were younger, like that young right One to four, you're those are, those are the traits that are being built in, that in those stages, like it's not that, like you said, and that is hope, like there is hope in the fact that like if I didn't get it then I can still get it, but I would have to imagine it's got to be harder, it's got to be harder to get you know what I mean.

00:18:56.128 --> 00:19:14.009
Well, I think it's harder to get, but I think at some point we all have to face, like you know, like because I think, as you look back through that and you start thinking about what was happening in my life around that time, you know like you can start, like there were things that we just didn't have the ability it's.

00:19:14.009 --> 00:19:21.290
It's not about what you got or didn't get, it's about what did I have to navigate at that stage?

00:19:21.290 --> 00:19:25.910
Right, because, like, for instance, the one that's autonomy versus shame or doubt.

00:19:25.910 --> 00:19:29.507
Right, like, how did I navigate in there?

00:19:29.507 --> 00:19:35.247
Because you picked up something during that stage, but did you get the virtue of it?

00:19:35.247 --> 00:19:45.252
Right, and sometimes we have to lay down maybe you picked up shame and doubt instead of mastering autonomy, right, and so you have to.

00:19:45.252 --> 00:19:53.944
You, you go back and you say, okay, I need to lay down shame and doubt so that I can get the virtue of being able to to master my own will.

00:19:54.205 --> 00:19:56.132
Interesting, interesting.

00:19:56.132 --> 00:19:57.686
I'm looking forward to your dissertation.

00:19:57.686 --> 00:20:01.729
I don't know that I'll read it, but I definitely am looking forward to you, cause I don't.

00:20:01.729 --> 00:20:06.116
I don't think I've ever the ridiculousness of that statement.

00:20:06.116 --> 00:20:06.472
No, I don't know, I mean dissertations are like.

00:20:06.472 --> 00:20:08.395
I just feel like you shouldn't have a choice.

00:20:08.656 --> 00:20:09.538
But how long are they?

00:20:10.420 --> 00:20:19.230
They're like I mean, it'd probably be probably around 200, maybe, yeah, I don't know, I don't know that I'll do that, but I will definitely, I will definitely.

00:20:19.230 --> 00:20:26.441
Yeah, I'm tying it.

00:20:26.441 --> 00:20:28.384
I'm tying it to mentorship and the necessity of mentorship.

00:20:28.384 --> 00:20:30.347
So, yeah, yeah, um, I, I definitely think that.

00:20:30.347 --> 00:20:36.125
I definitely think that, um, we, I think we're going to need that.

00:20:36.125 --> 00:20:37.307
I think we're going to need that.

00:20:37.307 --> 00:20:40.846
I'm really interested to see what that, where that goes.

00:20:40.846 --> 00:20:41.954
That's really interesting.

00:20:41.954 --> 00:20:42.660
I've never heard that before.

00:20:42.660 --> 00:20:43.803
I'm kind of, I'm kind of intrigued.

00:20:43.803 --> 00:20:51.001
Um, it's stuff, it's good stuff, all right, uh, so y'all give me, I'm gonna get into the next one, give me one second.

00:20:51.001 --> 00:20:58.621
I had a 3 30 um phone call with somebody and I didn't realize we'd still be here at 3 30, so hold on one sec.

00:20:58.621 --> 00:21:03.124
Let me tell him give me, give me 30 minutes.

00:21:03.124 --> 00:21:24.737
Okay, oh no.

00:21:24.737 --> 00:21:34.851
Um, okay, oh no okay all right.

00:21:34.931 --> 00:21:37.455
So, yeah, that that is good, that's good stuff.

00:21:37.455 --> 00:21:43.307
I I'm looking forward to your research on it and to really understanding that more.

00:21:43.307 --> 00:21:45.151
Um, all right.

00:21:45.151 --> 00:22:02.814
So we talked about, like, this idea of living, living out your leadership, and I think, the way that Jaquita just gave us a framework for the different stages that we go through in our lives that can impact the way we lead.

00:22:02.814 --> 00:22:18.086
I think there's another framework that I've noticed over the course of my own experience as to really how to even understand how you show up as a leader, like what is it that you need to be paying attention to.

00:22:19.548 --> 00:22:24.385
And so again, like we had in the part one, we have three C's.

00:22:24.385 --> 00:22:26.711
All right, I'm about to give you four P's.

00:22:26.711 --> 00:22:28.866
Bitch, I'm about to give you four P's.

00:22:28.866 --> 00:22:32.365
All right, come on four P's.

00:22:32.365 --> 00:22:34.000
I'm about to give you four P's, all right.

00:22:34.000 --> 00:22:42.228
So these are just ways for you to reflect and determine how you show up as a leader, based on these four P's.

00:22:42.228 --> 00:22:45.920
These are things I've done and again, this is from my experience.

00:22:45.920 --> 00:22:57.582
I don't have a study, I'm not doing a PhD and I won't be, but I think these are things that I've learned in my own experience.

00:22:57.582 --> 00:23:01.662
It's like these are important things about me that I've had to determine.

00:23:01.662 --> 00:23:02.305
How do I show up?

00:23:02.305 --> 00:23:04.334
The first P is pattern.

00:23:04.334 --> 00:23:06.865
What patterns have been happening in your life?

00:23:06.865 --> 00:23:13.785
Reflect on your patterns, the trends of your life Reflect on your trends Okay.

00:23:14.546 --> 00:23:16.169
The second one is your passion.

00:23:17.351 --> 00:23:21.945
Reflect on that, reflect on what gets you excited, what thrills you about life.

00:23:21.945 --> 00:23:26.241
That's going to inform how you are sometimes, how you show up as a leader.

00:23:26.241 --> 00:23:29.548
Reflect on your position in life.

00:23:29.548 --> 00:23:30.770
Where are you?

00:23:30.770 --> 00:23:32.460
What season of life are you in?

00:23:32.460 --> 00:23:34.084
What's the timing of your life?

00:23:34.084 --> 00:23:37.992
And then you want to reflect on the purpose of your life.

00:23:39.201 --> 00:23:41.647
What I taught, what I'm talking about right now, is the touch of who.

00:23:41.647 --> 00:23:44.000
Was your life touching what?

00:23:44.000 --> 00:23:46.505
What is, what is the impact of your life look like?

00:23:46.505 --> 00:23:49.048
And I think so.

00:23:49.048 --> 00:23:56.686
So you have the pattern of your life, the passion of your life, the position of your life and the purpose of your life.

00:23:56.686 --> 00:24:01.824
I think that in this moment, right now, that's going to shift.

00:24:01.824 --> 00:24:03.969
All those things might, except for the patterns.

00:24:03.969 --> 00:24:10.060
Patterns are patterns that ain't going nowhere.

00:24:10.060 --> 00:24:23.952
But those other three things could shift depending on where you are in your life, and so what you want to do is reflect on where you are today with that stuff, and it's going to help you understand how you actually show up in your leadership.

