Episode 23 - Breaking Down Barriers: The Key to Transformational Leadership

Ready to shake up your leadership style? Tune into our bold conversation as our co-hosts, LaKeysha Cobbs-Hayes, Sonya Songer, Acacia Smith and LaVonne Sheilds, dismantle the traditional leadership framework and erect a new, transformational approach. We delve into the power of flexibility, the key role of trust and the critical need for confidence and empowerment in leadership. Through lively discussions, we illuminate the path to become a transformational leader, one who motivates others to step out of their comfort zones and reach their highest potential.

Is your leadership purpose the same as your job title? We challenge this notion and scrutinize the stark contrasts between transformational and trained leadership. Our panel explores the profound role mindset plays in leadership and how one's purpose and calling shape their leadership style. We reflect on how leaders can inspire others to level up and how bravery is crucial when initiating change. We also give a nod to the importance of creating transformation-friendly spaces and maintaining a balanced work-life equation.

To top it all off, we dive into the essence of ownership in leadership roles, external pressures, and their influence on performance. We investigate the significance of aligning with shared values and the incremental steps required to achieve your goals. We discuss the road to becoming a transformational leader, the fight against imposter syndrome, and the quintessential transformational lifestyle. To wrap up, join us as we explore revolutionary ways to connect with HR on social media, harnessing digital platforms' transformative power to overhaul human resources departments. Don't miss out on this enlightening journey to transformational leadership.

Thanks for listening! Please follow, rate and review.

Produced and Recorded by Randall Hayes.

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LaKeysha Cobbs-Hayes:
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https://www.instagram.com/strategic_behavior/

Sonya Songer:
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LaVonne Shields:
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Acacia Smith:
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https://www.instagram.com/modestwomen_ie/

Transcript

Sonya Songer: 0:34

WWW持續� dozen weightluckd content videos. Dne Youtube achieve great videos. Welcome back to the Truceeo podcast, where we're shaking up traditional leadership like a martini on a hot summer's day. Today we're talking about the transition from trained leaders to transforming leaders and how it's changing the game for businesses everywhere. Gone are the days of stuffy old school leadership styles. Today's successful organizations are looking for leaders who can think on their feet, innovate on the fly and inspire their teams to greatness. So grab a cold drink, kick back and get ready to be inspired as we explore what it takes to become a transforming leader. In today's ever-evolving business landscape. It's time to stir things up and shake off the old ways of leadership. And stirring things up today is our regular panel of four. We have LaVonne Shields, our accounting strategist. We have LaKeysha Cobbs- Hayes, our CEO expert. Myself, Sonya, I am the HR expert here on the panel. And then, as always, Acacia Smith, who is our marketing expert. So kick us off, Keysha. What, how, what Did?

LaKeysha Cobbs-Hayes: 2:07

you say it how.

Sonya Songer: 2:08

What Leadership?

LaVonne Shields: 2:09

How? What Transforming?

Sonya Songer: 2:11

Transforming leaders, just training them.

LaKeysha Cobbs-Hayes: 2:16

So we have trained leaders to transformational leaders, and that's going to be our topic for today. So I guess I'll start off with a question. So would you say you are a person who trains leaders or do you transform?

Sonya Songer: 2:32

leaders. I would say it depends on the situation because, absolutely, if it is um as an easier route just to get people trained, absolutely. I am someone who trains leaders. I, especially in the HR realm. I am about. This is what it is and I need to instill that into your brain. Now, if I am training somebody who is actually working on my HR team, very different. I am transforming. I am transformative in my training because I want this person to understand everything behind it. I want that person to be able to grow in their role and move beyond that particular role. So, yes it. So I would say it really just depends. If I'm just training new hires, I'm not going to lie. These are the policies.

LaKeysha Cobbs-Hayes: 3:29

Don't force them to marry and follow them. How about you occasion? Would you say that you are a person who trains leaders or transforms leaders?

Acacia Smith: 3:39

Um, I have the capability of both.

LaKeysha Cobbs-Hayes: 3:42

You got a capability of both. Oh, my goodness, that is such a great answer, people.

Acacia Smith: 3:48

It comes down to people. To me it seems like a people problem, though Some people that I've been People promise you.

Sonya Songer: 3:58

She's about to EOS this.

Acacia Smith: 4:01

It's definitely a people problem Issue People issue, because there are certain people who listen there are certain people who listen I'm sorry, I'm a producer. Certain people who listen and certain people don't. Certain people actually want to grow, some people don't and some people aren't that level yet.

LaVonne Shields: 4:20

So you can adjust like hey. If you just want to be trained on what to do, then okay here.

Acacia Smith: 4:24

A, B and C. This is what we're doing.

LaVonne Shields: 4:25

If you want to be transformed into a better version of you in this environment. Hey, this is what you can do to do that.

Acacia Smith: 4:32

Yeah, I've been engaged in capacity, based off their capacity of what they're telling me.

LaKeysha Cobbs-Hayes: 4:38

Their energy. I have to.

Acacia Smith: 4:42

I honestly feel like a leader. You go up to their level. No, I bring them, they bring. I bring them to the level or inspire them to be at that level. Can I drag you? No, I cannot carry you and I'm not going to throw you. As far as you know, I can't throw you that far, so I won't believe nothing you say if you're not actually showing action to what you're doing. You know what I mean.

Sonya Songer: 5:03

So what she's saying is you don't trust people any further than you could throw them.

Acacia Smith: 5:07

No, I was a leader. She already said I can't throw you that far. I can't throw you that far. No one, I can't pick up, nobody other than my baby.

LaVonne Shields: 5:18

And I don't trust many.

Acacia Smith: 5:19

I think you have those things. What I've learned, or my mom's taught me, is trust is earned, not given. So you have to earn trust with me, whether I'm very kind, I'm a friendly person, if you want to call me that but do I trust you? I'm not that naive any longer.

LaVonne Shields: 5:39

I heard that one. Look she's listening. I like to hope that I'm a transformational leader. I think almost like what you were saying it really is how they're going to receive them. It was also based on how the person is going to receive it.

LaVonne Shields: 5:54

Because when you're talking about helping them to build to be the better version of who they are. Not everybody wants to go through that transformational process, like with the work that I've done with the Women's Business Center and the programs that I've facilitated. It was you got to get out of this thing that you're in. You got to look at this from a different perspective. Now for some of them they took that as OK. So this is on a training level. She's telling me to do X, y and Z when other ones. They looked at it and go oh, I'm not just a technician who's building generates income, I'm someone who's leading an organization, which means now they're coming outside of themselves and wanting to do that. But my hope is that I'm always in a position of helping people in some sort of transformation, in some way, shape or form.

