Visual Narratives as a Window into Leadership Excellence

Have you ever imagined your personal strengths as a vivid image, telling the captivating story of who you are as a professional? Join us as Brian and Linda Schubring reveal the magic behind Picture Day, our unique Learning Community process that harnesses the power of AI to transform individual strengths into striking visual narratives. This episode is a treasure trove of insights into how personalized imagery can provide clarity, foster team understanding, and celebrate the distinct contributions within your team. We're not just talking about abstract concepts; we're making them visible and tangible, enhancing how we connect with and appreciate our colleagues.

Interested in exploring how using Strengths can build a positive team culture in your organization? Contact us at connect@leadershipvisionconsulting.com to learn more about our unique approach to building a positive team culture. Our expertise in strength-based team development could be the key to unlocking your team's full potential.

You are invited to join Leadership Vision Online, free to the next 150 members! This new community allows you to connect with like-valued individuals, network, and learn from others while elevating your leadership skills through exclusive resources, live events, Q&As, workshops, and member-led discussions.

Transcript

Speaker 2: 0:06

You're listening to the Leadership Vision podcast, our show helping you build positive team culture. Our consulting firm has been doing this for the past 25 years so that people are mentally engaged and emotionally healthy. Hello everyone, my name is Nathan Freeberg, and today in the podcast we're going to be talking about a very special engagement that we do with our clients, called Learning Community or Picture Day, or I think it goes by a few other different names depending on who you are and what you call it. But in essence, what we're going to do is walk through the process that Brian and Linda use with all of our clients after they have gone through a strengths learning, wonderful conversations and some other thoughtful observations. These pictures that they create is a visual narrative to try to illustrate how they see these person's strengths working in any particular moment, so that not only does the individual have a little bit more clarity around how their strengths might be working together, but also so that the other team members, the people in the room when we're doing this also get a little bit better idea of, maybe, how this person shows up, how they communicate, how they try to get work done and a bunch of other things. So stay tuned and if you have any questions about anything you've heard here. We're just going to be looking at a couple strengths, but maybe you have some questions about your specific strengths. You can send us an email. Connect at leadershipvisionconsultingcom.

Speaker 2: 1:29

Okay, here's Brian and Linda. Dr Linda and Brian Schuivering. Hello, how are you today?

Speaker 1: 1:38

Very well, thank you.

Speaker 2: 1:40

I am fantastic. It was wonderful being in your home last week.

Speaker 3: 1:44

Yes, thanks for coming to Minneapolis.

Speaker 2: 1:46

We're like 24 hours being in Minneapolis for some really fun stuff that we are working on here in 2024, but today I want to do a bit of a simulation. Sounds fun, sounds comfortable. We took the family, the kids, to Disneyland recently and there's so many simulations there of making it feel like you're in Star Wars or in Cars Land or whatever, and so today, what we're asking listeners to do is to kind of step into the magical world of what are we calling it the learning community picture day. Do you have a better term? Learning?

Speaker 3: 2:20

day. It's a learning community, and the reason why we call it a learning community is the learning is multi-dimensional, it's complex. We're talking about each person for a little bit using a visual narrative, but we also have that person share back and then we have other people respond to how they have observed some of the observations that we saw, how they saw it and then how they would add to it.

Speaker 2: 2:47

And we're calling it picture day because each individual gets a picture, as I mentioned in the intro, and the two pictures that we're going to be looking at today can be found on the accompanying blog post. So you can go to the show notes or go to our website and you can see the two pictures there. We've removed any incriminating detail not incriminating, that's not the right word any details that may identify. You won't know who these people are. Identify, yes, identify them. So, Brian, can you explain maybe a little bit more, give a little bit more background about how you create these images, where these come from, how they're used, kind of all that. And then I'm going to actually have each of you go, one at a time, and explain your images in the way that you did to these clients.

Speaker 1: 3:29

Thanks, nathan. The first thing that we do is we have a strengths experience with a group, and that could be 90 minutes to a day, and then, once that strength experience is over, the second thing that we do is Linda and I divide up the team and we each have a one hour conversation with each individual member of the team, and that one hour conversation is simply us listening to that individual story and for us to maybe discover or uncover how their strengths are presenting themselves within their story. And then, from the notes that we take, we go back to our offices and we try to search for an image that captures the theme of the strengths that we heard as they're working together and then remembering to ourselves that we are now going to teach that image to the team so that the team has the opportunity to learn about their colleague.

Speaker 3: 4:21

No images are the same. It's not that we are Googling the strengths and trying to find something unique about that. We are listening to components of their story that would be compelling for them or for their teammates to understand a little bit more about maybe their motivation or why they do what they do, why they've shown up like they do on the team and what more they have to offer.

Speaker 2: 4:49

So back when I was doing a lot more consulting, we would have these giant sticky note pages that we would freehand draw and, depending on how good your art skills were, these pictures were either frameable or something to recycle immediately.

