Thanks for Coming Back
Welcome to "Thanks for Coming Back," where every episode feels like a heart-to-heart in your favorite coffee spot. Hosted by Dr. Latasha Nelson, this podcast strips back the layers of leadership to reveal the real, relatable side of guiding and growing, whether you're a seasoned pro or just starting out.
Settle in with your brew of choice as Latasha shares her world of insights and experiences, blending wisdom with warmth in conversations that matter. It’s not just her stories, though; guests from all walks of life join in to share their own tales of triumph and challenge, adding flavors of diversity and depth to the mix.
"Thanks for Coming Back" is more than just a podcast—it's a community where we all learn and grow together. It's about tackling our challenges, getting better at what we do, and embracing the leader within. So come join the conversation, and let’s make leadership a part of our daily lives.
Thanks for Coming Back
Seasoned Perspectives on Emotional Leadership
Want to kick your leadership skills up a notch and get better at understanding what really drives people? Join us as we chat with Kim Korte, who’s done everything from real estate accounting to running a chiropractic office, and is now sharing her wisdom as an author. Kim will walk us through how our senses influence our emotions and our ability to lead. You'll learn about how our brains often jump to conclusions and how we can pause to take a second look—kind of like trying different brands of vanilla ice cream to see how our tastes can change.
Ready to step up your leadership game? In this episode, we dive into how managing your perceptions can change the way you communicate and connect with others. We'll talk about the power of really listening, and how small things, like hanging out with your pets or getting some fresh air, can help keep your emotions in check. You'll learn how to focus on what matters, find happiness in the little things, and make choices that boost your mood and health. By understanding your emotions in more detail, you’ll be able to express yourself better and build stronger, more supportive relationships. Don’t miss these game-changing tips from Kim Korte that will make a big difference in both your work and personal life.
Hey everyone, welcome back to. Thanks for Coming Back. I'm Dr LaTosha Nelson and I'm thrilled you're here. Today's episode Seasoned Perspectives on Emotional Leadership is a real treat. We're chatting with Kim Corti, who's done it all from real estate accounting to standing up a chiropractic practice and shoe store with her husband. Now, at 61, she's diving into the world of writing with her book Yucky Yummy, savory Sweet, which offers a fresh take on how seeing emotions as different flavors can help us better understand our feelings and navigate life. Anywhere we serve, kim's dropping by to dish out her wisdom on how emotions can spice up our leadership skills, so let's jump in and taste the wisdom she's cooked up over her incredible life's journey. All right, kim, so you are a sensory perception and emotion management strategist. Say that five times fast.
Speaker 2:Eventually I might shorten it.
Speaker 1:No, no, I think it's just bringing us along with you. So break that down for us. What does that mean? And how does that tie back into your career aspiration, the one you want to land with?
Speaker 2:So many people think of thoughts as the real driver of emotions, and to some extent that's true when you're consciously aware of them. Our perceptions are the ingredients of our emotions. Then our emotions are what drive a lot of our thoughts. How we feel about things is going to drive them. Neuroscientist Lisa Feldman Barrett and I've heard others say it too is that emotions drive thoughts more than thoughts drive emotions.
Speaker 2:So the idea of sensory perception management is to help you to have some tools to be more aware of yourself, of your surroundings, and to help you to get in more of the scene, so to speak. When we're in a fear state, when our emotions are highly stressed, we're like a horse with blinders on to keep you focused on the bear, the lion, the thing that's creating fear. When we're in a more relaxed state, we're able to open up our view and to see more of what's going on. So the idea behind this sensory perception management is to help people to be more conscious, really to be more self-aware, and to engage curiosity more than fear. So the idea is to go from fear to cautious, to curious.
Speaker 1:I love it, but it sounds so hard. I personally challenged myself this year to be more responsive versus reactive, and that almost requires some pausing in the moment, to be more reflective, like you said, to be more curious, like what is this, what's really going on here before you respond. And I have found that in the moment it is for me so super hard to pause in the moment, reflect before I respond, unless I'm doing it in writing. Then I can walk away and I can come back and question myself and my perception and my thoughts. What types of strategies and techniques come alongside that level of awareness and that process of being more curious before really engaging that initial state, especially if it's something as palpable as fear?
