Episode 100 | Leading at the Speed of Bold with Hugh Blane

Hugh Blane  00:00

I just want to say, if you want really stellar performance, it starts with find the idea, the dream or the hope or the aspiration that you, as a leader, you as your team, have for your customer. What is it you love about them, and what are you willing to not allow to go undone?

Voiceover  00:05

Welcome to the “Lead at the Top of Your Game” podcast, where we equip you to more effectively lead your seat at any employer, business, or industry in which you choose to play. Each week, we help you sharpen your leadership acumen by cracking open the playbooks of dynamic leaders who are doing big things in their professional endeavors. And now, your host, leadership tactics, and organizational development expert, Karan Ferrell-Rhodes.

Karan Rhodes  00:36

Hello, my superstars. This is Karen, and welcome to another episode of the lead at the top of your game podcast. I am super pleased and honored to have such a special guest on this show who has worked and for many years with many significant leaders across the globe, and I’m so happy to delve into some of his tips and knowledge that he has learned over the years and what he has written about in his new book on today’s show, we have Hugh Blane, who is the author of the book, Lead Boldly. Lead Boldly. Let me say that correctly… How to Coach Others to Greatness. He’s also the founder and principal of Claris consulting, which is an executive coaching and human capital advisory firm, as a coach, he has generated over $75 million of client and enterprise value for clients such as Sony Pictures, Starbucks, Costco, standard, Stanford University, wells, Fargo and a host of other logos that you know and love. I can’t wait to hear how he approaches coaching, what he’s learned about leadership or effective leadership over the years, and what are the lessons that he shares in his book. So welcome to the podcast, Blane. So good to be it is, I’m sorry. Hugh said caught you by your last name Hugh, it’s to nice to have you.,

Hugh Blane  02:02

They’re both first names and I answer to both of them.

Karan Rhodes  02:04

Ok! Well, thank you again. We’re super honored to have you. And I know our listeners, who are all very focused on really trying to improve their leadership skills and approach, are probably very hungry on a tip or two, which I know you’ll share during the course of the podcast, but before we delve into that, we always like to learn a little bit more about our guests. So for just as much as you feel comfortable, would you mind giving us a sneak peek into your life outside of work?

Hugh Blane  02:33

Yeah, I’m happy to do that. So one of the things that people typically would not know unless I tell them is that I’m a native born Scotsman, and so the only way that I can really prove that in, you know, make sure I got the chops, is to talk in a Scottish accent for a period of time. So I’m going to do this. So my name is Hugh Blaine. I was born in Glasgow, Scotland. Lived there until I was nine years old, and then I immigrated from Scotland to Canada, to Birmingham, Alabama. Now I’m going to stop doing the Scottish accent, because if my Scottish relatives are listening, they say, stop it. That is the worst Scottish accent we’ve ever heard. The thing that is central to I just don’t know really where it came from, but I love the idea of helping people make their dreams come true, and I do that in a corporate context. And the reason why that’s so important backstory is that that’s not what happened for my parents. My mother was a coal miner’s daughter. She married the big guy on campus who was my father, one of 10 kids raised by nanny, silver spoon in his mouth from a wealthy family in Scotland, there was a financial reversal that had when I was six years old, three men come to repossess our furniture, and my parents never recovered financially. So it was my five foot one redheaded mother that said, we’re moving to a place of opportunity, and that’s how we ended up in the United States in 1969

Karan Rhodes  04:04

amazing.

Hugh Blane  04:05

I tell you that because I was front and center Karan to the integration of schools. You know, at that particular time. Now, I had never seen an African American before. You know, it’s just like and all of a sudden, I’m on a deck overlooking three, excuse me, four young African American women coming into my school and starting and I was curious, why is it that everybody likes to talk to me but not to talk to them? Right? So I didn’t really understand that. So it’s completely foreign for me. So the thing that I love is this idea of, why do you do what you do, and how often are you doing that unconsciously? How often are you doing it purposefully? So the thing that just absolutely animates me is this idea of we all have this potential. But how often do we really convert that into inspired performance? And I do that with young adults. I’ve worked with a lot of at risk kids. I work with a lot of young adults that are transitioning out of college and then going into the world of work, and they are hungry for just some direction. Yeah. So all of that kind of comes together for me, that life experience, plus my professional life, that’s what really animates me on a personal level.

