Navigating Leadership Dynamics with Conversational Intelligence | Regina Huber | Episode 326

Scott McCarthy [00:04:27]:
Regina, ma’am, welcome to the show. So good to have you here today.

Regina Huber [00:04:32]:
Thank you so much, Scott, for having me on. I am truly looking forward to our conversation.

Scott McCarthy [00:04:38]:
Well, we know we have a good time because you’ve had me on your podcast. Now you’re over on my podcast. So let’s just keep kinda keep the party rolling, shall we? But today, we’re here. We’re talking about the thriving leader. So first thing out of the gate is, you know, when we say thriving leader, what what do we mean by a thriving leader in the first place?

Regina Huber [00:05:02]:
Well, a thriving leader is somebody who enjoys his leadership in a nutshell. Right? And who gets value from it while providing value. So, I think that’s what summarizes it best. We often talk about fulfillment. We talk about satisfaction from the work we do. We, of course, also want to keep our stress levels low. And with that, the stress level of our teams. Because as leaders, we also impact our teams through who we are and how we show up, how we present ourselves through our attitude, and, everything that really flows into our leader presence.

Regina Huber [00:05:44]:
And the thriving leader, I actually built a whole formula around this concept for my coaching clients because a lot of my clients are quite successful. And, sometimes, yes, they do want a promotion. We also work on these things. But a lot of clients come to me also because they are very stressed. And some of them are even close to what they call burnout. And we also wanna address that. A lot of other clients might come to to improve their dynamics with their teams, their communication with their teams. So it all flows together into this formula, really.

Scott McCarthy [00:06:27]:
I love the beginning there, you said. Yeah. I mean, like, to want and and and enjoy being a leader because it ain’t it ain’t for the faint of heart. Right? This is a tough gig leadership. It isn’t for everybody. I I fully will admit that. Even though I say leadership is for everyone, but, like, leading teams and leading big companies and organizations is tough. Right? So I really enjoy the the the start of this.

Scott McCarthy [00:06:53]:
When you say it’s a formula, I think of, you know, pieces of a formula. Right? Like, you add in a little bit of this, a little bit of that, pinch of salt on the top, maybe a cherry or 2. So let’s hear what, you know, what are the different pieces to this formula that enable leaders to, start thriving and not necessarily kinda, like, feel like they’re diving, dying?

Regina Huber [00:07:12]:
Yes. Just like you, Scott, I have developed several different, leadership frameworks and coaching frameworks to work with my clients. And also so that just people know what I’m all about in my coaching. Right? Because that’s, I think, what frameworks are for so that our potential clients can decide whether working with us is a good fit, whether it fits their needs, whether, you know, it we are sort of on the same page with how we think about how the world works maybe. And, and and this is why we create frameworks because in the end, then all the 1 on 1 coaching is really customized to every single person. The frameworks then help us stay on track and and make sure that we cover everything that is relevant for that person, right, that we want to support. And so that also, as I said before, people can figure out who we are as a coach. Now thriving in the thriving leader formula is an acronym.

Regina Huber [00:08:15]:
And so it’s a pretty long acronym, you know, as you can see. But I think we have Hey.

Scott McCarthy [00:08:21]:
I’m in the army. We just love our acronyms, so I got no issues with it whatsoever. But, yes. Okay. Let’s, let’s hear what it what it stands for.

Regina Huber [00:08:30]:
Right. And I know as it usually happens with long acronyms, sometimes you have to force it a little bit so that it actually works with the letter. So, stay with me here. And everybody can also read along or read it after maybe on my website, transform your performance.com because there is actually a a a dedicated page about about my frameworks. So if this is too much to retain right now, don’t worry. Right? So the t stands for transform. Transform your career and leadership goals into a powerful appealing vision that you are excited to implement. Because, of course, without a vision, we don’t know where we’re going.

Regina Huber [00:09:15]:
So we really want to be clear about what our vision is so that then we can determine our goals, which we could also call our milestones. And a lot of times people think that goals come before the vision, but actually, it’s the vision that comes first. And that’s also why it stands at the beginning of the framework. I’m often surprised, Scott. I don’t know if you’ve had the same experience. How many clients come to me and when we talk for the first time, they do not have a written vision?

Scott McCarthy [00:09:46]:
Yeah. It’s super common.

Regina Huber [00:09:48]:
Right.

Scott McCarthy [00:09:49]:
Same thing with my my clients.

Regina Huber [00:09:52]:
Right. And I think it’s less common maybe with entrepreneurs than with employees because we are more used to having a vision as entrepreneurs. And we Yeah.