Speaker 2:I think knowledge is such a powerful thing and when we understand that our experiences are a prediction of the brain, everything that we see, everything that we hear, everything that we experience is in our brain and that is our feelings too. This and I forgot to make this very important point is that our brain can get it wrong. And I like to give the example of you're out and about and you see your friend Jim and Jim's with another woman and you think, oh, my goodness, it's Jim Jim with another woman. If you took a second look, you might see, oh, it's Jim Jim with another woman. If you took a second look, you might see, oh, that's Jim's doppelganger. But if you hadn't looked a little harder, you would think that Jim is cheating on his wife or something just didn't look right. Right, and this is our brain and prediction.
Speaker 2:And I feel like when we understand the predictive nature of the brain, as it relates to not only our exterior senses but also our interior sense, we have this sensory system. It's called interoception. So I like to tell people it's how you catch your feelings inside of your body and we can get those wrong too inside of your body, and we can get those wrong too, and it's these recipes that we have in our brain. So we take these ingredients, the perceptions that we have coming from the outside and inside world, and we use our past experience to determine what, to predict. That's what the brain uses. We know a rose is a rose because we've learned that. And memories, learning, experiences, beliefs, it's all the same, it's all just wiring in our brain. So when we understand that, then we can become more proactive and say, huh, did I get it right? So the fear kind of dissipates because you're like, hmm, maybe this chef in my head who's pulling these ingredients and producing this recipe might not have gotten it right.
Speaker 2:And that's the flavors of emotion in the title of my book, because then we can maybe take a second sip, take a second glance at it and have that knowledge that it's not necessarily you, it's the experiences that you've had that are creating your response, allowing you to have that space and that humility to say, oh, I could have gotten this wrong. And I call it humility, but it's really just a biological fact. And that allows us to what I say take a second sip of a situation, to really taste the flavors and to try and distinguish situations from other ones. My favorite example is using a tub of vanilla ice cream, and if you got three different tubs of vanilla ice cream from three different makers, you're going to have probably three different appearances and you're going to capture different flavors from each one, even textures and even maybe aromas, depending on how fragrant the vanilla was. So we can be in the same situation and it be entirely different, even though it's still a tub of vanilla ice cream.
Speaker 1:This is only funny because I recognize what you just described, even though franchises, chains, things like that aren't intended to create some type of continuity. So, no matter where you go, no matter where you might order from, if it's the same chain, in theory it should all taste the same. The service should. It should all taste the same, the service should be the same, all that jazz, and I love my family. But they're the complete opposite. If they have a bad experience, it is like okay, I'm done, I'm never going to try that again. This item must just not be good. Not this experience at this particular location may not have been good, but this item, no matter where it is on the planet, if it's prepared, it is no longer viable. How do you help people who may have had not so great experiences with a flavor in the past overcome that experience with a willingness to try it again, with the possibility that that experience could be different, it could be more enjoyable?
Speaker 2:Well, I think education as to how our brain operates is super important and I take people through examples of sensory perception and how we get it wrong in the book and how powerful the brain is in directing our perceptions, but situations that were involving people. When we lump everybody together of the same religion, the same political party, the same ethnic group, the same any affiliation group, the same any affiliation, even location in the world, that's when we start to have problems because we start lumping everything based on one experience. So this whole idea of connecting to these feelings that we have inside of our body and recognizing when that's happening. Of course you have to have a desire to want to experience more. If you're happy having a meat and potatoes diet and you don't want to go to the buffet that has a tremendous amount of flavors and variety, there's not much I can do. But if you want more, if you want to stop feeling like you're ruled by fear or anxiety or you just are unhappy with, you know, always feeling the same way all the time, not having the variety, you know love comes in different varieties, anger comes in different varieties, you can be miffed, you can be infuriated. It's that whole scheme. It's like a bell, not a bell pepper, but just peppers.
Speaker 2:In general, we have variety, and so when you want to have that kind of experience, this is what that book can help you to do. And, more importantly, it gives you awareness. And when we have awareness, self-awareness, our decision-making is better, our health is better, because we're not living in fear, we're not in constant cortisol overload. We need cortisol, but we don't need it in mass quantities. So the health benefits that come with this self-awareness, this ability to be agile in these situations and pivot from them and to recognize how we feel, really makes for a happier life. And I can only say that because of my own personal situation and having been someone who shut down her feelings, who ignored situations to my detriment. Call it willful blindness, call it cognitive dissonance, it's all the same thing. I didn't want to see something because I didn't want to feel the feelings, because I was afraid of them, and that caused me more problems than not, and I think that happens to a lot of people.
