Speaker A [00:00:02]:

Stevie, thank you so much for taking the time to come chat with me today.

Stevie Rabinowitz [00:00:05]:

Yes, I'm totally thrilled to talk.

Speaker A [00:00:08]:

Let's start with having you tell the audience where you're at in your career, what you do now, and anything you want to share about how you got there.

Stevie Rabinowitz [00:00:15]:

Oh, that's. Well, that's a long story, but I'll try and make it brief. So I'm in the Bay Area. I'm a principal for Lotus Leadership, which happens to be my own coaching and consulting organization. But I've worked internally for over 20 years, so it took me kind of a long time to arrive into my own space to do what I've been doing internally and now be an external for other organizations. So it's been an interesting shift, actually, but in a beautiful way because it's kind of. I love my boss. She's awesome.

Speaker A [00:00:51]:

Good. Some people don't say that. I'm glad to hear that. Awesome. I'm sure. There are so many stories, and sometimes when I ask this question, it's really hard for people to come up with a story because there's, like, too many. Right. I was in an interview once, and the panel asked me a question, and I was an internal.

Speaker A [00:01:10]:

Optional promotion was where I was sitting, and they asked me a question, and I sat and I thought for a beat. Like, it wasn't just a pause. It was like, oh. And someone said, oh, you know, are you having a hard time coming up with a story? And I said, no, I'm trying to choose which one happened just this week. Right. And so it's fascinating when we show up to these conversations, it's like, oh, my gosh, there's so many things. So what our theme today is going to be around, starting with talking about, as a leader, that internal work we have to do. So I have a heart set acronym, and the H is be human and, like, understand yourself first.

Speaker A [00:01:47]:

And this is where a lot of us coaches live most of the time, is really being a source of that help and guide for people to really understand that. So as you work with people and you think about this with yourself and leaders you've worked with and now people you're coaching and consulting with, when people are showing up and doing this inner work in a heartfelt way, what does that look like? What does authenticity mean to you? Anything you want to share in any of those buckets?

Stevie Rabinowitz [00:02:16]:

It's such a large bucket. Right. And I think the first thing that just comes to mind is learner and teacher. Right. And so in order to be a great Coach, an advocate to show up authentically for clients, whether it's individuals or teams, there has to be a lot of internal work. So there has to be the opportunity to take time to learn about your own self. Right. Like what, what brings you to this space where you have the privilege and the right.

Stevie Rabinowitz [00:02:50]:

Right. To dig into something with another individual or team. You have to have taken a look inside, you know, kind of all the ugly and maybe the not so ugly and learn how to promote yourself. Right. There's a piece where it's like, it's not all ugly in there. And, and where do you learn to come up with the authentic power and lens of like, I actually do know what I'm doing. I'm not living in imposter syndrome. I've worked with many leaders.

Stevie Rabinowitz [00:03:26]:

I've done enough internal work that I can then feel comfortable enough to hold up a mirror to someone else and show them all of their parts.

Speaker A [00:03:35]:

Right.

Stevie Rabinowitz [00:03:36]:

So it's a matter of examining my own parts, understanding where they may flare up, where I have a, you know, a proud, happy part, maybe like one that I want to cover up and bringing all of those parts authentically to the table of whatever it is that I'm doing, whether it's individual coaching, working with teams, consulting on a project, creating some learning design. How am I showing up authentically? And really, in order to do that, that's that self is instrument, as you've heard, Right. Like examining yourself first. And then when I think about, you know, as you're talking about stories, of course, like, the minute you say the word story, I'm like, like, I can think of a million different stories of working with people, working with individuals and teams, and how shining that light and holding up that mirror may be being a little dangerous. Asking some hard truths. Right. Help people to then do the same internal work that helps them to show up better, different for whatever it is that they might be showing up for. Yeah, yeah.

