The Fabulous Learning Nerds

Hey everyone, welcome to another fantastic episode of your fabulous slurring nerds.

I'm Scott Schuette, your host.

You knew that.

Um, our co-host is here.

You knew that as well.

You love him.

Dan Coonrod.

Dan the man.

Oh yeah.

Dan.

What's up, Scott?

How you doing?

Well, if I have to be honest...

Feeling that way!

Yeah, feeling pretty good.

Yeah, for sure.

How are you doing, Dan?

Uh, you know what?

Normally I would go fair to midland, but today

I'm doing pretty fantastic.

I feel good!

True story.

I feel what I want.

I feel...

I'm sorry, I kind of knew you were going to do something like that, so I came prepared

today, which is really awesome.

Yeah, for sure.

Yeah.

How was your week, Ben?

Busy, but good.

I think that's everybody's week.

You know, I'm talking to friends, I'm connecting with people, and everybody's like, I'm like,

how you doing?

Oh, I'm so busy.

I'm so busy.

It's good, but I'm busy.

And definitely in the past couple of weeks, I've been like, oh, this is what you mean.

Like, man, so busy, but good.

Yeah, I'd rather be busy than not

busy not busy is no fun that's true the alternative is bad yeah lots of

shenanigans occur when you're not so busy but I that's true when I get bored

I get mischievous so it's good that I'm busy sure well I already knew that about

you it was great I also know someone who's equally as busy you lover the

Duchess of Design Zayda is in the house everyone.

Zeta!

Howdy.

What's up Z-Girl?

Ah, so much.

I think along with CypherDana, it's been busy.

My life is full and it's been good.

Full is good.

Too much cookies being full is bad.

That was me yesterday.

I'm just a little tired today, but that's okay.

That's fine.

That's not a problem.

Because of the lack of cookies.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired.

I'm just a little tired today, but that's okay.

That's fine. That's not a problem.

Because of the lack of cookies today, you just need more. That's all you need.

Did you guys ever get totally famished for sugar? Like the sugar bug is just like,

Oh my gosh, yes.

Yeah, I would like some sugar, please. That was me. I had none in the house because I'm

smart.

It's like me all the time.

Because if that was there, it'd be gone. It'd be totally gone. And so, yeah, I think that's a really good thing.

I didn't. But I don't know, after I may have to run down to the gas station and find

my go to snack when I'm famished.

What's your go to snack when you're famished, Zeta?

Actually, apples and peanut butter.

I'm pretty basic.

That is actually very good for you and healthy.

Shame on you for saying something like that.

Terrible. But if you take a gala apples and you put them in the fridge,

they're quick and easy, they're cold,

especially during summer, it's great.

You cut them up into little slices,

dip it in some peanut butter,

and if you want some honey, you can put it in there.

And it's really nice.

It's really nice.

Dan, go-to snack.

I like how you said honey like it was a secret or a bad thing

like, you know, or you could put some honey

on this terribly unhealthy snack

of apples and peanut butter.

Yeah.

I like real snacks and waffles.

Waffles, I think, are right now in right now.

It's awful. It changes, but we're definitely waffle.

Now, there is too much prep in a waffle as a snack because I have to get a toaster.

Right. Because you can't microwave those.

No, good. Yeah, that's true.

You got it. You got to make them or you got to eat them frozen.

You toast them.

No, that's gross.

Gross.

Waffles.

Do you put the syrup on the waffle or do you do like we went?

Yes.

Yes, I've got I've got some actual maple syrup that a friend gave

me that I saved just for waffling and sometimes when I'm feeling

extra fancy, I'll put some bacon on there too.

I thought I was going to be out there with my store-bought Rice Krispie Treat.

Not the one with the elves on it.

That's nice, but that's just too much preserve, isn't it?

It's the one that they make and buy from somebody.

Yeah, like the real big, thick square.

Dude, yeah.

Yeah, that's great.

But I got nothing, you got waffles, man.

You're like all over.

Like I'm done.

I'm having a sugar coma thinking about it.