Speaker 2: 5:05

Then we got a little bit better and we would find essentially black and white images that we had print off and trace and add a bunch of different elements together, and so they got a lot better. But what you're doing now is even I think, even more next level. Tell us about how you're getting the elements for these pictures.

Speaker 1: 5:23

Right now, what we're doing is we are using an AI assisted image generator, so we are basically searching for certain keywords that would illustrate the narrative and give the right types of prompts to this AI assisted image generator to create the images that you're going to be seeing today.

Speaker 2: 5:44

Well, let's just dive into it then, because I think it'll make more sense as we go. Who would like to go first, Brian or Linda?

Speaker 3: 5:50

I'll go first.

Speaker 1: 5:51

So Linda is going to go first.

Speaker 2: 5:53

So, listeners, as I mentioned, you can find the actual image in our show notes or in the accompanying blog post and Linda's going to describe kind of the image of what you see initially and then break down all of the parts with the five strengths. So, linda, take it away.

Speaker 3: 6:14

Today I want to show you a picture of a leader that we have the privilege of working with, and this person is among the best of the best leaders that we have worked with, and what makes her so is that there is something about her vision and her courage that reminds me of a pilot, and not just any pilot. This pilot, Now, when I taught this picture in person, the leader had remarked that she wished she had the red flowing hair that is in this image. But what is unique about this leader is that she is a great pilot, and this image begins to tell that story. And she's a great pilot in part because of what she sees and how she makes people feel about what she sees. She is a great pilot in times of war and in times of peace. She can navigate the complexities. She can help you feel valued and make things happen.

Speaker 3: 7:26

So you'll note that on the controls are is the strength of strategic, paired with two other strengths One is positivity and one is the strength of input. There is something about this leader where she grabs the controls because she visually sees something really positive, a future that she can buy into, that she wants to bring a bunch of people along the ride. And so the strengths of input and strategic gather all this information and then she moves forward. But it's not just information, it's wisdom, it's data, it's knowledge and with that input she then makes a decision, which is the strength of strategic, and that decision making is well well-informed. The other control is positivity and strategic, and she is positively decisive and decisive in a positive way. It's for the good, not just her good, the good of others and the good of those that you can't quite see.

Speaker 3: 8:36

Once again it's not. I wish I could have made rose-colored glasses. They're a little bit blue, I guess, in this image. But she sees with this positivity. Once again it's her vision, and oftentimes with vision. It's what you see, but it's also what you don't see, and what you don't see is some of the distractions. Now, what's going on outside the plane? I would like to call it individualization and futuristic, where we don't know necessarily if that red plane is about to take her down or take the organization down, or it's just a plane that's coming alongside her Either way. This leader looks forward with this bright outlook and says how can I get a bunch of individuals to this preferred future? What I expressed to not just this leader, but to her team is that when you get in the plane with this leader, you're going to go on a wild and worthwhile journey because you're safe in her plane.

Speaker 2: 9:42

So, Linda, something I'm curious about is you have her hands are on the steering wheel. One is input and strategic, one is positivity and strategic, and that's kind of how she's maybe getting input. I'm curious how her vision gives her input, how the instruments on the control panel gives her input. Is that just too deep for this particular metaphor? Or tell me how those things work?

Speaker 3: 10:08

No, but anyone that knows this leader knows that she doesn't just haphazardly grab the wheel and go. She is looking for vision, she is looking for cues or different nuances, but she's not looking to uncover something negative. She is looking to make an informed decision, to make a decision that will be best for many people. So our unique way that we depict these strengths and the ways that strengths show up, it's not just one at a time, it's often a pairing of strengths or a triad of strengths that begin to tell a different story. Because it's one thing to make decisions with one hand on the wheel or on the control. It's one thing to make a decision and say, okay, I'm making an informed decision.

Speaker 3: 11:02

And she still has within her very complex. So it's not just strategic, she's being strategic, one is informed and the other is for the good, and she knows how to lighten the mood, she knows how to connect with people and being around this leader, you feel the positivity vibe that that strength often exudes. And then, paired with strategic, you learn to trust it. And so it's the pairing together that make navigation with her, if we're going to keep this metaphor. It's exciting and it's to be trusted.

Speaker 2: 11:39

One thing about futuristic that we often ask people is how far is their future, and I'm curious in this metaphor so a pilot, they're looking at the horizon is what was her future? How did her futuristic show up and how did that get connected back to this image and did that resonate with her?

Speaker 3: 12:35

It resonated with her because she has a future lean. Now I don't necessarily know if it's 10 years, 20 years, 100 years and she wants to ensure the success of the organization, but what I was starting to notice is that, if she can see several steps down, she knows how to fly the plane today, and that's the unique part of futuristic that isn't often talked about. Usually, we talk about what is it that you see, but it's based on what you see. How are you acting? How are you deciding? How are you thinking into your decision today?

Speaker 2: 13:08

Yeah, that's good. What was the overall mood of her when she got this? Because I know sometimes people are. They're crying out of happiness or anger or they're like, yeah, this is me. What was her Okay?