00:24:23.952 --> 00:24:26.540
Um, I'll, I'll give you an example, right?

00:24:26.540 --> 00:24:29.407
So sometimes patterns can be good Sometimes.

00:24:29.407 --> 00:24:34.307
Sometimes they can inform you on what's on the negative sides right Of of of how you show up.

00:24:34.808 --> 00:24:45.449
I was actually reflecting on this not too long ago and, queda, you'll remember this, right and um in in our uh gospel choir in Furman right.

00:24:47.101 --> 00:24:47.362
We and.

00:24:47.541 --> 00:24:49.207
I were in leadership for two years.

00:24:49.207 --> 00:24:55.270
I was the president, she was the vice president and our was it our first year.

00:24:55.270 --> 00:25:03.028
It was like a our first year we did so much stuff that we were so excited about, right.

00:25:03.169 --> 00:25:03.891
It was a dream.

00:25:04.300 --> 00:25:08.109
It was amazing Like we started singing new music.

00:25:08.300 --> 00:25:09.420
We got a little band together.

00:25:10.039 --> 00:25:13.608
We got new people in like more dedicated members.

00:25:13.608 --> 00:25:20.666
The choir grew Because we were like, okay, we're going to do all this, we're going to make all these changes, because we had been in it for two years.

00:25:20.666 --> 00:25:23.134
It was like you know, we saw the things that we liked and we didn't like.

00:25:23.134 --> 00:25:28.250
We wanted to make some changes and we did, and it attracted some kind of new blood to the community.

00:25:28.651 --> 00:25:29.393
Yeah, it was great.

00:25:29.599 --> 00:25:30.585
It was a great year.

00:25:31.220 --> 00:25:31.601
I remember.

00:25:31.661 --> 00:25:42.000
I got an email from one of our most dedicated members and it was such an affirming email for me personally.

00:25:42.000 --> 00:25:44.627
I was like man.

00:25:44.627 --> 00:25:50.372
He loves doing this and I was so honored to be able to be on the recipient end of that email.

00:25:50.372 --> 00:25:51.846
It's one of those emails you don't forget about.

00:25:51.846 --> 00:25:53.487
It was very, very complimentary.

00:25:53.487 --> 00:25:56.226
So that was year one.

00:25:56.226 --> 00:26:00.890
Year two was not that way.

00:26:01.461 --> 00:26:04.523
My Lord, oh Jesus.

00:26:05.185 --> 00:26:30.794
Year two was tough, and year two was tough for a couple of reasons, but one of the things and just to talk about patterns, I couldn't have told you this then, but I've seen this pattern in my leadership style since then when I get excited about new things, my energy is not where it is usually.

00:26:30.894 --> 00:26:48.420
This year too, I'm like, I kind of I'm, I'm, I'm a new, I like new and I get real excited when the things are new and I can bring that kind of passionate energy when things are new, when we have to do a repeat and I have to have actual, like you know, structure and things in place and I don't get to be as excited and have to be more like you know structure and things in place and I don't get to be as excited.

00:26:48.420 --> 00:26:52.530
I have to be more accountable and accountability is put into the picture.

00:26:52.530 --> 00:26:56.923
I struggle more with that and when, I struggle more with that.

00:26:57.064 --> 00:27:27.375
It actually the the morale goes down when there's lower accountability, when there's when, when you can't answer certain questions, when the excitement has done its job and now people are ready to grow and move forward and you're like I'll have answers to these questions or, you know, can we just go with the flow, like no, ain't no going with the flow, like we're ready for some things to be kind of set in place and, you know, order to be set and all this stuff.

00:27:27.375 --> 00:27:32.289
And I had to learn that what I've noticed and it's I have learned how to do that.

00:27:32.289 --> 00:27:38.671
I'm better at it today than I was then, but I still learned that it is a struggle and something I have to watch out for.

00:27:38.671 --> 00:27:50.381
When I show up to a place the first time I have the most influence, my influence sometimes can begin to if I don't, if I'm not careful, can begin to do.

00:27:50.481 --> 00:28:03.548
That can begin to go down If I don't focus on the things that are needed, usually in that, in that second, third, fourth year, which is structure and order, my strength is not structure and order.

00:28:03.548 --> 00:28:07.663
My strength is building, is is doing something from the ground up.

00:28:07.663 --> 00:28:09.961
That's my strength, it's what I do.

00:28:09.961 --> 00:28:12.406
So I have to catch that pattern.

00:28:12.406 --> 00:28:16.213
So I have to know when I'm coming into something.

00:28:16.213 --> 00:28:21.300
Understand that year two is going to be harder than year one for me, so I need to be prepared for that year one.

00:28:22.321 --> 00:28:32.151
So this is interesting because I feel like this is one of the first times ever that I'm like me and Ruth are the same like, like.

00:28:32.151 --> 00:28:34.753
I am absolutely that way as well.

00:28:34.753 --> 00:28:51.217
Like, and when I look back over, like the pattern of, like my work history, like I've always been like at something where we were at the forefront of something, like you know, like we're starting a new initiative or we're doing something really new and I'm like, I'm your girl.

00:28:51.217 --> 00:28:54.748
I'm your girl to help you get from point A to point B.

00:28:54.748 --> 00:29:05.521
I'm your girl when an organization needs to make a complete change and we're shifting into something to make something better than what it was or to make something greater.

00:29:05.521 --> 00:29:08.751
Like I'm a girl to get you, to get it started.

00:29:08.751 --> 00:29:09.784
I get it popping.

00:29:09.784 --> 00:29:10.928
You know what I'm saying.

00:29:10.928 --> 00:29:23.926
But to stay and to like keep a thing running, to keep a train of chugging, like the person who's responsible for, like continuing to put the coal in the train, nah, baby, I want to build the train.

00:29:23.926 --> 00:29:32.296
Like I do not want to be responsible for the day-to-day operation of this train, I want to build the train Like I do not want to be responsible for the day-to-day operation of this train, I want to get it up and get it moving.

00:29:32.296 --> 00:29:38.455
When I see it take its first voyage I'm like, oh man, what a great job, team right, y'all be blessed, you know.

00:29:38.455 --> 00:29:41.845
And so that's definitely something that I've had to grow through.

00:29:41.845 --> 00:29:44.510
What's been really interesting for me?

00:29:44.510 --> 00:30:01.279
I really like this kind of like reflective leadership, like inner work, you know, like really thinking, cause it really makes you take a pause and think about, kind of like what your leadership is and what and what and what people can expect from you as a leader.

00:30:01.279 --> 00:30:08.132
And I think that you have to be able to go into a space and find a way to communicate who you are.

00:30:09.113 --> 00:30:12.065
I remember when I first started in higher ed.

00:30:12.065 --> 00:30:17.824
I remember saying all the time I could never have a job where I'm not close to the students, ever.

