Episode Transcript
[00:00:00] Speaker A: Bienvenidos a Líderes Inquebrantables.
Soy José Pereyra y hoy hablamos del verdadero liderazgo frente a los mayores retos.
Esto es Líderes Inquebrantables por Now Media Televisión.
Bienvenidos a Líderes Inquebrantables. Soy su anfitrión José Pereyra y hoy vamos a profundizar en lo que realmente significa liderar. Con frecuencia el liderazgo se confunde con los títulos, con la autoridad o con el control.
Pero el verdadero liderazgo va mucho más allá del poder. Se trata de integridad, influencia y capacidad de inspirar a otros a crecer.
Mi invitada de hoy, su nombre se llama Julie Duncan.
Ella es una coach de high performance en Crystal Clear Business Strategies.
Ella ayuda a los líderes a alinear su desarrollo interior con resultados estratégicos, guiándolos a liderar con autenticidad y propósito.
Además, ella es una autora best seller en Amazon y es una reconocida conferencista internacional.
Judy, bienvenida a Líderes Inquebrantables.
Vamos a comenzar desglosando la esencia de lo que es el verdadero liderazgo, lo que es y lo que no es.
Nuestro tema de conversación de hoy en liderazgo va a ser hablar de que él mismo no consiste en tareas, sino en influir sobre las personas.
Este segmento explora los elementos claves que definen el liderazgo auténtico de Authentic Leadership.
Vamos a hablar de la humildad, o en inglés, humility, autoconciencia, empatía, empathy y el valor de actuar con integrity, integridad, incluso cuando nadie te observa. Entonces, te quiero hacer la siguiente pregunta.
¿Qué crees qué diferencia a un verdadero líder de alguien que no lo es? Sé que simplemente gestionan las personas.
¿What set the difference in the leadership?
[00:02:16] Speaker B: Thank you so much, Jose, for having me. I'm honored to be here and this is a topic very near and dear to my heart. So what I believe differentiates a true leader from someone who's simply managing people. ¿Is this the number one? ¿Job of a leader is to do what? Develop new leaders. ¿Right?
True leaders understand this they know the need to empower others. ¿And this in turn, what does it do? We empower others who create more leaders in our business. It lightens our load, it creates loyalty and it strengthens our teams. ¿Right?
So managers play a very key role. Their job is to manage systems and processes. Their job is to inspire transformation leaders. Job is by our transformation. So, there are two different entities. ¿Each plays a very important role right? So leaders pull people toward a vision they believe in, while managers push people toward a target that they can hit and they're told to hit. So they're different, but both are very key in the leadership and the business world.
[00:03:30] Speaker A: Tú acabas de hablar algo bien interesante que es la diferencia entre ser un buen líder y y ser simplemente un gerente.
Vamos a hablar de dos temas que son muy importantes, que es la humildad o la humility y la autoconciencia.
¿Cómo estas dos cosas, la humildad y la autoconciencia, conforman a los grandes líderes?
[00:03:59] Speaker B: Help great leaders. Lead by what Humility enables leaders to listen to more than they speak. ¿That's a great leadership skill, right? Admit mistakes and learn from them value other contributions and perspectives and build trust through authenticity. Those are key elements of humility and they're very important in the leadership role. ¿So what does self awareness do? Self awareness allows leaders to recognize their strengths, their limitations, and understand how their actions have an impact on others.
It allows them to make conscious choices rather than reactive decisions. ¿We don't want to be reacting, right? We want to be aware of how we are responding, not reacting. And we want to seek feedback and continuously improve. And when leaders are self aware, they can do that. ¿So together, these qualities foster what? Psychological safety, which is very important in the workforce and in the business world.
It encourages diverse thinking and builds resilient teams that can navigate these challenges together. So both are key and they can work simultaneously when a leader shows up with both humility and self awareness.
[00:05:14] Speaker A: Tú sabes que es importante lo que tú acabas de decir. Y por cierto, los grandes líderes de la historia han tenido justamente eso, mucha humildad y mucha autoconciencia.
¿Puedes compartirme, Yuli, una historia de un líder que ganó respeto no solo por sus acciones, sino por su posición?
One story.