Speaker A [00:04:43]:

I, it. I was thinking as you were saying that about the different places and chapters within a leader's journey and thinking of like, the emerging leader and maybe you haven't done a lot of that self as instrument work and working on really understanding how you're showing up, you haven't had that opportunity like people were rating you on your skills and are you hitting your KPIs and like the individual contributor side. But now you're trying to influence and lead people, and that's a whole different career, really. So there's a career shift there. So I do see a lot of Emerging leaders need to do a lot of that work. And then I went, ooh. And fast forward to people that are on the other end of that spectrum and journey and maybe they're phasing out of career retirements in the near future. I've also seen where they're like, I know myself and I'm not changing.

Speaker A [00:05:33]:

Right. And that can be a hang up too. And sometimes these clash in the workplace. Yeah. Tell me what's coming up for you as I say that anything different that different parts of your journey. How does this look when you're at a different part of your journey or does it look different?

Stevie Rabinowitz [00:05:50]:

It absolutely is different. Right. Every chapter presents itself differently. Right. Like whether you're an IC to an emerging leader, whether you have a team of one or 20. Right. Whether you're at the tail end of your career. And I think when I think about like populations that I've worked with, there's something really interesting with emerging leaders and transitioning leaders.

Stevie Rabinowitz [00:06:15]:

So those two populations you were just talking about, the emerging leader, if they so choose, can be an incredible sponge. Right. So they're either coming into this role and I think that depending on the organization too, I find people like screeching into this role unexpectedly. Like in startups where there's no one else to lead the teams. You've been here the longest and we've got four people that now need a leader. So you're it. Like, even though they're like not it. Nope, you're it.

Stevie Rabinowitz [00:06:43]:

Right. Like that happens. And when you land there as an emerging leader, if you have hesitation, you might struggle. If you land there with an openness and a humility of like, I don't know everything, but I'm curious to learn more about again myself and how to be a leader of others and what their needs are. The opportunities are immense. Right.

Speaker A [00:07:15]:

That

Stevie Rabinowitz [00:07:17]:

being able to look deeply within and have conversations with coaches, with co workers, with their own leaders. It's about being open. So that kind of that emerging leader, if I was to put my best advice on how to kind of tackle that or whether a more willing participant or not. Right. Like you're either voluntary or volun told is being open, being open to learning, being open to feedback, which is like, you know, kind of the most, you know, threatening F word ever. And it can be like really awesome too. Right. Like being open.

Stevie Rabinowitz [00:08:00]:

So then, you know, if we kind of transition all the way over to that leader, that's maybe on their transition too. The same word applies, I would say, because when you're at this tail end of your career and you're transitioning, like you were saying, some people are like, I know myself. It's those that are open to, like, I don't know myself like this anymore. I am now open to discovering the new possibilities of what I can achieve. The new possibility that I might not know how to live like this. Right. Like, there's a huge population of transitioning leaders that are like, what do I do next? Right. I guess maybe I just go back into a corporate job or I go on the board, or I.

Stevie Rabinowitz [00:08:45]:

Or, you know, like, I can't twiddle my thumbs, but I don't know what I'm good at, or I have my own imposter syndrome about sitting with myself. Right. That's a huge one. So that kind of. That adjective of being open kind of applies to both. Right? Yeah.

Speaker A [00:09:01]:

I really like that. Open. Curious. Also, F is the best and worst feedback or the feedback is the best, worst effort.

Stevie Rabinowitz [00:09:10]:

Super scary F word. Like, oh, you know, you hear it and you're like, how am I going to. Just like. Yeah, it doesn't. Feedback is not the worst thing ever.

Speaker A [00:09:21]:

Right, Right.

Stevie Rabinowitz [00:09:22]:

It's the approach. Right. It's like, how are people, you know, giving and receiving? Right. How do you learn that? Like, feedback isn't a dreaded F word.

Speaker A [00:09:31]:

Right.

Stevie Rabinowitz [00:09:31]:

So many times people are like, oh, here comes.

