Emotional intelligence is a hot topic that has become a buzzword in recent years. However, many executives and professionals don’t really understand what emotional intelligence is or know why it’s important. Do you know how to focus on emotional intelligence as a leader?
In this episode, you will learn more about the foundations of emotional intelligence and why it begins with self-awareness. Our host and CEO Porschia, alongside our guest, Christopher D. Connors, will also share their insight on the significance of emotional intelligence in leadership.
They will also discuss aspects of self-management, goal setting, prioritization, and empathy as related to emotional intelligence. The conversation also includes more detail on how leaders can build high performing teams as a result of their work with emotional intelligence.
Christopher D. Connors is a #1 bestselling author, executive coach, and globally recognized expert on emotional intelligence. He is a top global speaker on championship leadership. Christopher has worked with CEOs, top leaders, and managers from global organizations such as Northrop Grumman, U.S. Army, FBI, William Morris Endeavor, McKesson and Google. Christopher’s newest book on emotionally intelligent leadership, The Champion Leader, will be published by Wiley on May 7th.
What you’ll learn:
- What emotional intelligence is and some of the best ways to measure it
- The biggest challenges people have with emotional intelligence as a leader
- How “connecting the CORD” and the Connection Success Formula can help you show others that you care
- Practical tips you can use to help with your own level of emotional intelligence
- How leaders can leverage emotional intelligence to build high performing teams
As a thank you for listening to this episode of the Career 101 Podcast, we are sharing our FREE master class – Career 911: Solving the Top 5 Challenges Executives and Professionals Have! It’s a training based on solving the common problems our clients have experienced to reach their goals. You can get access to the master class here!
Episode Transcript
Porschia: [00:00:00] Today we are talking about emotional intelligence as a leader with Christopher D. Connors. Christopher D. Connors is a number one best selling author, executive coach, and globally recognized expert on emotional intelligence. He is a top global speaker on championship leadership. Christopher has worked with CEOs, top leaders, and managers from global organizations, such as Northrop Grumman, [00:01:00] US Army, FBI, William Morris, Endeavor, McKesson, and Google.
Christopher’s newest book on emotionally intelligent leadership. The champion leader will be published by Wiley on May 7th. His book, emotional intelligence for the modern leader is one of the top selling emotional intelligence books in the world. His video based course leading with emotional intelligence is a top leadership course on LinkedIn learning.
Hi Christopher. How
Christopher: are you today? I’m doing very well. Thank you for having me Portia.
Porschia: We are thrilled to have you with us to discuss emotional intelligence as a leader. It’s a big topic that comes up all the time, Christopher. But first, we want to know a little more about you. So tell me about seven year old Christopher.
Christopher: Seven year old Christopher I had two older, two older brothers. And so I was, at that stage in life where [00:02:00] it was really looking up to them and looking to them for guidance. I grew up in Rockville center, New York on long Island and a very close knit family, wonderful mom and dad, two older brothers and seventh grade would have.
I think would have put me in about first grade. Mrs. Casuto’s first grade class at Hewitt School and growing my interest in sports and starting to play soccer, baseball, things like that for the first time.
Porschia: Very cool, Christopher. So what was your
Christopher: first job? Wonderful question. I think technically I would think that my very first job was shoveling snow.
I, so I think that’s where the entrepreneurial dream began. I, So when I was probably about seven my mom and dad had bought us a Nintendo. But of course that wasn’t good enough because a couple of years later, I wanted to buy a Sega Genesis and my mom and dad were not willing to buy that Sega Genesis.
And so what did I do? Whatever a great entrepreneur does, right? I went out and figured out how to make my own money. [00:03:00] Shoveled snow, saved up enough money, went down to P. C. Richard and Son, and I bought my Sega Genesis. Technically that, but otherwise a very very proud store cashier at King Cullen Grocery Store on Long Island.
Porschia: Yes. That’s great. We could have played Sega together because we, there was a lot of Sega at my house. We played Sega. Sonic the Hedgehog. We played the sports games, the NBA game, the NHL Sega game. We could have done that together, Christopher. So tell us about some highlights or pivotal moments in your career before you started your business.
Christopher: Yeah, it’s interesting. I still think about some of the dates. I remember starting my management consulting career after graduate school, August 4th of 2008. That was a significant day for me. I worked at Booz Allen Hamilton. And so I think that’s a significant, moment in my career of starting with a really prestigious consulting firm.