LaVonne Shields: 6:40

And not just being a box checker in that aspect of it, because every experience that you go through is either going to trigger you in some way to revert you back to whatever your trauma response is to it, or is going to motivate you to go to that next level. And if you're not going to that next level, then you're stuck where you are.

Acacia Smith: 7:03

I love working with women and building confidence and empowerment with women through workshops, and so we do that with modest women for the Inland Empire, and something that I've seen as a theme is the lack of understanding that we all have to level up, because they ask me well, what's the point? What is this modest woman? What's this thing? I have to explain. At a certain point, each one of us go hit a wall. We have to make a decision about our life if we're going to level up or we're going to stay in that space, and they're oh well, what about? I've gotten a lot of feedback. Well, what? If you want to stay in that space, I want to support you, I support you, but I'm going to say in that space, you need to be a value, you need to be the asset, you need to be the leader in that space. Then, if you're going to stay there, yeah.

LaVonne Shields: 7:57

Get on being that space on it.

Acacia Smith: 7:58

Because there's something else most likely calling you.

LaKeysha Cobbs-Hayes: 8:01

Yeah.

Acacia Smith: 8:02

There's always something calling you, I'm a good or bad yeah.

Sonya Songer: 8:07

You will get that phone call yeah.

LaKeysha Cobbs-Hayes: 8:09

Well, I love the way you guys are looking at it and I think that you're looking at it from the other person's perspective. What I want you to do is definitely change how you're examining whether you are a transformational and or a trainer. Right, the difference is that if you are, if you train leaders, then you know how to lead yourself, you are liked, you influence, for today, you ask people to follow, you love to lead, you are trained, you help people, you have a career and you impact a few. However, if you are a transformational leader, then you know why they lead. Right, you are contagious, you influence today and tomorrow, you ask people to make a difference. You love the people they lead.

LaKeysha Cobbs-Hayes: 9:05

You are trained and transformed, you help people to change, you have a calling and you impact many. And so that's a little different than you know the explanations that you guys gave, just in general, because I mean, if I'm going to say that which trainer, which one I am, I would say that I'm absolutely a transformational leader. Right, I would say that I know why I lead. I know that I have a calling. Now, whether or not I'm contagious or not, I mean that's for y'all to decide.

LaVonne Shields: 9:38

But I think I'm pretty contagious here. I'm just here.

LaKeysha Cobbs-Hayes: 9:43

From her brainchild. Right. I help people to make those different changes on a day-to-day basis, whether it's professionally, personally or financially. I feel like I absolutely have a calling and I impact many, especially throughout the year. So being a transformational leader, as opposed to a trained leader, is not so much about what the other person does on the other side. It's about who you are when you are making this transfer, when you're training.

Sonya Songer: 10:18

I feel like I answered it directly then.

Acacia Smith: 10:21

I was like capable. Sometimes the room doesn't call for me.

Sonya Songer: 10:24

Like I said, if I'm just training, to train, to get it done, to get the information out there to like, for example, new hires, onboarding, what happened. That's what I'm just trying to do.

LaKeysha Cobbs-Hayes: 10:36

But it's not so much about your job title.

Sonya Songer: 10:38

So then you are a trained leader, not necessarily a transformational Right, but when you're talking about when I am doing my consulting or if I am working with individuals that are actually on the HR team, that's vastly different. It's under the transformational side of all those things that you live in.

LaKeysha Cobbs-Hayes: 10:57

So I don't think you can separate the two. You're either a transformational or you're a trained leader. I don't think that you have. Why can you not? I?

LaKeysha Cobbs-Hayes: 11:05

can't say that I don't have the ability to, because then there's a higher purpose than for what you're doing. So if you're training the people that are coming on board, then my guess, or what I would think, if you are a transformational leader, is you're training them for the culture, for the business. You're training them to make sure that they're making that transformation into a leader. To me, there's no separation of I'm going to only give you the facts and not make you better. But in this sense, because I'm talking to you in a different way, I'm talking to everyone in the same way, I'm giving you what you need at this time, for the purpose that you need, but it's also a higher calling.

LaKeysha Cobbs-Hayes: 11:53

So that's why I said you know you can't separate the two. In my opinion, there's no separation. My calling is my calling.

Sonya Songer: 12:00

Right.

LaKeysha Cobbs-Hayes: 12:01

So when I train, you know our leadership staff versus our behavior texts. I'm talking to them about the same thing. I'm talking to them always about leveling up. I'm talking to them about being better. I'm talking to them about the culture and how to build. But I'm not just talking about how to build at key, essential. I'm talking to them about how to build as a person, how to maintain and go up instead of just be at the position that they are.

Sonya Songer: 12:31

I agree with everything that you said, but I still think there can be a delineation, because that's how I feel. Is it still a calling for me? Do I still feel the same way? I absolutely do. But when I am looking at this group of people and the type of things that I'm training them on, yes, it is information that will help them transition and grow within the organization, but is it a different type of thing than when I am training business owners on how to run and manage human resources within their organization? I absolutely think it's. I think it's a different thing and I think I'm talking about different things and it is more transformational as opposed to the what's happening when I'm just training individuals about the culture, about those things?

Acacia Smith: 13:24

Do you feel like those things? What you're saying, then, is that like so I see, you know, you hear like your purpose work, and then I hear your work, work. Does that make sense? Like your career work is like I'm training, and then the purpose work, like your business is I'm inspiring.

LaKeysha Cobbs-Hayes: 13:40

Right, I'm building the other.

LaVonne Shields: 13:42

Well, there's also the other part of a word. If you look at, if you look at training as the task, right, there are people who will go in like, hey, I'm going to teach you A, B and C, and that's what my role is. I'm in front of you to teach you this. However, if you're going in and say I'm going to use this, then I'm teaching you as a way for you to get better and that's what your mindset is. Then that makes you, that puts you, you, you internally, as the transformational leader but, not every everyone.

LaVonne Shields: 14:11

It's like. You know leadership. People assume that it's a job title, when it's not, and so you can be trained to lead people, which, in all honesty, I don't think. You really can't be trained to lead people. You're given, hey, this is your job, and you're either going to take the job and say, okay, I have people underneath me, or you're going to say, wow, it's my responsibility to make sure these people are the best versions that they are.

LaVonne Shields: 14:35

For me. I, I once I realized that I was in a position of training, I knew that it was more than just teaching people how to use QuickBooks. No, no, no, no. What we're trying to figure out is how do we take this tool and we use it for everything else you're doing in your business. This is not just about you understanding how to write a check in the system, how to do a bank reconciliation. What does all this information mean? So for you to get better, and I think when we're talking about leadership, people get so hung up on the. This is my title, as opposed to this is my purpose. This is my calling. So for me, I'm hoping that I am always transform, transforming someone in some way, shape or form when I am in a leadership position.