Speaker 1:Absolutely, absolutely and particularly. You know, we know people could probably pull a ton of examples in their personal lives. I would probably venture to say it happens all the time in our workplaces, in our careers, and there's a massive shift from the career expectations our parents may have had generationally and how people may be feeling right now, and I'll give you an example feeling right now, and I'll give you an example. I've learned that some generations may have different expectations when it comes to work-life balance. I've heard that Gen Z is more apt to say I'm flexible as long as I can bend and fold things around, and they're more inclined to ask questions that some generations may not have asked. We may have looked at it and said, hey, that's above my pay grade or hey, I don't want to rock the boat. So I'm just not going to address these things. That you know may not be leaving me feeling the best in my situation, but I'm fearful that if I speak up, if I say something, if I express myself, this may not play out very well for me.
Speaker 1:Can we talk a little bit more about your book and your concepts and how this might look in the workplace.
Speaker 2:Going back to the predictive nature of the brain, we experience what we expect. When the very first chapter of my book is the story and it's a true story this man walks into a party and he takes a bottle of wine it's Opus One and he's thinking it's a very fancy wine brand and very expensive. And he takes a glass of it and he's like oh, this is so delicious. And everybody starts laughing and he's like what's going on? What he didn't know was that the friend of his who was hosting the party it had been emptied quite early and because he was late he didn't get any. But what he did was he poured in a very cheap brand it's two buck chuck, the Charles Shaw brand and he expected Opus One. So that's what he tasted and that's what we can have in the workplace.
Speaker 2:And when we have that, it changes our expectations.
Speaker 2:It changes how we interact with other people, because we're always, if we're expecting good, we're probably going to see more good, but if we're expecting negative, that's what we're going to get more often than not, unless we're consciously aware of trying to find that other good much.
Speaker 2:Our decisions are influenced by emotions. There's a very famous neuroscientist who studied decision-making is known for it. His name's Antonio Damasio, and he said that we're not thinking beings that feel, we're feeling beings that think, and the reason is is because our emotions color all of our decisions. It tells us what we want, what we don't want, what is going to benefit us, what do we prioritize, and when we are aware of that, then we know that because even the most logical decision, we're going to go with the one that feels best. So, decision making in a, in a career, decision-making as an employer, being comfortable with other people's emotions, and not shutting down because we see an emotional experience and we're not comfortable this is really critical to being a good leader, a good manager and a good decision maker, for yourself and for your team.
Speaker 1:I don't know why, but as you were describing this, the placebo effect popped into my head. When it comes to the experience with the man who's drinking the wine, he's thinking just one brand. So it's fantastic and prayerfully, it's date fantastic. No one told him that it wasn't. Did someone tell him?
Speaker 2:Yeah, we laughed and we told him what it was and he took a second sip. Actually, I think we started laughing and he took a second sip and he said oh wait, this isn't it. And I like to tease like the wine didn't change. Nothing changed but him and his perceptions. So yes you're right, it is a bit of the placebo effect, that's the power of the brain.
Speaker 1:I love that, though Nothing changed except for him and his perceptions. That's a very strong message for anyone looking to make a change and adapt to their circumstances. It kind of goes back to what you were saying earlier you can't make someone change their perception unless there's a willingness to. So I absolutely love that. So let's talk a little bit about how emotions impact communication and relationships in workplace settings. Whether you're an aspiring leader or a tenured leader who's just looking to make more of an impact in their workspace, what can they grab onto when it comes to managing their emotions and ultimately building stronger communication and relationships in the workplace?
Speaker 2:There was a wonderful paper I read and it was on receptiveness. So how well do you receive communication? And we're going back to that whole idea of catching words, just like we catch feelings, are we listening to the words? And I describe it as a conversational ball. So if we have conversational receptiveness, we're actually catching their words, not letting the ball drop. So if you're playing catch and you throw your point over to the other team and they just let it drop to their feet and take their ball and throw it over to you, and you just let it drop to their feet and take their ball and throw it over to you and you just let it drop because you've got a point you want to make, well, how is that a conversation? And when we can listen to the words, even if we don't agree with everything that they say, find the common points and acknowledge reception of those words, you're going to get better communication. You're going to get better outcomes.
Speaker 2:And when we talk about the brain and predicting, we have a lot more conversations going on in our head often than we have receiving of communication. That's why it's so important to be present and I've even told people hold something, put something in your hand, so that when someone else is talking, you're holding your conversational ball is what I call it and when you're holding it, that means you listen and then when it's your turn to talk, you put it down. It's kind of the opposite of the Native American talking stick, but it's the point of helping you to engage in listening, because without it it's not a conversation. And as much as you want to be heard, unless you hear others and this is nothing new I mean, I know that this is nothing new but when you're letting your emotions get in the way of being able to hear something that you might not want to hear, you're predicting that you don't want to hear it.