[00:05:38] Speaker B: I once worked with a leader and insurance agency who discovered his team was drowning at the end of the quarter. ¿We all know how important recording the numbers and pushing everything through is at the end of a quarter, right? It's how people get paid, especially in the insurance industry. So the policies need to push through the applications needed approved and the data needed entered to meet the end of quarter numbers. So instead of delegating what did he do, he rolled up his sleeves and he dove in alongside the trenches with his agents. He didn't announce it. He just literally showed up. And that week earned him more loyalty than his title ever could. Because leadership is not always about the title. It's about what we do and how we perform. ¿Right? So the truth is, respect is given to positions. Isn't given to positions. Excuse me. It's given to people who show they're willing to bleed with their team and this executive leader bled with his team.
[00:06:39] Speaker A: Es importante esto de que la gente vea liderazgo como una misión y no como un cargo. Los líderes inquebrantables son justamente esos los que establecen una diferencia.
Ahora queremos hablar de que a veces tú no tienes aquella competencia entre lo que es la fortaleza del cargo y la empatía.
¿Cómo puede un líder establecer esta diferencia entre lo que es la fortaleza y la empatía?
[00:07:22] Speaker B: ¿Right? But it's paramount in leading an organization.
So I come to the table, I bring this to the table all the time and I help people understand strength without empathy that can feel like tyranny. And nobody wants to work in an organization where there's tyranny. ¿Right? While empathy without strength is weakness. So again we want to have that balance.
¿So what does a balance do? It makes the hard call.
We make the hard call, then we can make the human connection. Leaders need to make some hard conversation, create some hard conversations. They need to have some hard conversations, but they need to do it with the human connection. ¿Right?
So strong leaders can have difficult truths, but they can do it with compassion. They don't soften the message, but they honor the person receiving it. It's that balance of empathy, but also having the conversation that they need to have. That's true leadership.
[00:08:21] Speaker A: Eso es muy importante de que tú lo mencionas porque yo creo firmemente que uno puede decir las cosas de una manera directa pero con mucha compasión hacia el ser humano, tratando a las personas como seres humanos, porque eso es lo que hace la diferencia.
¿Qué hábito tú le dices a un aspirante al líder que debe seguir ser un leader? Una cosa que tú le sugieras something that you suggest to people that want to be a leader.
[00:08:52] Speaker B: Okay. Wonderful. So I'll talk about it in terms of one good practice that I've recently learned about. I think it's a great practice. So I'm currently reading The Power of One by Ed Millett. He's a best selling author, global speaker, coach, etcetera, and his book he identifies eleven leadership principles. They're all impactful, but I love this one and what he says, if you can't slow down enough to know your people, you're leaving a big pile of untapped opportunities and potential on the table. ¿What does that mean? It's one thing, Jose, right to measure a person's skills through their resume. That's important, but it's quite another to fully understand their gifts and their talents and what they're bringing to the table once they start working. Then you can have that deeper understanding that sets a tone of how they can contribute and maximize their work, bring their skillset and also maximize your teamwork. It's very important that we go deeper and we understand what skills and talents they work they bring to the table inside your organization, not just on a resume.
[00:10:02] Speaker A: Esta ha sido una tremenda conversación que debemos seguirla cultivando.
Yuli nos va a mostrar en la siguiente parte cómo los grandes líderes pueden liderar el cambio y la transformación sin agotarse en el camino. Quédate con nosotros. Esta ha sido una tremenda conversación.
No te muevas. Regresamos con más historias y estrategias para mantenerte firme cuando todo se te pone a prueba. Esto es Líderes Inquebrantables por Now Media Televisión.
Estamos de vuelta. Soy José Pereira y estamos viendo Líderes Inquebrantables en Now Media Televisión. Sigamos descubriendo qué significa liderar sin quebrarse.
Bienvenidos de nuevo a líderes inquebrantables.
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Bienvenidos nuevamente a Líderes Incrementables. Aquí estoy de nuevo con Julie Duncan. En este segmento vamos a hablar de algo que todo líder fuerte liderar el cambio sin perderte en el proceso.
El cambio exige visión, pero también pone a prueba la resistencia. El peso de la responsabilidad puede a veces agotar, y el agotamiento puede aparecer más rápido de lo que nosotros imaginamos, lo que se conoce en inglés como el burnout.