Karan Rhodes  05:29

Oh. What an inspiring story. Thank you for sharing that, and I can see the passion behind the reasoning and the purpose of what you do, even in this short little clip. And I’m gonna say so myself, I think the world is better. I haven’t been on every single engagement or every single place of employment that you’ve had, but your spirit seems to really be in that giving and helping others mode. And I can really appreciate that.

Hugh Blane  05:55

Well, thank you. I appreciate that. Thank you.

Karan Rhodes  05:57

Yes. All right. Hugh, well, let’s dive into, if you could share just a tad about maybe your career up to the time that you founded your firm. And then then we’ll talk about a bit more about how you assist in coach executives and in what areas.

Hugh Blane  06:16

Yeah. So what’s interesting about your question is that when I was 32 I had moved out to Washington State to do a business reorganization turnaround as part of a consulting team that was taking this business that was really in struggle, and so we were, we did this turnaround, and I got a golden parachute. It was, you know, for somebody who was 3132 is like, Wow. This is, I like this. This is really kind of cool. Yeah. And then my father passed away. And my father passed away without any financial resources, no insurance. And so I ended up moving my mother from Gulf Shores Alabama out here to Seattle, Washington, where I lived, because she needed some financial help. And at that point I said, Well, what’s the next act? What am I going to do next? And the financial advisor that I was working with said, why don’t you come into the financial services business? You’re really good with people, you’re really good with numbers, you’re really good with figuring out strategy and those types of things. You’d be great. And I said, okay, because dad didn’t have any money, and I started working primarily with women, and I said, Do you know what’s going on in your financial life? And if not, let’s find out so that you can make informed, educated decisions about what happens next. Absolutely. So I went into the financial services business for 11 years. Built up a small practice, but it was primarily devoted to technology leaders and their families, and I was working with a lot of Microsoft executives. Did that for 11 years, and then I had a stepdaughter that was killed by a drunk driver. And I remember looking at my bookshelf, and I was asking the question, So, what’s next? And you know, Nicole is not here, you know, the family’s devastated. What do I do? And I looked at my bookshelf, and there was nothing on there about financial advising. There were books about communication, there was community, books about leadership, there was books about psychology and sociology and what made people think. And I looked at it and said, wonder if I could do that. How would I go about doing that? And I think it was at that moment that I said, I don’t want to continue doing that. If the next five years of my life is exactly the same as the last five years, I’m not signing up for it. I want to do something different, good for you. And I started thinking, well, what would that look like? And I met a woman by the name of Nancy Winship that worked for a gentleman by the name of Tom Peters, who, if people don’t remember Tom Peters, 50 years ago, wrote a book called In Search of Excellence. Tom is a wicked smart guy,

Karan Rhodes  08:51

He is. But you know, I think I know if this is the same Nancy Winship, I know Nancy,

Hugh Blane  08:57

Really. She lives out here?

Karan Rhodes  08:59

I don’t know where she lives now, but I, you know, I worked at Microsoft for 14 years. Oh, did you Yes? And if this is I don’t, they’re probably multiple people, but I know a Nancy Winsship, so I’m gonna have to look that up after we get off the podcast.

Hugh Blane  09:14

So Nancy and I met, and this is gonna sound like a really kind of crazy story. I met her in a bar where there was some sort of networking taking place. And she just asked me this question, so what do you do? I said, I am thinking about this, and it’s not really fully formed, but I think I’d love to do this. And she said, there’s somebody you ought to meet. Now, call it serendipity or the Holy Spirit. I don’t know which word, but I said, Yeah, who do I need to meet? Right? And she introduced me to a gentleman by the name of Dick Heller of the Tom Peters company. I flew down to California to meet him, and he said, record a video of you facilitating, and I’ll take a look at it. So I pulled out the stops and I got this really cool video done, sent it to him, and he then said. Okay,

Karan Rhodes  10:00

I’m sold.