Speaker 2:You don't know that really what they're going to say is all that bad. It might not be. There were studies where they showed that our anxieties and our fears if you wrote them all down, probably 92, 93, 94% of them are wrong, and so if we once again understand that a lot of what we predict can be wrong when it comes to these emotional situations where we're in fear of someone being critical of us, if we listen we might find, oh, that's just not what they're saying. But when you shut down your ears with your internal conversation. It's not going to happen. You're not going to get that feedback. You're not going to get the truth of what's being said.
Speaker 1:Yes, not only may it not necessarily be all that bad, but the misperception that it could be could also cause you to miss an opportunity to do something much better, to adapt, to evolve in a way that is much more beneficial to not just you but anyone you're stewarding over. I recently had an experience where a team member of mine some of the feedback that I received for their work was a little bit more critical than we were accustomed to receiving. They received it so well and I think in large part receiving it had to do with knowing I care and I care enough about you to share this information and because there was enough of a relationship there for them to know.
Speaker 1:Whatever she's going to convey to me, I know is coming from the best possible place, so I'm going to receive it in the best possible way. I'm sure had everything to do with how well she received it and how she's moving forward with that feedback. So in my mind I'm connecting the dots with what you're sharing around the perception If I go into a circumstance expecting it to be bad, or I don't have enough of a relationship with you, maybe as a leader I haven't established a good enough relationship with my team to be able to convey information to them in a way that will help them perceive anything that I give to them, deliver to them, as positive or potentially positive, or out of a sense of caring that will affect how well they're able to receive it.
Speaker 2:And that takes cultivating individual relationships. It's knowing who you work with and being comfortable doing that. And this is where being comfortable with your own emotions helps you to be comfortable with others. And when you're not comfortable with yours and you're not connected to yours, you're not going to be comfortable with others. And that's the sign of a good leader and kudos to you for having that kind of relationship. When you know that someone cares about you and is not after you, you haven't created that. They're always picking on me, they're always telling me everything that's wrong. When you've had a history of telling them everything that's right too maybe not everything, but things that are right then you're paving the way for a better relationship. So, yes, I mean you're absolutely right, but I have a feeling I might be wrong, but I have a feeling you're very comfortable with your emotions.
Speaker 1:I have learned to become more comfortable with my emotions. What I am trying to evolve with is also managing the emotions of others. I recognize that sometimes, in the moment, you may not realize that you've shut down. As someone who wants to be able to continue the conversation until we can find some resolution, my mantra is I'd rather make it right than be right. I'd like to find ways to maintain a connection and maintain some type of common ground so that we can get to a place where you feel a little bit more comfortable.
Speaker 1:If you didn't start that way, even if it's a, can we table it for now and get to that place a little later?
Speaker 1:I want you to feel okay with coming back to that place later so we can resolve whatever we need to resolve. And so that's something that I'm being more mindful of, especially as a leader, because you've got some folks who are in varied states of their career. Even if they've been in corporate America for 20 years, their experiences may be different. What they've experienced from their leaders, from being the leader, from maybe being an individual contributor who's had a lot of responsibility, but never the formal ability to say, hey. These are the things that we need to execute on and this is what needs to happen. And so, with people being motivated by different things and experiences being so varied, I want to try to be as present as possible to say, okay, are we really connecting right now, and not just my feelings. But are you and I really connecting right now and are we getting to a place that will leave both of us okay, and not just me?
Speaker 2:You know, it's easy to say like, oh, I'm trying to help manage their emotions, but all what you're trying to do is help manage their perceptions, and what they do with those perceptions is how they manage their emotions. And that's what I think is the distinction here. Okay.
Speaker 1:Does that make sense?
Speaker 2:It absolutely makes sense it absolutely makes sense, because you can't manage their emotions. That's right. We all, you know I talked about this in the beginning we live in a world in our head. The world is in our head because we don't do anything without the brain, and so our world, and your and I's world, are different, and each one of us actually lives in a very unique world unto ourselves, and so all we can do is provide ingredients because that world in them you just don't know how it's structured, and half of us don't know entirely how it's structured. But that's the fun part that I've learned through this journey that led to this book is that we can uncover these recipes that we have, and we can uncover them and try and change them and be proactive in creating the world that we want to live in. And it may sound hokey, but it's our world, right, it's in us.