Cada proceso de transformación pone a prueba la resiliencia de un líder. En este segmento vamos a examinar cómo liderar el cambio de forma efectiva sin sacrificar la energía, la claridad ni el bienestar.
Julie nos va a compartir estrategias sobre el ritmo, la delegación y el equilibrio emocional en tiempos de disrupción.
Julie, te quiero hacer la siguiente ¿Por qué tantos líderes experimentan agotamiento al liderar grandes cambios? ¿Por qué hay tanto burnout?
[00:12:45] Speaker B: Yes. ¿That is a big buzzword in today's world, isn't it, Jose? ¿And why does that happen? Because leaders often confuse being indispensable to being effective.
They are two different things, and we are not indispensable. So leaders often absorb everyone's anxiety. They take on too much personally and mistake. Exhaustion for commitment.
Many leaders wear exhaustion as a badge of honor. They're running a marathon at sprint pace while carrying everyone's emotional baggage. But here's the thing, Jose. Leaders can't pour from an empty cup.
Most leaders don't realize they're empty until it's too late. Or unfortunately, they may have a collapse or they're really burned out. And that's the problem with burnout. And that's a problem with wearing it as a badge of honor in today's world.
[00:13:40] Speaker A: Es importante esto que tú acabas de decir y sobre todo que hoy día tenemos algo.
Siempre ha habido una palabra que dice que el cambio siempre es inminente. Pero hoy día cada día es como más obvio el cambio constante.
¿Cómo puede un líder mantener su ritmo cuando las cosas cambian a cada rato?
[00:14:04] Speaker B: Okay. I teach executives and I teach leaders to build a non negotiable recovery ritual. ¿Non negotiable? ¿Do elite athletes train twenty four? ¿Seven?
No. ¿They have to have recovery time, right? I love the Olympics, and I love watching that. And I love hearing them talk about their mindset and how they have recovery time. They have down days. So leaders need recovery rituals and they need recovery time. I tell my clients protect your morning ritual like it's a board meeting and your evening shut down. Like it's a client deadline period.
The end is the end. You don't go back to it. The next morning it will be there.
I had a wonderful lady. I worked at accounting firm quite a while back. And I had a wonderful executive, say to me, during busy season. ¿We know accounting tax season is busy, right? But she said to me, we know the importance of our work, but we are not saving babies.
Wow. Did that help me be able to have a better perspective and be able to shut down the computer when it was time to go home and know that that work would be there next morning and the work was important, but it wasn't saving babies.
So having that perspective is important. So also understanding steadiness isn't not about working harder. It's about recovering smarter.
You can't lead change if you're living in chaos. And if you're working twenty four hours a day and you have two hours of sleep and you're not eating correctly and you're not pouring into yourself whatsoever. You're not getting outside, you're not exercising, you're not moving your body that sets up a chaotic system inside your body, but it also sets up for a whole lot of stress hormones called cortisone and cortisol running through the body can cause a severe breakdown and it can also cause severe burnout and bien important.
[00:16:03] Speaker A: I'm gonna say this in English because it's very important what you said. I remember, Julie, that is funny thing that when I begin my career, I was working in the hole in gas. I remember I was always in a rush. Always in a rush. And one day I came to my supervisor. I was working in a refinery.
So I came to my Friday, four PM, almost finishing the weekend. And I come because my boss told me that has to be done this weekend. And I came to my superior. Say, hey, we have to do this job. And he said, but it's Friday. No, no, this is urgent. And that guy turned to the window, opened the window and saw the refiner. Said, i don't see that refiner in fire. There's no emergency. There's nothing urgent.
That for me was a lesson, you know.
[00:16:55] Speaker B: Amén.
[00:16:56] Speaker A: OK, let's continue this.
Tú has dicho algo bien importante, que es, La gente tiene que tener tiempo y tiene que saber delegar. Delegation. ¿Qué papel juega la delegación para poder mantener un sano liderazgo? Delegation.
[00:17:16] Speaker B: ¿So how different would a leader's life would be if they thought about delegation as offloading work?
Excuse me. ¿How different would their life be if they thought about delegation? It isn't offloading work. It's about multiplying their leadership. ¿How different would it be?