LaKeysha Cobbs-Hayes: 15:19

However, I know sometimes people only see the hey check in the boxes the water.

LaVonne Shields: 15:24

Some people are only going to see that I'm checking the box. I had somebody who did a testimony of when I they did a review of one of my trainings, and their response was well, she used too many stories. Well, that's cause you were here to check a box, you wanted to learn this and you wanted me to go through. Hey, this is what was supposed to happen. However, the 90% of the rest of the people were like thank you for letting me under, using stories to help me understand how this fits into the bigger picture. That's why I was saying it's really, you know, based off of who's receiving it, because, though I'm coming from a place of transformation, they might that might not be what they signed up for. Like, hey, I'm just here to do this.

LaKeysha Cobbs-Hayes: 16:03

So I'm here for it. I think that it doesn't matter what they came for. If you're a transformational leader, then you're there to give the information in which you've been led to lead on, like you see things that others do not see. That's kind of like what you said a few minutes ago is you probably weren't getting it because you weren't either relating to the stories or you. I didn't check a box for you. Well, I'm here to check a box or give you the information in a way that you know. One, I can explain it and two, that you can receive it.

LaKeysha Cobbs-Hayes: 16:36

And the next question is what would, what would you have wanted to see different? And then I think that takes you over to another level, right. So then, being able to say, yeah, you weren't here, or you maybe weren't hearing it the way that I'm looking at it, but how, then, do I make this better for everyone? So what do I need to do? Or what do I need to add? That would be more of a. You know that you would get the information.

LaKeysha Cobbs-Hayes: 17:09

And then the other thing, like even when you said, okay, I'm teaching you about QuickBooks, the way that I view I guess the way that I view behavior just in general is I am here to relate all of everything that I'm teaching. So how can I relate this to your personal life? How can I relate this to business? How can I relate this to, like, everything that has to do about you? Because if you understand finances in your personal life, then you'll understand finances and business, which then can lead you to some kind of next level of financial, because some people don't understand the concept of how you do one thing tends to be how you do everything.

LaVonne Shields: 17:50

So that transformation comes into being able to make that aha moment, especially for using finances as the example, even if we use marketing as in. You can tell me well, you can do this. I'm looking at you. No occasion, I cannot, I cannot. You know why I can't? Because you're going to be like but it's the same thing as this. My brain is on the new, can't do it.

Acacia Smith: 18:12

Those are those spaces too, or it's like a gray area, because you could be, let's say, like you're saying, a transformational leader, but you yourself training these individuals, like you're saying. I'm having to now, like you said, dilute it for you and sit with you and figure out how to communicate with you and other people's like you, you know what I mean, and yes, that's the part of becoming a better leader. But that's not necessarily diluting it.

LaKeysha Cobbs-Hayes: 18:42

You're just touching on aspects of it that's going to reach each and every other person. So the question that is here is when have you asked yourself why, when you have an a problem, versus why not? And I think that's the shift that needs to change right. We're talking about when have you as there's a problem? And your first question is why? Why is there a problem, instead of looking for a solution and saying why not? Why can't we do this? What is that next step? So just question to the panel you know, when have you taken that step? If there's a problem, are you looking at it as a problem or are you looking at a solution? And when's the last time you asked yourself why or why not?

Sonya Songer: 19:37

I mean, I think it probably depends on the particular problem or hurdle, but I find myself asking that quite often, especially when working with my clients, because if there's an area that is of confusion to them when I'm explaining something or they are just having an issue in general, they're telling me of some issue that they need my assistance with, they need my support with.

Sonya Songer: 20:08

Quite often it will be why okay, this employee did this and I, you know what am I supposed to do? Okay, let's why. Why did that employee feel that it was okay to do that? How did this situation come about? Because we need to look at how it started for you to understand that this is not an isolated incident. This is something that can occur in the future if we don't see where it came, where it stemmed from, to make sure that all of your employees understand and to make sure you understand. And how does that, you know, relate to how you're communicating information to your employees, how does that relate to what they have an understanding of when you're onboarding that? So I ask that question often because I want to make sure that my clients are looking at the big picture and not just looking at isolated incidents.

LaVonne Shields: 21:04

Yeah, I mean, that's the same thing with me when I'm dealing with my clients or I'm facilitating a program is never the why. That's never the question. It's always okay. So that's the fact of where we are. But we wanna get here. So where are we going? Because there's usually a limited amount of time. We can't just sit here all day and just talk about the why. This is Okay, that's fine, because that's what got us here.

LaVonne Shields: 21:28

The question that we're asking you is what is gonna get us to this next stage, whereas if you are doing this from an internal part of this is my passion, I wanna see people get better then that's gonna be your natural response. If you're just someone who's trained on the subject matter and you know how to talk to people about the subject matter, you're not gonna do the why not question. You're just gonna go well, this is just how it is. You know the tax law is just what the tax law is, and so that's just how it's going, as opposed to going well, no. Well, yeah, that's the tax law. The question that I have for you is what are you looking to accomplish so we can figure out how we can make it fit into the tax law. So it's really about the leader and where they're coming into the situation. Because even if you're dealing with someone who wants to just fight on the why okay, that's where you wanna hang, that's where you wanna hang, I don't wanna hang there so we can either end this conversation or we can focus on the solution.

LaVonne Shields: 22:22

However, if you are someone who just doesn't know how to facilitate that kind of transformation in someone's thinking Like I had one person that was in a facilitated meeting and she was just distraught, no matter how many times it was. So what does that have to do with you right now? So what does that have to do with what your plans are? So what does it have to do? But she was in that spiral and that was just where she was stuck. Now, me, if I was just a general trained leader on this, I just would have let her stay in that stuck spot. But I was like, okay, guys, we got in this. I need to give her my attention right now and then walk her through why, why not? So why can't you take this information and then create your own thing? Why can't you take this experience and turn it into something different, whereas most leaders would just be like okay, well, thank you for sharing that. Let's go to the next person and figure out you know what?

LaKeysha Cobbs-Hayes: 23:11

can you give me You're up to it, you're up to it, you're up to it.

LaKeysha Cobbs-Hayes: 23:14

And I think that's the biggest thing is when we're talking about her being a transformational leader. You and I just said this a few minutes ago, but you see things that others do not see. You say things that others do not say, so we're constantly looking for a solution. And then you also believe things that others do not believe. So, like when did the you know when was the last time you initiated change and was willing that no one was willing to hear? Okay, can you think of a time where you tried to initiate change and no one was really willing to hear that?