And, it meant a lot to me. I got to work for over four [00:04:00] years side by side with military servicemen and women in the United States air force and the United States army. But, I think I really had a very unique path to where I’ve gotten to a lot of my. Business background was in consulting and project and program management, but I worked for a lot of different organizations, worked in the private sector, in industry, worked as a consultant.
I was also helping to lead a program management office for the New York City government for several years. And then along that journey as well, some of the experiences that shaped my career path and my life and even the work I do today, I coached high school basketball. as a boys varsity basketball coach for 67 years, as I was working doing that on the side and stoking that passion.
I had played basketball in high school and college. So I think for me You know, my background has, it’s a very varied background with a lot of unique experiences working for tech companies, working for the government, working as a consultant with, fortune 50 companies and getting to, [00:05:00] live in that world.
So I, I have a lot of. Unique experience of working with a lot of great leaders and just learning a tremendous amount along the way. And, I really feel looking back to have taken and extracted every possible lesson that I could from both the wonderful moments and the achievements, but also some definite low points and some adversity that, presented challenges that kind of shaped me into the man I am today.
Wow.
Porschia: Yes, you definitely have a very interesting background, Christopher. A couple of things I wanted to just touch on. I think, coming into the consulting world for one of the, top firms right out of college, I’m sure that gave you a lot of Perspective, moving forward.
And I guess insights that you probably still use today when you think about leadership we work with a lot of clients and they’re trying to get to some of those top consulting firms and you got that experience right away. Did you know how, or prestigious that was w out of [00:06:00] college?
Christopher: I think s that, I grew up for Booz Allen in the Was and even not being from t
It was unique. I think there was just something living in that area that when you told people I worked for this company, they immediately knew who they were, and there was almost a sign of appreciation and respect. And that I think, that’s an interesting thought in and of itself. It goes to reflect and show the way that we as individuals think of certain companies and that there’s a certain prestige, attached to different companies that come that comes with that.
And yeah, I fought, to earn that opportunity. I remember You know, being in graduate school at the University of Georgia, I know we’re both Bella dogs here, you and I. And I remember I traveled up on my own dime and just met with people from that company. And I did that on a couple of occasions and, was fortunate to get a conversation through a friend.
But everything after that, I really looked at it like I earned it. And I earned every opportunity that I got in getting there and thought my way, knocked on the door a bunch of times and they eventually let me in. And it was an opportunity that [00:07:00] unquestionably, I look back to as a pivotal moment I had worked for, I graduated college and worked for several years, doing different sales functions and market research, and then went to graduate school.
And I, but I still look back at my time at Booz Allen as being one that, that really shaped my business mind. And I’ll sometimes even reference. I remember a story that, you know, that I share in the work that I do of, I remember several months into my tenure there, the woman who hired me, I sat down and have a quality control conversation with her and she was looking at a document that I’d put together and she said, there’s a lot of different mistakes and she pointed out.
These things at the time that I thought were just very minor tactical types of things. And I said what’s the big deal about this line being, a millimeter off or something like that on the PowerPoint slide. And she said, that’s what clients pay us to do. They pay us to get everything right.
And that, and what did that say to me at a younger age in my professional career is that, the standard is high here that there’s a high. [00:08:00] Standard of accountability and that very often as we advance in our careers like we’re always narrowing that gap of getting more specific in our knowledge of who we are and I, working to a point where you know again we’re paid so to speak to get things as right and as accurate as they possibly can.
A lot of different stories, both that I learned, working with colleagues, but many wonderful stories that I’ve used in books of mine, about lessons that I learned working with service men and women. I led off my last book, Emotional Intelligence for the Modern Leader, with an incredible story about a retired air force colonel who on my final day working In this air force office for over two years, handed me a magnet that said life begins at the end of your comfort zone.
And I, that has meant a lot to me. She’s a very special woman and has meant a lot to my own path of, where I’ve gone as an entrepreneur and that, every time I felt pain or uncomfort discomfort, should I say, it was actually in my mind [00:09:00] assigned to keep pushing and to keep, getting comfortable with the uncomfortable, as they say.
Wow.
Porschia: A lot of great things there, Christopher. So what motivated you to start your own business?
Christopher: The itch. I know that, I really just believed I was telling this not very long ago to my wife. I’m someone that from a very young age always had big dreams. Those, it’s funny, that’s ironic that you asked me about being seven years old.