Every task you hold onto is a growth opportunity. You're stealing from someone else. It's about pouring into other people, creating other leaders and empowering other leaders. And if you're holding back and holding everything to yourself, you're not helping your team. You're not empowering them so during rapid chain delegation can be survival. ¿The question is, can they do it as well as me?
¿It's can I teach them? So I'm not the bottleneck.
So you don't want to think of survival holding on to everything you want to teach your team it's all about growing and empowering them.
[00:18:18] Speaker A: Eso es importante, lo que tú acabas de decir. Muy importante. ¿Cómo puede un líder transmitir calma y resiliencia, Calm and resilience a su equipo cuando él mismo está cansado, when he's tired? ¿How he can transmit that to him, to the team? Calm and resilience.
[00:18:36] Speaker B: Resiliency has been the cornerstone of my whole life and this is one of my favorite topics. It's very important that leadership understand resiliency, but they're authentic and they model it. It's not performance, it's modeling. You can't fake it. You need to show up as your authentic self. Name the storm and show how you navigate it. ¿Some of the best leaders in my life have been people who have been very forthright with what their own struggles were within the boundary of being the leader, right? But they've been very honest and open about what their struggles are.
How they're navigating the struggle, the stress that they're under. They model boundaries by doing that they're honest, they're authentic, They admit fatigue, but they also demonstrate discipline and meaning. This is how I handle it.
And here's the thing.
Any leaders team does not need them to be a superhero. They need them to see that they are human and they can handle the hard with grace. They will always be hard in business and in life, but the key is modeling. ¿How do you handle that? With grace and authenticity.
And then you empower your team to handle the stress and the hard times the same way.
[00:19:53] Speaker A: La autenticidad es muy importante de que no importa lo que tú estés viviendo, mantenerte auténtico. Julie, para quienes nos ven y quieren saber más sobre tu trabajo de coaching o tu estrategia de liderazgo, dónde te pueden encontrar en línea where they can find yourself the people that are seeing this show.
[00:20:12] Speaker B: So I hang out on Facebook mostly. I'm also on LinkedIn, and if you go on to my Facebook page or my LinkedIn, you will see Crystal Clear Business Strategies, and that's my website, Crystal Clear Business Strategies, julieduncan. You'll see my section there and I offer no cost complimentary strategy sessions which I love to brainstorm with business owners and with leaders about how to move forward and solve their most complex business strategy problems.
[00:20:44] Speaker A: OK, OK, está bien, está bien.
Nosotros hemos aquí hablado varios temas que creo que son bien importantes, que son el mantenerte firme en tus creencias, mantener la empatía, mantener la claridad mental. Pero hay algo que es bien importante. ¿Cómo puede hacer un líder para mantener la actitud mental apropiada? El mindset, el positive mindset. No importa que esté pasando por un momento de crisis. ¿How can a líder manager mindset throughout crisis moment?
[00:21:18] Speaker B: So I subscribe to mindset isn't something. It's everything. We hear it, we see it all day long. And it's so very true. So the numbers. The numbers. The numbers. Yes. All of that matters. The net profit matters. ¿But if we don't have our mindset straight and we're a leader, then what's going to happen? Burnout breakdown. We may not move forward. I've had situations in my own life where my mindset was not correct and I didn't move forward. And so this is a very near and dear topic to me. So not. Everything is urgent. Jose, you just said it. Most leaders treat everything like a five alarm emergency or a five alarm fire. The boundary looks like this. ¿Ask yourself what happens if this waits twenty four hours, what happens?
¿Is the world going to fall apart? ¿Is the sky going to fall ninety percent of the time? Nothing is catastrophic.
So I teach executive leaders to protect their bandwidth by distinguishing between what's urgent and what simply feels urgent. Like, I don't see the refinery over there. It's Friday, go home. Because their sustainability determines their team's survival.
And again, we aren't saving babies here. And that perspective brought me so much relief and took so much pressure off of me, even though the job I was doing in a county firm during tax season is extremely important. But again, it's all in perspective and reframing.
[00:22:50] Speaker A: OK, muy importante todo lo que tú has dicho.