LaVonne Shields: 23:51

Teenagers. That's always the situation.

LaVonne Shields: 23:54

Sure sure you know, being a mother of teenagers, they don't ever want to hear it, Unless, again, you've established that safe space where they can take that step back and go all right. So my mom, big pictures once was best for me. There's a chance for me to move forward with that one, but it's again. It's that. Am I coming into this situation from the idea of no one? This is bigger than me and bigger than this one situation, like you were saying, are we talking about this? Are we talking about this one isolated situation, or are we acknowledging that this situation is an example of the bigger?

LaVonne Shields: 24:31

situation that we got going on to have that other conversation Cause, yeah, most people want to get stuck in the and I can't. I mean, look at it, from your friends to coworkers, to people that you lead, it's like I can't believe that this is what they did. Okay, we gonna spend as much time talking about that, or we gonna talk about what's gonna happen next, and you'll have those people who are comfortable with it yeah, girl, you should quit. Or that's not this.

LaVonne Shields: 24:56

we're gonna do this, and so it's really about how strong one of the people are from the. If you're the one being led, how strong are you in realizing, hey, you're leading me down the wrong path. This is not where I want to go. And, from the leadership standpoint, do you know how to grab the group and say, yep, we're not going there? I mean, some of you guys can, if you choose, but for me, being the facilitator of this, the leader of this, we're not going that route. This is where we're looking to go. And not every leader, not a leader. A leader who is just trained on the subject matter won't understand that dynamic that we gotta change what's going on in here and lead the conversation into. And so then, what next?

LaKeysha Cobbs-Hayes: 25:38

Right. So transformational leaders also feel things that others do not feel. So who have you believed in and why did you follow them? So I know for me I Can't necessarily say that I believed in them. I don't know if I trusted all the way to believe in them in the beginning, and that was mainly when I was in high school. Like I had a teacher and she, like she is the main person that I was, just like dude, I mean, you seem to show up, so I should probably believe in you. So I think for me it was for me during that time. I followed them because she was consistent and she didn't. She validated who I was and or who I, who I wanted to be, because I definitely wasn't who I was at that time, but she validated where I was and who I, who I was at that time, and that that's what made me follow them.

LaKeysha Cobbs-Hayes: 26:43

I know another one is I listen a lot to John Maxwell and I was just listening to Jim Rohn this morning. Listen to Jim Rohn and he. He said something that was like crazy. So he was saying something about jobs and he was saying that you don't stay at a job, you don't provide service to a job and that be the only thing that you do forever. Like at some point you can't just put all your faith in a job and think that they're supposed to have loyalty to you, like the loyalty is with the organization. That was like however, if you put service and work into your family, then you can expect that those things are going to come back. So what things are you putting your loyalty and time and investment into and how is that working out for you? And I was just like dang, that is crazy. And I was just I was like I said I was listening to Jim Rohn this morning and that was I was like oh, okay, that was, that's a thought.

LaKeysha Cobbs-Hayes: 27:56

Well what even makes it?

LaVonne Shields: 27:58

even more interesting is depending on the time frame of when that was put together, because that the work environment has shifted so much in the last 40, 50 years. So then went from yeah, you got a job and you stayed there. You know you were there. So then the question of okay, so are you putting the loyalty in the job or you putting that that was a different thing? And then then the whole well, I will, I'll move for a dollar more an hour.

Sonya Songer: 28:21

There I move for no loyalty. Ask Chris Brown and wait.

LaVonne Shields: 28:31

Not me, and you're right, cause when I was, I left the women's business center with no problems.

LaVonne Shields: 28:36

When I was like I'm not just new director, she's not, she, she's out, working outside of my value system, the expectations that she has does not fit the purpose of why I'm here and why would I stay is not, doesn't make any sense for me. So, yeah, my loyalty was to the people I was serving, not as far as our client base, had nothing to do with the leadership or the organization itself, because I can, I can move somewhere else and find another women's business center If I wanted to, if that was. My purpose was to serve the women's business center. My purpose was to serve women in business who came to the center for us to port. So, yeah, the loyal understanding where your loyalty lies and the why you're in a particular situation is very important. And then for me it was. It was just poor leadership. She was leading as a trained leader and not a transformation leader, as her predecessor was. A transformational leader from not only internally but also how we we interact it with our client base.

LaKeysha Cobbs-Hayes: 29:37

Oh, wow, wow Well, transformational leaders also do the things that others do not do. So that's what light has been turned on in your life to do things that others are not willing to do you say.

Sonya Songer: 29:58

I mean, I feel like I definitely do that on a consistent basis with my clients. They we've mentioned this in other episodes where I make sure that I am available to them and I probably shouldn't, but I do make sure that I'm available to them as often or whenever there is a need. So I'm not just OK, I'm your consultant, these are our scheduled times. It's like no, if there's a situation going on, then email me or text me. I'm going to respond, I'm going to see how you need support and then, if I need to alter things to make sure that you get that support in a timely manner, because there's a specific situation going on immediately or what have you. But I, I'm definitely doing that and I'm doing it in a way to where I want to model for them what they should be doing for their employees.

Sonya Songer: 31:04

I'm not saying, you know, open up the boundaries of your employees in the morning Exactly I'm not saying that, but I am saying look, if you expect this of me and I am somebody that works with you and you are constantly complaining to me about your employees' behavior and certain aspects of their behavior then then learn from this, notice what I'm doing for you to show my loyalty, not necessarily to you specifically, but to what it is that I do, and you have to have that.

Sonya Songer: 31:43

I mean, I'm so very passionate about human resources and I'm constantly touting that to my clients, to you have to have that passion for your employees, no matter what industry it is. They. They feel that, they feel that and that will make them want to be around you and it will help you in being a transformational leader for them. But I'm, I'm, I'm modeling what I want them to pick up. I'm I definitely am always going above and beyond for my clients because I truly want to help them. They truly feel distressed when they're contacting me at the time and I don't. I want to take that stress away from them. But I also want them to see that dynamic of what, of what that looks like.

LaVonne Shields: 32:29

And yeah, it's not a linear conversation. Right, ok, so we're going to do this and we're going to do this, we're going to do this. You're saying, no, there's going to be some blowback in this situation. It's going to be some things that we need to adjust. It's not just a straight through which is trained versus. To me, it's going back to the train versus the transformation of the train.