Speaker 1:Absolutely. How would you describe the difference between intentionally managing perceptions and manipulation? I guess I want to make sure that the audience understands that managing perceptions isn't necessarily the equivalent of manipulating a circumstance or manipulating a situation.
Speaker 2:No, and I appreciate that clarity stance or manipulating a situation, no, and I appreciate that clarity because what I'm talking about is like when you are talking to someone and this was what was going through my head is that when you're talking to someone and you feel like they're not hearing the words that you're trying to say to them by saying tell me what you just heard, I want to know what you heard me say. And then if they come back with something that wasn't your intention to provide them, then you say it again in different ways so that they hear what you're trying to say. So this is what I mean by managing their perceptions is making sure that you're as clear in giving them what you're trying to provide. Now, yes, we have manipulation galore in the world.
Speaker 2:In the news, it's all fear-based. If you want to lead sheep, what do you do? You yell at them, you do things to make them fearful to go in a particular direction, have a stick. That's manipulative perceptions, and that's when we, as individuals who want to consciously look into these things and try and see like, oh, is this true? Versus us trying to give people the information that we're honestly trying to give them. I hope that provides the clarity.
Speaker 1:Absolutely, absolutely, and thank you for going there with me. I just wanted to make sure folks again their experiences may be different and wanting to just make sure we understand there's a difference and a goodness that comes with being intentional around how you manage your relationships, but recognizing that sometimes that may not have come across in the best way for some in their experiences. So I appreciate you creating that distinction for us. You touched on everyone's world, being their own worlds, and one thing that I think we all have in common in this world today is that everything changes so fast. It's changing rapidly and it's almost a little difficult to keep up with. When you're trying to manage your emotions, what strategies do you recommend for maintaining emotional balance and resilience?
Speaker 2:Yes, so one of the things that I talk a lot about in the book is focus, and I mentioned that earlier. If you're in a fear state, your focus is on the thing that's creating the fear, but when you are not, you're able to look beyond it. So, managing your focus what are you focused on? And then trying to change that focus, if you can seek out things that bring you joy, it could be small. For me it's like moments with my dogs, like my little dog, fiona. Sometimes I look at her and I just melt. She's just a joy moment.
Speaker 2:It could be going outside and sitting in the sun, seeking things that bring you joy in work, in life, and also finding gratitude. It's so easy to look at the negative and see all this bad around you, especially in office environments. There's always somebody who's irritating you. There's always that situation where you just don't like this task. But when you can be grateful, it just kind of adds a little bit of a different flavor to the situation. And even though sometimes we're stuck in a position where we're working, we don't like what we're doing, but outside of that, when you balance that with seeking out the joy and the gratitude, I can't say enough about seeking that direction in your life, because, once again, life is what you make it and what you make it's up to you and it's not about controlling. And this is up to you and it's not about controlling and this is an old saying too it's not about controlling the things you can't necessarily right now. It's about the things that you can control Absolutely.
Speaker 1:I can relate to that a lot. I found that a huge difference in team members who seem to be able to really difference in team members who seem to be able to really roll with the punches and those who are a little bit more affected when things happen really does boil down to what they're focusing on, and it's really around what do I have control over, what do I need to let go of? And sometimes, for people who are naturally curious, it's being able to let go of the things that you may never have answers to right, because that's outside of your control, and so I love the reference back to focusing on the things that you can control and making sure that you're intentional about the things that you choose to focus on. You may be at the office but, to your point, your fur baby may be right there as your sidekick doing something that makes you smile, makes you laugh, and it can make all the difference.
Speaker 2:There's other little things that you can do too, just like what do you have at your desk? A bunch of candy, or do you have things that are healthy for you? That makes a huge difference in your attitude. Do you skip lunch? They know that if you were to be in an interview on a cloudy day or before a judge right before lunch, you have different outcomes because our emotions are managed by the balance that we have inside of our body too. So it's not just balancing outside, it's balancing inside. We have a very fast food nation world right now, and part of it is economics, but we suffer, sometimes needlessly, just because we're downing Cokes. We're eating highly processed foods I mentioned ice cream earlier but we've got chips and all these other things instead of more healthy foods that help feed your brain. So remember, your brain is the one If your mood is bad, and we all know hangry. I don't have to go on about this too long, but look at that too. It's not just about the outside world, it's also about the inside world.