Rice Krispie treats are great,

but I like rice Krispie treats with like,

too much marshmallow.

Like, rice Krispie treats are great,

but man, like, you gotta get so much marshmallow in there,

you're like, it's almost too much.

That's right, everybody, our snack show.

This is great.

Hey, I do wanna make a quick little introduction. We've added somebody behind the

scenes. You won't hear too much from him, but he's going to be doing more for the show. So

some of you may have the opportunity to interface with our new man in the chair,

everyone. Just a quick round of applause and a little intro for Sam Van Tessel, everybody.

I'm Sam.

Hi, how's it going?

That's going pretty good.

What's your favorite snack, Sam?

Oh, that's a tough one.

I would probably say

I'm someone that goes for the savories more than I do the sweets.

Oh, well, like I can't really just sit there and like have something sweet.

But like if you put potato chips in front of me there's

this mistakes are going to be made on my part

but uh yeah um you know if you're if you're

tuning into this show and uh you know you happen to

want to ask a question to uh one of our one of our online

sections you know you might be have the chance to talk to me i'll be grabbing

some time stamps of the show i got one for the rant on Rice Krispie Treats, so I look forward to seeing that online.

But for the most part, I'm going to be back here behind the scenes, but if you need me, all you gotta do is play that little intro and I will suddenly appear like magic.

in the shadows. The shadow knows. That's why he's the voodoo child. There's no B on that song,

by the way. Voodoo child. What's supposed to be. I could talk all night long about Jimi Hendrix.

Quick trivia for Jimi Hendrix. I'm going to let Sam go. Where did Jimi get his start? He

played guitar for whom? I'm going to save this answer for our guest she may know. I'm gonna give her a shot

at it. Okay that's fine. Kick it down the can. Okay great we'll kick it down the can.

Great trivia to throw it at a party you'll sound really smart. So listen we

have a fantastic guest with us tonight we got a great topic for you tonight and

it's not about food. So ladies and gentlemen we're gonna get to know all

about her in a little segment that we call, What's Your Deal?

Hey man, what's your deal?

Kelly!

Hey, hey, hey!

How you doing?

What's your deal, my friend?

I gotta opt out in the Jimi Hendrix question.

Can I do a swap for like the snacks question instead?

We're gonna give you both, so you don't know

who Jimi Hendrix played guitar for when he started out.

And being from Seattle, that's probably like really a bad thing.

No, it's not.

We won't tell anybody, don't worry.

It's being broadcast.

Yeah.

He played guitar for a young man named Little Richard, if you ever knew who Little Richard was.

That's where he got his start.

Oh.

Yeah, I know, right?

So a little trivia there for everybody.

That's great.

Okay, so favorite snack, Callie, favorite snack.

Favorite snack, okay, when I'm famished,

I love, for all my dairy lovers out there,

I love cheese, I love snack cheese.

So like string cheese, little Tillamook Square,

shout out to Tillamook West Coast.

I am a huge fan of Cheez-Its and Goldfish crackers.

Those are probably like my snack foods.

Oh, and really crunchy grapes.

Oh my gosh.

I just want to say real quick,

Tillamook Extra Sharp Cheddar is like my favorite cheese.

Callie, tell us a little bit about yourself, your journey, how you got to be with us today.

Yeah, yeah.

Thanks for asking.

So, I'm going to tell you the beginning of the story, which is my love for L&D.

So, I started in retail stores with a big-time wireless carrier back in 2006, and I knew

almost immediately that I wanted to be in a training department at this company.

So about five years in, I was sort of poached, if you will, by a different company, one of

their partners, and brought into a role that was like this hybrid between constant training

facilitation and then coaching leadership behaviors, and then also kind of that account

management, like building relationships to try and inspire sales results, right? It was basically my dream role at the time and for the majority

of my career, really. And it only deepened my love for learning and development.

What I didn't know is that the company that I worked for had a super robust training organization

that included facilitation experts, but also instructional design, content development,

innovation, and of course, coaching and leadership development.

