Values as Action with Lindsay Harle-Kadatz

Do your team members have values that align with your organization? If you’re not sure, it might be time to support your team through some values work.

Your values aren’t just what you believe in; they’re the actions you take toward those beliefs. And sometimes those values change because of new experiences, transitions, life stages, and so on.

Values in business can change too, because of world events and new knowledge available. One only has to reflect on the last two years to understand the need for company and personal values to shift and change.

When thinking about your organization’s current values, did your team members have buy-in in creating them? Do their personal values align with your organization’s values? What about the leaders in your organization?

It’s incredibly important for there to be alignment in values because those values inform the actions we take. And if leaders don’t showcase their values consistently, everyone suffers.

This week on the podcast, I’m talking with Lindsay Harle-Kadatz about how to talk to team members about values so everyone is on the same page. Because when organizations care about values, it has a big (positive) impact on the bottom line. And surely that’s something that you care about!

Listen on your favourite podcast player

About Lindsay Harle-Kadatz:

Lindsay Harle-Kadatz is known as the Values Vixen (that…and a quirky human). As a team brand and mindset consultant with Quirky Lindsay Harle, she supports leaders who want to have an immediate and lasting impact on their people – and it starts with values. Values are the tasty mental prune juice that teams need to create a culture of flow, enthusiasm and joy to produce better quality bottom-line results.

A Neuro Change Method™️ Master Certified Practitioner, branding specialist, and listening student, she uses a different lens for connecting values to actions that matter to gain real traction in business and life. For Lindsay, breathing life into a team goes beyond a pretty branding document. It goes to the core of engaging individual beliefs and accountability.

Follow Lindsay on Instagram or connect with her on LinkedIn.

Mentioned In This Episode:


Lindsay Recknell 00:00
Welcome to season four of mental health in minutes. The podcast where we normalize mental health conversations at work, and share the strategies and tactics that make those conversations ones you actually want to have. I’m your host, Lindsay Recknell, the psychological health and safety advisor, a workplace mental health consultant, a speaker, facilitator and an expert in hope. If you’re listening to this episode, you know, our people need us more than ever, and I know you want to support them, but maybe you don’t know the words to use to engage them in conversation, or how to respond when they do open up. That’s what this podcast is all about. My guests will share tactical, practical and simple ways to connect with your people. Let them know you care about them and are there to support them and believe in them enough to continue investing in their career and personal development. Each episode we’ll also discuss the future of mental health in the workplace, and the top ways we can engage our leadership in the workplace mental health conversation, and have them endorse and pay for a positive culture shift within our organization. It’s hard to put into words but the first three seasons have meant to me as a workplace mental health professional. I am honored to learn from my guests and walk alongside them as they solve some of the biggest issues faced in their organizations today. One of these issues, dare I say the biggest issue I hear from leaders right now is that they end there people are suffering from burnout is syndrome resulting from chronic workplace stress. Burnout is very personal to me. The first time I experienced burnout was November of 2017. And this experience started me on the path to learning everything I could about burnout and what I could do to prevent, especially at work, be assured you can stop the slide. Burnout is not forever, and you do have the power to come back from the edge of burnout, you and your people. I’ve included a few simple strategies and tactics in my free training tryout package of materials you can download for free right now from my website at mental health in Forward slash tryout. without too much effort on your part, you can get started engaging with your team and teaching them to stop the slide into burnout for themselves. Included in this training tryout you’ll find two different lengths of presentations, a 15 minute and a five minute version, as well as the speaker’s notes for each along with a quick training video and a checklist to help you get started. Easy peasy just go dude mental health in minutes comm forward slash tryout and download your free copy now. I’ll also link to the download in the show notes of this episode. Let me know how it goes. So excited to introduce you to this week’s guest Lindsey Horrell could act also known as the values vixen well that and a quirky human as a team brand and mindset consultant with quirky Lindsay Horrell she supports leaders who want to have an immediate and lasting impact on their people, and it starts with values. Values are the tasty mental prune juice that teams need to create a culture of flow, enthusiasm and joy to better produce quality bottom line results. And neuro change method master certified practitioner, branding specialist and a listening student. She uses a different lens for connecting values to actions that matter to gain real traction in business and in life. For Lindsey breathing life into a team goes beyond a pretty branding document. It goes to the core of engaging individual beliefs and accountability. Lindsay is one of my favorite people on the planet. And I think you’re really going to enjoy our conversation. So without further ado, let’s get going. Hello, Lindsay, welcome to the show.

