Ep.83 The Leadership Identity Shift - with Navid Nazemian

00:00:01: Welcome

00:00:01: back friends to another episode of the online business by design podcast.

00:00:04: It's your host, Yvana Ivanovich.

00:00:06: Thank you for tuning in today.

00:00:08: I am Today connecting all The way to Dubai from Austria with a Navid Nazimine.

00:00:17: Hi Navids welcome To the show.

00:00:19: Hey Yvanna!

00:00:20: I'm super silk and excited to have this conversation With You today

00:00:25: Me too because we on This podcast are All about learning thinking big and mainly also stepping out a little bit of what's called normal.

00:00:37: Welcome to the online business by design podcast, I'm your host Ivana Yvonnek And this is your mindset in marketing podcasts To help you build up business

00:00:45: next year nine-to five

00:00:46: without burning out And most importantly, enjoying your business journey

00:00:51: while you are making money

00:00:53: and impact.

00:00:54: Grab your favorite note-taking device, lean back and get inspired!

00:00:58: I believe that everything you need to build a business of your dreams is already within you.

00:01:03: Navid Nazimian is an international bestselling author, executive coach & keynote speaker who helps leaders founders and executives navigate high stakes transitions and scale their impact.

00:01:15: Author of Mastering Executive Transition, he has coached leaders across five continents and shared insights on seventy-plus podcasts.

00:01:23: Navit works as the intersection of leadership strategy and personal growth providing practical frameworks that help ambitious professionals build resilient teams grow sustainably and lead with clarity and confidence.

00:01:39: And when we speak about leadership Especially in these times, leadership is crucial.

00:01:45: Leadership is changing the roles of leadership are changing and I am really excited how you gonna teach us today about how we can step really into our role when the stakes are high which didn't even initiate!

00:02:01: You said...you didn't set out to become a thought leader?

00:02:10: capable leaders are struggling when the stakes are high.

00:02:15: Can you take us back a little bit to those times, and what brought you where we are today?

00:02:21: Absolutely!

00:02:22: So listen I spent twenty six years of my life working for some of the world's most admired companies And in these last five organizations there were champions on their own rights.

00:02:36: If i were to share names with you Adidas General Electric or GE as it was called at the time, was literally the most admired company on the planet.

00:02:47: This is in the year two thousand and five.

00:02:49: It's been a bit of a sad story these days to look at GE but At that time they were really considered very special organization And I went down to work for other companies like Vodafone Or Roche The pharmaceutical giant.

00:03:05: So there was this pattern that i saw every time I move from one organization to another, sometimes even within the same organization.

00:03:17: That whilst the companies had great onboarding practices sometimes established for ninety-nine point five percent of total population it was always sort coming short off top level leaders.

00:03:32: and so use a concrete example I would mention the name of one company with what we call Perfect Day One, which meant that even before you technically started.

00:03:46: You could select your technology devices and you will get a welcome video message from the group CEO to say how he is excited to welcome you on board?

00:03:58: And speaking little bit about strategy so-on... The first Monday each month was dedicated to Perfect Day One, which meant that if I were a new joiner and you are in the new joining, we would be sitting together in this room.

00:04:16: And then there will be various senior leaders coming into us about their company mission how they approach our customers what products or services And it was really a very nice way how you could connect with the mission and vision of the organization, How we can feel almost being part of family.

00:04:38: This same process excluded the top one thousand two hundred leaders.

00:04:43: now this company had one hundred and one thousand employees meaning The Top One percent were excluded from that for two reasons.

00:04:51: A not all of them were hired into the global head office.

00:04:55: That meant that some of them are hired in Asia Pacific and Africa, on other geographies.

00:05:01: but more importantly this onboarding program was considered too basic for that level of leadership.

00:05:09: now what is considered to be sick also meant there wasn't nothing else in place to say okay we need a more bespoke you know individualized tailor-made program for the likes of Ivana and Naveed, so they essentially left it to their leader.

00:05:27: And this is just one of many examples I can cite around this mysterious thing that there's disbelief in meat-and-large size organizations where people throw money at best candidates then hope that somehow magically a candidate will make it.