En el próximo segmento vamos a seguir con Yuli. Ella nos va a explicar cómo los grandes líderes crean equipos donde las personas no solamente se sienten seguras, se sienten seguras para hablar, para equivocarse, para innovar con libertad. No te lo pierdas porque esto va a quedarse muy interesante.
No te muevas. Regresamos con más historias y estrategias para mantenerte firme cuando todo se te pone a prueba.
Esto es Líderes Inquebrantables por Now Media Televisión.
Estamos de vuelta. Soy José Pereyra y estamos viendo Líderes Inquebrantables en Now Media Televisión. Sigamos descubriendo qué significa liderar sin quebrarse.
Bienvenidos de nuevo a Líderes Inquebrantables. Soy José Pereira y seguimos conversando con Yuli Duncan sobre uno de los factores más importantes del éxito en el Construir seguridad psicológica dentro de equipos de alto rendimiento.
Cuando las personas no se sienten seguras para expresarse, la creatividad, la confianza desaparecen. Pero cuando los líderes crean espacios con honestidad, los equipos prosperan.
La seguridad psicológica es la base de toda innovación.
Este segmento explora cómo los líderes pueden fomentar la comunicación abierta, reducir el miedo al error y crear una cultura donde el respeto y la curiosidad impulse el desarrollo.
Julie, te quiero preguntar, ¿Qué significa realmente seguridad psicológica en un entorno laboral? Psychological security.
[00:24:46] Speaker B: This is a subject very near and dear to my heart because I've had situations where I didn't feel that psychological safety. And I know firsthand how it feels. It feels pretty awful. So psychological safety is a confidence that you won't be punished or humiliated for speaking up with your ideas, your questions, your concerns, or even your mistakes. ¿Right? It means that people believe that candor is rewarded for speaking up.
It's offering your insight and it won't be the end of your career. It's when someone can say, I disagree or that didn't go so well or I failed without fear. They'll be sidelined or shamed without it. You get a compliance. Theater versus what we all want in leadership.
High performance team members.
Very important.
[00:25:41] Speaker A: AC crear el ambiente y el espacio donde la gente se sienta seguro.
Los líderes a veces necesitan crear esa sensación de que la gente pueda hablar con sinceridad, con honestidad.
¿Cómo puede un líder, qué recomendación tú le das a un líder para que cree ese ambiente donde los miembros de su equipo sientan que pueden hablar con confianza y con honestidad? Creating the environment. The people can talk openly.
[00:26:12] Speaker B: Yes, yes. So first of all, you need to model it. Leaders need to model it. They need to go first. They can share their own mistakes before asking others to confess theirs be human. ¿Respond to bad news with curiosity, not blame or shame with things such as what can we learn from this instead of who messed up? ¿Why did you mess up?
That is shameful and it's blame.
And when someone challenges you, we can thank them publicly. Thank you for that question. We see that happen all the time in social media with leaders. Thank you for that question. That's very insightful because then your reaction in those moments teaches that it's ok to speak up and it's okay to challenge something. If you want your question answered, it's okay to challenge. Safety isn't built through policies. ¿We all have enough policies and manuals to follow, right? It's built through patterns of behavior that are modeled by top leaders. It trickles on down. It begins with us as leaders.
[00:27:17] Speaker A: Yo creo que es importante lo que tú acabas de decir porque Los equipos de alto desempeño siempre practican la comunicación abierta.
¿Por qué crees tú que es clave en un equipo de alto desempeño el tener una comunicación abierta? Un Open communication.
[00:27:44] Speaker B: The truth is Innovation dies in silence.
I'll say that again. Innovation dies in silence. So the best idea is that they're trapped in the heads of people that are afraid to share them. What happens, innovation is dead. Open communication turns diverse thinking into someone's competitive advantage, but only if they trust being honest, won't cost them anything, it'll actually maybe be their competitive advantage. We want people to speak up and sharing their thoughts, their feelings and their ideas. Don't we trust. And innovation are inseparable.
People take creative risks only when they feel interpersonally safe, closed communication gets you a group think tank. Open communication gets what breakthroughs. So we always want to have open honest communication that we as leaders are modeling.