So when the opportunity presented itself to move into this learning organization, I jumped

at the chance and I got to tell you, I think it changed my life.

So I actually left the corporate workforce just this last year because life happens.

And it was the first opportunity for me to think about what it was that I really wanted to do

that felt deeply fulfilling. So in a moment of sharing vulnerability or being

vulnerable with your audience, I had a lot of feelings of self-doubt and

I still have a lot of them because I'm not in this workforce that I

was in for so long. But I felt like I was applying to roles non-stop.

I feel like this is so relevant right now. Everybody's applying

to all these roles and feeling discouraged and denied left and right. And I said, I don't

want to subscribe to it anymore. I don't want to be a part of it. So I opted out. I said,

screw it. I'm investing in what feels good and what feels fulfilling, which led me down

a path of coaching the coach,

which is myself, the coach in the mirror.

And I said, let it begin with me.

So my mission out here is to help professionals and leaders become the people

or the leaders that they've always aspired to be in and find the courage to do the work that they want to do.

I love that.

Heck yeah.

Like definitely, we need more coaches out there

because when it comes to coaching,

it's usually overlooked,

but it's one of the invaluable ways

of making sure that development actually works.

So, it's awesome.

Yeah, and kudos to you for doing your own thing.

I think that's really, really important and inspiring.

And I know you got a lot of really great stuff

to talk about, and that's something we've been wanting

to catch back up on for a while,

but I just said, hey, I know Callie wants to talk about it,

so thanks for coming in.

I'm really looking forward to it.

And with that, everybody, let's go ahead.

And without further ado, let's dive into our topic of the week.

Okay.

Today we're going to be talking about coaching and leadership.

Courage.

So let's start off right at the top.

Why, Kelly, why is coaching so important?

Yeah, I think when we're thinking about, you know, being at work and in a corporate environment,

whether you're working in person or remotely, the most important role of a manager as a people leader is to develop your team.

And, you know, I got to say, like, as a people leader myself,

it was kind of hard for me to believe

that that was the most important thing

because I was asked to do so many tasks

and it felt like it was competing priorities.

But I just wanna set the record straight here.

No matter where you work,

no matter what company you work for,

if you're a manager of people,

their career is in your hands and your career is in theirs.

And, you know, yeah.

I mean, if you elevate the people around you, you're going to open

doors for yourself and for all of that.

So that's why I think it's important.

Let me tell a quick story.

This is very true recent story.

If I've said this before, I apologize.

I thought it was just so mind blowing.

So WD 40, the company WD 40, right?

That has saved my butt many times from squeaky stuff. Not too recently, went and changed every title. So if you were a

manager, senior manager, and you steward human capital, like we're going to go ahead and

you had people below you, they made them all coaches, all of them. So you're a coach, you're

a senior coach or whatever, to set the expectation for them as to what they were supposed to do.

And I thought that that was really, really great

and really, really inspiring because I feel like,

you're right, Kelly, sometimes people work really hard

and all of a sudden I have the opportunity

and the honor of stewarding human capital,

I got people below me, this is great, what do I do?

I don't know.

And things just kind of move along.

But in my experience, and you can certainly talk to this,

but your world changes, right?

So no longer, in my humble opinion, when you lead people,

no longer are you just responsible for getting stuff done.

Like, hey, my job today is to get stuff done.

Your job really is to empower other people

to get stuff done, right?

Other people to grow and get better

and get more stuff done.

And those people that can do that really succeed.

But I'll also say that's not easy.

Now, I think it takes a lot of introspection

and emotional awareness to understand

how you impact another person, right?

And the hope would be that you have leaders

and people surrounding you that help build some of that. And I feel like

in some spaces people are lucky to have that, but in most, doing it in a way that's

productive is often missed. You said just like that emotional awareness and I

can't think of, at least for me as a leader, like how important that is. I remember so many books on like leadership and coaching and

so much of the focus was on like this building the sense of emotional detachment.