00:05:44: So my intrigue was curiosity which resulted the year twenty, thirteen or fourteen.

00:05:55: When I started to get curious about it and then looking for books of guidance only to find out that there wasn't a single book written on this topic.

00:06:06: so how do you manage or master your transition as an executive leader?

00:06:11: just was nothing than anyone thought about writing?

00:06:15: And So That gave me idea.

00:06:16: but the book... It Was A Long Journey journey in total until the book published, but it... The book has been doing very well and I think one of the reasons is down to the fact that nobody else has actually written about this.

00:06:31: So what goes wrong?

00:06:33: How can this be achieved in a more sustainable way?

00:06:36: What are some of the interventions that executives under companies to make sure that it doesn't become a bit of hope and pray kind of situation, but really you can help those executive leaders in their structured an intentful way to succeed as when they have been hired.

00:06:56: I find this very interesting And It is true That the moment You decide To go big The world expects you to deliver.

00:07:08: With that comes the pressure And with that comes an expectation where often the best leaders, their best intention knowledge wisdom and intellectual property struggle.

00:07:22: I see this in my work In the smallest areas of life.

00:07:27: if even people set out to either go for a higher position or start business on there own suddenly No one cares about them in supporting them, which is the closest circle.

00:07:41: Because they think you already know what your up to and You should know What are doing.

00:07:49: this happened?

00:07:49: To me my early twenties My business failed miserable miserably And I learned from that.

00:07:55: now before we continue i would love to hear From you navid how do you define leadership today?

00:08:04: yeah Look, I think there are enough book definitions of what leadership is.

00:08:11: Actually used to teach at university this was back in Hamburg and Germany And my course was called The Fundamentals Of Leadership one the first slides on that same At the time, this is in the year two thousand nine.

00:08:31: There were three hundred fifty plus definitions of leadership and I always gave it to my students who say I really don't want to add a three hundred and fifty first definition to that.

00:08:43: but if i wanted to look at leadership more broadly um...I have found out.

00:08:47: uh..if I want to look extra ordinary leaders on what are their qualities that they demonstrate more consistently, it is a combination of those six qualities.

00:09:02: That I have come to appreciate and this is one of the frameworks i've worked with my coaching clients on.

00:09:10: so The first two qualities are having their confidence as well as the self-awareness And these two pay down in the bucket that I call safe leadership And they helped me as a leader to expand my identity, right?

00:09:28: I think we are without getting into politics and politicians.

00:09:33: We could very well imagine some famous world leaders that have a ton of self-confidence but unfortunately are missing the look in mirror which is okay.

00:09:44: how's all this landing with Followership, how is this actually coming across with other world leaders?

00:09:51: How's this or isn't it working?

00:09:54: in a way I hope to be.

00:09:55: So those are the first two and that brings us to the next two items.

00:10:00: so This has been connected And being inspiring!

00:10:05: With Connected you can literally imagine The Wi-Fi symbol we have on our smartphones and tablets and PCs being able to connect with a wide range of individuals in your private as well as professional life.

00:10:22: So, this is the typical CEO that's staying up late at work because there are some important preparations they need for their next day and they bump into someone doing cleaning.

00:10:39: although it's strategically absolutely irrelevant to their role, they do not mind to strike a very nice friendly conversation with that individual.

00:10:51: So at the sign of being able to connect meaning you're not just speaking to your next level leaders which are all C-suite executives but you have no issue to be able to contact with a much wider segment There's one thing to connect, but there is something quite another.

00:11:13: To be able to inspire them... ...to buy into your mission and vision.

00:11:19: And so again I've seen all sorts of different styles of leadership command-and-control.

00:11:26: That's it!

00:11:27: that's the end of debate.

00:11:28: now zip it up and just get on with it which really doesn't encourage an awful lot of followership action taking on the back end, but I've also seen very inspiring leaders that really you could imagine going to war with them if they ask it to support.

00:11:46: So these two qualities pay a dividend on team leadership and we all know no single person can ever get an organization do anything.