Lindsay Harle-Kadatz 03:19
Hi, Lindsay, thank you for having me on the show.

Lindsay Recknell 03:22
I love to have Lindsay’s as we were just talking about, you know, one day, we might have nothing but Lindsay’s on a podcast. But that is not the podcast we’re having today. I would love for people to get to know you a little bit. In the introduction. I did share your professional biography, but I’d love to hear from you who you are, what you do and who you serve. Well, if

Lindsay Harle-Kadatz 03:45
so, who am I? Well, I’m Lindsay, one of many awesome Lindsay’s but more specifically Lindsay horo Kadaster quirky Lindsay Horrell and I am a leadership coach and team health performance consultant. Really what I do is I help teams define, understand take ownership of the values in action in their team and marry that through their process, their purpose, and how can we just build greater happier teams in general have that’s what I do. And I use a plethora of tools to do so. Love it, love it.

Lindsay Recknell 04:24
And I love I love that you’re bringing values, the concept of values, which is something I don’t know, I feel like people know that language maybe. But we don’t often talk about it in the workplace, especially in the corporate workplace is not something that comes up very often. Mission comes up and, you know, somebody says, let’s align our values to our mission. But what does that even mean? Like what does values mean, when you’re working with your clients?

Lindsay Harle-Kadatz 04:52
Hmm. As a beautiful question. So first, I’ll say what values aren’t and values are not fluffy marketing statements that are just meant to be a rah rah, cheer for people to be like, Yay, these are our values, x. Values are really action at the end of the day, and they are the aligned. They’re the beliefs upon which we take aligned action. And so, in my world, I’ve developed many a brand voice for companies. And when we would start digging in and really building out what their brand is, so the vision, the mission, and then yes, the values I kept running into very generic values being given. And I would encourage my clients to tell me a little bit more about that. And as it became very clear, they couldn’t. And so my work started to become a little bit more transitioning from values as a really good statement to Values in Action. And I started making, making not forcefully but encouraging the client to share stories of what is this value in action? What does that mean? Can you tell me a story of when you believe that your company enacted and expressed this value? And what was the result? How did it pull people together? What does this value really mean beyond being a really good, memorable statement? And from there, it became about, well, values become the core of how we can hire of how we can fire of how we can engage our people within their roles more, so they have more purpose in their role itself. But that’s only done when there’s very clear understanding of what is this value? And how does it express itself in the behaviors of people? And does everybody have buy into that? Particularly the leadership team?

Lindsay Recknell 07:07
When I’m thinking about values, and I’m hearing you describe it, it feels quite personal, like, you know, I feel like I know my values as an individual as Lindsay Recknell. I know what my values are. But hearing you describe it in an organization, is there a personification of an organization that goes on to help align these value statements?

Lindsay Harle-Kadatz 07:34
Yeah, yeah. Yeah, so a few different, it’s layered answered. So first and foremost, we cannot really expect our team, our people to understand what our business values are, and what they look like expressed in that in their life, if they themselves do not really fully understand what values are, and what their personal values are, and how they express that in their own life. So first, do your people even know what their own individual values are? And if they don’t, that’s okay. Most people don’t at the end of the day, simply because they haven’t done the work. It’s, well, how can we then support them and gaining clarity on what their own personal values are, because when we start doing that, then there’s a higher likelihood that we can find and work with employees who are more aligned with the values that we then once defined for the business. So once that’s understood a little bit more, well, here we go, the individual can understand their personal values, and now they know what that looks like in their world, they can start to understand what a business looks like in their values. With regards to the personification of a business just started understanding, well, what in the world are the values that this business person would have in their world as a business? It’s, it’s, you have to extend your mind a little bit and think, Okay, well, a business is actually an entity, one individual entity. And if we’re at a board, if we have a board of directors, the business itself is a seat at that table. So whoever is the physical form of that body that day still shows up in a way that personifies that business demeanor, the business communication, the business messaging, the business history, all that jazz. So, at that point, it’s then we can start to really dig in and understand, Okay, well, if this is a business as a person, how does this business operate in this industry? How does this business show up in our community? Is this business as a person, and because really your people then at the end of the day are the individual elements within that body of the person. So if you don’t have your employees aligned to a degree with the values of your business and with their their personal values, then you have a cell in that body of the person who’s not aligned, who’s not there to help it be its most optimal self. Now, it’s not a bad thing. But it’s something to be aware of. So that’s really why understanding personal values in a personal way, is as important for a business in supporting their people as it is to gaining clarity and how to properly communicate what their own values are in action. Because if there is misalignment, better to get that on the table and have conversation around that, and then address Well, perhaps this cell in this body isn’t the right cell, or maybe we need to give it something new for it to be able to be healthier in this business environment, business body environment. The imagery,