00:30:17.824 --> 00:30:26.585
I always want to be walking hand in hand with the lives of the students and I made that like that was my passion.

00:30:26.585 --> 00:30:47.971
I positioned myself so that I was always just really, really in the lived in experiences of students and it really kind of embodied my purpose and my impact and the ways that I showed up in spaces when I got to the job that I have now and I came in there, like I got to get to know these Clemson students.

00:30:47.971 --> 00:30:55.419
I remember the first time I like you know cause I moved from a smaller campus to a much larger campus.

00:30:55.419 --> 00:30:57.664
I remember the first time I walked around and saw students.

00:30:57.664 --> 00:31:03.644
I was like there are 24,000 students on this campus and I no longer feel the need to be close to all of them.

00:31:03.644 --> 00:31:04.185
Amen.

00:31:04.185 --> 00:31:10.355
Like I love students, I love, you know, building stuff for them, but I do not.

00:31:10.355 --> 00:31:13.327
I no longer have to walk hand in hand with them.

00:31:13.750 --> 00:31:22.211
And I also realized I now have assistant directors who I need to be empowering and strengthening to do the work that I used to do.

00:31:22.211 --> 00:31:27.566
And I looked up one day and the students were in everybody else's office except for mine.

00:31:27.566 --> 00:31:32.534
Like I was like I have, like, literally in my office there are like 10 seats.

00:31:32.534 --> 00:31:38.844
I have a couch, I have a table with chairs, I got other chairs.

00:31:38.844 --> 00:31:39.888
There are literally 10 chairs in my office.

00:31:39.888 --> 00:31:40.772
And I'd be like, dang, don't none of the.

00:31:40.772 --> 00:31:49.701
You know it'd be like two students come see me occasionally they would say let me sit, let me take a nap on your couch, and I'd be like sure, please use my couch.

00:31:49.701 --> 00:31:49.981
You know like.

00:31:50.001 --> 00:31:52.028
And so, while I'm still connected to the life of students.

00:31:52.028 --> 00:31:55.859
I, my pattern, changed like I'm no longer.

00:31:55.859 --> 00:31:59.547
And when my pattern changed, my passions changed.

00:31:59.547 --> 00:32:12.807
I went from like being it's my job to walk with students to it's my job to equip and influence the next level, the next generation of leaders who are going to work with students, right.

00:32:12.807 --> 00:32:17.644
And then, when my passion changed, my position changed.

00:32:17.644 --> 00:32:23.077
Okay, I'm now a director, I'm now a leader of leaders, right?

00:32:23.077 --> 00:32:27.933
Not a leader that impacts, but more so a leader that influences, right.

00:32:27.933 --> 00:32:31.204
And then that also changed the way that I see my purpose.

00:32:31.204 --> 00:32:37.067
Right, it's no longer as student, it's still student centric, but in a very, very different way.

00:32:37.067 --> 00:32:50.722
And I think that, as a leader, you have to allow your journey to, to birth something new and you have to be able, in those times of reflection, to be okay with saying I'm ready for my next journey.

00:32:51.645 --> 00:32:57.824
I'm going to take on the next iteration of my leadership, especially moving from that young adult, the middle adult.

00:32:57.824 --> 00:33:01.732
Cause, I tell you, at 35, something changed at 35.

00:33:01.732 --> 00:33:07.086
I was, like you know, when the students started calling me auntie, I said I'll allow it.

00:33:07.086 --> 00:33:21.094
You know, like, because my position, I went from being a big sister to being an auntie and and somebody told me, somebody was like you know, you just have a real mothering presence.

00:33:21.094 --> 00:33:23.064
And I said I do.

00:33:23.665 --> 00:33:27.856
It's called middle adult because that's when you start thinking about your parents.

00:33:27.856 --> 00:33:33.068
You know, like, like you know, you some of y'all met your parents at middle adults.

00:33:33.068 --> 00:33:50.523
You came into the world, they was already in middle adult stage or when you, when you started getting a little bit older and really you know the parent-child dynamic now, mine wasn't because I have very young parents but like you start learning your parents when they are middle parents, but like you start learning your parents when they are middle adults.

00:33:50.523 --> 00:33:56.471
So when you start, when you are a young adult and you are around middle adults, yeah, we get parental.

00:33:56.471 --> 00:33:58.981
We're like hey, baby, come on, let me tell you about life.

00:33:59.344 --> 00:34:00.490
That's a great, that's a you know what.

00:34:00.490 --> 00:34:01.415
That's a really good point.

00:34:01.415 --> 00:34:02.520
I haven't thought about that.

00:34:02.520 --> 00:34:10.273
I do think that part of that position part is key, like the timing of your life is so key.

00:34:10.273 --> 00:34:17.628
There's a lot of reasons for that, but it's something good to reflect on and pay attention to.

00:34:17.628 --> 00:34:30.014
You know, we're in a situation where and I tell my team all the time like I've spent most of, like you, most of my time pouring directly into teenagers I now don't do that.

00:34:30.135 --> 00:34:37.742
I have younger people who are closer to their age have closer experiences that can impact them in a much deeper way than I can.

00:34:37.742 --> 00:34:45.304
I have my moments and my opportunities to do it, but it does not take up my day-to-day, and it shouldn't, because I'm not there.

00:34:45.364 --> 00:34:52.519
That's not where the timing of my life is not there anymore and you have to understand when that changes.

00:34:52.519 --> 00:35:16.253
And I think that there are seasons that make sense for certain activities and there are seasons where it don't make sense for certain activities and you can't be so tied to who you are right now that you don't allow yourself to evolve into a person who has influence in other ways later down the line.

00:35:16.253 --> 00:35:32.282
And so that constant practice of reflection of like, okay, let me kind of match my where I am in my life and answer these questions Like am I seeing a pattern?

00:35:32.282 --> 00:35:33.907
What's my current passion?

00:35:33.907 --> 00:35:35.269
What are the?

00:35:35.269 --> 00:35:37.161
Where am I positionally right now in life?

00:35:37.161 --> 00:35:40.929
And like what's what would I consider to be the purpose of my life right now?

00:35:41.552 --> 00:35:58.302
And match that where you really are and see it doesn't match right now and some of the reason why you might be burned out, why you might be frustrated because it don't match and maybe there are just some mismatches according to where you are.

00:35:58.302 --> 00:36:02.840
That's not me saying I'm not saying go and quit your job, because those things I'm just saying.

00:36:02.840 --> 00:36:13.005
There's a reflection point that's important in the in your journey towards unlearning what being a leader is like.

00:36:13.005 --> 00:36:30.253
Really get yourself in a place where you can be honest and self-aware, and then I would say, just allow for that to start to drop your reality, start to drive um kind of where you are able to go Like don't don't put limits on yourself, like, okay, this is.

00:36:30.420 --> 00:36:34.512
this is kind of where I might might need to be leaning more into.