Speaker A [00:09:33]:

Yeah, it's such a trigger word, huh? It is.

Stevie Rabinowitz [00:09:36]:

It's super triggering. So it's like, how do you, you know, how do you change that?

Speaker A [00:09:41]:

Yeah. I was just working with a client this morning, talking about how to approach her boss with something and working through some interpersonal dynamics going on at work. And one thing that I. She's an emerging leader, so she's in that bucket. One thing I flagged for her was data. Sometimes data versus feedback. I hear people receive that a little bit better. Right? Yeah.

Speaker A [00:10:02]:

That data can also show up in body language. It can show up in tone. Those are data points. And so for some leaders, understanding that if you're in a room and you're speaking to your team and they're saying, yes, they're agreeing to whatever it is, but there's something in your gut or your heart telling you, like, picking up something else, what is the data? Oh, it was their tone. It was how they were slumping. It was their crossed arms. Those are data points. And so we can.

Speaker A [00:10:29]:

That's also a form of feedback.

Stevie Rabinowitz [00:10:32]:

Yes.

Speaker A [00:10:32]:

Well.

Stevie Rabinowitz [00:10:33]:

And it's like, it's intuition meeting data.

Speaker A [00:10:36]:

Yeah.

Stevie Rabinowitz [00:10:37]:

Right. It's like, I'm sensing something there's that intuitive hit right here. But then the observation, like if I was to, you know, kind of put on a video camera and see the slump or the turn or somebody on their phone, whatever it is, that's the data. And you know, like, when you think about feedback, I, like, I always think about. It's pretty classic model, but it, it hits, right. That SBI model. Right. Like situation, behavior, impact, it keep.

Stevie Rabinowitz [00:11:01]:

And sbi. A lot of people forget the A, which is action. Right. And so it's like, what is that situation? And really just being very objective. What's the behaviors are noticing people slumping, people not paying attention. What's the impact? Well, you know, like, it's pretty toxic, right. It spreads when, when one person's kind of like shifting gears, the reds can go with them. And then what's the action? H.

Stevie Rabinowitz [00:11:27]:

What's the action? On me as an emerging leader, how do I. This, this wasn't the forum. How do I change this up? Like, what can I do to make this different? Right. Like, because as with any coaching client, like in any space. Right. Like, we can only change ourselves. So it's like, how are we taking that data, internalizing it and making our own shifts and then we can observe externally. Ah, this shift that I made created this ripple effect, right? Yeah.

Stevie Rabinowitz [00:11:57]:

Which is like maybe what I want versus what I received before.

Speaker A [00:12:01]:

Yeah, for sure. And the chapters, as you were explaining, it's again, I love how you brought it up. You said, you know, I don't. Maybe I don't understand myself in this chapter or in this way. And I see that. I'm sure you do too, all across career journeys. And I know you and I are both moms, for instance, like when you become a mother and you're working, woof. You change.

Speaker A [00:12:26]:

Yeah. And sometimes it's really hard to. You can't anticipate exactly how you're going to change typically. Right. And so there are changes. Sometimes it helps push you further in your career because now you've got little mouths to feed and things like that. Sometimes it pushes people away from their career because they want to be doing something else with their time. So.

Speaker A [00:12:45]:

Yeah. Each chapter of your journey is another time to do that self reflection. Right.

Stevie Rabinowitz [00:12:51]:

Yeah. And like prioritization.

Speaker A [00:12:53]:

Right.

Stevie Rabinowitz [00:12:54]:

And I mean that, like, I love that you're bringing up like the working mom piece.

Speaker A [00:12:58]:

Right.

Stevie Rabinowitz [00:12:58]:

That's a huge inflection point for so many people. I. I don't know. One person that dives right back into work and goes, okay, back to normal.

Speaker A [00:13:07]:

Right. It's not going to be. You might dive back in. It will not be the same. Yep.