Lindsay Recknell 11:18
like I can totally see, you know, I’m picturing a table and the Board of Directors sitting around the table and this, you know, ghost of a business that sitting in one of the chairs, like that imagery was really helpful for me to understand. So thank you for that. Um, so if leaders are listening, and they’re thinking, Well, I have a vision mission, because some values on the wall, how do they identify? If they’re good values, if they’re aligned values, if they need some work, you know, how, how does? How do we know if something needs to change there?

Lindsay Harle-Kadatz 11:58
Oh, golly, oh, golly, Lindsey, um, I mean, first and foremost, the the thing that, you know, I, I definitely got this wrong at first as well, pre values work is that values are not aspirational. So while we have a vision, which is where we are going, that is aspirational, it’s inspirational, it’s what is our North Star, the values piece is who we are, and how we act on the way to the North Star direction. So. So that’s really one of the biggest things is, what actions of yours are yours. And so when it’s really starting to come down, and I asked client stories along the lines of what, what are some stories where you feel you you went above and below, blonde, beyond, you were able to serve the client, like your absolute ideal client, you felt fulfilled, everything was in flow? Everyone involved in the project, for instance, all knew what they were doing and why they were doing it. And it’s really like how, how most people in your business act? What are you encouraging? What behaviors? Are you encouraging that say, for instance, safety, let’s just pull one out of the air that say that you are a safe business. So how are you doing? How are you showcasing that? How is everybody acting that way? Is everybody consistent with it? Does everybody always follow the safety regimes that are in regimes? Who safety protocols that are in place time and again, does their definition of safety also include psychological safety? So in that case, because a company who has safety where psychological safety is included in their own definition, shows and the actions and the committees and the training, whereas a company who doesn’t have psychological safety in their definition of safety as a value, would most likely not have those things in place in their company? And so it’s really taking it down to understanding what are your actions that you do most? What do you feel most aligned and empowered? And who at the table has buy into that? Because many companies who do have safety in their values are laughed at by their employees and snort snort giggled at exactly right. So it’s very much like, here they are, you’re not just slapping them up on the wall, then that you yourself, the leader team is showing them, you’re giving ownership over the values to the employees as well as you get them to understand and values is very much. It’s a lot like marketing at some at some point. So when we look at the world of marketing, you typically have to I hate this term, but I don’t know how to say it any differently, you typically have to touch your client or prospect seven times before they engage you in some way. Before they have any buy in to reach out or start to build trust. Well, what happens a lot of the time is companies go and they get their values defined, and they slap them up on the wall, and they say, these are our values, and then they never talk about them again. Except when they’re onboarding somebody new. And saying these are about you’ve right? So it’s, you have to continually be engaging your team, employees, everyone with what are these values? How are they showing up? Are we actually living them? And how do you have buying into them? And have the employees take ownership of what that value looks like in the business in their position in their role? Period.

Lindsay Recknell 16:28
I love it. I love that you’re talking about the employee buy in because if they are, so I’m envisioning an organization that’s been around for a while they’ve got some values on the wall. And you mentioned that that values are not aspirational, they are kind of present moment, this is how we show up in our organization. So if an organization has been around for a while, and these values are no longer how they show up, because of whatever, because we aren’t talking about them anymore. Because we’re not onboarding people that are aligned to these values, or not revising them, as, you know, our business environment changes and our maybe our products or services change and all of those kinds of things. How do we like where do we start to, I don’t know, create new values or realign them? Or bring them back to the present? Where does an organization start? So that it’s not so overwhelming to do?