00:36:35.501 --> 00:36:36.061
I love it.

00:36:36.061 --> 00:36:37.284
I love it, that's good.

00:36:37.284 --> 00:36:38.228
Yeah, all right.

00:36:38.228 --> 00:36:40.211
So four P's, run them back for us.

00:36:40.440 --> 00:36:41.001
Four P's.

00:36:41.001 --> 00:36:43.443
You got, uh, four P's to reflect on, to determine how you might be showing up as a leader.

00:36:43.443 --> 00:36:46.746
Reflect on to determine how you might be showing up as a leader.

00:36:46.746 --> 00:36:50.590
Pattern of your life, which is the trends.

00:36:50.590 --> 00:36:53.713
Passion, which is the thrill of your life.

00:36:54.835 --> 00:37:05.422
The position of your life, which is the timing in your life and the purpose of your life and that is the touch of your life or the impact of your life.

00:37:05.422 --> 00:37:06.521
Man, that's good, ru, I love it.

00:37:06.521 --> 00:37:09.983
That's good stuff, yeah, yeah, all right, all right.

00:37:09.983 --> 00:37:20.246
Next one All right, we're talking about your ability to see beyond and your ability to not only see but to then communicate, right.

00:37:20.246 --> 00:37:38.273
So we're talking about vision and planning, right, and so I think it is incumbent I've really been loving that word lately, it's a good middle, adult word it is incumbent upon us, okay, that we are a people of vision and that we're able to create and communicate vision.

00:37:38.273 --> 00:38:03.940
But you have to go in with the thought that vision moves people, but planning moves purpose, right, and I think that you have to understand that, like, when you cast out a vision, right, you have to be able to cast out a vision that's big enough that somebody can see themselves in it and begin to take up residence in the vision that you've provided.

00:38:03.940 --> 00:38:06.989
Right, you almost have to see whatever your vision is.

00:38:06.989 --> 00:38:18.126
You have to see it as a blueprint that somebody can say oh, my house is over there in the blueprint, right, like I see where I fit, right.

00:38:18.126 --> 00:38:30.682
And so you have to be able to draw a vision that's wide enough and big enough that people can then find residence in what you're building or what you're able to communicate, will be built Right.

00:38:30.682 --> 00:38:39.570
But if your vision I always tell people if your vision only serves you, then that's not vision, that's a wish Right.

00:38:39.570 --> 00:38:49.880
Your vision has to be able to serve something that's bigger than you and that is inclusive of the people around you, that they can catch it and run with it Right.

00:38:50.242 --> 00:38:59.585
And then when we start making plans, our plans have to be built around purpose and that's what moves us forward into accomplishment Right.

00:38:59.585 --> 00:39:03.052
So vision moves people Right.

00:39:03.052 --> 00:39:06.983
But our planning helps our purpose to move toward accomplishment.

00:39:06.983 --> 00:39:10.027
And I also think about like.

00:39:10.027 --> 00:39:20.157
When I do dreams and goals sessions with young adults and young leaders, I always ask them what does a dream look like without goals?

00:39:20.157 --> 00:39:24.190
Right, because we all everybody has a lot of goals.

00:39:24.190 --> 00:39:25.322
You know like.

00:39:25.322 --> 00:39:29.012
We have these big dreams, but we don't set steps to those dreams.

00:39:29.012 --> 00:39:37.525
And I tell them that your dream is the body of the work you're hoping to accomplish and your goals are the legs of it.

00:39:37.525 --> 00:39:42.764
And in order to create movement, you have to set goals to the things that you're planning.

00:39:42.764 --> 00:39:46.273
So vision is the body of what you're hoping to see.

00:39:46.273 --> 00:39:49.507
And then, when we start making plans, we start making movement.

00:39:49.668 --> 00:39:50.248
That's good.

00:39:50.248 --> 00:39:51.190
I love that.

00:39:51.190 --> 00:39:51.833
I love that.

00:39:51.833 --> 00:39:56.105
Vision is the body, goals are the legs.

00:39:56.105 --> 00:39:57.188
Did I get that?

00:39:57.208 --> 00:39:57.469
right.

00:39:58.411 --> 00:40:10.775
I like that, I think that's so good and I think that these conversations, honestly, man like'd be having me as such a mode.

00:40:10.775 --> 00:40:11.159
I'm like man.

00:40:11.159 --> 00:40:19.726
I have made so many mistakes and and and I'm but I'm grateful for them because they, they make me better.

00:40:19.726 --> 00:40:31.574
I mean, I can honestly say that now I do not have any any um desire to go back, uh, in those seasons where I was making these mistakes, but I'm grateful for them now, and one of them is so vision.

00:40:31.574 --> 00:40:38.114
Vision is such a it's a rare gift to have vision.

00:40:39.181 --> 00:40:42.030
I think we have to acknowledge that and be real about that.

00:40:42.030 --> 00:40:46.931
All and every person in a leadership position is not going to have vision.

00:40:49.619 --> 00:40:51.447
Actual and factual.

00:40:52.940 --> 00:40:57.869
Every person in a leadership position is not going to have vision, but somebody in that leadership seat got to have.

00:40:57.869 --> 00:40:59.507
Somebody got to have vision.

00:40:59.760 --> 00:41:01.286
Somebody got to see something.

00:41:01.447 --> 00:41:04.226
Right, somebody got to see something, and that's what I want to see.

00:41:04.226 --> 00:41:05.565
That's the key word.

00:41:05.565 --> 00:41:09.304
Vision is about sight, and so you know.

00:41:09.746 --> 00:41:10.990
I Seeing beyond.

00:41:11.400 --> 00:41:19.063
I have not and I didn't realize, I don't know, that I would have called myself a visionary when I first got into this role.

00:41:19.063 --> 00:41:19.766
I will say it.

00:41:19.766 --> 00:41:30.927
I will say I am now, but I wouldn't have necessarily called myself that before, because I just didn't see myself as have a personality of a visionary that I kind of put in a box that I wasn't in.

00:41:30.927 --> 00:41:33.233
But I would consider myself to be visionary.

00:41:33.233 --> 00:41:34.882
Now I literally can see that.

00:41:34.882 --> 00:41:39.413
I mean, I see things and it's not just like I can see it.

00:41:39.413 --> 00:41:45.788
There are other leaders who have vision for strategy.

00:41:45.788 --> 00:41:50.434
Strategy is is the plan that takes you there right.

00:41:50.434 --> 00:41:59.023
And then there are other people have vision for tactics, tactics are the tasks that happen within the strategy nice okay.

00:41:59.945 --> 00:42:02.349
So you have to have all three of those things having to work.

00:42:02.349 --> 00:42:06.027
Um, you have to have somebody who has the whole picture.

00:42:06.027 --> 00:42:07.193
You have to have someone who has the whole picture.

00:42:07.193 --> 00:42:15.987
You have to have someone or something that's driving the strategy, driving the steps that get there, and then you have to have tactics that actually make those steps make sense.