And when I tried to be that leader, when I tried to be that coach, man, I sucked at it. It was

awful. And so it just for my own personal philosophy, my own personal like leadership

and coaching style was like to build that emotional attachment to root for the success of those who you said perfectly whose

careers are held in my hands who are dependent upon me to open those doors and to and to

set them up for success.

And.

100 percent, like having that awareness that like those people have an emotional attachment

to you.

You should definitely like be practicing that level of emotional awareness of what that means for

you and for them. Love it.

Yeah. I mean, I think what's so interesting about what I learned in not just my time in

corporate world and leading the team, but in the relationships I've built with so many

coaches that are out in the world today is that none of it matters. It doesn't matter if you are a people leader or not.

If you don't foster a space of trust, if you don't show your cards, and if you're not vulnerable

with people that you surround yourself with.

I mean, I think psychological safety is a hot topic right now too when it comes to being

in the corporate environment.

And if you can provide that, your teammates are going to open up.

They're going to lend themselves to you, they're

going to believe in the vision that you're helping to create for them.

And so everything that you said, Dan, is so on point.

And I think that all of that, creating that emotional awareness, creating that space of

trust, that space of psychological safety and vulnerability and removing judgment, right?

That's where people development really happens.

Yeah, 100%, love that.

So, you mentioned, you talked earlier about this idea of

coaching requires courage.

Could you elaborate a little bit on that?

I'm very interested to hear more about that.

Yes, I'm super passionate about this.

So when I think about the term leadership courage, sometimes it feels kind of fluffy

and different people have different, you know, definitions for it.

But leadership courage to me can show up in a few different ways.

And I'll give you some examples or how I define it and some examples that go along with that.

So leadership courage could be giving input or feedback in a group meeting in front of others in a way that's productive and impactful, even if you

don't always feel like it's your place.

But you know that you're contributing to the problem if you just let it slide.

So you have to lean into your convictions and you're concerned about risking your brand.

But taking that stance, showing that level of leadership within you, whether you're a

people leader or not, that's courage.

I think another example would be giving feedback to your leader. If I am not getting the coaching and

development and the feedback and the consulting from my leader that I need in order to grow,

I have to go to my leader and have a tough conversation asking for that. I have to have

courage to give them feedback that I need more from them. I have to have courage to

have tough conversations with my leaders or senior stakeholders or C-suite clients, right?

And all of those conversations take courage.

But I also think it shows up when you are a leader of people,

you've got a team, and you have to share tough news

with your team, like having to make big changes to a project

that everyone's been working so hard on

because you got some blindsided request from your stakeholders

and you have to pivot.

Or what might feel even more relevant right now

to really basically all the people on LinkedIn

because it's rampant at this point is,

how to muster up the courage and every last bit of energy

that you have to maintain morale

when talking to your team after a big layoff.

All of those are moments of leadership courage.

And sometimes if we don't spend time thinking about what we need to do to get the blockers

out of the way so that we can be courageous and can be vulnerable and can be transparent

with our teams, if we don't invest that time, our teams start to lose trust in us, right?

Our teams are less developed than they should be.

Some of the important stuff that needs to be said doesn't get said.

And I think it kind of makes us go backwards if we don't, you

know, build up that leadership courage.

Yeah, definitely.

Yeah.

Like I, you mentioned layoffs and having led teams affected and

surrounded by layoffs before, like that conversation is one of

those things where you're just like, okay, the next 35 minutes really gonna suck. Let's jump in. It's gotta happen.

It's gotta be done. And if you're not the person framing that conversation, setting

that conversation, answering those questions, they'll get those answers from somewhere else.

They'll get that conversation somewhere else. And so, yeah, just buckling down and being

like, it has to be done. And at the end of the day, somebody has to hold the dollar and here I am.

So that's gotta be me.

I love that, that's tough, yeah.

So, you know, a couple things that I wanna piggyback off

on this, number one, you really mentioned this idea

of mentoring up, right, or leading up.

Hey, it's one thing to get feedback going down,

like that's a challenge, right?