Hugh Blane  10:01

Welcome to the Tom Peters,

Karan Rhodes  10:02

Oh, wow.

Hugh Blane  10:04

I wanted to have your audience think about this. It was first and foremost, I don’t want to do this, but I don’t know how to do that. So in that ambiguity, I do the only thing I know to do. I start talking to people. Tell me about this, tell me what, what do I not know? And then I met Nancy, met Dick Heller, and for the next two and a half years, I traveled the world working with Tom Peters amazing. So I was in South Korea, I was in Japan, I was in Singapore, I was all over the place, and that’s where I started to learn about behavior change inside large organizations. And so that’s where I started cutting my teeth in this particular domain. And so I was there for two and a half years. Then that was right after, then the financial crisis, and there was a whole other host of things going on. And that position ended, and then I went to work for another company here locally, and I became a partner there, and stayed there for nine until 2009 and what I’ve always been just really passionate about is, if you’ve got this potential, why is it Karen that so many people don’t realize, yeah, how come they don’t rise up and live into it, right? And so that’s been the backdrop and where I am now. I started this company in 2009 and I have a little bit of a sweet spot, which is that I do a lot of work with Fortune 500 companies, especially those who are banks and in financial institutions, because I understand that space, and I work with people who are technically brilliant, but have no people skills and so

Karan Rhodes  11:47

And do they know they don’t have the people skills? Because sometimes realization is hard.

Hugh Blane  11:52

No. Sometimes they are told, by the way, you have no people skills. So that space is is one that I’m really familiar with. So in the cybersecurity space within banks, it’s a Labor intensive industry where people feel overwhelmed and overburdened, and it feels like a battlefield to them, and I’m on a mission to kind of go in there and help them, because if they don’t have the psychological hardiness, it will just remain a battle, and the security and the threats for the institutions will continue to be threats, and they won’t be able to combat them. Amazing. So a little bit of the arc from financial services into training and development into this work that I do now. So did I answer your question?

Karan Rhodes  12:40

You did wonderfully too, because, you know, this is my space too. This is my bailiwick, so I’m mesmerized. That’s amazing.

Hugh Blane  12:51

Well, and and I would let me add one thing to that, there are times when I have not known what the future looks like, but I do know that sometimes I just have to do one foot in front of the other. That’s right, and that is the the unknown, the unsafe, the that part, yes, there is, and I don’t know you’ve probably seen this in in your work. How many people truly understand what they are capable of. I think that we are capable of so much more five times. And it’s like I just want to then just start a conversation and say, Where are you now? You and I will do this as professional coaches. Where are you? Where do you want to be right now? When people start telling me where they want to be, their first answer is never the right answer, yeah, they just start giving me the bus stop conversation kind of stuff, right? And then I go, Okay, so let’s peel that back a little bit more. And there was a great question asked by Joel Barker once, who was a futurist. He said, What is impossible for you that if you could address it, it would be a game changer for you. And most people, when they hear that question, go, Wait a minute, if it’s impossible, then it’s impossible that I can’t do anything about. And I said, Yeah, but what if it’s just a perception shift? What if what you define as impossible is actually really possible, but we’re just we need to change our vocabulary. Now I’m not into the woo, woo stuff, but I can lean into that and say, Let’s make that what if it was this, what if it was this, what if it was this,

Karan Rhodes  14:30

And talk about diversity robots that you might have, and what if those then exist, right. Yeah.

Hugh Blane  14:35

So you may know Al Hirschfeld recently wrote a book called future self.

Karan Rhodes  14:40

Yeah,

Hugh Blane  14:40

And there’s some really interesting information there, which is that financial institutions, when they were enrolling people in 401 K plans, they would actually age progress, the pictures of the individuals and put a small picture of the age progress. Progressed person on their dashboard. So when they came to make decisions about how much money they were going to invest, people invested 17% more. I believe that’s the number, 17% more when they saw their future self,

Karan Rhodes  15:16

because it reminded them of themselves.