00:42:16.650 --> 00:42:17.070
That's good.

00:42:17.661 --> 00:42:20.980
Some of those, some of that can live in one person.

00:42:20.980 --> 00:42:27.724
I'm not saying that it's three different people, but I am saying that don't assume that it's in one person.

00:42:27.724 --> 00:42:28.925
Don't assume that it's in one person.

00:42:28.925 --> 00:42:34.193
Don't assume that Oftentimes those strengths lie somewhere in it.

00:42:34.193 --> 00:42:43.403
And so, again, going back to that reflective point, understand, like, begin to really kind of understand where I might be in that right I have.

00:42:43.423 --> 00:42:46.090
I have come to the point where I am a visionary and a strategic person.

00:42:46.090 --> 00:42:53.224
I, I can see to the point where I am a visionary and a strategic person.

00:42:53.224 --> 00:42:56.309
I can see a thing and understand the steps it's going to take to get there.

00:42:56.309 --> 00:42:58.652
I am less good at execution.

00:42:58.652 --> 00:43:17.574
And so when I communicate now here's why I'm saying this Oftentimes myself, and I'll use myself, because maybe no other visionary has this problem but when I communicate that vision, I in my mind, it's already done, okay, it's already done.

00:43:17.574 --> 00:43:18.722
It's like, oh, this is this, is it.

00:43:18.722 --> 00:43:20.949
We said we got it, we're going to do it, this is what we're going to do.

00:43:20.949 --> 00:43:21.590
Boom, let's go do it.

00:43:21.590 --> 00:43:22.905
It's already done.

00:43:24.121 --> 00:43:35.552
And I have a, I have an expectation sometimes that, um, the people who are listening to it are are where I am when I tell them about it.

00:43:35.552 --> 00:43:39.284
But that's not true.

00:43:39.284 --> 00:43:42.016
So you have to understand, you have to remember.

00:43:42.016 --> 00:43:47.452
When you're communicating a vision to somebody, you have been living with that picture for a long time.

00:43:47.452 --> 00:43:54.253
When you're communicating it, they are just now stepping into the picture that you've been living in.

00:43:55.481 --> 00:43:58.550
You cannot expect them to catch it as quickly.

00:43:58.550 --> 00:44:05.632
You can't expect them to be ready to execute on something that they've had for an hour, that you've had for a year.

00:44:05.632 --> 00:44:11.632
My downfall sometimes as a leader is having that false expectation.

00:44:11.632 --> 00:44:19.820
And so when I communicate it, two of the things I think it's important to recognize when you communicate the vision, you have to communicate it often.

00:44:19.820 --> 00:44:27.561
You have to communicate it often and in different ways, right, communicate it often in different ways.

00:44:27.561 --> 00:44:30.007
Make sure it's threaded through all your communication.

00:44:30.007 --> 00:44:39.110
And then the second thing is you have to set realistic expectations for when the execution of certain parts of the strategy are.

00:44:39.952 --> 00:44:40.514
That's good.

00:44:42.541 --> 00:44:56.340
And your team a lot of times will help you with that Once you paint the picture and I love what you said as far as like let people like paint it big enough to where people can see themselves in it, once people see themselves in it let people like paint it big enough to where people can see themselves in it.

00:44:57.139 --> 00:44:59.807
Once people see themselves in it, let them play the role they're designed to play.

00:44:59.807 --> 00:45:00.429
Let them play the role man.

00:45:00.429 --> 00:45:07.646
I think one of the things that I feel like I'm constantly teaching young leaders like to do is delegation.

00:45:07.646 --> 00:45:21.592
Like, because they feel really responsible for the results of their work and so it is hard for them to release it, whereas let me tell you something middle adult, middle management baby, take that up.

00:45:21.592 --> 00:45:24.880
We'll talk about it in a one-on-one and let me know how it's going.

00:45:25.202 --> 00:45:39.295
Can I say this though and I don't mean to cut you off, but I think this is important, because I do think there's an element of why there's a responsibility, because you're still kind of building up your reputation at that point, like you want to say I did a thing Right.

00:45:39.639 --> 00:45:43.791
Yeah, and I also think that they feel way more tied to the results of it.

00:45:43.791 --> 00:45:47.186
You know like and and where I'm looking at.

00:45:47.186 --> 00:45:54.152
I'm like, even if it doesn't work, it was still effective, even if it didn't work out the way that you thought it was going to.

00:45:54.152 --> 00:46:00.413
But I've already lived through my season of being responsible for something that didn't go well.

00:46:00.599 --> 00:46:01.041
Yeah.

00:46:01.382 --> 00:46:09.929
You know, like I've already lived through my season and I've already gone through the emotional turmoil of it, you know what I'm saying and so I.

00:46:09.929 --> 00:46:15.664
So, as I'm walking them through it, I'm, I'm, I'm teaching them again.

00:46:15.664 --> 00:46:37.043
When we talked about, I think when we talked about in the last episode, that you manage processes but you lead people Right In the art of delegation, I'm teaching them how to be a leader and not just a manager Because, like I said, I'm training, all'm training my, I train all of my people for what they're going to do next.

00:46:37.043 --> 00:46:50.766
Like I'm training, and you're gonna have to know how to lead people Right, I can, I know y'all are all really, really good at managing your processes, right, but how are you at leading people?

00:46:51.327 --> 00:46:54.554
Are you able to cast a vision that's bigger than you?

00:46:54.554 --> 00:46:57.545
I need you to get in the practice of that.

00:46:57.545 --> 00:46:58.927
I need you to.

00:46:58.927 --> 00:47:07.072
I need to invite you to my seat as much as I can, right, like as much as I can, I need to say, hey, come, look at it from my viewpoint.

00:47:07.072 --> 00:47:11.403
I want you to be able to see it so that you know how to navigate it when you get here.

00:47:11.403 --> 00:47:16.349
Um, and so you know, I want them to be able to go on job interviews and be able to rock it.

00:47:16.349 --> 00:47:17.471
Yeah, when it's time.

00:47:17.471 --> 00:47:19.072
When it's time, amen, when it's time.

00:47:19.092 --> 00:47:19.713
When it's time.

00:47:19.773 --> 00:47:22.396
Amen, there's no rush, there's no rush, there's no rush.

00:47:22.396 --> 00:47:39.219
All right, you know I'm not trying to rush nobody through that process, but I think that it is important that we are giving people like a full breadth of experience, especially when they're in those young leadership roles, and not skipping any steps.

00:47:39.219 --> 00:47:45.045
Like I understand, it's important for you to build programming that you feel is successful, but at some point you have to learn.

00:47:45.045 --> 00:47:46.690
I can't do it by myself.

00:47:46.690 --> 00:47:49.449
No, it doesn't work by myself.

00:47:49.739 --> 00:47:56.543
And one of the things I used to tell when I was doing training for youth workers is the role.