Scott McCarthy [00:10:02]:
What sorry to cut you off. What I find, though, is entrepreneurs focus on the business vision

Regina Huber [00:10:08]:
Mhmm.

Scott McCarthy [00:10:08]:
Advice their leadership vision.

Regina Huber [00:10:11]:
Mhmm. Yeah. That’s a really great point.

Scott McCarthy [00:10:14]:
On the difference there. But, sorry. I cut you off there. You know? It’s it’s your short episode, not in my show, so feel free to have at it.

Regina Huber [00:10:22]:
No. No. No. Please do interrupt me with questions anytime. This is a conversation. Right? So, yes, absolutely. That is so true, what you just said. So sometimes we only focus on the business vision and we don’t put enough emphasis on our own leadership vision.

Regina Huber [00:10:40]:
Right? If you have a team or maybe even want to lead a community, whatever it is for everybody, then we also ideally have a a vision for that leadership. What what does it look like? What style do we want to apply or what approach? Right? And and who are we even so that that can be embodied in that leadership presence and and reflected in that leadership presence. Right? So maybe if if it’s right if it’s okay with you, I would move on to the next letter for now. But Yeah. For sure.

Scott McCarthy [00:11:14]:
What I’d like to see is, you know, let’s let’s just kinda, like, you know, do the top, the, you know, high high level. Okay. This is what they all stand for. This is the meaning behind them. And then we got I’m gonna kinda cherry pick some interesting ones. Obviously, I won’t take all your all your, all your thunder and get you go through everything in deep deep detail, but let’s look at a few interesting ones for sure. So that’s how I’d

Regina Huber [00:11:35]:
like to

Scott McCarthy [00:11:35]:
go about this.

Regina Huber [00:11:36]:
Let’s do it. So the h stands for hardness. Harness your strengths and potential in new ways to open unexpected possibility. And this is both unexpected possibilities for yourself and for your team. And then the r stands for raise and up level your leadership of self to automatically strengthen your leadership of others. Because I like to say that leadership of self comes first. So there is no effective or no sustainably effective leadership of others if we do not know how to lead ourselves. I stands for ignite.

Regina Huber [00:12:09]:
Ignite your leader presence to enhance your your presence to your charisma, your visibility, and hopefully with it also your influence and your impact and through that again, your fulfillment. Right? We verbalize effectively. Build trust with all stakeholders through your communication. One methodology that I personally like to use is conversational intelligence for that verbal message. And then there’s, of course, many other components to communication as we both know. Right? I’m sorry. I’m I was already there. For I is incentivize consistent team engagement to bring out the best in every single team member.

Regina Huber [00:12:56]:
What we do here is we we want to delegate effectively. We want to delegate according to, to growth with growth in mind and without micromanaging. N is negotiate successfully to get the results you want. And this again includes negotiating for yourself. Like for example, if you want a better compensation package as a leader, you need to know how to negotiate for that. If you’re in corporate, for example. Right? G, gain command over your schedule through habits that minimize stress. This is all about prioritization.

Regina Huber [00:13:34]:
A lot of people call it time management. I do not for very good reasons. And it’s also about time or resource allocation. Okay? So these are the all the letters I think now.

Scott McCarthy [00:13:48]:
No. They definitely are. And I see so many commonalities between your framework and my ideologies of, of leadership. So I talk about 3 domains of leadership, which is actually kind of the middle portion of my framework, which is actually currently being graphically designed to be much more clearer than what I could ever make it clear, in a graphic design work, but that’s actually the inner part. So in my framework, the three domains of leading yourself, leading your team, and leading your organization, that’s the so that’s what I speak about. That’s the hue, but I I like I see a lot of overlap and a lot of commonality between the rest of my framework, which is if we talk about what the what of leadership is, I talk about human interaction, resource management, and decision making. Those are the 3 components. And when you bring those three things together and you you start leading, and then finally, we how we execute those, the whats through the who’s.

Scott McCarthy [00:14:47]:
The execution strategies we use, here at Moving Forward Leadership is psychological safety for your teams, character based leadership for yourself, and then a balanced alignment approach for your organization. So very similar very similar indeed. So what I’d like to do is dive into we we we talked a bit about it already, but I wanna go deeper with transform and vision. And you hinted at something is that, like, a lot of leaders don’t often have a vision, and I agree with you. Or I find as I said earlier, I find that a lot of entrepreneurs, they have a vision, but it’s just business, business vision. Right? But do you need a vision for yourself too? So first question is, why do you find that happens? Like, why why are leaders just not doing this? And second thing is, you know, what makes up a great vision for the leader? What should they be thinking about when they are thinking of a vision, and how might they go about, like, setting themselves up for success to achieve that vision?