00:12:01: the combination of being confident, being self aware and connected in inspiring.

00:12:05: That helps you to get a little closer with desired outcomes.

00:12:09: And these two qualities pay a dividend on enhancing your impact right?

00:12:16: Then that brings us into our last two qualities.

00:12:19: The first one is courage... ...and the other one is clarity.

00:12:24: So again I think we have seen too many examples of world leaders who have a tonne of courage.

00:12:30: The start wars, they go into this and do that.

00:12:34: But really being absolutely clear on why am I doing what?

00:12:40: What is the end game here?

00:12:42: or exit strategy?

00:12:45: How are we going to achieve it?

00:12:49: That comes with courage!

00:12:55: Those two just pay a dividend in business leadership And they help the individual and the organization to elevate results.

00:13:04: Because again, unless this is a charitable organization we are here to achieve some sort of target whether it's... To make their products or services accessible to wider range of customers?

00:13:15: Whether that's to make a profit but also have sustainability of profits.

00:13:19: whatever the goals are We're here to teach something.

00:13:23: So its combination those six qualities Confident Self-awareness connected, inspiring courage and clarity that for me quite humbly make up what I define as extra only leadership.

00:13:50: people are stepping into a leadership role, which is not just when you step up to a CFO but also if you're starting your own business and start to hire the first person or virtual assistant.

00:14:08: People often play with their best products And they don't see themselves in this role.

00:14:20: They don't See themselves of having to become a leader or already being a leader, because it comes with responsibility It comes with developing skills and values and Being calling yourself a leader.

00:14:38: have you experienced this throughout your career now?

00:14:40: Is that You have seen potential being there people still not being able to step fully into the role, and if so why?

00:14:53: Oh for sure.

00:14:54: I mean i worked in HR so it was part of every imaginable promotion case sometimes at a more similar levels than some times that are more junior or mid-levels.

00:15:06: but reality is this goes back many personal traits behaviors And I'm a big fan of the Hogan assessment.

00:15:17: This is my go-to psychometric tool when i work with executives and there's this the scale called ambition.

00:15:27: for instance, this is one of the scales that you know doubles down on wanting to next level promotion wanting to go big wanting make sure whatever you do it being served as many people.

00:15:43: And so if that's a high score on the Hogan assessment, that usually is signed and you are very keen to make it happen.

00:15:50: My ambition scale scores at one hundred on escape from zero two-one hundred.

00:15:54: So that gives an idea about what I think of it.

00:15:57: But i have seen many individuals who have much lower level self ambition.

00:16:03: By the way That does not mean because they have low ambitions They can't achieve their targets but Their attitude want things to work out.

00:16:13: yesterday, it's just very different.

00:16:15: And so yes I have seen that and sometimes also in a bit biased by gender.

00:16:22: So when i had conversations with male executives To be promoted into new level of leadership Oftentimes, I have found there are two to be all.

00:16:35: finally someone is coming and speaking to me.

00:16:37: Have been waiting all this time To get this level promotion And now some one in HR or as someone has woken up to the reality of my brilliance.

00:16:46: on The same token i've had the same conversation with Some female executives who have been really questioning whether they Are ready for the war?

00:16:54: Whether They Really have All it takes to succeed at the next Level Of leadership Or whether It would Be wiser to stay put for another year or two, then come a bit more prepared and so on.

00:17:06: So that's just my individual sample size.

00:17:10: I have found female executives to be a lot more decent and very grounded in the reality.

00:17:19: And sometimes they may encounter parts, you know reaching out to the stars and somehow ending up somewhere in the middle but really taking that for granted and assuming if there can do their role.

00:17:33: sixty percent of what is asked them in they're absolutely promotion-ready and so yeah, let's just roll.

00:17:42: Yeah I see this in my industry as well As i was looking for new podcast guests And amongst you Navit to bring your knowledge To the show and speak on the topic of leadership How to grow businesses without burning out.

00:18:01: We will go shortly into that topic.

00:18:04: First of all received out of, it was hundred seventy applications.