00:47:56.543 --> 00:48:00.672
Like, once you have you as a, I would ask them.

00:48:00.672 --> 00:48:03.885
I said how many kids do you feel like you can impact at one time as a person?

00:48:03.885 --> 00:48:06.771
And most of the answer would be between like 10 and 15.

00:48:06.771 --> 00:48:10.510
I said how many people do you have, how many kids do you have at your ministry?

00:48:10.510 --> 00:48:15.271
You know, usually 75, between 75 and 300.

00:48:15.271 --> 00:48:17.583
Right, I said OK, so what about the other kids?

00:48:17.583 --> 00:48:19.306
Like what, what's?

00:48:19.306 --> 00:48:22.293
How are they being impacted if you can only handle 10 to 15?

00:48:22.293 --> 00:48:25.163
Or do you have more than that?

00:48:25.163 --> 00:48:26.184
That you need to, you know.

00:48:26.184 --> 00:48:30.771
And so we would talk about the role in our world of volunteers.

00:48:30.771 --> 00:48:42.413
In our world of volunteers, you, you, volunteers, are a way to multiply your impact, because you can't impact more than the small group that you can.

00:48:42.432 --> 00:48:44.000
You don't have that kind of you, don't?

00:48:44.000 --> 00:48:51.108
You don't have another set of another brain and those set of arms and legs and lungs and a heart to go and do something.

00:48:51.108 --> 00:48:51.869
So you've got to.

00:48:51.869 --> 00:49:06.960
What you have to do is be able to transfer that to another individual, to to basically multiply the impact that you have here to that then, so that your impact can be multiplied to this group, even though your presence is right here.

00:49:07.681 --> 00:49:21.688
And so that, for you know, for for what we do working with young people, it sometimes lives in volunteers, it can sometimes live in staff members, it can sometimes live in parents.

00:49:22.190 --> 00:49:29.791
Quite frankly, because a lot of times, parents come to us to ask what do I need to do to get through to so-and-so?

00:49:29.791 --> 00:49:43.425
And it's like, hey, you can actually impact what you're learning by working with larger groups of students, by impacting parents, who are going to have a different kind of level of impact and layer of impact than you can.

00:49:43.425 --> 00:49:51.706
And the point is you want to pour what you are learning into someone else so they can go out and do what you can't do.

00:49:51.706 --> 00:50:05.570
And if you don't learn to do that right, if you don't learn to delegate what it is that you've learned to other people, your impact will never grow and you won't grow.

00:50:05.570 --> 00:50:07.146
Your influence won't grow.

00:50:07.146 --> 00:50:13.507
You are not big enough to have the impact that you have in your head by yourself.

00:50:17.019 --> 00:50:17.922
And so I think what you're saying is so true.

00:50:17.922 --> 00:50:19.945
We have to be willing to do that.

00:50:19.945 --> 00:50:25.708
You have to be willing to give things away, and I think sometimes it can be scary.

00:50:25.708 --> 00:50:29.503
It's like, well, if I start giving stuff away, where's my significance?

00:50:29.503 --> 00:50:35.661
And you have to start to see your significance in a different way.

00:50:35.661 --> 00:50:44.023
It's not just about um being, uh, being the person that's directly connected to the, the, the.

00:50:44.023 --> 00:50:49.092
The impact thread leads back to someone.

00:50:49.092 --> 00:50:50.474
Let that someone be you.

00:50:51.099 --> 00:51:02.885
Yeah, that is that is a, that is, that is the mark of a growing leader, and so, yeah, I think that is the understanding.

00:51:02.885 --> 00:51:22.128
I think the other thing that I wanted to say is that and I don't think you were saying this, but I did want to make this clarification Everyone is not meant to be a visionary leader, and so I do think it's important that everybody kind of understands the different areas of leadership.

00:51:22.128 --> 00:51:27.724
But even in what you said you did with some folks that you you know, I want you to sit in my seat, I want you to see what I see.

00:51:27.724 --> 00:51:35.706
It gives them an opportunity to then say, okay, I see it from this perspective and I'm understanding more of what I do.

00:51:35.706 --> 00:51:47.451
So what if, sitting in your seat, seeing what you see, is it gives, it gives confirmation to this is how I can contribute to that.

00:51:48.400 --> 00:51:53.172
So my contribution is I'm going to I'm going to execute at a high level.

00:51:53.172 --> 00:51:57.204
Contribution is I'm going to I'm going to execute at a high level.

00:51:57.204 --> 00:51:57.585
Look, I can, I don't.

00:51:57.585 --> 00:51:58.990
I don't need to know what's going on a year from now.

00:51:58.990 --> 00:52:01.980
Tell me what we need to get done next week and I got you.

00:52:01.980 --> 00:52:02.460
Right.

00:52:02.742 --> 00:52:03.041
Yeah.

00:52:04.083 --> 00:52:12.320
That is to me like there there's so much um, uh, there's so much uh words.

00:52:12.320 --> 00:52:29.333
There is so much good things and that's not the word I'm looking for, but there are so many good things that can come out of seeing something from a perspective that you might never have, naturally so that you can see where your natural perspective does fit into that picture.

00:52:30.340 --> 00:52:30.481
Yeah.

00:52:30.481 --> 00:52:33.190
So I think no, I absolutely agree with you.

00:52:33.190 --> 00:52:45.248
Everybody is not a visionary leader, but I do think that every leader, especially the higher that you get up that chain you need to be able to facilitate vision, right.

00:52:45.248 --> 00:52:54.380
And so and I think that we all do that in different ways, right, like there are some leaders who can go retreat and come up with a vision and present it to a team.

00:52:54.380 --> 00:52:55.492
There are other leaders who are going retreat and come up with a vision and present it to a team.

00:52:55.492 --> 00:53:02.987
There are other leaders who are going to bring the team together and say, hey, let's all come together and create and cast vision.

00:53:03.487 --> 00:53:31.148
I want to run through, if we have a little bit of time, I want to run through these different types of leadership styles, and so you know, if you hear something that kind of like resonates with you, then that's a leadership style that maybe you can do a little bit more research into, because we're not trying to like Ruth Abigail said, not trying to change your leadership style, right, but you got to find your style and then grow in who you are, right, and so this is all a part of self-awareness.

00:53:31.148 --> 00:53:36.268
So here are some different types of leadership styles, right, and so this is all a part of self-awareness.

00:53:36.268 --> 00:53:38.954
So here are some different types of leadership styles.

00:53:38.954 --> 00:53:42.300
There are some people who are like kind of the laissez faire leadership styles.

00:53:42.300 --> 00:53:52.733
That's the let them just kind of do, and you give more autonomy and authority to your team and the leader is setting direction, but lets the team decide how we're going to get to the place that we all agree that we need to get to.

00:53:52.733 --> 00:53:57.548
There's transformational leadership, which I tend to align myself with.