Regina Huber [00:15:44]:
Yeah. First of all, I believe that a lot of people think that, oh, it’s in my head. You know? It’s on my mind, so that’s enough. I know what I want. Some don’t even know what I want exactly. At least not if they had to articulate it. Right? But what happens is if we don’t write it down, then it’s not really as clear and it’s sort of wishy washy. It’s it’s sort of a blurry picture that we have on our minds.

Regina Huber [00:16:15]:
Right? And once we write it down and we really force ourselves to articulate it to become to be clear, to use concrete terms as well. And to write in present tense as if it were already happening, we can imagine it now. We can visualize it or envision it, if you prefer. And, and that then allows it to come alive. Now our subconscious also picks it up and it starts working with it because now it has seen those pictures, those images. And our subconscious, it’s what usually it remembers best, those pictures. Right? So now also it helps us when we when we write it down, it helps us to figure out whether this is really what we want. Sometimes we think we want something, but when it as soon as we take the time and make the effort to write it down and to read through it again, it turns out we realize that it might not exactly be what we want.

Regina Huber [00:17:27]:
There might be something more preferable instead. Right? And, so there are many different reasons why we should write it down. First of all, as I said, because it becomes clearer. Our subconscious changes its filters accordingly more easily. And, and we can visualize it. We can even record it and listen to it while we walk, for example, so that it gets really, really ingrained and and it starts rewiring our brain, right, in a way. And our brain now automatically looks for ways to materialize to implement this vision. You know, a lot of times well, I I sometimes compare visions to dreams because they are a little bit similar.

Regina Huber [00:18:19]:
Right? Oftentimes, we hear, well, you know, dreams don’t come true. Plans come true. But there are no plans without that dream or that vision. So you wanna be clear on what that vision is because the vision comes first, then come and then you can set goals within that vision and make a plan.

Scott McCarthy [00:18:42]:
Couldn’t agree more with that last bit there. Like, I had a guest on the show once, Dane. Okay. Forget not that I forget. I could never really truly pronounce his last name properly, so it didn’t stick. My apologies. Anyway, it was all about it was all about dreams, and he his book was titled The Dream Machine, and that’s kinda very similar to what you just said is that, you know, in order to make the plans, we have to have that dream in the first place and to have the from the to me, like, the vision is the connector between the dream and the plan. Right? Dream’s like this beautiful overarching thing, which, you know, a lot of it may not come true, but may come true.

Scott McCarthy [00:19:24]:
Like, I dreamed I’m gonna win LottoMax, and I envision what I’m going to do with that $65,000,000, but I need a plan. Right? I need a plan to actually oh, okay. Go buy the tickets. I have to do this and and all this other stuff. But but at the same time, we need we need to have those dreams and visions too. Like, as we said, easy. Entrepreneurs. Right? They dream big.

Scott McCarthy [00:19:45]:
We’re both entrepreneurs. We dream big. Like, I have a a big dream of for leadership. I have a vision. But at the same time, you know, we need to make those plans to execute because we can’t just leave it, to willy nilly. As my dog, it cuddles up into my armpit. Sorry.

Regina Huber [00:20:04]:
I love dogs.

Scott McCarthy [00:20:06]:
I appreciate so I appreciate all that. Oh my god, Sophie. You are nuts today. Yeah. You you wanna be on the show, don’t you? So, anyway, so I really appreciate that, and I appreciate, you talking about the vision. And one thing I really liked was that tactile thought, thing that you mentioned was, like, record yourself and then listen to it maybe as a walk or or stuff to engrain that in your head. And I used to do some studying in NLP, and there’s a lot of neuroscience, research behind the the power of that. So that’s such a great idea for the listener out there.

Scott McCarthy [00:20:42]:
The next thing I’d like to tap into is this conversational intelligence, CIQ, that you’ve mentioned. I’ve first time I’ve heard of it, it’s got my interest peaked. So I’d love to know more, like, conversational like, I’ve heard of e, you know, e, emotional intelligence. You got your IQ, your EQ. Now we’re talking c q, c I q, like, I got so what is this one? You know, what what do we mean by it? How do leaders know if they’re exercising it and such? So I’d love for you to take us through that part.