LaVonne Shields: 32:49

Person's going to go well, no, we're going to use this form and we're just going to do that, whereas the transformations person go OK. So, one is this the right person in the right position? Did we did? We? Did we make that mistake from our leadership? Oh right. Two, did we give them the tools that were necessary for them to do the job? Are they saying the problem is is external or is it internal, whereas a trained person will go well, no, we got to write them up three times and then we're going to let them go, because that's the policy, that's the process, that's what we do, and where I loved how you put that extra note on there saying but this is my passion, so I'm going to talk to you about. Hey, this is how this works, as opposed with that, because it's the same thing in my industry, which is known for being transactional.

LaVonne Shields: 33:33

And I'm going to see you on tax time or I'm going to see you doing this, Whereas I'm like I'm a person yeah, call me If you're in the T-Mobile Store time. Figure out if you're going to buy that phone and can you put it on your business. I want you to feel comfortable calling me on that. I'm going to tell you, like, why are you asking me about a $400 phone? I don't care, Buy it, I can figure out where to put that in it's. When you're telling me about the $3,000 trip that you put on the company, I can't figure out where does that go? Like that's new. You should have called me when you're planning that trip?

Sonya Songer: 34:03

I can tell you what to do.

LaVonne Shields: 34:04

But that's the comfort level that I want. When you don't know what you don't know and I'm the person who has that information feel comfortable reaching out to me.

LaVonne Shields: 34:12

And we can figure out how this works in your scenario as opposed to the. Well, you know, the tax code says it has to be da, da, da, da, da, da da. Not that I don't want to talk to me, because she's just going to get so dry and technical and I don't know what the hell she's talking about. So that's how it goes, but to me, that's a very interesting part about it, from the leadership aspect of it. As a service provider, you're coming into it with the passion for what you do and not what I was just trained to do. This is what I was trained to do, so this is what I do.

LaKeysha Cobbs-Hayes: 34:41

Right. So transformational leaders also focus on their own transformation before leading others to it. So there's this thing called the equipping cycle, and with the equipping cycle, you have to be very conscious of what you're doing. You have to show up. That means that I'm going to model it, I'm going to do it, and then you're with me, I do it and you're with me, so I know what to do, and then I do it while you're there, and then you do it and I'm with you. We get to the now it's your turn. You go do it and then, once you do it, then you teach the next person to do it.

LaKeysha Cobbs-Hayes: 35:24

This equipping cycle, the simulation model, is something that you need to be aware of as you're making these transitions, as you're focused. How do I, am I doing the things that I would ask other people to do? If you can't show up and do those things that you're asking other people to do, then you're probably a trained leader. A trained leader and not a transformational leader, and I think that's going to be the biggest thing. As a leader, you have to be changed to bring change. You have to teach people what you know but be able to reproduce who you are. And if you can't reproduce who you are, then how much transformation are you actually making?

LaVonne Shields: 36:09

What I love about this cycle is the part of the do with people, whereas most trained leaders do it, and I'm going to grade you on your capability. I think there was a meme or something that went out. It was like you can't judge a fish on its ability to climb a tree. Is that what a trained leader would see? That hey, we're all in this job so you can't do this? What did you take into consideration? And I'm not used to working in this type of open space, so I feel a little bit of anxiety here, and that's what's slowing down my productivity, or my team doesn't move as fast as I do, so therefore, that's giving me a particular attitude that I have, which is again messing up productivity.

LaVonne Shields: 36:53

A trained person is only going to see that well, you're just not doing this, whereas a transformational person is going to go in and look at it and say, ok, so what do I see? If I'm in your position, what do I see? Can I make this adjustment? If I can make this adjustment, then now I can help you figure out how to make this adjustment, and we're going to do that together, and then in that process is where you're going to find out. Oh, you don't want to be here. That's what it is. Let's figure out where to put you, where you'll be happy, so we can make this work. Or oh, these were the resources you didn't have. Let's see if we can find those to allow you to shine the best, and not everyone has that capability.

LaKeysha Cobbs-Hayes: 37:30

So, Gaysia, where have you taken people Right? Because transformation requires that you're walking uphill and I know marketing for some of us in here is uphill battle.

LaVonne Shields: 37:43

That does Steepest freaking uphill battle. You could have voted.

LaKeysha Cobbs-Hayes: 37:49

So what are the questions I have is how do you take someone from knowing to doing Right? I know this is something that needs to be done, but how do you get to the point of doing it?

Acacia Smith: 38:02

I think it starts with a strategy, but you have to attack the mindset. That's what I was saying about the gray area with the dilution, because I cannot give you, let's say, a Kool-Aid, and you're a baby, you know.

LaVonne Shields: 38:20

I mean not if you expect him to. You know one half good tea.

Acacia Smith: 38:23

Yeah, I can't.

Sonya Songer: 38:25

I'm not crazy.

Acacia Smith: 38:26

Not B-diabetic, not B-diabetic, just there's so many extremes when it comes to giving something to someone too early, too quickly, and they can't digest it. They can't even. It's not for their system. So I think it's starting there and cleaning out the system. Everything like you guys.

LaVonne Shields: 38:48

And training them of what they know Cleaning out the system. I like that.

Acacia Smith: 38:52

Yeah, because, as we were talking, that's the truth. I was saying the gray areas, like as a leader. There's moments where I've learned how to lead while leading and I have to say I'm only in that space as a trained leader. So do I understand that? Yes, because at this space now I need better leadership skills, I need to produce better leadership skills in that. Oh no.

LaVonne Shields: 39:24

I'm not going to get an acknowledgement of that. Watch out, watch out. It's almost like it's an acknowledgement of knowing. Ok, I know, right now I'm in a trained space. I am leading based off of what it is. I was just learn what I was just talk. However, I also want to make sure that I'm taking, I'm looking five, 10 steps ahead on how do I improve, on how I'm taking this information that I was talked.

Acacia Smith: 39:48

Yeah, because you help people get better. So, in relation to marketing, I have to take you from whatever level you're at, so that being the foundation or baseline of OK. Well, you're here, so now I need to adjust how much sugar I put in your tank, how much fuel I give to you, so that way you're not burnt out or just overflow.

LaVonne Shields: 40:10

Need to know where they are. Yes, ok, as a trained leader, you would go. Nope, everyone's got to pass this test at this level. You have to know these things, and that's what I'm saying.

Acacia Smith: 40:19

Like, at a certain point, I do need you to do that. You know, as a leader in general, I need you to hit these markers. I need you to come to understanding that this is your plan, not my plan for you, Right? And so that part of like it goes back to just how do you start from not knowing? How do you lead somebody who doesn't want to drink the water? Lead someone who doesn't want to drink water.

LaVonne Shields: 40:47

Lead them out, lead them out. This is where I live, but those are the I have led you to the door.