When I was seven years old, I was writing stories in first or second grade about, Basketball player from, inner city Chicago or New York, reaching their dreams and playing in the NBA. And I, there was something about that American dream and achieving that through passion if I were to put it that way is just always attracted me the idea that we can, no matter who we are.
Live the life that we want [00:10:00] on our own terms. And all of a sudden you graduate college. I went to a liberal arts college, which were great undergraduate school. And I think looking back, my liberal arts education was the right thing, but I also didn’t know what I wanted to do. And I think you find a lot of that in life.
And it was like, I wasn’t entirely sure, I, that itch got itchier as I kept getting older. And I really went back and looked and made sense of my skills, my experiences, the things that I was passionate about. And I started, really building on the side while I was in the consulting world, while I was working in different program and project management roles, figuring out what I really did want to do.
And I think if nothing else, my. Business experience taught me out of, the proverbial people, process and technologies that I was always Most interested, most intrigued and most attracted to people to psychology, to what makes people tick. And a lot of my business experiences and background, both, both as an athlete, as a sports coach.
And then I was coaching [00:11:00] and helping people on the side with their own professional development. That, that really spoke to me and always lit a fire inside of me. And as I began writing and overcoming that fear of putting my thoughts publicly out. I did a lot of writing on Medium. I’ve posted on social media over the years.
It’s just the universe kept coming back to me and saying, keep writing about emotional intelligence. Keep talking about overcoming adversity and overcoming challenges. And I’ve always interpreted that as, keep going. I’m meant to do that. It’s something I love. So that’s where I ended up.
So for anyone
Porschia: who doesn’t know, what is emotional intelligence?
Christopher: Textbook definition, which I always stick to is it’s the ability to recognize, understand and manage our emotions, and it’s the ability to recognize, understand and influence the emotions of other people. That definition came from Dr. Peter Salovey, who’s the current president of Yale University and one of his research [00:12:00] associates, Dr.
John D. Mayer. And so I’ll often say to people if you just study that, it’s the ability to recognize, understand and manage. As Daniel Goleman had originally defined what emotional intelligence is, he originally did it based on five pillars, self awareness, self management, which we might sometimes see as self regulation motivation, empathy, and social skill.
That ability to recognize, understand, and manage is really bridging the gap between self awareness and self management. That ability to recognize, understand, and then influence is how you then take your motivation. And socially influence other people through the way you communicate, through how you build relationships, through leadership, by example, and through empathy and through empathizing with others.
And showing that you care being a great communicator and communication really begins with listening. That’s the thing about emotional intelligence and even have written and talked about is that I think for a lot of people, it’s a buzzword because it’s not just one thing. It’s [00:13:00] a multifaceted skillset.
But that skill set is what I have really found both in life and in business is the differentiator between happiness, success, and fulfillment.
Porschia: Wow. I think you gave us a great practical definition. And I also appreciated the other. Areas that you or layers or facets of emotional intelligence that you added on as well.
I hear from a lot of clients that they’re confused by the concept of emotional intelligence. Also many executives and professionals have asked me how to measure emotional intelligence. So from your perspectives, what are some of the best ways to measure emotional intelligence?
Christopher: I think you begin with self awareness and, but even that self awareness is a multi faceted thing.
Self awareness to me is your foundation. What do I mean by [00:14:00] that? The game, I have what I call a game plan. It’s passion. Values purpose the way that you define success for yourself, your mission and some of the goals that you said. And I think you could stay to a degree. Part of emotional intelligence is that bridge between self awareness and self management.
So how are you measuring? In some cases, you’re measuring it by the goals that you hold yourself to. If we think about it in a professional environment, I am going to self evaluate. I’m going to set goals for myself each year. And what we typically see in an annual evaluation is that you’re then held to account for that.
It’s a tougher question in the sense that I think you can measure it in some ways by goal setting one of the organization’s bigger technology company that I’ve now worked with for close to five years. They evaluate their employees based on you. Teamwork, innovation and results.
And in some ways, teamwork, yes, teamwork can be measured and evaluated. It’s, are you acting, in accordance to the values that the company upholds, kindness, respect, integrity, [00:15:00] honesty, trust. So I think it’s how you treat other people, which comes back to empathy. It comes back to social skill.
Ambitiously set goals for yourself. So it’s. Not as black and white statistical perhaps as some other things, but I think it does show up in the way that we set goals for ourselves and ultimately how we treat other people. What do you think
Porschia: are some of the best [00:16:00] assessments and resources when it comes to studying or, reflecting on emotional intelligence?