00:53:57.548 --> 00:54:14.128
It's always focused on change and impact and how we do that through innovation, by realigning our organization's vision and goals and really really using our passion and our enthusiasm and our energy to help everyone to succeed right.

00:54:14.128 --> 00:54:15.601
So there's transformational leadership.

00:54:16.163 --> 00:54:24.668
Autocratic leadership is a leadership style where we need to make a lot of quick decisions and it needs to have clear direction.

00:54:24.668 --> 00:54:38.327
So there's one leader giving orders right, and you might see that in some high stakes, things maybe like at a plant where everyone needs to be doing the same thing and we don't need anybody doing anything off kilter right.

00:54:38.327 --> 00:54:40.753
It might have a more autocratic leadership style.

00:54:40.753 --> 00:54:52.025
Democratic leadership the leadership leader may have the final say, but the team is a part of the decision-making process right, and this is all about just learning your leadership style.

00:54:52.025 --> 00:54:54.268
And this is all about just learning your leadership style.

00:54:54.268 --> 00:55:06.884
Bureaucratic there's well-defined processes and regulations that allow things to get done, but everybody is kind of working from a very stable and steady system.

00:55:06.884 --> 00:55:09.791
So you're really good at creating systems that allow people to work.

00:55:09.851 --> 00:55:13.210
That organization, transactional leadership is.

00:55:13.210 --> 00:55:16.905
I'm giving you a benefit because I'm hoping to get some good from you.

00:55:16.905 --> 00:55:19.996
All right, I'm giving to get right Whatever.

00:55:19.996 --> 00:55:25.210
Whatever benefit I'm hoping to give you, I'm willing to pay the cost for that benefit.

00:55:25.210 --> 00:55:33.282
And then, of course, there's coaching, where you are really taking more of a personal approach to developing the people that work with you.

00:55:33.282 --> 00:55:41.715
And then servant leadership is where leaders are always willing to serve rather than focusing on acquiring power and control.

00:55:41.715 --> 00:55:42.260
Right.

00:55:42.260 --> 00:55:49.659
So if one of those resonated with you, go study that and just dig deeper into your own leadership style.

00:55:50.300 --> 00:55:55.291
I think it's important in hearing those two things leadership style.

00:55:55.291 --> 00:55:58.099
I think it's important in hearing those two things.

00:55:58.099 --> 00:56:03.114
Number one almost it's important to understand and probably you're probably going to operate at some point in all of those I think there's 10.

00:56:03.114 --> 00:56:03.416
Is there 10?

00:56:04.179 --> 00:56:08.121
of them One, two, three, four, five, six, seven, eight, nine, nine.

00:56:08.543 --> 00:56:08.722
Nine?

00:56:08.722 --> 00:56:11.050
Okay, there's nine, all right, so in all nine of those?

00:56:11.050 --> 00:56:13.521
It's important to understand that.

00:56:13.521 --> 00:56:15.585
How to operate in all nine?

00:56:15.585 --> 00:56:21.695
Because for the second point I mean there's very few.

00:56:21.695 --> 00:56:43.327
Every organization is essentially going to go through moments where all nine of those are going to be needed, like so, um, you know, you might resonate with one or two of them more more deeply, but it doesn't mean ignore the others, understand them, because you might have to implement some leadership management styles that are less comfortable for you because the moment calls for it.

00:56:43.327 --> 00:56:45.713
The autocratic one is a very good example.

00:56:45.713 --> 00:56:57.684
I don't like giving orders to my team, but there are moments where it's like we have to do it this way, we got, we got to fall in that spot.

00:56:57.844 --> 00:57:03.865
We have to do it this way at this time, and I can't, I don't have, I don't have time to explain why, but we have to do it.

00:57:03.865 --> 00:57:06.612
Right, um, excuse me.

00:57:06.612 --> 00:57:08.423
And then there are.

00:57:08.423 --> 00:57:11.518
There are seasons where that is completely inappropriate.

00:57:11.518 --> 00:57:21.045
There are seasons where you're going to have new team members, where the laissez-faire would not be appropriate for a new team member because they don't know enough to do things on their own.

00:57:21.065 --> 00:57:22.628
Teach me coach me, help me.

00:57:22.628 --> 00:57:30.271
You need to be more probably autocratic in a kind way.

00:57:30.271 --> 00:57:43.929
Right, not a dictator, but you're autocratic and like, okay, I'm going to tell you what to do because you're new, but if you have a team member who's been there for 10 years in their role, you need to set direction and let it go right.

00:57:43.929 --> 00:58:08.103
So there are moments I can think, even in the last four years of me being in the role I'm in now, I could probably list I mean, I've probably had to do all of them, quite frankly, the only one that I wouldn't say were there is the bureaucratic, just because I've said earlier we structure and order and process are things we are still building because we're still new.

00:58:08.985 --> 00:58:36.927
Also, I think, just kind of like with personality styles Also, I think you know, just kind of like with personality styles like it's important to understand that, like the other people that you're leading alongside, the other leaders that you are that are in your same space may be leading from a different style or from a different mindset, and you need to know when to lean into each other's strengths and not make somebody feel like they're less of a leader because they don't naturally have the style that you have.

00:58:36.927 --> 00:59:12.431
Right, we need to be able to like game, recognize game, like I see, I see what you're doing and it's not what I do, but I respect it enough that when I need you, I'm calling you and I'm not trying to step over you because you don't do it like I do, but I'm leading alongside you and as we are developing our leaders, figuring out the people that you're leading, figure out which, which style comes most naturally to them, like which one are they kind of leaning into and which one do they kind of maybe need a little push in right?

00:59:12.431 --> 00:59:15.862
Which one do like kind of maybe need a little push in right?

00:59:15.862 --> 00:59:22.983
Which one do like maybe they're not good at confrontation and they need to lean in the ability to give orders and to expect that their orders are followed right.

00:59:23.063 --> 00:59:26.431
Especially, you know, in programming we can sometimes the stuff we do.

00:59:26.431 --> 00:59:31.096
It is very important that people are doing what we tell them to do, right.

00:59:31.096 --> 00:59:34.047
And you have to be able to communicate in a way that's like, hey, I said it and that's what we're going to do, yeah, right.

00:59:34.047 --> 00:59:36.699
And you have to be able to communicate in a way that's like, hey, I said it and that's what we're going to do, yeah, right.

00:59:36.699 --> 00:59:42.190
And so you know, being able to kind of recognize where people are and where you're trying to get them to.

00:59:42.451 --> 00:59:42.771
Yeah.

00:59:42.831 --> 00:59:43.512
Super important.

00:59:43.813 --> 00:59:44.313
No, that's good.

00:59:44.313 --> 01:00:07.192
It might be a good idea for, like in a different episode, to like kind of really unpack all those and how they can relate to learning, like kind of your, your, your learning, your own leadership style, but also understanding the leadership styles of organizations you might be in based on the season you know, like you know.