Stevie Rabinowitz [00:13:12]:

It's not the same. And so how are you showing up differently? How are your priorities different? How are you articulating that? Right. Talk about authenticity. I coached this one woman through two children actually. And I remember her first. And there were so many butterflies and nerves. Right. Like coming back, not sure how to show up, how to handle the load, just the whole thing.

Stevie Rabinowitz [00:13:40]:

Right. It's a. It's. It's a big deal. And by round two, there was a different level of confidence because we had talked about re entry in that you don't just start back up again as if nothing ever happened because something major happened.

Speaker A [00:13:56]:

Right, Right.

Stevie Rabinowitz [00:13:57]:

And a major in a beautiful way. And so how do you articulate that you're, you know, very clearly and authentically. My priorities have shifted and I'm going to have hard stop on Wednesdays at 4 and that will be in my calendar, but I will have a wider opening. You know, how are you being clear? It's like it's less about authenticity sometimes and it's about clarity.

Speaker A [00:14:22]:

Right.

Stevie Rabinowitz [00:14:22]:

So that you're protecting yourself and creating boundaries and structure that support you being your best self at work and at home.

Speaker A [00:14:31]:

Right. That transparency part, I know we can segue into that too. And as we're talking about working moms, I do want to acknowledge like when men have children, it also changes. We for sure do not talk about this enough, I believe. Yeah. And he hear me. I'm like, it's an afterthought, actually. Working parents now for the mom, there was also a body challenge and you know, things going on too, just physically with you, you change.

Speaker A [00:14:57]:

And that's another thing that different chapters of our journey, men and women, our body changes through the years. Sometimes our mind changes, sometimes our education changes. So yeah, skills change. So all those times, like there's another level of oof. Okay.

Stevie Rabinowitz [00:15:14]:

Yep.

Speaker A [00:15:14]:

Let's reprioritize. Let's look at self first before we look out.

Stevie Rabinowitz [00:15:20]:

Yeah. Like, you know, something I always say is like when things that make you go hm. Right. Like those pause points, things that make you go, hmm. And maybe you don't know what it is and you have to like really dig and examine or have a conversation with a coach to figure out. But something is different. Right. Whether it's like obvious, like having a child, whether you're a man or a woman.

Stevie Rabinowitz [00:15:39]:

Right. Or it's something like in your job is just slugging along and you're like, I don't like it's not the same as it was. I'm not as empowered or as impassioned or, or something's really difficult. Like the things that make, that make you pause are those inflection points to go, hmm, let me take a beat here. What is it that's creating that and at the same time, and we don't do it enough. Right. Like this too shall pass. Right.

Stevie Rabinowitz [00:16:06]:

Like the good with the bad. So like when you're at your all time high at work and everything's amazing. Right. And as I say that, I'm sure there are listeners going, that never happens. Right. It does. You know, we have these like killer weeks where we've like made a million sales or depending on your role or you just got promoted or all these wonderful things. And we don't spend enough time marinating in that joy and really thinking about what is it that has brought me this much joy and how do I hold on to it and learn to replicate it.

Stevie Rabinowitz [00:16:38]:

Right. And up level it, like that's, that's that piece, whatever that is, and how do I want to make sure that is part of my next chapter? Right.

Speaker A [00:16:46]:

Yes. I'm so glad you're bringing that up because I often have people, you know, if a client has a good week and we have a coaching call, they'll come on the session and go, I'm not sure what to talk about such a great week. And I'm like, oh, let's talk about that.

Stevie Rabinowitz [00:16:59]:

That's a huge thing to talk about. Let's make sure we don't like, glance right over it. Coaching is not just for problems.

Speaker A [00:17:06]:

Yeah, exactly my point. Yep. And like you said, how do you replicate it? What, what led into that good week? What kind of growth is occurring and let's celebrate that. And. Yeah, and, and sometimes when there's tension and pressure, that's a good thing because, you know, instead of it boiling over, you're addressing it, you're letting it kind of seep out in a, in a way that's healthy. And so talking through that too, when there's that pressure. But it doesn't have to be a boiling point, it doesn't have to be a catastrophe to do this work as

Stevie Rabinowitz [00:17:38]:

you're saying that too. When I think about like intensity or pressure, the word that comes up for me is like important.