It takes a little bit more to kinda go up, like hey,

specifically you mentioned like, hey,

if I'm not getting what I need from my leader, I'm going to have

this conversation with like, hey, please, I could really use more or I could do more

having those conversations I really think is important for us. I don't buy into this

because I'm not that kind of leader, but people always say you own your own personal development.

Okay, I, I get it. I totally get it. Right. But as a leader of people I don't buy into that at all. Like I own it.

That's my job right. I'm going to try to people try to help people find that on

their own right. So my question is right so you have that hard conversation you're

mentoring up and you say hey listen I want to do different things and I want

to I want to exercise more things and I need this and I need that. But if the

Peter principle holds true whereas you know most people are being promoted two levels above their competency, sometimes

I'm mentoring up to somebody who isn't equipped to go ahead and give me what I need.

And that's where I think it's really important I want you to talk a little bit about where

do I go to get what I need?

So if I'm not getting fed, so if that coaching relationship isn't there, who's feeding you?

So, Kali, talk a little bit about that space, how what you do is really important, especially

with people like me or other people like me that might need more and need to get fed.

Yeah, I think I'm thinking about your question here in two ways.

The first one is, if I'm not getting what I need from my leader, how do I have a conversation?

And I have just a quick thought on that,

and then we'll go into finding mentors and finding coaches.

But sometimes it's hard to tell somebody what to do

unless they're bought into it, right?

Unless they believe you, unless they're sold

on whatever it is that you're trying to share.

And so if you go to your leader and you say, Hey, I'd love to get some feedback on this.

And they're not giving you great feedback. You kind of got to, you know,

kind of step up to the plate and, and think of a different way to approach it. And I would say

that would be through thinking about what's in it for them.

So if I, Scott, am going to you as my leader and I need a little bit more from you, my

thought or my approach might be, hey, I want to do the best that I can for you and for

the team and for whatever our objectives are, right?

I would love your candid feedback.

I might challenge you and ask you deeper questions

to better understand what I can do to contribute more,

to help get this project across the finish line,

or to do a better job than what I want and excels on my rating instead of just a strong.

So let's help me get there because it helps you too.

That's one thought that I have.

I think the next thought is the amount of mentors and coaches and people that you can

go to is endless.

You don't have to say, oh, I've got a mentor or I've got a coach.

I've got four coaches right now.

I've got mentors that I could go to that I've had for many years or a short period of time

because they all have something to teach me, right?

Or they all have different approaches.

And one of the things that I feel pretty strongly about,

and I'm learning in my dedicated coaching journey now,

is the difference between how I perceived coaching before

versus what coaching is outside of a corporation.

And that is, you know, I think internally in a company,

there's a stigma against coaching.

It's for when you do something bad,

you know, it's for when you get some tough feedback.

But true coaching is not necessarily reprimanding.

True coaching is a space to discuss

how to create an individual's success.

And you do that through asking,

or the coach would do that,

through asking introspective questions and creating goals and working with you to

create a path that you can get behind, that you're bought into.

It could be one that aligns with the company's goals.

And it has to be one that the individual who's being coached feels energized by.

Right. So I just wanted to delineate the difference between what coaching is and should be

versus sometimes the stigma of

what coaching looks like internally which in my opinion is more of like feedback and

Advisory right if I'm giving you hard feedback

That is separate from me fostering a space where I can help coach and develop you and the skills that you want to grow in.

I love, I love that delineation. Too often, when I look at like internal, like company or

corporation, like coaching, both the people receiving the coaching and sometimes the

internal folks delivering the coaching, I feel that they just see coaching as a way of doing performance management.

They're like, okay, I'm coaching to get you to this number.

I'm coaching to get you to this goal, and then we're done coaching.

Or if we're continuing coaching and coaching you to get you to the next number, the next goal.

And performance management is part of coaching.

It lives inside of there, but it should not be the goal.

is its own goal, the improvement of somebody,

somebody being able to grow and develop

and just become the best version of themselves

isn't always about just chasing the next metric.

Yeah, exactly.