01:00:07.739 --> 01:00:09.126
Yeah, that's like organization.

01:00:09.447 --> 01:01:01.099
Yeah, organization theory is different, yeah, but yeah, we can dig, we can dig, we can, we can dig deep no, that's good, because, because all you, I think that growing up as a young, uh, growing into your leadership and kind of being a younger person in this professional culture, right today, again, the mindset of the mindset of if it's not the way I want it to be, right now I can't be here, I think that's a very that mindset has to be matured, because there's a reality to cycles of organizations, and so I think we there's a there's a conversation to be had around the cycle of an organization, the way that leaders show up in those cycles and how you and your growing leadership can contribute at each level without feeling like I can't, like, without feeling trapped in a certain cycle because I love it every season.

01:01:01.199 --> 01:01:02.643
Is it's going to shift at some point?

01:01:02.643 --> 01:01:04.829
Yeah, so it might be interesting to talk about that.

01:01:05.552 --> 01:01:09.916
I don't know y'all tune in for the next episode when I don't know.

01:01:09.916 --> 01:01:15.172
I don't know that's what we're going to do next, but tune in because we're definitely going to hit that yeah, we'll hit that.

01:01:18.208 --> 01:01:18.548
I think.

01:01:18.548 --> 01:01:19.371
Wait, are we done?

01:01:19.371 --> 01:01:20.887
Is that it?

01:01:20.887 --> 01:01:23.548
Yeah, we're done.

01:01:23.548 --> 01:01:24.945
Hey, we did it.

01:01:24.945 --> 01:01:30.266
We did it that leadership talk.

01:01:30.306 --> 01:01:46.155
Let me tell you, girl, let me tell you, it's so much I mean, it's so much more that we could unpack, we could talk about leadership for days, like learning how to lead people and to manage processes.

01:01:46.155 --> 01:01:50.166
There are endless books, there are endless resources.

01:01:50.166 --> 01:01:55.012
There are endless topics of discussions about how to be a good leader.

01:01:55.012 --> 01:01:56.802
Hey, who's your favorite leadership?

01:01:57.344 --> 01:01:59.708
guru.

01:01:59.708 --> 01:02:03.916
I'm a fan of Simon Sinek.

01:02:03.916 --> 01:02:05.119
I'm a fan of Brene Brown.

01:02:05.119 --> 01:02:10.208
I'm a fan of Cal Newport.

01:02:10.208 --> 01:02:15.215
I'm a fan of these people.

01:02:15.215 --> 01:02:16.666
These are the people that come to mind right now.

01:02:18.342 --> 01:02:18.804
I like it.

01:02:18.804 --> 01:02:23.215
I got to add old school, but he's tried and tested.

01:02:23.215 --> 01:02:28.791
John Maxwell oh God man, john Maxwell will give you 21 characteristics of a leader.

01:02:28.791 --> 01:02:32.260
You know 15 characteristics of highly effective.

01:02:32.260 --> 01:02:36.030
You know like John Maxwell is the guy.

01:02:36.030 --> 01:02:36.451
I like.

01:02:36.451 --> 01:02:47.041
John Maxwell, um, I really have read a lot of books about um, just learning more about, kind of like, who you are.

01:02:47.041 --> 01:02:48.885
I like those types of books as well.

01:02:48.885 --> 01:02:55.195
Like anything, any personality strengths based assessment, I'm into those.

01:02:55.195 --> 01:02:59.391
But listen, never stop learning.

01:02:59.391 --> 01:03:07.293
Also, this might not sound as relevant, but Miles Monroe like top tier, top tier, top tier.

01:03:07.293 --> 01:03:18.947
And especially if you are kingdom minded and faith and leadership go hand in hand for you, miles Monroe has a lot of really, really great um leadership resources.

01:03:19.086 --> 01:03:19.929
I would say, uh.

01:03:19.929 --> 01:03:22.460
Darius Daniels is also a great resource for leadership.

01:03:22.541 --> 01:03:24.646
Absolutely, absolutely.

01:03:24.726 --> 01:03:29.360
Like he's got some top tier um top tier when it comes to top tier.

01:03:29.360 --> 01:03:32.344
So, yeah, there's all this stuff out there.

01:03:32.344 --> 01:03:36.829
I will say I think this is true.

01:03:36.829 --> 01:03:44.117
There's a lot of content and there's also a need to find real people to help process through that content.

01:03:44.719 --> 01:03:53.492
And so you know we're continuing to give content, but I think once you get it, it's like how do I really process through this for myself and how do I make it real in my life?

01:03:53.492 --> 01:03:56.376
Because listening to podcasts and reading books won't make it real.

01:03:56.376 --> 01:03:57.121
How do you make?

01:03:57.161 --> 01:03:57.541
it real.

01:03:57.842 --> 01:04:00.291
And there are ways to do that.

01:04:00.291 --> 01:04:15.822
That, I think, live in mentors and examples of individuals around you that you can watch, ask questions to that you can't do through a podcast or a book or a video or something like that, so just keep that in mind.

01:04:15.983 --> 01:04:16.684
Just keep that in mind.

01:04:16.684 --> 01:04:20.922
Um, all right, purpose partners, find your purpose partners.

01:04:20.922 --> 01:04:22.045
Find your purpose partners.

01:04:22.045 --> 01:04:23.688
Yes, do that.

01:04:23.688 --> 01:04:25.052
Do that, all right.

01:04:25.052 --> 01:04:28.393
Y'all remember like, share, subscribe, comment.

01:04:28.393 --> 01:04:29.898
Let us know what you're thinking.

01:04:29.898 --> 01:04:30.981
Let us know that you're listening.

01:04:30.981 --> 01:04:34.210
Let us know what you've unlearned from this series.

01:04:34.210 --> 01:04:35.914
Hopefully it is something valuable.

01:04:36.554 --> 01:04:38.380
Yeah, we love hearing from y'all.

01:04:38.380 --> 01:04:44.911
So, for real, hit the DMs, hit the messages, comment under the videos.

01:04:44.911 --> 01:04:46.815
Promise we'll engage.

01:04:46.815 --> 01:04:51.326
We really enjoy when you guys are interacting with us.

01:04:52.367 --> 01:05:00.728
So let's keep unlearning together so that we can experience more freedom, and we will see y'all next week.

01:05:00.728 --> 01:05:02.893
Peace, peace.

01:05:02.893 --> 01:05:12.365
Thank you once again for listening to the Unlearned Podcast.

01:05:12.365 --> 01:05:16.514
We would love to hear your comments and your feedback about the episode.

01:05:16.514 --> 01:05:23.233
Feel free to follow us on Facebook and Instagram and to let us know what you think.

01:05:23.233 --> 01:05:29.594
We're looking forward to the next time when we are able to unlearn together to move forward towards freedom.

01:05:29.594 --> 01:05:35.804
See you then.