Hugh Blane  15:19

It reminded them and when most people don’t understand who they’re going to be in the future, they disassociate with their future self. It’s it’s a theory, it’s a construct. It’s not real. It’s not me. I don’t know that, right? But the clearer people can see themselves in the future, then they can care for them. And I had somebody say to me once, and it was just brilliant. And they said, if two people are in a relationship and one of them does not feel cared for or cared about, the relationship will die.

Karan Rhodes  15:53

Yes, that’s true, right? That’s true.

Hugh Blane  15:55

So if I don’t have a relationship with my 65 year old self, my 55, 45, 35 then I’m going to make decisions that are disassociated from that person and I don’t really care about them. So I make decisions solely rooted on what works for me today. So part of my work is to say I want to help you just investigate what that future looks like and what a life of just flourishing looks like at work and at home. And I think that’s because the moment somebody gets it, they’re smart, they’re talented, they know what to do. We then just have to help them fine tune it right. Does that resonate with you?

Karan Rhodes  16:36

It does so much. So I’m sitting here taking notes. It totally resonates with me, definitely, because I always have, when I talk to people I speak, I always have a theory that the lines of what you’re saying, if you don’t have a picture of where you like to be or where you want to go, really you’re going to spin like the Tasmanian devil, you know the cartoon, and you’re not going to make much progress towards that because you don’t have a North Star. You don’t, you don’t, you don’t know where what you’re trying to do. And even if you do understand where you’re trying to go, sometimes you’re going to have to pivot, and you have to have a mindset of weathering the storm and refiguring out what your original plan was, why that may not work, and why you might have to do something different. So it just brings up so much for me that we could talk for hours but…

Hugh Blane  17:32

You’ve probably had people on your podcast you mentioned a really important word, which is mindset,

Karan Rhodes  17:37

Yes. Absolutely.

Hugh Blane  17:38

And if you, if you kind of pull those two words apart mind and set. There’s a lot of people who have a fixed mindset, and as Carol Dweck wrote about fixed mindset versus growth mindset,

Karan Rhodes  17:50

Correct.

Hugh Blane  17:51

And I think the reason why this is so central to who I am is because after three guys come to repossess our furniture, then fear entered into this six year old kid’s ecosystem.

Karan Rhodes  18:06

Yeah

Hugh Blane  18:07

And it would never have been articulated at six, but when I had the same kind of financial reversal at 49 then it just brought all those things back up, which was that I was living in fear of not having enough, not being enough. And so I remember somebody saying to me, and I can’t remember who it was, it was Jeff Rogers. He said, You’re chasing money. So here’s a leadership you know, maximum you’re chasing money. Money’s not chasing you. So if you put money on the altar, that means that’s the first and most important thing to you, and your clients will feel like they’re they’re just simply your ATM exactly, if you exchange that word money five letters with another five letter word value and create exquisite value for your customers, money will start to change. Follow you, absolutely, absolutely. And I was like, so that was a radical departure. And then for me, that only started in 2009.

Karan Rhodes  19:14

Well, it’s never too late. What do we always say? We’re ongoing learners, right? So it’s never too late.

Hugh Blane  19:21

I keep on telling my wife that, honey, keep just trying. I am still a work in progress.

Karan Rhodes  19:25

We all are well, I wanted to make sure we leave enough time to really go deep into your book. It is hot off the presses, and it’s called Leap boldly, how to coach others to greatness. And would love for you to share a little bit about, you know, what do you write about? And maybe a tip or two that our audience can take away?

Hugh Blane  19:46

So it’s in three sections. Karan, the sections are, love, deeply, learn daily, live boldly.

Karan Rhodes  19:53

Love that.