Christopher: So I have personally used several. A specific emotional intelligence assessment that I’ve used before is talent smart. So I know that’s Travis Bradbury was very much responsible for getting that off the ground. I’ve used some of their emotional intelligence assessments before.
I’ve used some 3 60 assessments of theirs. I also think that just an organic 360 assessment, with a coach can go a long way towards establishing, components of EQ. I use CliftonStrengths quite a bit. I’ve done a lot of work with CliftonStrengths over the years. I’ve established some of my own emotional intelligence assessments that I use with clients, both for team building events and coaching.
And those are ones. I know that there’s a plethora of tools out there, things like the Berkman and Hogan and things of that nature. But I just, I typically find that something that is [00:17:00] going to give someone really Informative feedback about who they are and about who they’re trying to become that kind of gap analysis, something that is going to assess their strengths and their foundation of who they are going to be things that are ultimately building self awareness, which is what you need, in terms of a foundation before you can really be doing a lot of the other things that make you emotionally intelligent.
Porschia: So why do you think emotional intelligence is so important for leaders?
Christopher: It’s the skill set that ultimately allows us to connect with other people and by connecting with other people in a meaningful constructive and caring way, we get more things done. Ultimately, and that is the subtitle of my new book, The Champion Leader, is that it’s, really leveraging that to build high performing teams.
At the end of the day. We are taking in our own self [00:18:00] awareness and learning how to better manage ourselves through how we prioritize time. How we prioritize goals and responsibilities, how we prioritize the way that we connect with other people. I, unless you truly are, and even I, as a self employed entrepreneur, just given the work that I do I’m always connecting with other people, but in any business and any, whether you’re in the nonprofit sector or whether you’re working for the, a fortune 1000 company, a lot of your ultimate success.
It is predicated both on what you individually do and then how you collaborate with other people. Emotional intelligence to me is the ultimate team building tool. And I’ve broken it down into my own acronym. I say connecting the cord. It’s how we communicate. It’s how we both for ourselves and in a team setting collaborate to identify opportunities.
It’s how we build relationships, and it’s how we make decisions. If you are self aware, you are able to understand how to do all of those things in action. And if you can understand your [00:19:00] own motivations and the motivating factors of others, you are able to communicate and build relationships. Successful relationships in the way that you individualize how you communicate with people, how you listen, how you seek to understand and how you flat out show people that you care.
And you want to ultimately, I believe, create, or, emote feelings that someone can walk away unmistakably feeling, this person cares about me. This person cares. about the success of this group or this unit that they’re altruistic in the sense that they genuinely want the other people around them to succeed.
And I think that is a very emotionally intelligent thought and approach. I love that
Porschia: connecting the cord analogy, Christopher, that I think is a great visual and what you said about communication and showing others that you care. I agree that for leaders. Those are so important because, and [00:20:00] I think employees are more vocal now, staff members are more vocal now, and they expect a lot of times for organizations and leaders to care about them in a way that 20 years ago, 30 years ago perhaps organizations didn’t think about, right?
You came in and you did your job and then you went home, but now and we’re in the same age range. Millennials a lot of millennials and Gen Zers really expect, an organization to be meaningful. They expect the organization to care about them to your point as a person. So I think emotional intelligence and that for leaders is really important as you think about connecting with employees of different generations
Christopher: as well.
Absolutely no question. And we’ve heard that term a lot lately. I’ve seen some of the events that I’ve spoken at have seen some pretty awesome speakers talking about multi generational communications as some of the quote unquote baby boomer generation exits the workforce. [00:21:00] And it just everything you just said is it just showed up over and over again in the research that I did for my book is that is, in fact, what a lot of what the younger generation is looking for is belonging.
And it’s. It’s complicated by the fact that guess what, we’re now in a hybrid and in some cases, some companies have gone fully remote, environment where, the ultimate irony of what we’re talking about here is that you got a lot of people working at home who often are not connecting or not getting the opportunity to necessarily connect in person or they’re doing it less frequently.
And so it’s, how are you maximizing just in the way that we’re connecting now? Visually over, over video, just how are you maximizing that time and how are you making an investment in somebody again, that goes beyond just getting. a work task done when it’s not taking place in person and when you don’t always have all of those organic opportunities to just, bump into someone over the water cooler or drop by someone’s desk after a meeting if you’re in a [00:22:00] hybrid or remote situation.