Speaker A [00:17:44]:

Right.

Stevie Rabinowitz [00:17:45]:

Like if it's feeling intense, it's because I care. Right. Like if I didn't give a, I'll censor myself, then it really would. Then I just breeze through it. But if I'm working on some project or something and it's like this high stakes, deliverable, and I really want it to go well. Right. Like there's something important about it. To me that's, that's something to, to not glance over either and go, oh, why is that so important? Why does it mean so much to me? Like, I'm not trying to impress anyone.

Stevie Rabinowitz [00:18:15]:

Or am I? And if I am, who am I trying to like? There's so many, like little layers you can like kind of pull apart.

Speaker A [00:18:21]:

Absolutely, absolutely. Oh, that's so good. So let's, let's go back to that transparency part because this is something again in my heart set framework. T is be transparent. And there's a spectrum. Yeah. There's also TMI of the leader and there is withholding information which we hear, I think more often about is like, oh, my leader is not being transparent. I didn't know about this thing coming and it would have really helped the team if I had known about that.

Speaker A [00:18:52]:

So as far as the transparency side, when it builds trust for teams, where do you, where do you see, like the moment of clarity for a leader to share information?

Stevie Rabinowitz [00:19:04]:

That's a dicey one. Right. Because there's leading up and there's leading down. Right. And so I've heard this time and time again where a leader is like, I'm not allowed to talk about XYZ or I'm not, I'm not quite sure if I'm able to share this thing or whatever. And so it is a leader's job to find out how far they can take that information. Right. I know so many leaders that get like, this is top secret or this is whatever it is not top secret.

Stevie Rabinowitz [00:19:35]:

You know, like something where you got to be really careful. It's real critical information.

Speaker A [00:19:39]:

Yeah.

Stevie Rabinowitz [00:19:40]:

It's confidential. Like how much of it is like, what am I allowed to share? And this is, you know, or this is what I would like to share and this is why. Or this is what I feel is going to be important to the end. So having leaders really advocate for their ability to be transparent is I think the, the shift from like, I can't say anything, you know, hear no leavel was it here?

Speaker A [00:20:04]:

You know?

Stevie Rabinowitz [00:20:05]:

Yeah, right. Here's whatever. The point is, like, you know, they kind of go, okay, it's confidential.

Speaker A [00:20:13]:

Right.

Stevie Rabinowitz [00:20:13]:

And then they're in a pickle. It's like, what aspects are truly confidential and what aspects are, am I able to share maybe in a nuanced way that will help my team understand the importance or the aspects of a project that they need to know. And I think what, what happens is sometimes leaders are afraid to ask the questions. It's like being curious. Right. Like now why is that confidential? That aspect of it, like I get the project is Project Sunglasses and it's very, you know, it was a project that we had at this one company, Project Sunglass. So it was very, very confidential. But like all these aspects of it were like minor pieces and it's like, okay, if those minor pieces are unveiled, we actually could do a better job in X, Y and Z.

Stevie Rabinowitz [00:21:03]:

So it's like being curious about like what can I be transparent about? And that transparency to your point, builds trust. So the more that you're able to share, even if it's to say I, there's so much of this that I cannot share with you at this juncture and it's painting me. I'm going to show you these things because these are the ones that I know I'm able to and I think will be important. Right. Yeah.

Speaker A [00:21:29]:

I think that disclaimer goes a long way for people and huge self awareness to your team. Right? Yeah. Hear that a lot.

Stevie Rabinowitz [00:21:38]:

Yeah. Like it's hard for me. I don't. I'm not able to share this with you. I wish I could.

Speaker A [00:21:43]:

Right.