00:18:10: I received eighty percent with men and then when i looked at the application itself...I was partly devastated.

00:18:22: how much especially on uh-when we now speak about gender roles..how much man um expected me to find what they stand for?

00:18:33: What do you bring through a table?

00:18:34: because pick me with no explanation why I'm good for your show, how does our audiences align etc.

00:18:44: where i received the other twenty percent were much more humble and way too little.

00:18:50: if I look at uh that work that I want to do out there and teach women to make money and step into leadership roles and build what they are meant to be building... There was so much more where I think we can really draw the line here and be like, okay.

00:19:10: We need to do different work on different people to get them where they want to be because it is often in both ways potential wasted if you don't shut those downs on the left side of no one's on their right side to elevate him a little bit into create that confidence within people?

00:19:33: And even now speak about growing a business and the personal brand.

00:19:38: You are also speaking about the alignment of values, strength in the seasons of life to avoid burnout?

00:19:50: Why our leaders more in danger to burn out?

00:19:56: And how can we prevent that?

00:20:00: Yeah, so the example I would like to use here is one of my tools and that tool Is actually created by DDI.

00:20:12: So DDI's like CCL a thought leadership house And they have their own studies and so on.

00:20:17: this particular too It's taken from a study that they produce every two to three years.

00:20:23: it's called leaders in transition stepping up not off What I love about this tool, so they have interviewed something like twenty thousand plus leaders and They have calibrated those leaders according to the level of leadership.

00:20:39: So there are three layers let's say And The first layer is kind of their what i call middle management The middle layer, it's a visual graph.

00:20:51: You have to imagine half circles three lines and they've colored those lines as per the skills and activities that are typically happening at both levels of leadership.

00:21:02: And then in the top layer is executive level C-suite.

00:21:09: What is super interesting for me to observe Is when you move from Level To Level you ought to think about what is really required of me at this new level of leadership, which kind of brings him back to your original questions on what gets in the way.

00:21:27: And so what gets into ways?

00:21:29: if have been a super silly example or successful sales individual?

00:21:36: You're amazing at sales and that's why the HR person and manager decide people responsibility and they put you in charge In a small team of five or six, six sales reps.

00:21:50: Now what do have to bear in mind is that although previously You spent hundred percent off your time doing sales And nothing else.

00:21:59: That's arguably What made you get this level promotion as the sales manager now?

00:22:06: You need to think hard about how much of your times Do actually have to spend on sales yourself And how much of your time is required to manage the five, two six individuals that now report into you and look up to you.

00:22:20: I want to learn from you and sometimes may not agree with one another on what have you?

00:22:26: So that's simple.

00:22:28: promotion already demonstrates How You Need To Look At Each Level Of Leadership With A New Fresh Paralyze.

00:22:43: you know, what Marsha Goldsmith says.

00:22:45: What got to me here won't get any there and so that's if we wanted to continue on the continuum.

00:22:53: imagine yourself good but it will be promoted to sales director or chief sales officer a few years in.

00:22:59: well thats great because If You Wanted To Carry On The Way That You Were Doing It As An Individual Contributor Or Even As A Middle Manager In Sales you are guaranteed to burn out because, guess what?

00:23:13: You cannot manage the same level of detail that you were managing before.

00:23:19: I mean this is a real example i can share with you here.

00:23:22: uh...I was working for Vodafone in the last eight years and-and..the first three years I worked at Germany which is by far the largest entity in the world for Vodafone as a group.

00:23:33: And we had these internal development centers where we have our high potentials coming, and in a way pitching for next-level promotion – I had this one individual who was pitching to become what we call the Hauptabteinungsleiter or a director level position….

00:23:54: When i asked four examples of how he goes over and above his call of duty to do a great job.

00:24:02: He cited the example that he takes every single contract, but he needs to read home and does it over the weekend although had team already established underneath.

00:24:13: because you really want make sure when managing director signs those contracts is given his blessing.

00:24:19: now imagine if we were as an organization promote individual leadership.