[00:28:43] Speaker A: Y eso es importante lo que tú acabas de decir, porque cuando una organización mantiene la comunicación abierta y permite que las ideas afloren en los momentos difíciles, es cuando van a salir esas ideas, porque la gente siempre va a estar tratando de dar más allá de lo que les piden, porque se siente empoderado. Entonces, queremos ahorita hablar un poco de lo que es la seguridad psicológica.
¿Qué señales tú puedes ver en un equipo cuando se carece de seguridad psicológica?
Psychological security that safety.
[00:29:22] Speaker B: So I would challenge the audience to think if they've ever been in a meeting where there's always agreement without debate, silence, side conversations after decisions, people checking with each other privately and just not speaking up, having those side conversations, but not openly talking in the meeting. Everyone is just too nice. You may have a lot of ideas, but you don't have the psychological safety to speak up. ¿How do those meetings feel?
¿Are they productive?
If your meetings are too polite and your team only gets the good news, then your team's in trouble.
The loudest sign that this is happening when people say, I was going to say that, but I didn't. ¿What are they really not saying? I was going to say that, but I really didn't dare that. Sentence costs companies, millions and missed innovation.
[00:30:20] Speaker A: Es importante lo que tú estás diciendo porque las grandes ideas en los negocios vienen justamente cuando tú le das la posibilidad a la persona de expresarse abiertamente.
Porque muchas veces los empleados tienen ideas pero no se atreven a decirla porque creen que pueden ser cuestionado.
Algunos jefes inclusive toman la cuestión de que cuando algo no les gusta, los encaran públicamente.
Ese tipo de prácticas realmente van matando las organizaciones.
En cambio, aquellos líderes que permiten a los empleados hablar abiertamente, ahí es donde vienen las grandes ideas. We're talking about that big changes are done because the people can talk openly.
Háblame de una práctica diaria. Que debe hacer un líder para incrementar esa confianza a largo plazo. A daily practice that you can recommended.
[00:31:32] Speaker B: So the best leaders become. Master question, askers. Master question askers. ¿What do I mean by that you don't ask performative questions? You can do that in your yearly evaluation everyday world curiosity.
¿What's One Thing I can do differently? ¿How can I help you today? ¿What do you need from me then?
And this is critical.
Something has visibly changed their input and their knowledge and their acceptance that everybody on their team has input and everybody's opinion matters. And they're listening. That's the key. Sit back, listen and hear. ¿What the answer is to your question?
Not listening to speak, listening to understand and listening to hear. Trust isn't built through the grand gestures. It's built through consistent proof that people's voices matter.
[00:32:31] Speaker A: Importante, importante eso que tú acabas de decir, Yuli. Vamos a terminar el próximo segmento. Vamos a hablar de un tema que es muy importante. Julie nos va a hablar de cómo enseñar a dominar una de las partes más difíciles del liderazgo.
Esas conversaciones difíciles que hay que tener, pero hay que hacerlas con gracia, con valentía y claridad. Ella lo dijo al principio, que puedes tener compasión y humanidad. No se vayan. Quédense aquí para el próximo segmento.
No te muevas. Regresamos con más historias y estrategias para mantenerte firme cuando todo se te pone a prueba.
Esto es Líderes Inquebrantables por Now Media Televisión.
Estamos de vuelta. Soy José Pereira y estamos viendo Líderes Inquebrantables en Now Media Televisión.
Sigamos descubriendo qué significa liderar sin quebrarse.
Bienvenidos de nuevo a Líderes Inquebrantables.
No te pierdas ni un segundo de este programa ni de tus favoritos. En Now Media TV están transmitidos en vivo y en la carta, donde y cuando los quieras. Descarga gratis la app de Naomedia TV en Roku en iOS y accede a nuestra programación bilingüe en inglés y español.
¿Prefieres escuchar? Puedes oír líderes inquebrantables en cualquier momento. Enowmedia TV con contenidos de negocios, noticias, cultura y más. Nowmedia TV está disponible las 24 horas con las historias que más te importan.
Bienvenidos de nuevo a Líderes Inquebrantables. Y vamos a cerrar nuestra conversación con Julie Duncan explorando una de las habilidades más desafiantes pero más definitorias del el arte de las conversaciones difíciles. Los grandes líderes no evitan las conversaciones duras. Las enfrentan, pero con empatía, con honestidad y con respeto.