Like coaching isn't a band-aid, it's talent development.

It's growth.

And it's helping to reach that handout

and let people have that next step,

or at least if they don't know that next step,

to show them what's possible.

That's gonna be my email tagline,

coaching isn't a band-aid.

I love it, I love it.

I think about coaching in a corporate setting

is probably a really good opportunity

to make sure that you and your teammate,

if you're the coach,

or if you're being coached to or coached with,

it's an opportunity for you to get aligned on whatever the objectives are.

And if you're not aligned, right, find out why.

This is coaching opportunities is the time to find out why somebody is misaligned, right?

And what we need to do to get them aligned and create some awareness around how it could

be affecting their performance based on the performance that they want to have, right?

Asking them what kind of performance they want to have

and how that aligns with the goals

and creating a plan together that helps get them there

versus again, you're not hitting these goals.

Your performance is suffering because you're

going in a different direction than the rest of us, right?

I think we just have to pause and think about

what the approach looks like and how coaching again fosters a space of safety, no

judgment, plans are co-created, everybody is on board. One of the things I think is

important you kind of touched on and I'd want to give you some opportunity to

expand on it is this idea of psychological safety. So I truly believe

that most people want to do a good

job, right? I also truly believe that most people want to be the 2.0 version of themselves.

Like when I look in the mirror, I'm like, yeah, that's the things I want to be better

at today. Like I really want to. How important is psychological safety to those evolutionary points, like getting the best out of people and inspiring

them to be the 2.0 or 3.0 version of themselves? Why is that so important?

Yeah, I think the number one theme that I'm seeing across all of the

conversations with my clients lately has been about their relationship with their

boss and the feeling that they are going to do something wrong and get in trouble.

I mean, that's the opposite of psychological safety.

And when that happens, you kind of go backwards into your shell.

You start withholding some of your expertise, some of the ways that you want to contribute. It reduces motivation and that is the getting up in the morning or

it's the do I want to go above and beyond in this project right it could be

either one of those. And I had I think we've all had bad leaders in the past

but I had a bad leader who I think caused enough trauma to where I found that showing up.

I found the way that I reacted to certain scenarios with new leaders.

I found some of that trauma showing up and how my.

And some of my thought patterns on how to react or support or

get a specific job done in a new job that I loved

with a different leader who is phenomenal.

And I think a lot of people don't think about the impact

that they have as leaders, not only now,

but how it impacts somebody later on.

And so I think psychological safety

is not just an immediate right in front of you,

like what's happening today or tomorrow or this week.

Psychological safety has ongoing,

either positive impacts or negative impacts, right?

So I guess I would just say, if you are a people leader, think about how you want to

be treated and how you want to be led by your leader.

Think about the brand that you want to have and the things that you want to be admired

for and do those things.

Do the things that lead to that.

And in the same token, think about the things that made you feel judged or not safe or like you couldn't be vulnerable or

where you didn't have feelings of psychological safety?

What were those actions and behaviors and how do you avoid those pitfalls entirely so

that you can be the leader that you want to be in so that you can develop the brand that

you want to have as somebody who inspires and again provides that psychological safety that's so critical for each one of your teammates.

For me, it's all about connection. I think that connection is important.

Sometimes we forget about that. Like, we all have to show up, we all have,

well, we all have our own hopes and dreams and all that good stuff, but, you know,

if I'm not feeling supported or if I'm not feeling like I'm getting what I need,

then, you know, my engagement in a role is only going to be so much. Last year, unfortunately, fortunately, whatever,

we had a show on it, but I live in Cape Coral, Florida and we were hit by Hurricane Ian and

it just parked over my house for nine hours and made my life very difficult and it was

very, very sad. And you think about, well, okay, that's cool, but the people that I connect with at work are really important.

Those connections are super important to me.

And then for a very short period of time,

they were gone, like gone.

Like I couldn't call anybody, no internet or whatever.

It was just really, really bad.

But I remember a VP of mine who's also a mentor of mine.

Like 48 hours, I get a text.