Stevie Rabinowitz [00:21:43]:

And then because you can't be like, I can't share it with you. Good luck, go. But if you're like, it's really hard for me, but trust me, I know that this is going to be. Actually, you don't want to say trust me. Yeah. But like, you know, like trust in this process and as soon as I'm able to disclose more, I will. Yeah, that helps for sure.

Speaker A [00:22:05]:

Yeah. Team members are very attune. They, they know. It's at least what's up, what's. Yeah. What the feeling is, they know. They know more than they'll give you. We give them credit for sometimes.

Speaker A [00:22:18]:

But also that they'll expose themselves too. Right?

Stevie Rabinowitz [00:22:22]:

Exactly.

Speaker A [00:22:23]:

Yeah. It goes both ways, this transparency. So building that trust. I've seen it in my experience as well that when you're able to say that or say here's what I can share with you and I would love to share more. It's just not the right time then that a lot of times opens the doors for team members to now feel that they can come to you and share what's going on. Right. Like I just wanted you to know here's some information I can share with you. So yeah, it goes both ways for sure.

Stevie Rabinowitz [00:22:51]:

Or you know, and a Lot of times too, depending on the project, that leader might not have. May might have their own frustrations. This is all I know. God, I wish they'd tell me more, but they haven't. Right? And that's also helpful. It's just being truthful.

Speaker A [00:23:06]:

Right.

Stevie Rabinowitz [00:23:06]:

Like I'm frustrated as a leader because I wish I knew more and I don't. So I, I can't even. I wish I could share more. They're not even sharing with me. So let's work, you know, let's kind of Kumbaya together with, you know, as best as we can.

Speaker A [00:23:20]:

Yeah, yeah. Unfortunately, I can feel that one. I've been there so many times, right? And you're like team members look at you skeptically. Like, what do you know that I don't? I'm like, I seriously don't, you guys.

Stevie Rabinowitz [00:23:33]:

Right? And, but like there, there is camaraderie in that. Right. Like we're all going to kind of walk down this like murky hallway together and let's hold hands.

Speaker A [00:23:42]:

Right? Like the Kumbaya.

Stevie Rabinowitz [00:23:45]:

Yeah.

Speaker A [00:23:47]:

So when it comes to. Let's go back to the F word because it's so fun. Because you love that it's so good. Feedback, data. When it comes to a leader showing up with transparency and their own authenticity and they're coming into maybe a high stock, high stakes conversation, say a team member or it could be leading up or down. Whatever comes to mind for you. Where do you see the feedback going? Well and like, how does it become a constructive conversation? What have you seen as some of the best tips in that?

Stevie Rabinowitz [00:24:22]:

I mean, there's a gazillion, but I would say kind of the age old. Is this the right time? Like time, place, tone, desired outcome. And I'll go in that order. Looking at like the timing, right? Like it's not a drive by, it's not at a critical time when somebody's in a rush. It's not in front of the entire team, depending on the sensitivity of the feedback. Right? Like, what's that right Time to have that conversation? Is this person ready? And I forgot my other three. Time, place. I'll go to outcome.

Stevie Rabinowitz [00:25:01]:

What was it again?

Speaker A [00:25:02]:

I think you said place.

Stevie Rabinowitz [00:25:03]:

Place. Yeah. So the place. I think I covered with the time. Right? Like, is it in front of other people? Like, is this a one on one conversation? And then this outcome piece too. And there was a four. I just rolled those out. But they're like things that I think of, but outcome.

Stevie Rabinowitz [00:25:19]:

What is the desired outcome of the feedback that you're providing? Like, are you providing? What's your goal? Like, is it to be change of behavior? Is it to finish a project? Is it to be encouraging to help build engagement? Like, what is your goal? Right. And the goal should just never be to break somebody down for the sake of breaking them down. Right. It's like you're. It's not about being critical, it's about being developmental. I think those are my, those are my tips. There's a mystery. Fourth one.