Lindsay Harle-Kadatz 17:34
Well, I mean, it values do change. And I think that is something that we also do need to put on the table as well, you know? Well, we do have core values, they are often woven into the very thread of who we are. Life changes people. People are business, therefore, life changes business. So it’s kind of that understanding of putting so it’s it’s a it’s a layered question. And I’m thinking about some of the family businesses that I’ve supported going through that transition, as well as, it’s not always that the values themselves are wrong, as that how they’ve been defined up until now no longer serves. And so it does take going back to the table, and having open and candid and honest conversations, and possibly hearing things that you don’t want to hear. For the should hear for the betterment of the business, and just asking, Is this true? Is this true? Let’s, is this value still who we are at our core? And if not, who are we? And then you can start to dig down there. dig further and further and ask your people they know at the end of the day is you are or are not actually demonstrating the value of the business. And chances are you might be at some point other times you might not be but how can that change? What does that look like? And do we need a full new value? Or is it just a rewriting of the definition? Because we express it differently now? Because, for instance, you know, with family businesses, a lot of them started pre internet. You didn’t need a website, you didn’t need to build relationships online and the handshake was good enough and you didn’t right and so how do you translate that handshake? Trust value You to online? What does that definition of handshake trust look like online? How will it be expressed? And so is it just a matter? Like does? Or does that actually not matter? And the incoming leader doesn’t care about good handshake trust? That’s, that’s a very different story. It’s can go in another direction, but it is it’s very much about how, how is it being done now? How do we hold ourselves accountable to that? And that’s a big piece, too, is how are we actually holding ourselves accountable? To what we say we are? And is that translated throughout the entire company? Or is it just on this high, you know, C suite level, and no one else gets to really hear it? Because in that case, why have values? Well, and

Lindsay Recknell 21:01
that’s what was sort of coming to mind as you were speaking. So first, I want to say that I couldn’t be more aligned with you. On this on the seat me you had there were values can change, right? The core of who we are, we want to stay similar, at least you know, it’s sort of how our character and how we show up in the world. But as life happens, we can change what becomes our priority. And kind of move things up and down that ladder, so to speak. So I really liked that you called that out. But my question was going to be, what do we do? Or what? I don’t know, is there consequences? Or how do we hold people accountable for living these values? So we’ve gone through all this awesome work? We know what our values are, they’re aligned to where we want to go? How do we make sure that people stay in alignment with them and hold them accountable for doing it? Because so often, when we’re in client organizations, or we’re having trouble with someone, the thing I hear is, that’s just who they are? You know, they’ve got other six, they’ve contributed in other really successful ways to the organization. So we kind of look the other way. No, no, I don’t want to be that guy anymore. I don’t want to have to look the other way. What thoughts do you have around accountability? Lots? No bet.

Lindsay Harle-Kadatz 22:27
But well, I mean, first and foremost, like, first and foremost, although I think I’ve said that a lot already. Um, it’s important to know that if one person is using behaviors that pull away from the value and you tolerate it, that’s on you. The owner, leader. It’s not fair, the period. I don’t mean to be harsh, but it’s true now. And this isn’t late. And I’ve talked about this before. And I it was a beautiful moment I had with a client of mine, where we were digging in, and he was sharing with me stories and examples of the values and actions that they had. So we could really say, Are these their values, they were, we just need to get it cleared up. And as he was going through this, he had this lightbulb moment of Hold on. You mean, I can fire someone if they’re not doing these values? And I said, Well, please check with an HR professional and a lawyer first and for like, like, absolutely. But I mean, long story short, yes. However, there are some caveats. And absolutely check with a lawyer and an HR professional. But the thing is, ask yourself, Are you the leader? showing these values consistently? If you are great, number two, our is all leaders are all leaders on that leadership team doing the same, because if one of them is not, then it doesn’t matter. If there are the five leaders for acting in alignment with the values one isn’t will only see that other one and it you can’t hold anyone else accountable in your company unless you hold that leader accountable. And then number three, like have you even talked to this individual? Have you had them explain to you what this value means in their role? Do they know what that looks like? Have you given them opportunities to act in that way? Or are they just acting from another culture that like another company culture that they used to be in and then if they take it away, you agree on actions they’re going to do and how they’re going to, you know, improve, not be perfect but improve because human and get then it’s typically you give them strikes, I mean, you’ve given them opportunity. But if they themselves then aren’t going to live up to what your expectations are after you’ve given them the opportunity to, and they’re not a fit. Now, if though they’re doing a behavior that everyone else is doing, and you let them go, and the behavior itself isn’t addressed, then there’s a deeper issue than your values is just a complete fluster. It’s just a complete fluster. That needs to be addressed. And it’s deeper than values at that point, well, but it could be addressed by values, but it goes a lot into the mindset and beliefs and how do you even value people? And what is your business for?