00:24:26: well If that's his way of working through detail, well it is a sure-way to send the same individual into burnout and have someone else come do their job because you cannot continue in this as we did before.

00:24:42: You are taking your old role and adding new roles so suddenly doing two jobs?

00:24:53: In one way yes I mean, it is a hard job to learn now because when I hired somebody to edit the podcast.

00:25:07: To help me with some administration?

00:25:09: It's hard to let go of control and i saw here this guy who said I'm gonna read those contracts myself even if its on the weekend Because you never know!

00:25:19: This is something that we need to trust.

00:25:25: Trust ourselves that we have taught the people correctly to do their things, which requires again us.

00:25:31: To know first what they want Which goes back to division and emission of the company so we can teach others?

00:25:37: And I think this is such a huge step to take.

00:25:42: and Yes, I agree burnout is near if you still keep on controlling.

00:25:48: If he's still You know, can't close your eyes and sleep at night because you know someone's sitting in your systems doing things.

00:25:55: And I think the bigger it gets... ...and i have the privilege to have one person on my side.

00:26:03: do all of these things but imagine that next level two three four five ten is going every time.

00:26:14: a step up.

00:26:15: new learning align the growth of our business and brands to all values, strengths in season of life.

00:26:28: Can you elaborate a little bit more on that?

00:26:31: Sure I mean again it's not uncommon that i sit down with an newly assigned executive coaching client of mine And on paper they look like a complete success story, right?

00:26:46: I mean they grew their careers over the last twenty or thirty-forty years from this to these and are earning this much.

00:26:53: They have huge responsibility so on.

00:26:57: And when i then sit down and have conversation with them around okay you know assuming that has been promoted through this level of leadership what would they want?

00:27:08: the legacy look like five or seven years down the line enjoy doing after this

00:27:14: current

00:27:15: promotion, you know that they have just received.

00:27:19: I get very little because it's like the prospect of your in the hamster wheel and you're just running... And you barely take time out to step out off the Hamster wheel.

00:27:33: really look around thinking about do we want to do or not?

00:27:38: And if I want to do it, for how long?

00:27:41: What is my end game and what's the target after this one role.

00:27:47: When should we start to align on that with other key stakeholders such as the board or wherever else may be informed?

00:27:56: Once you've done that, You have a target.

00:27:58: You can work towards whereas if your have always been just running and running and Running And you have no endgame on it's like having Google Maps available to you But you don't have the pin dropped anywhere right?

00:28:12: So he was just running.

00:28:13: Yeah, I'm somehow use some some making some kind of progress but what If you're running in the wrong direction?

00:28:20: What if you are running against your own values?

00:28:24: You know, going someplace that you actually don't want to go too.

00:28:30: And so... So that's what I meant with aligning your skills Your competence as well as your values With what we do and where would like To ultimately get to.

00:28:42: because if you are not clear on those i can really help in an effective way Because i can just be On your side watching and observing you.

00:28:52: but If you and me worked out what five years down the line would look like in terms of your definition of amazing, that is a much better idea because we can then break it down into you're one year plan or three-year plan and whatever endgaming.

00:29:13: This is very powerful because I see them everywhere starting something hoping its gonna land But then whether it lands or not, we never know.

00:29:24: Whether we achieved where you want to be going and... Or not!

00:29:29: We have to take a completely different path in another direction.

00:29:33: And as I'm listening that was young me That was ...I quit corporate without having any back plan first of all.

00:29:41: So i am not recommending this for anyone but being young naive Not having the guidance You know, step into a thought leadership.

00:29:53: Even if it was only me running the show.

00:29:55: but marketing oneself is thought leadership because you need to have thoughts that you present in the world not everybody has or not everyone will agree with and then it's already difficult.

00:30:08: But stepping into this role thinking I'll just try... ...I was that person on the map without the pin.

00:30:18: I was running on Google Maps, and in the end you just run... And then you're tired!

00:30:26: You are tired because this is a game that needs to play any leadership role.

00:30:32: it's just tiring what we need to do.

00:30:35: It has a lot of work and responsibility but at some point everything collapses.