Stevie Rabinowitz [00:25:57]:

I can't remember.

Speaker A [00:25:58]:

Go back and listen. I wish I could remember too.

Stevie Rabinowitz [00:26:03]:

I know. Delete that. I don't know.

Speaker A [00:26:06]:

Yeah, right. Oh, gosh, I love it. And now I was gonna ask a question and it's going out of my brain. Hold on one second.

Stevie Rabinowitz [00:26:13]:

Time location, tone. I remembered it, the tone. Right. Like it shouldn't be this, like, you know, like think about the tone that you're using. Like if, if you're nervous, they're going to pick up on it. Right. If you're critical, they're going to pick up on it. Right.

Stevie Rabinowitz [00:26:33]:

Our tone is really an energy. And so it's kind of like that age old thing that you hear, you know, when you're like talking on the phone with customer service and you like have a smile on your face, they can sense that smile. So what is the tone that you're coming into it? You can be authoritative, that's fine. But authoritative without, you know, kind of squelching somebody's ability to grow. Right. Authoritative with development in mind.

Speaker A [00:27:02]:

Yeah. Versus judgmental.

Stevie Rabinowitz [00:27:04]:

Yes.

Speaker A [00:27:05]:

Yeah. Reserving judgment. I also love it when I'm working with people that they show up and they're trying to figure, okay, I have this high stakes conversation coming. I know I need to have it. Trying to figure out how to approach it and it turns into a coaching for a coach. Right. Like teaching them how to coach in those moments can be so helpful too. And back to what you're saying earlier.

Speaker A [00:27:29]:

Like, curiosity pulls through so much of what we do as leaders. So even showing up in those moments of asking those open ended questions and how do you do that in a way that again, that's not sounding like you're judging or sounding like you're leading to a certain answer, but if you have the opportunity to be curious and learn more about their perspective, sometimes our feedback changes in that moment too, doesn't it?

Stevie Rabinowitz [00:27:53]:

Yeah. Well, and what I love about that is just the aspect of curiosity. Right. If we can just be curious all the time. Right. Because I see a lot of organizations kind of shifting gears and wanting this like Player coach thing. And it's like, what if I'm an emerging leader? And now I'm a player coach too? And it's like, wait, wait, I can't even, like, I can't even do my job. And now I'm a.

Stevie Rabinowitz [00:28:16]:

I'm a player coach. What does that even mean for people that are new emerging leaders? It's like, I don't even know what I'm doing. So, like, the first step is being curious all the time. It's kind of a life skill. Right? Like, when you're a parent, how can you be curious? Why did you write on the wall? That's so interesting. I mean, you may not love it, but maybe they had this and you can get it off the wall, but maybe then you can learn, like, oh, I thought it was like an easel and I wanted to do artwork. Ooh, that's fun. Let's get you an easel.

Stevie Rabinowitz [00:28:51]:

Right? You want to be an artist. That's exciting. But let's do it at the right piece of paper so that we can then frame it and put it on the wall.

Speaker A [00:28:59]:

Yeah.

Stevie Rabinowitz [00:29:00]:

And so it's just being curious all the time.

Speaker A [00:29:03]:

I see this as such a relationship building skill, too, with leader, coach, player, whatever you want to call it nowadays.

Stevie Rabinowitz [00:29:12]:

I just heard it.

Speaker A [00:29:13]:

That's funny. Yeah, I heard it too. I know there's books that are titled that as well. So the, the concept of, again, like, the more you learn, just like a parent, the more you learn about your child, the more you can embrace their gifts. And the same with our team members, like, the more you learn about them and ask those questions. Gosh, when. You know, I used to do stay interviews all the time as a leader and love this. I was just talking to someone the other day about this and they were like, gosh, I wish there was enough time for everyone to do stay interviews.

Speaker A [00:29:42]:

I was like, yes. And I would make the time and because I asked some very curious questions, I would help team members shift to another division even of like, oh, you want to work on that team? You'd be amazing on that team. Let's go talk to them about this. Right? And they would have never had that opportunity if I wasn't curious and didn't ask those questions so highly.