Lindsay Recknell 26:01
Which is a whole different podcast episode, if you ask me? I mean, really, maybe on your podcast businesses are people do. So I love what you said about ask asking if the person’s interpretation of the value is the same as your interpretation, because something you talk about a lot is listening, and not assuming and coming from a place of curiosity and not, not presupposing, that your perception of value is the same as everybody else’s. Can we talk a little bit about that, and how, how important that is, and also how to listen to the response without bias and without judgment.

Lindsay Harle-Kadatz 26:49
Practice. So listening, oh, I am a student of listening. Even right now, as we do this, I’m in a 30 day program on how to improve listening, and what are tools and techniques and how to do that. Now the thing is, listening is a huge piece of communication that we’re not taught. And so leaders, bless them, so many leaders are put into, or put into leadership positions. told they have to learn how to communicate, which often is you need to speak clearly. But they’re not taught that other side of and here’s what listening is, here’s what your role as a leader is. And listening as a part of that and listening without judgment, listening to hold space, listening with empathy, and listening to allow your people the space to come to conclusions themselves, is what a leaders role is. And that really comes down to digging in and understand who are you as an individual so that you can stop in the moment? Should you be triggered by something? And just listen for the difference and go and wonder why they said that, as opposed to why did they say that? And so it’s about asking more questions, or not even responding but encouraging further conversation with like simple tools have Tell me more. What is that about? Can you help me understand? And so as the employee, the team member, whomever you’re connecting with an encouraging to take ownership, for instance of value. Get them to really dig in and explore in their own world what that is, and, as I as I, it might, in my journey of learning about listening. One of the most fascinating things and this is coming up with all my podcasts on with listening expert, Oscar Trimboli, is that he shared the math of listening, which was freaking phenomenal to me, and is so important, I believe, period, but it’s particularly for leaders to understand so that they can listen, without judgment, listen, to encourage, listen to help grow, listen to reinforce behaviors that they want to enforce in their team. And that that is so the math is when we speak we speak roughly between 125 125 and 140 Five words a minute, we think, at 900 words a minute. So, very rarely, the first thing that we say that comes out of our mouth is what we actually mean. So when we’re asking an employee, hey, what does X value mean? To you explain to me, it’s going to take some time for them to really sort through those 900 words of what they actually mean. And so you have to hold space for that. Now, the other part of that is when we listen, we listen at 400 words a minute. So we’re busy trying to fill in the other. I’m not good at math. 300. And some words, like I do words, 300, and some words that haven’t been said. And so that’s then what often we are assuming what’s being said, we’re assuming to amount we’re assuming verbiage, we’re assuming thoughts, we’re assuming, assuming assuming to fill in that space of the extra words? Well, the math is simple, then it doesn’t add up, you cannot listen fully and completely without understanding that piece of it. And understanding that allows you to kind of pause then, before you respond before you react before you say anything. And just think and listen to the space that the speaker has in between their words, so that you can determine what question or phrase to encourage them to share more.

Lindsay Recknell 31:42
My mind is blown about the math who’s involved in

Lindsay Harle-Kadatz 31:45
listening like, right? Yes, honestly. And as I said, I learned that from Oscar Trimboli, and his podcast is deep listening, and we’ll

Lindsay Recknell 31:55
Well, we will definitely link to his episode with you in the show notes of this show, because I’m sure everybody is gonna want to know more about math, even if they’re not math people. So there’s that, um, I can’t even believe that we’re coming to the end of our time together. But I do have one final question, which I think will kind of wrap it all up for us. Why should organizations care about values? What? How does it translate to the bottom line? For anybody who’s like, this sounds like a lot of work. And there’s so many other things that could be doing. Why does this matter?