00:30:47: prevent this in a much, much bigger game.

00:30:51: And I think what you are saying is that if you're not enjoying What You Are Doing?

00:30:56: If you feel like you were in the wrong place and have no direction to go... ...you set yourself up for failure with that team!

00:31:08: With everyone around who's watching it because we've had.

00:31:14: I don't think people realize what impact they have on their environment with their behavior, but everything that do.

00:31:20: And the best way to prevent this is having honest conversations.

00:31:26: Absolutely and i would even go a step further Ivana.

00:31:30: so again if after Hogan assessment it's roughly broken down in three parts The first one measures How people perceive you to be when you're at your best.

00:31:40: There's no issue, no drama getting in the way that one way of showing up and work environments are not home.

00:31:49: Then the middle part is, okay what happens if Ivana's pushed into a corner and stressed out?

00:31:55: What does it like to be around her then which is very different than Ivana arguably.

00:32:01: And then third part that I usually start with when working on entire executive leadership teams is what conditions have to be met so that Ivana can be at her best.

00:32:14: And it's called the Mortis Values and Preferences Inventory, a very technical term but the reality is Ivana this one of the reasons I failed so spectacularly when i joined GE from another great organization called Adidas.

00:32:31: The reason I failed was because the Mortes Values & Preferences corporate culture and work environment, they're so different than my own unique MVP eye.

00:32:44: And that meant that it's like I mean you are holding a pen in your hand right now if i ask you to sign a piece of paper as in front of you as if pretending.

00:32:55: if it is form then you need to sign it.

00:32:57: You could easily sign it If ever were asked to swap hands.

00:33:01: do the same thing with other hand of yours.

00:33:05: It somehow doable but my God, the amount of effort precision and energy it takes from you to get an outcome that isn't even half as good as your normal regular signing writing hand.

00:33:22: It's just another example how I can share if you have a work environment not suitable for going to be successful.

00:33:35: Not only are you looking at the prospect of burnout if were just trying keep it, but reality is that you will be depleting your energy every single day and irritating the heck out from colleagues.

00:33:49: they'll get irritated by comments and reactions everyday reason why there is this issue with you know, um You see sometimes at the very top someone Very senior gets hired who looks amazing on their CD and resume And then they fail spectacularly after six nine or twelve months because They just could not cope With.

00:34:15: what does establish ways of working?

00:34:17: What are values and preferences Of this organization.

00:34:22: Yeah

00:34:24: I hear if when you just said the Ivana in a perfect environment and then the Ivano who struggles, how she is perceived at that moment.

00:34:36: I remember i had to put away my A-Eagle like far way for the first time to apologize not having set the timetable correctly or having expected too much for having, or from me as well and not being able to keep up with it.

00:34:55: And to put everyone around me under stress which can happen.

00:35:00: but the first time I was sitting behind my desk and being like damn!

00:35:04: I'm gonna swallow that first... ...and say there is a mistake.

00:35:12: This also one of those values where you said something we need to learn when we have people around us, will lead them into our mission to see what is what I do in landing.

00:35:26: And if it landed wrong then i need to be aware of that?

00:35:31: Absolutely!

00:35:32: Would you

00:35:32: mind talking with me like...I'll try my best and then again two months later made the same mistake.

00:35:39: It was smaller though but this is a learning curve eventually.

00:35:45: let's put this now also In the corporate world, leadership.

00:35:53: We have leadership in business no matter like as an entrepreneur when we are building businesses ourselves.

00:36:01: Let's make a transition into real life Leadership and private life.

00:36:08: let's say I'm not saying Business is Not Real Life but in Private Life.

00:36:14: Where do we need all these qualities you just mentioned today?

00:36:20: Yeah, for me they are exactly the same Ivan.

00:36:23: This is why I believe that and by the way this is what Hogan assessment also suggests Is that you cannot be fundamentally different at work than your at home?

00:36:32: And if you are

00:36:34: Then

00:36:35: then That's because you're putting up a mask and you know You're complying in a particular way that you think it's expected of you which brings us back to.