Stevie Rabinowitz [00:30:02]:

And to make that time right. I mean, I think that's the thing. We're all so busy and we're going like 5 million miles a minute to like take a minute and say, nope, this isn't our typical one on one or this isn't a project. Meeting. This is a stay meeting. And like for the purpose of engagement and understanding what you love and where you want to go and how you want to grow.

Speaker A [00:30:25]:

Would you love that?

Stevie Rabinowitz [00:30:25]:

Right? Like, yes, please.

Speaker A [00:30:28]:

Yeah, Right.

Stevie Rabinowitz [00:30:29]:

You know, like, I won't make this a 30 minute one on one. I want to make it 45.

Speaker A [00:30:35]:

Yes. These are the conversations that people aren't looking at the clock. Like, can I get out of this?

Stevie Rabinowitz [00:30:39]:

They get immersed in those conversations because somebody was curious about what they want to do.

Speaker A [00:30:45]:

Yeah. And then the feedback. Oh, so go.

Stevie Rabinowitz [00:30:48]:

I'm just going to say sometimes they don't even know.

Speaker A [00:30:50]:

Yes.

Stevie Rabinowitz [00:30:51]:

Somebody like unlocks the key and says, well, tell me, what do you think? Like, what comes up for you? Right.

Speaker A [00:30:58]:

And then the feedback becomes easier.

Stevie Rabinowitz [00:31:00]:

Oh, yeah. Right.

Speaker A [00:31:02]:

Now you understand deeper what their motivations are and what they're working for and. Yeah. And then you can roll it back. Like, I know your goal is this. Here's how we can talk about that. Yeah, yeah. So much, so much that we can do to slow down for a beat that will speed us up later. Right.

Stevie Rabinowitz [00:31:21]:

Oh, my gosh. Right, like that's. Was it like age old? It's like wisdom. Yeah, it's like wisdom 2020 though. Right. Like you just don't do it enough. Right.

Speaker A [00:31:31]:

I call it the slingshot effect.

Stevie Rabinowitz [00:31:33]:

Right.

Speaker A [00:31:34]:

Back slowly and then you'll propel.

Stevie Rabinowitz [00:31:37]:

That's a good one.

Speaker A [00:31:38]:

Love it. Awesome. Well, as we wrap up our conversation, Stevie, anything coming to mind as far as last tips? There anything else you want to share with the audience at this point?

Stevie Rabinowitz [00:31:47]:

Oh, I would say, you know, last tip, do engagement conversations more often. Like what you said.

Speaker A [00:31:55]:

Oh, I love it.

Stevie Rabinowitz [00:31:57]:

Yeah. Because honestly, that's like, it's such a, I think a lost art a lot of times because we are going so fast and just such a joy to have, like a conversation with you.

Speaker A [00:32:10]:

Oh, so nice. One of many.

Stevie Rabinowitz [00:32:13]:

Yeah. Yeah. Right.

Speaker A [00:32:14]:

Such a treat. Thank you for taking your time today with me.

Stevie Rabinowitz [00:32:17]:

Yeah, thank you for having me. Yeah.

Speaker A [00:32:19]:

And if people want to get a hold of you, Stevie, what's the best way?

Stevie Rabinowitz [00:32:23]:

Oh, yes, well, you'll hop on Lotus Leadership. So it's just www.lotus-leadership.com, that's my website. And Stevie, lotus-leadership.com or LinkedIn, Stevie Rabinowitz, you know, two shows nightly.

Speaker A [00:32:42]:

Beautiful.

Stevie Rabinowitz [00:32:43]:

Find me anywhere. Yep.

Speaker A [00:32:45]:

Great. Thank you so much for your time today and joining me.

Stevie Rabinowitz [00:32:48]:

Yeah, thank you so much for having me. Have a great day.