Lindsay Harle-Kadatz 32:32
As crass as it is, and I’m gonna say it very crassly is that it brings it support your bottom line, period, accompany who knows what their values are, has connected that into their processes, is connected that into how they build culture, they’ve connected the people to the values themselves, and the people then have more purpose, they feel more fulfilled. There’s higher job satisfaction, there’s less burnout, there’s less turnover, when there’s less turnover, you’re not constantly having to spend money on rehiring and refilling roles and onboarding and getting people right. And so there’s a whole slew of why values ultimately connect to the bottom line. And it just ultimately has to do with and you say this all the time, a little differently, but it’s like when you work on your people, your people work on your business. And what you when you invest in your people, your people invest is something you’ve said that

Lindsay Recknell 33:36
your people, your organization. Yeah, yeah, yeah. So

Lindsay Harle-Kadatz 33:39
it’s, it’s that exact thing is, people who feel cared for will champion for your business. They will be proud to show up. Not only that, but they’ll they’ll feel encouraged to try more. There’s that whole world of psychological safety that’s then presented, where people can present ideas, be open to failing, but also, you know, have success through all the beautiful, messy action that then is ultimately there in service of why the business was started in the first place.

Lindsay Recknell 34:15
Oh, yeah. Mic drop.

Lindsay Harle-Kadatz 34:17
Yeah. Yeah.

Lindsay Recknell 34:21
I knew you would wrap it up in a nice little bow, and really give people some thought to take away like, it is a no brainer to do this work to invest in your people who will invest in your organization to the math. Make sense? The math works out lens. This has been such an amazing, intelligent, fulfilling conversation. Thank you for spending time with us today. I know that there is a lot that people will be able to take away from this. Tell us how the audience can get ahold of you when they need to work on their values.

Lindsay Harle-Kadatz 34:57
Mm hmm. Say values vixen appear, and I’ll be there. Or if that’s not working, because I’m tuned out that day for whatever reason, you can find me online. My website is quirky Lindsey Horrell calm. And other places have a Yeah. On Instagram. I’m at quirky Lindsay Horrell on LinkedIn. I am Lindsey Horrell cadets. And then yeah, and then we just get values, baby. Oh, oh. And I also have a business podcast called businesses or people to a podcast in which I do interview Oscar Trimboli. And I will share that with Lindsey as well for the show notes when she is ready.

Lindsay Recknell 35:45
And we will link to all those places in the show notes so that we make it easy to click and collect the awesomeness that is you. Thank you so much for you. Brilliant, it’s been a real pleasure and enjoy their Spirit Day. Wasn’t that just so fun? I love how much passion Lindsay brings to her work. She truly believes in the power of transformation for people and organizations and conversations like this one to really highlight the amazing possibilities when we align our organizational values to the values of the humans in our companies. At the beginning of the show, I mentioned the free training, you can try it with your teams all about stopping the slide into burnout, that feeling of overwhelm and endless stress so much of us are experiencing right now. To compliment those materials which you can download for free on my website at mental health in forward slash tryout, I’ve also created a 60 minute live virtual or in person workshop titled from burnout to hope, which has been transformational for so many organizations. You and your team will lead this workshop understanding how to identify the signs of burnout in yourself and others, how to put into action, the evidence based strategies and tactics to reverse these feelings of overwhelm and languishing and how to activate the hope circuit in your brain for a future even better than today. It’s hopeful, practical and transformative and I believe to bring it to your organization. On our website, you’ll find more information about this workshop as well as the mental health and minute digital subscription, a done for you package of presentations and other content designed to help you make meaningful connections with your people. Increase the knowledge and education about mental health related topics and normalize these kinds of conversations in your workplace. The thing we do best at mental health in minutes is opened the door to conversations about mental health and work. And episodes like this give us real things we can try to truly make a difference. Being a people leader is especially hard right now, you might feel like you’re managing both up and down the corporate ladder. And if the thought of figuring out how to best support your people and yourself feels overwhelming and impossibly hard, let’s talk. We’re here to do the heavy lifting with resources and materials along with the training and facilitation leaving you to do what you do best engaging with and supporting your people. We have many ways to support you from full service hands on to guidance and support from afar. So let’s chat about what works best for you and your people. As always, I’m here if you need me.

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