Regina Huber [00:21:15]:
Yes. Conversational intelligence is a methodology that I studied. It’s not mine. It is it was created by Judith Glaser and her team, which is called Creating We. The team is still you know, Judith Glaser has left her human body already. But the team is still active and, they created a specific program for coaches to use the their tools. So they have beautifully designed conversational intelligence techniques. They’re one of them is what they call the or we call the the the conversational dashboard where we define where each team member is on that dashboard and whether they are really in the in the cocreation mode, which is the high trust mode that they that we want them to be or whether they are more on the other side of the diagram, which is more in the skeptical mode.

Regina Huber [00:22:14]:
And, and and we work with that. Right? So this conversation intelligence focuses a lot on building trust through language. And building trust through sometimes specific words and sometimes also just really figuring out when we draw conclusions, what are our conversational blind spots and how can we counteract those blind spots so that we can have more fruitful conversations? When for leaders, is it maybe a better idea to use the we form than the I form and the other way around? Because it’s not certainly not always a better idea. And and and and things like that. Right? So it has a series of tools and, also, there is a book with case studies that if you would like to find out more about it, you could pick up where the methodology is explained on practical cases where, for example, international teams that had a lot of prejudices against, each other, and therefore, that communication and that collaboration was not functioning ideally, where through the use of conversational intelligence tools, they were brought together and they were now able to actually work together, in a much better and much more satisfying way, not just in terms of their results, but also it felt better for them as as team members. And so this is not just for use within the team, but also across teams, of course. And with for within the team, well, conversational intelligence is also really there for you as a leader to navigate more successfully through team conversations and really any conversations, any negotiations because we negotiate constantly in business and in life, really.

Scott McCarthy [00:24:20]:
I feel like I need a full podcast episode just on this topic. It’s piqued my interest for sure. So, thank you for all that because, you know, it just really resonates and just yet another great tool that a leader out there can, you know, pop in their toolbox and bring it out at the appropriate time. Right? Because I always say that, you know, I don’t know about you, but as a coach, one of the questions I often get is because I teach the different leadership styles. There’s and, they go, well, what’s the best one? I’m like, all or none. And often, the client kinda give me a odd look and scratched their head and, like, what do you mean all in all? There’s gotta be one that’s best. I’m like, no, man. Like, it’s either like, depending on the scenario in front of you, you have to find the right style to fit that scenario.

Scott McCarthy [00:25:13]:
And I teach what I refer to as the leadership spectrum, which it’s very similar to similar kinda what you said there of, like, deciding, you know, is it the I language or the we language that is best suited for that conversation. Right? And I teach very something similar where, you know, basically, how hands on you off you are to how hands on you are to a specific scenario that’s in front of you, and that’s kind of this the sliding scale that you need to work within as a leader. So this is why it’s like, okay. This is yet another tool that the leader can pop into their toolbox of that scale, bring out when it’s appropriate, put away when it’s not appropriate. So I’m I’m gonna have to definitely dig more into this. So thank you for bringing this to, my attention, Regina. Sure. The final the final, one which I’d like to dive in, because like I said, I don’t wanna steal all your thunder.

Scott McCarthy [00:26:05]:
I wanna leave the audience take a little little taste in their mouth, the little frothy at their mouth. They want to learn more from you. But the final one I’d like to dive into, which I feel could be very tactile, something that the leader can implement, like, basically right out right out of this podcast. So that’s gain gain command over your schedule through habits. I love habit tracking. I love habit building. I’m very structured type person. Shocker.

Scott McCarthy [00:26:30]:
I I’ve spent 23 years in the army. That should be no surprise to anybody, but I find that the habits really, like, set you free. Right. So I’d love to hear from you about how we can grab command over schedules because so many leaves out there just find that they’re just like, oh, I’m running ragged, and I my tires are spinning. At the end of the day, what did I achieve? Nothing. I feel like I achieved nothing, but yet I I was running ragged the whole day. So I would love to hear about, you know, commanding your schedule, building strong habits from your perspective.

Regina Huber [00:27:01]:
Yeah. So first of all, ditch time management. Don’t say it that way because you cannot manage time. Time does this. What you can manage on the other hand are your activities, your priorities, your resources within a certain time frame. Right? You can allocate, allocate resources, which includes your energy, by the way. And, what that requires is to first know what your priorities are. So what are your priorities? And priorities shift over a lifetime for an individual, for sure, and they shift within a business.