Yeah,
Porschia: I love that. You brought that up to we do a lot of multi generational communication work with organizations. We see that as well. I’m really glad to hear that. That came up in your research and how that incorporates with emotional intelligence, but really thinking to your point about the working environment, right?
And how to connect with other people, whether it be remote, hybrid or in person. Christopher, from your perspective, what are some of the biggest challenges you’ve seen leaders have with emotional intelligence? Lack of self
Christopher: awareness. Not in some cases, it’s both. I think it’s a lack of self awareness at times, or it’s an unwillingness to, to actually look in the mirror and change how you’re showing up.
And I think that the trouble for some can be I’ve worked with I’ve engaged with very successful people that are able to [00:23:00] drive results. They’re able to bring people together to innovate and do great work, in terms of getting a project done, getting a task done there, they’re brilliant in their execution and strategy, but they’re not there in terms of enduring success around teamwork.
And so sometimes I think it just, We all know that the bottom line results matter immensely, but it’s got to be everything in unison. And I think that sometimes that self awareness, that lack of self awareness. How do you solve that? It’s by getting consistent and regular feedback. It’s seeking that out for yourself.
It’s having time to reflect. I do that. As a self employed entrepreneur, I build time into every single day to, to have time to reflect. I just think that what we are living in terms of the world today, from a business standpoint, is that so many organizations are operating at a frenetic pace.
And guess what? That pace ain’t [00:24:00] ending anytime soon. Like you’ll talk to people who are in the middle of, God, yeah, we’re just, it’s just such a fast paced environment. We’re concerned about people burning out. And then when you ask when is that going to end? There’s crickets. Cause there isn’t an end date in sight just because a project ends just because a key milestone is achieved that doesn’t end that cycle.
I think that one of the biggest things that I encourage. Around self awareness is just that you have a strategic thought life. Some of that is achieved through reflection. Some of that is achieved through the way that you prioritize. And I think whether you’re a self employed entrepreneur, whether you’re a CEO or whether you’re a mid level manager that the idea that you are intentionally carving time in I have an entire chapter in my new book, the champion leader devoted to prioritization, and it is among the most significant.
Success factors that I have seen show up in literally every person’s life is that if you are able to build in time [00:25:00] to have a strategic thought life to reflect to plan and prioritize and organize your time, which, oh, by the way, doesn’t just cover business results, but covers intentionally building in time for people that is something to me that you’re able to overcome, where you.
Porschia: You said a lot of amazing things there, Christopher, and I was taking some notes. I think to your point about leaders overcoming some of those challenges when you said getting that consistent and regular feedback. I think that’s So vital and also being open to receiving that feedback, right?
Not biting people’s heads off about it. Is important along with what you said about, really building in time to connect with people. I agree that can get so lost when everyone’s busy or feeling overwhelmed or overworked or, whatever emotions they have going on that day.
So what are some tips leaders can use to increase their level of emotional [00:26:00] intelligence?
Christopher: Oh, you just made, you made an outstanding point. I think the first I’ll riff off of what you just said it’s putting yourself in a position to receive feedback. It’s being an empathetic listener, and I guess the other side of that is, is, No, just in the same way.
How do you help someone or how do you put yourself in a position to be helped in order to be helped, you must put yourself in a position to be helped. And I just really think it does come back to empathy. It comes back to listening. It comes back. I talk a lot in my. New book.
It’s another one of my little terms that I have found through just thousands and thousands of hours of coaching and doing team building is I call it my connection success formula. Empathy plus candor plus authenticity plus assertiveness equals victory. When you can receive feedback from people.
In an understanding and empathetic way or when you can deliver it to people in an understanding and empathetic way, [00:27:00] candidly, that’s coming from a place of heart showing up as yourself, being authentic to you. And what does that mean? It just means being authentic to your values, acting in accordance with your values and beliefs and treating people.
It’s a lot of it does for me come back to the golden rule of just treating people with kindness, courtesy and respect and showing up that way. I. I’d worked in the past with a senior marketing executive, and she always used to say to me, how I show up is how they show up. And so much of the energy that we bring to each moment has a, such an unbelievably significant influence and impact on the people that we’re showing up with and that assertiveness, I think.
What can hold people back from getting vital feedback or learning something valuable through a challenge or an adversity or resisting in having a challenging conversation out of the fear of having it in the first place. What you lose out [00:28:00] on are all of the golden nuggets that you can learn from that experience, which is why, for me, that last component of assertiveness, being willing to put yourself to step into that arena and have challenging conversations, knowing optimistically.