Acacia Smith: 40:54

And there's some people who, yeah, like we're saying, they just don't drink the water. But there are some people where I can talk to them from their mindset. Let's get all the fears out. What is your fears about marketing? Where is your concern? What overwhelms you the most? What keeps you up at night? What are you actually? And then, on the flip side, what are you actually inspired about? What do you create? What do you dream about? What do you imagine? What are those things that you write down? Let's use those, because marketing is just starting with creation. We do have to filter all that bad boo boo ideas, all that gunk all that stuff you don't want to project.

Acacia Smith: 41:35

So marketing is all about your representation. It's all about what are you projecting from your inside. So I guess it's really starting with where they are inside.

LaKeysha Cobbs-Hayes: 41:47

So, now that you guys have an idea or, I guess, hopefully a better understanding of the difference between transformational and a trainer, what changes do you feel like you would need to make today moving forward to be, or is that even somewhere you want to go? Do you want to be a transformational leader? I mean because technically you don't have to right.

LaVonne Shields: 42:13

If you're checking the box, as an employee, you have to do the job. I mean, because there are some leaders, some managers, who, hey, my job is to just make sure everyone hits these particular markers. Then there's the other managers who like, but I need for them to want to hit the markers.

LaVonne Shields: 42:28

I need to figure out how, because if they don't want to, then they'll do that. Just enough, at just enough stage. And is that the culture that we're looking for in this environment? No, we want everyone to say, hey, collectively, we want to do this. And in that way, the one or two who are like I'm just going to do my job, I'm going to be the pressure, of that I'm the only one who just wants to do this.

LaKeysha Cobbs-Hayes: 42:50

Oh, absolutely, which, I think, is where we are. That's why we cycle through people all the time, because they are just like oh, you're actually wanting me to do more than just.

Sonya Songer: 43:00

You want me to grow and be a great person, right.

LaKeysha Cobbs-Hayes: 43:03

Like. I'm asking you to be more than just a job. I'm asking you to do more.

Acacia Smith: 43:10

I'm asking you to come in and actually work on you. There's like a grace because I don't know about you guys, but I've never been like, oh, I'm the leader. I'm usually elected to be a leader, you know what I mean. And so that understanding of OK, well, what's my responsibility?

LaKeysha Cobbs-Hayes: 43:27

I walk around in leadership.

Acacia Smith: 43:30

Yeah, no, like she said, if it's mine, it's mine. Not always will I operate in that, because I'm not going to take ownership for something that you're doing. I will easily probably because I am a people pleaser by nature that I will easily take over what you have going on and help you own it as being a, I guess, transformational leader. I would assume at this point, hearing all the details in the conversation, that by nature that's who I am, as is a transformational leader. Because even with the trained people, what I was going to say is, even though they may not hear me at that time, I'm still going to model, still going to live in it, still going to grow where I need to grow, and I truly see those people who at one point would not have listened, just be inspired by actually seeing you know, or watching, just saying, because it's not about the other person, it's about you.

Acacia Smith: 44:28

Yeah, it goes back to you can't teach anyone, you can only inspire.

LaKeysha Cobbs-Hayes: 44:32

Absolutely.

Acacia Smith: 44:33

Absolutely, and you're Carnegie.

LaKeysha Cobbs-Hayes: 44:37

So, knowing there's patterns to transformational leadership, ones top down. So leadership influence filters down, not up. Small to big Mass movements began with a few people, so don't think that you're just gonna walk in there and just be like oh yeah, I got everybody on the line. Let's go, and I love that too.

Acacia Smith: 45:01

We were just talking about going through the fog, like literally going through the fog down the mountain, and I was like you have to take baby steps through fog. We know how fog can get real quick. You can't see Thick, yeah, thick. You can't see anything in front of you, around you, on the side of you, absolutely. And when you're starting off marketing, ceo, hr, all that, that's what it feels like. I don't know what's next when I take this step. I don't know.

LaKeysha Cobbs-Hayes: 45:27

You're not going to know until the clear is up To either. Learn more, do more, get around people who, right, keep moving, you keep moving. That's exactly what's going to happen. And then the other part is inside out, and I think this is probably the most important one, which is your inner values, the term, and your outward behavior, and so, knowing and looking at what are my values, where does this lie? One of the things that we did in the EOS process that I thought was really good was and what?

LaKeysha Cobbs-Hayes: 46:00

does EOS stand for Entrepreneur operating system with our implementer. One of the things that we did was, instead of looking because you know, I as the CEO I'm just like, okay, I'm going to look at, these are the values that I want the business to have. Right, and when you're first starting out, then that's perfect. You need to have that, you need to have some kind of value system, you need to know who you're bringing in and why you're bringing these people in, and you need to have a baseline of what you want. However, a few years later now, you want to read and say, hey, are these the same values that are being represented within the company? So one of the things that we did was it was like okay, well, look at the people around you, Look at the people in your circle, and you can do this just in your friendship, you can do it at your organization, but who are the people? If you can have 50 million of those people in your life, how many of those people would you have? Like, what are? What qualities do they possess?

Acacia Smith: 47:06

What type of people would I multiply?

LaKeysha Cobbs-Hayes: 47:08

Yes, what type of people would you multiply? So if you have, you know, 15 million of Sarah's, then can you know what is Sarah? And body that you like? Right, what is her work ethic is stellar, you know. She shows up and leaves late, right she? She goes above and beyond. She's personable. Everybody likes her. Whatever those qualities are, then that's where you start to dive into your values. And even the same, like I said, when you get around your friends, if you're just like man, this person is draining my energy every time I talk to them. Now that's probably not the person that you want to be around, but if somebody's feeding you and making sure that, you know, not just physically feeding you, but when you're around them, you're pumped up, you're ready to go and you're doing the things.

LaVonne Shields: 47:58

And you feel safe about being in a row, like, hey, I'm thinking about doing this. Right, you don't do that, you can't do that Okay, Right when somebody else goes how are we going to do that?

LaKeysha Cobbs-Hayes: 48:10

How are we going to do that? Where are we going to go? How is it going to work?

Acacia Smith: 48:12

I think you guys have brought that up in the leadership call with the awareness right Of like there's someone you need to have someone ahead of you or your peer and someone behind you Absolutely.

Acacia Smith: 48:24

And being like transformational in that what you're talking about friendships. I was just talking to a friend about that, because we all have seasons, like with our relationships, but our French, my friend, she was. She's not necessarily in the best space, right, she's like a little lost. We all been lost, I'm sure, but it's like when you're lost you're really lost, you're in it. You're talking about how lost you are and I can't keep calling you. You keep lost, you're still lost. I gave you the map, I told you what road, what freeway to hop on. You still aren't lost in the wilderness.