Regina Huber [00:27:39]:
So what was a priority yesterday is not necessarily one today. And, of course, we have all these famous tools like the COVID quadrant and and all of that, and it’s helpful. But maybe it’s not everything. Right? Because there are days when you might need, especially as a business owner, you you know, you might need a little bit of a lighter day sometimes also. What and and then all of a sudden tomorrow, you are again in full gear. Right? It could be health related, but it could also be that, you know, just you you just need that that break. And we are also built differently. I don’t know if you are familiar with human design.

Regina Huber [00:28:22]:
So human design gives us, insights into how we function in terms of our life force energy, for example. And it might not speak to everybody. It’s just a suggestion. You know? Or there are different types of of methodologies out there. So I have found, for example, that I’m not somebody who has sustainable life force. Function best when I take breaks from time to time, and I actually borrow life force and I reinforce it in I I amplify it, I should say, in others while these people are with me. So I’m somebody who also is an and that depends on everybody. Right? I I I consider myself an ambivert according to tests that I have done.

Regina Huber [00:29:09]:
That means that, yes, I’m a very social person, but then also I need my alone time. Like, after a long conference, I need a break in the evening with myself. Right? So everybody’s different. And I think we need to respect that in the way we work. You know, there are lots of theories around, okay, how many breaks you should take, how you should schedule your day. Should it be half hour half hour, units in your calendar or not, you know? And that might all be valid, but it might not be for you. You know, your sleeping times might be different than other people’s ideal sleeping times. And that also sometimes depends on your activities because I, for example, I spend a lot of time right now in France, but my business is based in New York City and my residence is in the US.

Regina Huber [00:30:02]:
It’s just that I’m here right now. So I have a lot of evening activities. Plus my dance classes are also in the evening. So oftentimes it gets late. So I’m not gonna maybe, although I like it when I do it, I might not get up at 5 every morning because then I would not be rested. Because a lot of my activities are in the the late afternoon and in the evening. So when would I rest? Right? And so I think everybody needs to respect themselves as well at the same time as they might want to increase their, what we call productivity. I think it’s really actually more important to to focus more on the outcome and on the results you want to achieve.

Regina Huber [00:30:47]:
Because you can be very productive 24 hours a day and not achieve what you want. And and, you know, yes, habits. I wanna get back to your habits question also. Yes. I do have habit habits in the morning. They might again not be the same as everybody’s. And I know you shared your, most, you know, meaningful habits, when we talk in the episode for my podcast, Rise to Lead. And they are very they’re great habits.

Regina Huber [00:31:17]:
Right? And for some people, some of them might not work because they I always say, you know, choose something in the morning that sets you up for the day that makes you also feel good. Because if it’s just, like, something that you don’t really wanna do, then you’re already starting the day in the wrong way. Okay? Yes. You might not want to exercise in a strong way then as you, I think, also mentioned back then when we talked, well then take a walk. Get some movement into a body somehow. That is definitely a good idea, but also integrate things that that that make you feel good too. Okay. For a lot of people, it is meditation.

Regina Huber [00:32:08]:
Some people when they’re already very nervous or in an anxious state because they feel like they’re overwhelmed, although all of these things are actually just fear in reality. But, you know, that that’s something to reflect on maybe. But let’s just say you, you think you’re anxious or you think you’re in overwhelm then, or in burnout or whatever. And then you, and somebody tells you, Oh, you know, just meditate. Then that might not always work right away because your brain goes like, Google. Right? So, but you have all those deadlines. But what if, you know, but what if you don’t do that now? And so you might need something maybe a little bit more active to get into that habit, into that practice. And then you add on meditation.

Regina Huber [00:32:57]:
So for me, it is meditation. I also love, Brian Ridgeway’s work. So I do quite a lot of that. Sometimes that requires me sitting, breathing, and listening. And in that way, dissolving things that I want to dissolve. I, do do love to dance, although I do most of that in the evenings because that’s when those classes are and whatnot. But I also need to practice sometimes, so I like to do that in the morning. And I love to bike to just be in movement because I sit already enough hours during the day to sit during the rest of the hours too.

Regina Huber [00:33:37]:
And that’s me. You know, find what’s right for you.

Scott McCarthy [00:33:40]:
I love the overarching message. You just wrapped it up beautifully right at the end. You know? Find what’s right for you. And thank you for mentioning, you know, the and I fully admit in that article and the podcast episode that accompanies it. It was like, I don’t do all 8. I’ve tried. Didn’t work for me. Meditation? Sorry.