Evitar conversaciones difíciles puede dañar la confianza y el rendimiento.
Este segmento ofrece una guía práctica para abordar temas sensibles de forma constructiva, equilibrando la verdad con la compasión y convirtiendo la confrontación en conexión.
Queremos hacerte una pregunta, Julie.
¿Por qué tantos líderes evitan tener esas conversaciones difíciles, pero que son necesarias? ¿Why leaders avoid having difficult questions, difficult conversations?
[00:35:15] Speaker B: Yes, thank you. I was blessed to study Brene Brown through a prior business that I had. I was in kind of a training program with her wasn't live. I wish it was live, but it was online.
And, oh, my goodness did I fall in love with her work. Because the thing is about Brene Brown is, hers is research driven, and I love that. So I'm going to take a page out of Brene Brown for this question. We can learn so much from her. She conducted, your listeners may know this or they may not. She conducted a seven year leadership study and she discovered that fear wasn't the barrier to tough conversations. We think, oh, that's just fearful. I don't want to do that.
It's actually the suit of armor leaders use to protect themselves from being vulnerable.
Wow.
Leaders have. We think of big executive leaders. They've accomplished so much, and I understand they may not want to be vulnerable, but vulnerability is key to running a successful business. It's key to who we are as people. ¿Right? And that lack of vulnerability, not wanting to be vulnerable, prevents honest dialogue. Isn't that like her research revealed that avoiding difficult conversation is the number one workplace barrier. ¿And what happens that leads to passive aggressive behavior? Gossip, declining performance. We need to have difficult conversation.
Brene's core insight to transformative. Yet is transformative, yet simple. What she says is clearness Is kind of unclear. Is not kind. So we need to dare to enter the caves. ¿We don't dare to enter as Brené Brown says, right? Leaders who avoid clarity, protection or comfort, actually harm their people and their organization. Wow. So we don't want to be vulnerable. We don't want to hurt anybody. We don't want to be vulnerable. But in turn you're actually doing harm because we need to be honest. We need to have clarity, because that clarity is what moves people forward.
¿Right?
And lastly leaders would rather manage declining performance many times for months, rather than take fifteen minutes of discomfort.
Wow. Again, that's why you're not doing your people any service.
That's not true leadership. That's conflict and avoidance.
Disguised as patients. It's not patience.
[00:37:47] Speaker A: Tú acabas de usar un ejemplo que a mí me encanta porque yo soy un fanático de Brené Brown. Por cierto, Brené Brown, para la audiencia que no sabe, ella es una experta en el tema de vulnerabilidad. Y ella es de aquí de Houston, por cierto, ella es de la Universidad de Houston sobre Brené Brown. Ha hecho un estudio intensísimo sobre el tema de la vulnerabilidad.
Y yo creo firmemente a mi audiencia, y si tú me estás escuchando, que si tú estás en una posición de líder, empieza a practicar ser vulnerable, porque creo que eso es lo que te va a hacer a ti marcar una diferencia. La gente te va a respetar más porque tú estás transmitiendo tu honestidad, quién tú realmente eres. La gente siempre va a saber si tú le estás siendo honesto o no, sé vulnerable y te va a ir bien como líder.
Quiero preguntarle a Yuli la siguiente pregunta ahora. ¿Cuál es la mejor forma que debe haber un equilibrio entre la verdad y la empatía cuando hay esa conversación difícil y de alto impacto? The truth and the empathy how you can do the balance in that difficult conversations.
[00:38:59] Speaker B: Yes. So I think about executive leaders how much they've accomplished and they should be very proud of themselves. And I don't. I want to put this answer or in context, but in terms of leadership, it's important to check our ego at the door. ¿And what do I mean by that? I'll take another take from Brené Brown, who says that leaders should prepare for dropping their defensive armor and showing up with genuine curiosity, not ego. Get clear on the specific behavior, not the person. Because vague feedback again is not kind. It doesn't move the needle whatsoever.
So, phrases such as it seems as if what I'm seeing. Tell me this is what I'm seeing. Tell me what you're seeing shares this perspective and keeps the conversation open and it also shows empathy and understanding for the situation at hand which is imperative.
[00:39:55] Speaker A: Es importante algo que los líderes tienen que cultivar, que es cómo mantener sus emociones enfocadas cuando tienen que tener esa conversación difícil con un empleado.