Acacia Smith: 48:54

So it's like some people you got to leave them you know, in the wilderness, because I keep calling you, you find your way back, lost. So it's like we're in the transformation of our friendship. No, I'm not going to give up on her, just like I wouldn't if she was on my team on a regular business or regular team. But to speak to her level of that boundary even for myself, well, I have to protect you. Yeah, I have to protect me my self preservation.

LaKeysha Cobbs-Hayes: 49:19

You also have to have those difficult conversations.

Acacia Smith: 49:21

We have, of course, having those conversations, but then also aiming to where she communicates Well, you need positivity right now.

Sonya Songer: 49:28

You don't need me to sit there talking to you about being lost.

Acacia Smith: 49:33

today you need positivity, right Of some encouragement. I can only give you that with my capacity based off of conversation being where we're at in life right now.

LaKeysha Cobbs-Hayes: 49:44

Well, here's the thing. You have those different conversations, that you're going to have those difficult conversations. Hey, at the stage you are right now, is it more beneficial that we are having constant conversation or is it more beneficial that you go figure it out and come back? And that's part of the conversation.

Acacia Smith: 50:05

If I check in, I'm being positive, but that's somebody I can visually understand from awareness that is behind right. I don't need to sit there and talk to her. There's other people that are poor and poor and poor, and then the influencers that actually mean know. I mean know who I can actually go talk to. But it's so distinct and it's harder too, because it can be a long time friend and I feel like we had this conversation with my two of my longest friends of how to navigate through that within relationships, because it's not like giving up on people is a whole. It hurts, it does hurt. I can say that.

LaVonne Shields: 50:49

I mean from a leadership standpoint. It's not that you're giving up on people or there's a friendship or anything. It's just acknowledging that I'm moving forward and you're not, because the only way to me especially if it's a relationship that has a level of value you might not know exactly where it is, depending on where the relationship is Because you're like you and that space I'm not there, I'm not quite there, but creating that safe space of being able to say, hey, when you get out of this, I am going to be right here for you. That's what's going to do with my sons when they would go through those things, like, okay, so you're here and I get it. How about me when you ready for the next thing? So, when they were going to their event mode and like, okay, so we've been here for long enough, are we ready for discussion? Because I can only sit here in this event mode with you for oh, so long, because now you're stuck there and we can't get out of it Now we're projecting.

LaVonne Shields: 51:46

When are we ready for that stage? But, however, knowing that that's relationship, that's important to me, I'm going to keep feeding into like, okay, so are we ready? Are we ready? Okay, call me later. But if it's someone who and I've had these relationships, I'm like I ain't fucking.

Acacia Smith: 52:02

And those people. Truly, I feel like they do become inspired and I do believe that they are influenced by your work ethic and I was just saying this to my partner as far as my work ethic being the catalyst for everything else in my life, because that's something I can control in a way, but it's something I can manage in self, like I find the best performance in as far as working with people myself, and you know my work, my passion.

LaKeysha Cobbs-Hayes: 52:33

Yeah.

Sonya Songer: 52:36

Well, I mean, I'm just happy with the conversation.

LaKeysha Cobbs-Hayes: 52:42

I feel like this is very productive.

Acacia Smith: 52:45

Transformational.

Sonya Songer: 52:52

Today.

LaKeysha Cobbs-Hayes: 52:53

All right. So transformation requires that you are walking uphill instead of climbing. So what postures do you naturally do? Talking, let's discuss uphill climbing. Thinking, let's contemplate uphill climbing planning, let's strategize about uphill climbing. Surveying, let's talk to, let's ask others what they think about uphill climbing. Studying, let's examine what uphill climbing looks like. And resting, let's conserve our energy before we start climbing. So if you are having these difficult conversations and we're talking, we're not going to stay where they are. We're going to talk about how we can move upward. Thank you, right. So here's some takeaways. What are you doing to lead your transformation, not accept simply training, right? What are you avoiding doing because it's getting difficult? What characteristics of a transformational leader do you need to develop? So those are three questions that you can take away from today, and I just wanted to say, you know, thank y'all for letting us do our little experiment on you guys.

Acacia Smith: 54:17

Yeah, make sure you guys go hop on their leadership mastermind and make sure to listen, learn and take some notes, absolutely.

LaVonne Shields: 54:27

I'm a marketer.

Acacia Smith: 54:29

That's what you do. Ceo all day.

Sonya Songer: 54:33

Gang gang, all right gang gang.

LaKeysha Cobbs-Hayes: 54:36

So when we do our true CEO leadership live, it's not just about what it takes to become a CEO. It's also maintaining and looking for opportunities to grow personally, professionally, you know, financially. That is that is the goal here. It's not just, you know, it's a holistic growth process. We're not just here just to show up one day and be like all right, I'm the CEO, now pay me my money. You know my 50% in a company and you probably not going to make it.

LaKeysha Cobbs-Hayes: 55:11

You know, that 50% of revenue means that you ain't doing something right. A good growth trajectory as far as revenue touch the money. So anywhere between 20 to 25%. So just know that. You know, if you got into it and you see, you know multi million dollars coming into your company and you're also not making a difference in people and you think that you're supposed to get half of that that you know it's probably not going to happen. You got some work to do.

Acacia Smith: 55:42

So what the money comes the mind. So we need the impact.

LaKeysha Cobbs-Hayes: 55:46

You need to become a transformational leader, gotcha. How do you become? Those are the questions that you should be asking yourself. How do I become a transformational leader?

LaVonne Shields: 55:55

The skill sets that I get to develop in me allows me to be able to do better with other people.

Acacia Smith: 56:01

How about, even though the deeper level of in this conversation, I think, is accepting that is the imposter syndrome that comes with it, because that's?

Sonya Songer: 56:11

a whole other conversation.

LaVonne Shields: 56:16

To me is a whole transformational lifestyle.

Acacia Smith: 56:19

You have to have a transformational lifestyle yourself, to be a transformational leader, and accepting that might be not as easy for everyone.

LaKeysha Cobbs-Hayes: 56:30

Well, I think the place you start is becoming a leader and learning how to grow, how to grow as a leader. And growing as a leader is not just, like I said, it's not a, it's not positional Right, it's not. It has nothing to do with your career. It has to do with your passion, it has to do with your purpose, it has to do with you, and if you can't look in the mirror at yourself and you're going to have a hard time being on the mirror and holding other people accountable.