00:36:45: You have just swapped your hand, and you're having this hard time to sign any forms.

00:36:50: Although it's really not that difficult right?

00:36:53: But the reality is because you are so working against your unique motives values and preferences Is That You Are Now Force-Fitted Into This new organization, knew whatever ways of working and that's why it is so hard for you.

00:37:07: The example I can use this without mentioning the name of a company was pretty senior guy.

00:37:13: they brought me in to work with function leadership team as HR director.

00:37:19: my boss who picked handpicked me on top talent ahead of the first leadership team meeting, she asked me to have a meeting with her and I did comply.

00:37:35: And then sat down with her.

00:37:59: be honest with her and say, look so-and-so.

00:38:03: If you really want to get involved at that level of detail I think you need to look for someone else to come do this role because my understanding is on a high level You are the guide or mentor but I don't want...I certainly am not planning To get involved in that level because otherwise you are just not having the right level leader in the right role.

00:38:32: And that meant and it was probably more direct than she was expecting, so she completely retracted then!

00:38:40: This is when I had to approach her ahead of their next leadership team meeting.

00:38:44: say look... You have been part this top team for two years.

00:38:48: I am the new kid on the blog, so i would appreciate your advice just not on font size and color.

00:38:58: So this is where preferences are also important!

00:39:01: The same preference applies to our work life.

00:39:05: if you have a partner of wife or husband that really gets involved in A lot of detail, micromanaging you in your relationship and you really dislike that.

00:39:20: Well guess what?

00:39:20: You will be very miserable In that relationship because every time you feel like you want to do something someone is double-checking and triple checking a double clicking on you.

00:39:31: And That's why I think fundamentally speaking Our personality is our personality, whether we are at work or at home.

00:39:38: Or with out friends and who we are And the more can be naturally whom you're The more will able to show that first part of the survey which?

00:39:49: what does it like to be around Ivana if she's really her best?

00:39:52: What some amazing things we going to observe when shes in a state mind.

00:39:59: There is a great value in this conversation, because I think everyone who's stepping into the role of leadership will understand what it means to take responsibility not only for an organisation but also our own companies.

00:40:16: The first and the tenth employee and specifically their intention that we are bringing to the world – the example they're showing others no matter their age no matter where they come from, there walks in life.

00:40:32: because I think leadership truly goes far beyond our working place.

00:40:39: And...I believe that the world needs more conscious leaders and if anyone has intellectual property wisdom knowledge i think it is their responsibility to bring into the world The best they can

00:40:57: for sure wholeheartedly agree with that.

00:41:00: Yeah, I appreciate you so much for being on the show now but before we go i want to say everyone who wants to connect with Navid and continue this conversation seeking help advice?

00:41:14: Now it is a very approachable guy.

00:41:16: he's sitting in his emails and he's answering them which I always appreciate.

00:41:20: communication the very necessary leadership skills.

00:41:29: The information will be in the show notes.

00:41:32: and I would like to ask you my favorite and last question, where do you see yourself?

00:41:37: In your old years

00:41:40: right?

00:41:43: so on my vision board i have this version of being part of a community that nourishes one another And I've started to build that community now.

00:41:56: Um, and have no idea how much energy it will have ten years down the line but at the age of fifty three as still believe i have a lot to give... ...and a lot learn!

00:42:10: So its not something im actively thinking about into retiring or semi-retiring But Im really glad that I made The Jumping Ship.

00:42:23: uh happened three and a half years ago, it's working in incredibly positive ways for me.

00:42:29: And for the communities that I'm engaged in...and i just could imagine doing more of what I do right now.

00:42:37: um in the foreseeable future and eventually probably doing a little less and stepping a little out in terms of active duty unique journey and have gifts to share with the world.

00:42:57: Wonderful, thank you so much Navit for sharing with us.

00:43:00: Thank You Ivano!

00:43:01: Thank you for the invite.

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00:43:22: It's called the Magnetic Influence Accelerator, a high-touch group program that helps you build your personal brand and visibility strategy – that works without being glued to your phone.

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