How are you doing?

And I was like, Oh my God, you reached out to me.

That is fantastic. And he's a skip level above me.

And we just had a quick text message, which is all I could really do at the time.

Right. And I remember him saying, like, I can't imagine what you're going through.

Is there anything we can do to help? And I said, you are helping so much.

We have no idea what your text means to me.

And he and I have a great relationship moving forward.

I've learned so much from him.

And I guess the challenge that I would give

to anybody from a coaching perspective is,

you know, I get it, right?

So you don't want to get too close to your people.

But those connections and those,

just five minutes out of your day,

how are you doing?

When you, you know, and be genuine and authentic about it.

Super duper important for psychological safety,

super important for this thing called engagement. So I think that's great. Um

bit before before we start to wrap things up I

Wanted to give you an opportunity to go ahead

Kelly is there anything that is really important to you that you wanted to talk about tonight?

You haven't had the opportunity to address yet

That's a great question. I think we actually kind of just covered it in our last part of the conversation.

And it's funny because it, the concept around building your brand and the concept

around thinking about the type of leader that you want to be, to be able to provide

that for your teammates, but also to know what it is that you want to look for in

your leaders.

When you move into roles, you know, people stay in jobs because of their leaders and people leave their jobs

because of their leaders.

And that feels like a lot of pressure.

And so what I would say is interview your leader when you're going into the role, get

to know them well and make sure that they can give you the feedback and the advisory stuff, but they can also foster a space for you that

where you can be open and you can work on leadership development with them.

And I think that also is telling for the culture that they have for the broader team is coaching and development of partners and peers and direct reports, is that part of that group's culture?

And if it's not, is that where you want to be?

Right?

Because if your goal is to stay long term and your goal is to grow, go where that growth

is.

Go where there's going to be somebody that's going to help you with that.

If you get there and you find out that they're not, then that's an opportunity for you to

build some leadership courage and have that conversation and find external mentors

and coaches that can help you in the meantime.

Awesome stuff.

Oh, great, good stuff.

Kelly, could you do us a favor?

Could you let our audience know how they can get a hold of you and drink more of the great

stuff that you have to offer with them?

Yeah, absolutely.

So you can find me on LinkedIn, Kali-Foster, or you can email me at coaching at KaliFoster.com.

If you're not familiar with coaching practices, if you want to be a great coach for the team that you're leading, reach out to me. I'd love to help. That's where I'm

dedicated now after all of my wild years of learning and development experience. I just

want to help, so reach out.

That's right, everybody. Reach out to Callie. She's awesome. I can vouch for her. She's

an amazing leader and you will get great stuff from her. Thanks for being on the show, Kelly, really appreciate it.

Daniel-san.

Yes, Scott.

Could you do us a solid,

should you let everybody know

how they could get ahold of us?

Yeah, I guess I can do that.

All right, party people, if you haven't already,

email us at nerds at thelearningnerds.com.

Email us any questions you may have.

Talk to us about your experiences with coaching,

good and bad, we'd love to hear about it.

If you're on Facebook, you can find us at Learning Nerds.

For all of our Instagram peeps, Fab Learning Nerds,

and lastly, for more information about us, what we do,

and updates, www.thelerningnerds.com.

Scott?

Thanks, Dan.

Hey, everybody, could you do me a favor?

Do me a rock solid, will you go ahead

and hit that like button, hit that subscribe button,

share this amazing, this is a great show,

fantastic show, share it with your friends,

wherever you saw the post, wherever you got this episode,

share it with somebody that needs it.

And guess what?

We all need coaching, all of us do, so share that out.

Do me another favor, could you go ahead

and leave us a review either on iTunes or Stitcher?

Love the show, wanna hear about it.

Hate the show, wanna hear about it.

How the algorithm works, the more people tell us

how good or how bad we are,

more people are gonna find this amazing stuff. We'd really appreciate

it. And with that, I'm Scott. I'm Dan. I'm Zeta. I'm Callie. And we're your fabulous

learning nerds, and we are out.