Speaker 1:No, and even as you described, that physically right there's I'm going to use this adage since we're bringing up old adages but there's the garbage in, garbage out adage. Right, it's all about the quality, and while the mindset might be, hey, it's probably better for me to have something to eat, even if it's the fast food, than for me to not have anything to eat, there's also the but. Did you make the best possible choices that you could in order to fuel yourself internally so that you're expressing the best possible parts of yourself externally? I love the additional tips, any others that come to mind, maybe even some that are sneaky. They're the ones that you may not think about, but they're right there in your face.
Speaker 2:Wow, that's a little hard for me to come up with a sneaky one. I think that the biggest thing is, if you take care of your brain, your brain will take care of you. And if you feed your brain not only nutritional food, but also give it more detail in I call it emotional granularity. Don't look at every situation and say I'm mad or I'm happy. Come up with other words. Think about the differences in your feeling states. And if you have a hard time connecting to your feeling states because a lot of us learn to shut them down, if you like that, there's a lot of tools in the book to help you to do that.
Speaker 2:Because flavor is a combination of senses. That's why I use it and you can build that skill to taste more ingredients in your food, and the same can happen with your emotions. It's also a product of multiple sensory systems and you can increase your awareness of your feelings to be able to differentiate that and that. It doesn't happen overnight, but you would be surprised how fast it picks up when you start using it. I've found for myself that once you get into the mode you're like, oh, because your brain can only recognize what you feed it right, so learn to feed yourself more detailed emotional experiences. This is going back to perceptions and getting out of a fear state and looking at the situation more broadly and with that you're going to gain that emotional agility, that resilience that we all need so badly.
Speaker 1:Do you have any tips for the audience when it comes to building some consistency things they can start doing daily?
Speaker 2:Yeah, if you have a hard time with curiosity, just start asking is this true, is this feeling true? Because that's a curiosity sparker right there. You're going to have to examine it If you were in court. Is this true? They've got to come up with evidence and it's become your own inner Sherlock Holmes and try and investigate a little harder, especially in the big situations. And for me, when I get a feeling that like I know very specifically the feeling that's kind of across my chest, a little bit of my stomach, but mainly in my chest, I know that that's a time I need to stop and say okay, what is this about? Like, am I reacting to the present or to the past? Because way too often I'm responding to the past. Perfect.
Speaker 1:So curiosity starters, folks start thinking about what basic questions can you ask yourself in the moment to help spark some curiosity about what's going on, what's happening? To help spark some curiosity about what's going on, what's happening and how you can, you know, maybe change your perception in the moment to adjust. Yes, is it true? Is it true? Well, ken, this has been really, really fun. I can't wait to get my hands on your book. I see that it is out on Amazon, for sure, but why don't you tell the folks where they can find it and how they can stay connected with you? And I'd love if you'd share any final thoughts or advice you have on the topic of perception and changing your perception on a daily basis, so that you can, in turn, respond and just be more adaptable and resilient in the grand scheme of things.
Speaker 2:Well, my book is available in Amazon. On Amazon, I should say, and you can connect to it through to me through kimkortecom, k-i-m-k-o-r-t-ecom, and as far as advice goes, you know, the first thing that came to my head is that, because we're feeling beings, it's so important to us to have feelings in our life. If we're afraid of them, that's okay, everything is okay. It's the journey. Life is a journey and you can get them wrong. We can be wrong. It's okay to be wrong, because every time we're wrong, it's a learning experience. There was someone, thomas Edison, when he said that all the times he failed with the light bulb, those were just telling him that's not how you create a light bulb. It wasn't that he got it wrong, he just learned how not to do it. So when we have experiences and we feel like we got them really wrong, don't beat yourself up. You just learned something and every single day we are learning something new. It's just are we being proactive in what we learn or are we just letting the past dictate our future?
Speaker 1:So teachable moments, whether you got the expected outcome or an unexpected outcome. Leverage that, learn from it, grow from it. Yes, perfect, all right, everyone that wraps up our chat. In today's episode, seasoned Perspectives on Emotional Leadership, we've explored some incredible insights from Kim, who walked us through some of the powerful things in her book and how savoring our emotions can make us better leaders. Be sure to grab a copy of Kim's book, which is up for grabs on Amazon and other top retailers, for a full serving of her insights. What did you take away from today's discussion? How can you start integrating these seasoned perspectives into your leadership style? Give Kim's tips a try and watch your leadership style change for the better. Love the episode. Hey, we're all ears for your feedback, so hit us up on social media or send us a note. Your stories are our favorite part. Thanks for joining us. Keep on moving, stay hungry for knowledge and continue to grow as a leader. Catch you on the next one and thanks for coming back.