That what is going to come out of that is going to make you better. So I think to go back to your question, to me, a lot of what it means to be emotionally intelligent is to be a learner. It’s to have a learning opportunistic mindset that embraces challenges, embraces adversity. Most significantly, always embraces the opportunities to learn something new.
Porschia: Christopher, you are dropping a lot of gems for the audience. I definitely think this is an episode that people should listen to twice to make sure they’re catching all of your insights. Tell us more about your book, The Champion
Christopher: Leader. Yeah, super excited to share that with everybody. I what to me, what the champion leader is a [00:29:00] deep how to dive into how to lead with emotional intelligence.
It’s broken down into I start with my leadership. Connection perfection formula that I just shared with you of empathy, candor, authenticity, and assertiveness. But, really bridge that gap between what I call you, why, and your organization. And that you begins with the pillars of self awareness and self management.
The why is the purpose and the motivation. And. You know how you bring all of your best self out to your organization through how you communicate and build relationships through how you seek to understand and motivate others and how you care for others and lift others up through empathy. But a lot in there was well about prioritization mastering the arts and nuance of how we communicate.
And a big message in the book too. It’s one of my favorite leadership strengths is how we individualize, how we tailor the way that we communicate to people. And so a lot, I share a lot of very inspirational stories. Everybody God ranging [00:30:00] from Mary Barra, the CEO of General Motors to the former CEO of YouTube Susan Wojcicki and Phil Jackson.
I got some great sports stories in there and I have a chapter in the book that’s dedicated to it. To the voice of the leader where I interviewed several successful executives and they were able to share thoughts, but I give a lot of specific how to guidance on how to communicate effectively, how we tailor the way that we get to know people to give them informed feedback, to build relationships in some instances that are purely based on getting to know the person as a human being.
And by really fostering a deep caring camaraderie for our teams, for our culture, for each individual. We’re just we’re better able to connect with people, and I what you’ll see in the book is the progression of my own, literary career. My first book was a lot about building a personal development and professional development foundation on core values.
My last book was a little bit more of an overview on what emotional intelligence is and how to lead that way. And this is a this is really a much deeper dive into having that foundation, but then bringing it [00:31:00] out for leaders to be able to do that effectively.
Porschia: It sounds amazing, Christopher. We’ll be providing a link to your website and other social channels in our show notes so people can find you online.
But what is the best way for someone to get in
Christopher: touch with you? Yeah, I think reach out to me on LinkedIn. I have my kind of open network messaging set up. You’re welcome to find me on LinkedIn, Christopher D Connors and. I also have a great course on LinkedIn called leading with emotional intelligence, LinkedIn learning.
So you can find me on LinkedIn find me through my website and don’t be a stranger.
Porschia: That is great, Christopher. I want to ask you our last question that we ask every guest. How do you think executives or professionals can get a positive edge in their career?
Christopher: Do the work. I think that any success story is marked by a lot of time.
And [00:32:00] what does that mean? It seems to defy in some ways what my own messaging is about emotional intelligence, but that work of you, that inner work begins in your office, in your bedroom, at, in your apartment when no one’s looking and that’s how our character is defined, that’s how we build the foundation of who we are.
And I think that if you look at. The success stories of really any great leaders. I have studied so many, I’ve worked with so many people like Satya Nadella, people that I talk about in the book, like Mary Barra, Indra Nooyi, if you look at who they are today and how they show up. It is because of that inner work.
It is because of that inner work of self awareness of understanding on an intimate level, who they are, what their values and beliefs are, how they’ve defined success and how they’ve set goals. And so I think, do the work and start with you. I have a lot of great tools in my book. And I have a lot of great tools and a lot of the work that I’ve put out [00:33:00] there, into the world about how to build self awareness, how to build that game plan so that you can then bring your best self out.
But it’s It takes time and effort, and it takes an investment. And I always say, what are you willing to commit to? What time investment are you willing to commit to? Because as times change and as life changes all around us, those who have fortified their foundation and self awareness and setting goals and in knowing their value will always be able to survive those winds of change and adversity.
Porschia: Well, Christopher, you have shared a lot of wisdom with us today, and I’m sure our listeners can use it to be more confident in their careers and with their leadership. We appreciate you being
Christopher: with us. Thank you for having me, Portia. [00:34:00]