LaVonne Shields: 57:01

The picture is so huge when you're talking about leadership. It's not just the job title and the check that comes with it and the oh. I have 50 people underneath me and me poke my chest out. What are you doing with those people? You know it's the same thing with in sports, with coaching. You know you have people.

Sonya Songer: 57:17

Yeah, I'm the head coach.

LaVonne Shields: 57:18

Okay, have you developed any of these players into being anything more than just a player? Yeah, probably not. You train them to win. However, now they out there in the world acting like fools.

LaKeysha Cobbs-Hayes: 57:30

Yeah, that's a reflection on you it is. That's a reflection on you.

LaVonne Shields: 57:35

People like to isolate that they're like well, no at work. You know that's not the only time that I have to deal with that. No, everything is connected Absolutely.

LaKeysha Cobbs-Hayes: 57:43

It's connected.

Acacia Smith: 57:44

I think those two is funny that you guys said that because, like I feel like my coach that I had in high school, coach Hill, he was a transfer of a national leader. He was not going to just sit there and train us on the basics. He's going to show us the stats you in the paint, you outside the paint, what that looks like, your percentage, how this reflects to you, the team, everyone else around you, absolutely. And this is calculated by the team. So whoever is leading, that there's still leadership within each level. So it was like frowned upon, though Well, he was doing. Hmm, it was frowned upon, and I can say for myself You're a trained leader.

LaVonne Shields: 58:24

You know the sport. Teach them the win.

Acacia Smith: 58:27

Why are?

LaVonne Shields: 58:27

you still?

Acacia Smith: 58:28

talking. What is the story about? Like I said, why am I hearing multiple stories? What is this, what is that, what is that? But these are deeper things that happen in life that I'm teaching and transforming you to become not just a basketball player, as the current example.

LaKeysha Cobbs-Hayes: 58:43

And not only that it's your responsibility to train up the youth.

LaKeysha Cobbs-Hayes: 58:47

But that's your responsibility, is it's a round to make sure that you are a well rounded athlete and not just someone walking around. And, matter of fact, a well rounded person and I think that's the biggest thing is what did you get into this? And I know you know, as you're getting into your business, as you're getting into your life, you are very One sided. You're looking at this one entity. If I can only just do what I want to do, right, I don't want to have to listen to people. But not listening to people also comes with some other responsibility. It comes with consequences. We still have to make sure that people are developing right.

Acacia Smith: 59:32

So I don't know when it comes back to yourself and being confident in that, because you're going to go against the norm a little bit, absolutely, you're not going to be a transformational person inspiring others to be transformational themselves.

LaVonne Shields: 59:47

Because, as we all said, you're going to go through that journey. So you're not willing to go through it? And how could you actually ask anybody to go?

Acacia Smith: 59:54

through it. I just want to be real about that part.

Sonya Songer: 59:59

Yeah, if you're not willing to go change a diaper you're not willing to.

LaKeysha Cobbs-Hayes: 1:00:04

you know, whatever the dirtiest job that you have in your company, if you're not willing to do it, then how can you ask other people to do it? How can you ask other people to do it when you're not willing to? And I think that's the big thing about becoming a transformer Anytime somebody leaves, I am. That is a personal thing. What did I do and how can I make sure that it doesn't happen again? What responsibility do I have on each individual leaving? Where can we improve this process? I'm not going to get it right 100% of the time, but if I can improve at least 10% on what I did, then I did something to get to the next step.

Acacia Smith: 1:00:49

That's that marketing proven process. What is your proven process and how do you teach that to others? Your business yourself? Gotcha Leadership, oh okay.

Sonya Songer: 1:01:04

I'm out of here Sonya. Well, thank you so much for joining us today in our discussion about transformational leadership. Hey, LeVon, how can they find you to get some transformational leadership on accounting?

LaVonne Shields: 1:01:21

So you can find me across all platforms at the accounting strategist. So if it's, if you search it and that's where I am, that's how you go, that's. Instagram, facebook, linkedin. All of the you can find me there on the website is the accounting strategistcom Come on over.

Sonya Songer: 1:01:41

How are you transforming people?

LaKeysha Cobbs-Hayes: 1:01:44

How can?

Sonya Songer: 1:01:44

they find you to be transformed oh my goodness, how can they find me?

LaKeysha Cobbs-Hayes: 1:01:49

I'm all over the place. Let's see. You got LaKeysha Cobbs-Hayes at Instagram and Facebook. You can find us under strategic underscore behavior on Instagram and Facebook. Actually, strategic behavior consultants One of the things that LaVonne and I do. We have a true CEO leadership mastermind or mentorship, I should say where we have these deeper discussions with smaller groups and on being able to change your life and change your purpose, or get a purpose for that matter and we do that all.

Acacia Smith: 1:02:29

Pick one up.

Sonya Songer: 1:02:31

Get your life is what she's saying.

LaKeysha Cobbs-Hayes: 1:02:33

We hope you to get your life. You know that happens on Tuesdays and Fridays. Hey, I like that actually. So you can find us at true CEO podcast, where we are looking at both the leadership aspect of the true CEO process and then also the accelerator program, where we help you go from working in your business to working on your business and get into that seven figure mark.

Sonya Songer: 1:03:09

Okay, yeah, Are you transforming people in marketing? How can they? How can they find you for that transformation?

Acacia Smith: 1:03:15

They can find me and coaching with true CEO. So our strategic behavior consulting, yeah, calm. So WWW dot and make sure that you guys hop on there, because you get exclusive access to us as marketers, with black management for coaching, mentorship and then as well, if you just want to find us and follow and get your discovery call to find out where you are, you can follow us at BLCK, dot, mgmt or any and anything else. What about you?

Sonya Songer: 1:03:46

Sonya, you can find me for transforming the human resources department within your organization at bossy HR. I have a website bossy HRcom. Facebook, linkedin bossy HR. You can find me under my government name on Twitter.

LaKeysha Cobbs-Hayes: 1:04:09

Sonia Songer.

Sonya Songer: 1:04:14

And on LinkedIn, I am only bossy HR, so Instagram.

Acacia Smith: 1:04:20

I'm sorry.

Sonya Songer: 1:04:21

I'm sorry, you're right. Linkedin is bossy HR, and then Instagram.

Acacia Smith: 1:04:25

LinkedIn too. No, not LinkedIn too, just Instagram. If you find bossy HR on Instagram, that's still her too. Yeah.

LaVonne Shields: 1:04:34

It will still be me. Just ask why I have no content.

LaKeysha Cobbs-Hayes: 1:04:38

Exactly the content is actually on only bossy HR, all right.

Sonya Songer: 1:04:45

All right, thanks everybody, adios.

Acacia Smith: 1:05:00

Hello.