Hugh Blane  19:54

And I will suggest that living and leading boldly is only possible if. You do the first two so here’s what I would say. I think that the word love is used far too infrequently in the world of work. And here’s just a tip for all the people who are listening. If you want your customers to love your company, then that requires your employees to love your customer. Now that then means if you want your employees to love your customer, you have to love them. That’s right. Now, there are three kinds of love. There’s the Eros, which is when a person sees another person says they’re really attractive to me, and they want to go towards that person because of the attractiveness piece. Well, Eros is also where eroticism and erotic comes from. And I’m going to be bold and say that is somewhat self centered. In other words, if the beauty is out there, I want to possess it, right? There’s Philia, which is a brotherly love like Philadelphia. So we are more of a unified and it’s a we, but there’s this other kind of love that’s really the one that I try to live by, which is called agape, and it’s a sacrificial kind of love. It’s not about me. I want to just do, first and foremost, what is in your highest and best interest. Now that requires detachment from all the things that I want. So for you to really love your employees, you have to figure out what is it that you deeply want, and how do I help you get that? Now, if I’m just giving, if you’re just here for a paycheck, can’t do anything, right? That’s not going to work, right? So I just want to say, if you want really stellar performance, it starts with find the idea, the dream or the hope or the aspiration that you, as a leader, you as your team, have for your customer. What is it you love about them, and what are you willing to not allow to go undone? So that’s like number one. And then if you tell me what that is, then I’m going to say, Karen, great. Are you learning about that every single day? Now, in the Learn daily section, I use eight principles of what a healthy culture looks like, and the first one is humble swagger. And humble swagger is this idea that I’m I’m not going to be the answer person to everything. I don’t have all the answers. But I know we put two smart people on the podcast named Karen, and you cool stuff’s going to happen. It definitely is. But there’s a confidence in the humility and that confidence says, Listen, I know that when we put smart people together, this is going to work out really well. So if you love it, then you will be willing to implement these eight principles of a healthy culture, because you know that it’s going to enable that human flourishing, those two things when they’re present, and you’ve learned something every day, then all I ask is just do one thing, to pay it forward and get outside of your comfort zone. Yeah, that’s the boldness I’m talking about. I’m not talking about jumping out of an airplane at 30,000 feet. Just do something to love somebody at work in a way, and that will serve you exceptionally well, yeah, make it in the world of work. So that’s, that’s what the book, in a nutshell, is about.

Karan Rhodes  23:29

Oh, I love that. May I share an example with you

Hugh Blane  23:32

Sure. Please.

Karan Rhodes  23:33

That brought up. So I was, you know, being in human resources and being in corporate, you know, unfortunately, this the sad side of things is when you have to help facilitate a separation or termination. And I still remember to this day, an employee who was in North Carolina, and he’d had a tough time in the workplace, I’ll just admit that, but I tried to even have a positive and professional approach, even if it’s kind of a bad situation. Fast forward, after it all was said and done, we did inform him he had to be terminated, and he left. The next day, he called me back at work and asked if he could have my personal address, mailing address. And I asked him why, and he says, Well, I wanted to send you a small gift or and because you were so kind and you were able to let me leave with dignity and that is so rare, and a human resources person, sometimes you just focused on what you have to do and the message you have to deliver. And I so appreciate that. And I said, Look, no, you don’t have to send me a thing. I said, All I ask is that you, you know, pay it forward to your next best opportunity. Because he was very talented. He was already in, you know, interviewing even the next day. But, but to your point about caring and love and treating others with the utmost respect and dignity that sometimes really makes a difference and can create a better environment for them in the future, because they’ll be inspired by that. And

Hugh Blane  23:46

Absolutely,

Karan Rhodes  23:52

Yeah,

Hugh Blane  23:59

I’ve got a client right now that’s similar to what you’re talking about, which is that it’s, it’s just incredibly stressful. I mean, think about it, North Korea, Iran, and all these nefarious companies that we have put sanctions on, they’re now trying to impenetrate or penetrate all of these banks and financial institutions.

Karan Rhodes  25:34

They are.