¿Cómo manejan los grandes líderes esas emociones intensas cuando tienen esa conversación difícil?
[00:40:27] Speaker B: And having regulation. So, here's the thing. Truth without empathy is not kind. Empathy without truth is not is kind of cowardice. Like we have to have truth, we have to have empathy and we have to learn to balance those so we care deeply about the person while being crystal clear about the problem. I just mentioned this a minute ago. I respect you too much to let this continue. So there's where truth and empathy are balanced. Let's have a discussion about it. We don't dilute the message to soften the blow. We need to deliver it. We need to deliver it clearly and kindly. And that creates space for the response that the person needs to have high stakes. Conversations require backbone and they also require heart.
[00:41:14] Speaker A: Tú sabes que cuando estamos teniendo como líderes esa conversación difícil, a veces es difícil mantener la charla de manera tal de que esto sea algo que de. Aquí hay una enseñanza positiva. ¿Qué enfoque un líder puede darle para hacer que esa conversación que es difícil tenga una transformación positiva?
¿How can you make that difficult decision?
¿What focus that leader can do to make this a transformation positive message?
[00:41:49] Speaker B: So again, emotion regulation is key. And we need to learn to be OK with emotions and leaders need, you know, we need to learn to name it without shaming it. I can see this is hitting hard. Let's pause for a moment. Acknowledge emotion as information, not interpretation again. Leaders modeling that toughness of the conversation. Don't rush to fix the feeling or defend your position.
¿When great leaders stay regulated, that helps others stay regulated, right? They're the thermostat. They're not the thermometer. They need to keep the thermostat regulated. They need to create space, breathe, ask what they need and understand that emotion isn't the enemy of difficult conversations. ¿But you know what is, Jose? Reactivity. We want to respond with good emotional regulation, empathy, not reacting, because reacting can, more often than not, we get in trouble when we are reacting.
[00:42:52] Speaker A: Esta ha sido una conversación interesantísima.
Hablaste dos veces, Brené Brown, que como yo he dicho, yo soy un big fan de ella.
Donde la gente te puede encontrar. Vamos a hacer esta parte del segmento donde tú puedas hablar de tu página web, de tu coaching.
Have your four pitching moment.
[00:43:17] Speaker B: So I want to encourage the audience, the listeners, to go to Crystal clearbusinessstrategies, dot com.
There are several free giveaways that we would love you to have. Call them ebooks, call them gifts. There are ones on business building, business strategy, marketing, all the net profit, all the business building, key points that we need.
And there are also from yours truly, there are some two free, downloadable tools that you can use for executive decision making. You can use for team building. One on my page specifically is called Monday Manifesto, which I'm very proud of. It's from my book contribution. Thank God. It's Monday. It's a take of that, and it's things that you can do with your team to team build, and things that you can do on a daily basis for your own leadership. Because leadership begins with us. ¿Right? And then the second part that I want to give everybody is a tool book for executive decision making. I also talk about the amygdala and the prefrontal cortex, and not to get too complex, but those are all involved in our everyday decision making. And it's a simple, five step executive toolbag you can use for your decision making. So I'd like to encourage all the listeners to go to Crystal Clear Business strategy.
Get all the freebies, use them, use them, use them. Because freebies are great.
Are great if you use them. They're not great if they sit on your phone or your computer. ¿Right, José?
[00:44:47] Speaker A: Ya.
OK. Esta ha sido una tremenda conversación, Yuli. Estoy muy agradecido porque la verdad que los temas que hemos abordado creo que van a ser de gran interés para nuestra audiencia. Julie, muchas gracias por haber aceptado esta invitación, por recordarnos que el liderazgo no se trata de la perfección, sino de la presencia, valentía y compasión a nuestros espectadores. Recuerden que los líderes inquebrantables no son los que nunca se caen, son los que se levantan, se adaptan y lideran del corazón. Soy José Pereyra y este ha sido Líderes Inquebrantables, donde te ayudamos a liderar con más fuerza, vivir con más sabiduría, inspirar a otros a hacer lo mismo. Nos vemos en la próxima vez. Lidera con valentía, pero lidera desde tu corazón.