Scott McCarthy [00:33:58]:
It doesn’t work. Journaling? Nope. Definitely don’t do it. But I think the overarching message for to the leader out there is to know that, like, you know, try things. If they work, amazing. Double down. If it doesn’t work, at least you can put a hand on heart and say, hey. I give it a honest opportunity.

Scott McCarthy [00:34:14]:
And it just it didn’t work for me. And that’s okay because, like you said, we’re all different. Like, sorry. I’m a terrible dancer. You will never see me in a dance class. Maybe I should take them. Yeah. I have a few weights

Regina Huber [00:34:25]:
there, Scott. I have a few weights lying there. They are not very heavy weights. But you know what? I don’t like the typical gym stuff. It bores me throughout the weight. But you know what? I put on some music or I go outside and say, hey. I look at my beautiful garden or whatever. You know? And I just do, like, 50 whatever.

Regina Huber [00:34:41]:
Right? And 50 of those and 50 of those, and I enjoy the sunshine in between or while I’m doing it. And I I make it work. Put on some music that I love listening to or something else that I love listening to, like your podcast. And and then it all of a sudden takes all the weight away from it. The weight from the weight.

Scott McCarthy [00:35:02]:
If you do what you love, you know, it’ll never be a day’s worth of work, or it’ll never seem to be an overarching effort. Yeah.

Regina Huber [00:35:08]:
Takes the weight out of

Scott McCarthy [00:35:09]:
the way. It’s been fantastic. Again, so really enjoy enjoying the conversation. Before we wrap up here, last point, not last, but the second last, I guess, is, is there something that, you know, sticks out your mind that’s super important for the audience to know, whether that’s about thriving leader formula or something else that you teach that you’d like them to walk away with today that we haven’t touched yet?

Regina Huber [00:35:31]:
Well, yes. And I think this is really relevant for anybody, not just for leaders, but especially for leaders so that they don’t think they can do it with their team members. No one can empower you but yourself. You know, you can guide your team members to empower themselves. Always remember that because the power is already inside of them. It’s up to you as a leader to see it, to recognize it. Just like the potential and they are related. Right? So empower means to put power into someone.

Regina Huber [00:36:07]:
You don’t need to do that because it’s already inside of you. It’s already inside of everybody. And it’s it’s your job as a leader to help your team members see that.

Scott McCarthy [00:36:17]:
Wow. That’s mind upon. That’s super powerful and empowering. I love the I love the, I love the message there for sure. Final question of the show. How can people find you, follow you, be part of your journey? Shameless plug time. Have at it, ma’am.

Regina Huber [00:36:35]:
Yeah. So my website is transform your performance.com. That’s also the name of my business. Trans Form your performance in all possible ways. My I have a new book coming up, which is called living my freaking amazing life. It’s my second book. It’s actually a leadership book, but it’s not your typical leadership book. It’s a bit different.

Regina Huber [00:36:56]:
It’s about the leadership wisdom that I gained through my very eclectic experiences on several different living and working on several different continents, also traveling. And, yes, my, my YouTube channel is just Regina Huber, so that’s easy enough. My LinkedIn is the same, Regina Huber. So linkedin.comforward/inforward/reginahuber. My book is on Amazon on preorder right now. I have a second book on Amazon as well, which, helps you prepare for challenging speaking situations just to really prepare in in terms of your presence and also your mental presence. And then, my gift is an outstanding leadership of self and team playbook. I always like to keep it playful.

Regina Huber [00:37:47]:
So it’s not called a workbook. It’s called a playbook. And, you can find that at transform your performance.comforward/outstandingleadership without the www. Okay. So transform your performance.comforward/outstandingleadership. It’s there for you to play with it. And these are the most important links. I’m also on Instagram and on Facebook.

Regina Huber [00:38:12]:
And, yeah. But these are the most important links.

Scott McCarthy [00:38:15]:
Awesome. And for you to listen, it’s easy as always. Just go to the show notes of this specific episode, and you’re gonna find all the links there. One click, boom, new new window pops open and takes you right to them. So, again, thank you for listening, Regina. Thank you for joining us, taking time in your busy schedule of your world travels. Currently in France, absolutely am jealous of you. It’s been a while since I’ve been on the airplane.

Scott McCarthy [00:38:38]:
So but thank you again for taking time out of your schedule. I really appreciate it.

Regina Huber [00:38:43]:
Well, thanks so much for having me, and thanks to your doggy for being patient with us.

Scott McCarthy [00:38:49]:
I’ll pass it on.

Regina Huber [00:38:52]:
Get a little treat now. Yeah. Exactly. Again. It’s been a pleasure.