Hugh Blane  25:34

So the attacks that are going against them, from a cyber perspective, are just unrelenting. And so when you think about people who are just experiencing that kind of hardship on a daily basis, there’s it becomes transactional with people, as opposed to transformational. And in my first book, that was the thing where I said, Listen, you will never accomplish anything of note if you try and do it all by yourself, absolutely have to do it with people.

Karan Rhodes  26:04

That’s right.

Hugh Blane  26:04

So find smart, talented people who are on fire with an idea. And you know, and we know this, but Karen, it’s been 40 years we’ve been tracking employee engagement, and it’s still precariously low

Karan Rhodes  26:19

Very low. What do you think that is? There’s a ton of reasons, but it’s a lack of connection and meaningful purpose and what people are doing, and a lack of, I would say, leadership on all levels. But, I mean, there’s a ton, but I’m curious, what do you think

Hugh Blane  26:39

in my book, Seven Principles of Transformational Leadership. The first principle is purpose, and I said that it’s purpose is found in three words, love talent and value. So in other words, you could love doing something, but it provides no value to your customer, and that’s not going to be a good thing for your business. You may be really good at something, but you are not impassioned by it, and so you’re just kind of going through the motions. And so it’s really not on fire, right? When you find something that you really love and that you are want, willing to build the skill and the talent to do it, to provide value to a customer, it’s a game changer.

Karan Rhodes  27:19

Absolutely right, yes.

Hugh Blane  27:21

And when I ask people in some of our assessment work, what is the mission and the purpose of this department and what is your role in accomplishing it, I then pay attention. Can they answer the question in 30 seconds or less with clarity and conviction?

Karan Rhodes  27:39

Are their eyes like a deer in the headlights, right?

Hugh Blane  27:43

I just did this with seven people. One gave me the answer of what the mission was. And then I said, Well, that’s interesting. It sounds like you were reading it. She said, Yeah, I keep it on my desk.

Karan Rhodes  27:56

Well, that’s good. At least she stays focused on it well.

Hugh Blane  28:00

And I asked her, I said, if that were not on your desk, would you have been able to answer it? And she said, No, is it not living the reason being is because she’s become sign blind to it, because within like 11 days of you putting something on your desk, you don’t see it anymore. So she may have it on her desk, and she may give herself some pats on the back for doing it, but she’s not living it,

Karan Rhodes  28:22

Yeah. And what’s unfortunate is that she’s not living it with the team. They’re not living it number one. And then it’s not reinforced, because her colleagues aren’t living it as well.

Hugh Blane  28:31

And I can speak into that, because financial services is like that. They think about things in financial terms,

Karan Rhodes  28:36

I do understand. Yeah.

Hugh Blane  28:38

And so the humanity of finance when it’s done right? People really get

Karan Rhodes  28:46

That’s a game changer? Yeah,

Hugh Blane  28:47

It’s a game changer. Yeah.

Karan Rhodes  28:49

One of our clients, I think it’s okay to say, is Raymond James, and I totally get that world. It’s a different approach sometimes you have to take to bring them along. But goodness, well, Hugh I literally blinked and time has rolled. We could talk for hours, I know, but cannot let you come out of here without answering our signature question that we ask all of our guests. And my audience knows that I wrote a book on leadership execution, and there’s seven main areas that came out of our research that we write about best practices, and you were so kind to share that the one that really resonated with you, because all seven are equally as important, you use them at different times, but the one that really resonated with you is leading with a drive for results. And for my new listeners out there, the way we define it is all about being very tenacious about ensuring your end goal or your objectives are achieved, even if you have to pivot along the way so curious minds want to know you. Why did that one really pop for you?

Hugh Blane  29:54

 It popped for me because I have these really audacious goals about the impact that I. Want to have. And so it’s a little bit like a missionary zeal, which is that if I want to impact 100,000 people in corporate America and feed into them and to help them rise up and live abundantly, yeah, then that means, how many more people do I need to talk to? Yeah, bring more in your pipeline, right? So, and for so, for me, the result is the impact that just animates me. So it’s not just the result for results sake, it’s a purpose driven result. And when you feel like that’s something that you really are, when you’re in love with that idea, then you want to learn how to get better at it, and that is about the results you’re getting, which means you got to be honest with yourself and tell you, here’s where I am, here’s where I want to be. How am I doing that? So that’s the that’s the reason why it piqued my interest.

Karan Rhodes  30:53

Oh, well, thank you. Well, thank you for sharing that insight. Really appreciate it.

Hugh Blane  30:59

You’re welcome.

Karan Rhodes  30:59

Now. We are going to have a ton of information in our show notes about where to find you, links to your websites and all that good stuff. But I always loved for our guests, give time for our guests to air on the podcast where people can find you, just in case they don’t click on that show notes link. So if you don’t mind sharing a bit more of where they can find you your book and your company, that would be fantastic.

Hugh Blane  31:23

Two places you can almost find me on Amazon, because, frankly, Amazon is the world’s the biggest, you know, search engine, right?

Karan Rhodes  31:31

It is!

Hugh Blane  31:31

And you’ve you’ll see both of my eight books there “Seven Principles of Transformational Leadership” and “Lead Boldly.” The other place is clarisconsulting.net. C, l, a, r, I S, consulting.net, and that’s where we hang out, and I’m on Instagram and tick tock and LinkedIn and all, all the social where all my social media team tells me to be, And you follow their their advice well, so that’s great. I do. They’re younger, significantly younger. They know what they’re talking about.

Karan Rhodes  31:52

Mine are too, so, let me tell  you. I mean, they tell me to turn right. I turn right, tell me turn left. I turn love and I try to show up where I need to.

Hugh Blane  32:08

Yes. I’m with you.

Karan Rhodes  32:09

Well, Thank you so much Hugh for the gift of your time. We really appreciate it and and thank you for sharing a few tidbits with our audience too, on leadership and things to think about, especially mindset.

Hugh Blane  32:21

Yeah. Well, if I can, can I just lead? Leave with this? Hey everybody, lead boldly.

Karan Rhodes  32:28

Lead boldly. Yes. And I meant to tell you also, when you were sharing about your accent, you sounded just like Sean Connery, I just had to share that with you.

Hugh Blane  32:40

Okay, thank you.

Karan Rhodes  32:42

Are you like? No, I didn’t want to hear that one, right?

Hugh Blane  32:44

No, I did because there’s another Scottish comedian by the name of Billy Connolly, and he’s a little guttural. You know, Sean Connery is very refined

Karan Rhodes  32:53

He is, but so are you?

Hugh Blane  32:54

He’s James Bond,

Karan Rhodes  32:56

So are you!

Hugh Blane  32:57

Okay, well, okay, well, on that note, okay, It’s getting hot in here all of a sudden.

Karan Rhodes  33:05

All right, well, thanks again Hugh.

Hugh Blane  33:08

You’re welcome,

Karan Rhodes  33:08

And thanks again to you two listeners. We really appreciate you tuning into the show, and there are literally millions of their podcasts that you could be listening to, and we do not take your patronage lightly. So please be sure to continue to like and subscribe to our podcast and please share with just one friend, because together and working together, we will all be able to lead at the top of our game. Thanks a ton, and see you next week, And that’s our show for today. Thank you for listening to the lead at the top of your game podcast, where we help you lead your seat at any employer, business, or industry in which you choose to play. You can check out the show notes, additional episodes, and bonus resources, and also submit guest recommendations on our website at leadyourgamepodcast.com. You can follow me on Twitter, Facebook, Instagram, and LinkedIn by searching for the name Karan Rhodes with Karan being spelled K a r a n. And if you like the show, the greatest gift you can give would be to subscribe and leave a rating on your podcast platform of choice. This podcast has been a production of Shockingly Different Leadership, a global consultancy which helps organizations execute their people, talent development, and organizational effectiveness initiatives on an on-demand, project, or contract basis. Huge thanks to our production and editing team for a job well done. Goodbye for now.