Speaker 3: 13:23

that's a great question, because something happened when we revealed this image that has never happened before in leadership vision history and we've done thousands of these images, and I'm not exaggerating. We were teaming up the Learning Community Day. They were getting ready to see their pictures. I turned to this leader's picture on the big screen and her team began to cheer and applaud and I hadn't said a thing. And I immediately got a little emotional because, right then and there, there was something.

Speaker 3: 14:01

Even just with the image not saying anything, it was the image that they were resonating with and they began to wonder into well, what does this mean? Is this how I've experienced this leader? And so I just I thank them all for their applause. So at the end it went from applause to me sharing about the image and what I saw and how I was experiencing this leader's strengths in the one-to-one conversation, and it went from like applause to intrigue. And then it was this deep resonance. It was a deep resonance and sometimes people are speechless, but her team, they wanted to jump all over and give feedback like, yes, me too. And when we were in that really hard time and this is how we navigated through COVID there was just something alive, that their lived experience with this leader began to. To make this this simple, you know, 2d image just completely come alive.

Speaker 2: 15:05

Was there any and this will be my last question for you Was there anything that like went beyond what you'd intended or any other meaning that was put into this by her or the other teammates that you're like? Oh, that's another really good observation that I that you, linda, hadn't thought of, but they, they kind of took it further.

Speaker 3: 15:23

Well, it was interesting because, physically, this leader reported that she doesn't have the best eyes and she would never pass a test to be a pilot. She said, but to see this image was affirming that that she sees like a pilot.

Speaker 2: 15:43

Sure.

Speaker 3: 15:44

In intuitively and in a way of knowing and in a way of anticipating what would be the needs of the organization, how to benefit the community and to help the common good.

Speaker 2: 15:54

I like it. So I'm curious if there are any other observations that her team made.

Speaker 3: 15:59

You said they all cheered for her, but any additional meaning taken from this that they could see, because sometimes I think our team members and, you know, family members and sometimes people can see us more clearly than we can see ourselves yes, Well, other than there were lots of nods and then you know, almost like the physical clapping that was happening, there was one team member that has been through thick and thin with this leader and she said I wished that the cockpit door was open and you could see that this leader grabs people and they just pull him in. There's people behind her, there's people with her, she isn't just flying solo. And then once again, everyone is nodding, and that's why a visual narrative can go so much further than just memorizing a bunch of words.

Speaker 2: 16:47

Right, completely, yeah, well, thank you so much for sharing that. What do people normally do with this then?

Speaker 3: 16:54

Well, we give them a framed picture and they will put it right behind them in the screen. They will put it on their desk or somewhere where they want to be reminded about what makes them unique.

Speaker 2: 17:10

And what makes them strong and how they contribute to a team, and all that good stuff. Cool, yeah, that's what I'm thinking.

Speaker 3: 17:15

Well, thank you Should we do Brian's now. Yeah, that would be great.

Speaker 2: 17:22

But I'm just realizing that both of your images here today have an aeronautical theme to them. Linda's was the pilot, but yours is like an air traffic controller, like what is correct, like the people up in the tower like explain this to us.

Speaker 1: 17:39

Yeah, what you see here with this individual is a depiction of someone who is an air traffic controller, and the reason why I chose this is it's very specific and very unique. Yes, the idea came to me while we were having this conversation, but this woman happens to be the CFO to the woman that Linda talked about, who is the CEO. So there is a very distinct and close relationship between these two individuals, and so to have this like aeronautical flight theme is very, very appropriate, and in the presentation, we had about 14 people that we were sharing these pictures of. And what's unique is Linda started with the CEO and the pilot and I ended with the CFO as the air traffic controller, as a way to also communicate the influence that this woman, the CFO, has in the organization. All right, one of the things that I usually do is I start by explaining what is actually going on in the picture. So if you look at this, this image, there are a few things I want to draw your attention to right away.

Speaker 1: 18:43

First of all, the woman that I'm talking about is depicted by the woman that's that's on the right, the redheaded woman that has the headset on who's like, pointing to what I'm going to say. You know is a screen of all these different airplanes. That's the first thing is that this woman is an air traffic controller and she's focused on one thing. Now, the second thing I want to draw your attention to is the gray background, like that gray cloud, if you will, and there are three arches to that cloud. You have the arch coming in from the left, the larger arch that's coming in over the center and the smaller arch that goes behind her. And that arch system is one of the ways that I'm using to explain her strength of a ranger, which I'll get to in a second. But she is seeing the whole picture. She's seeing the organization as a whole. That's the bigger arc. She's seeing the function of her CFO role. That is a second arc. And the third arc is the individuals that are on the executive leadership team. You'll also see a jet flying over those arcs. So she's paying attention to the individuals. You can also see an image in the center where she is looking over the shoulder of someone else teaching them. You also see on the left hand side that those two radars One radar has several planes and a flight path, the other radar is one single jet with that word bubble. Now, this is really important in the teaching because if you look at her, I have the strengths of a ranger and learner paired together and that's really important because with this woman, her strength of learner is her most dominant and most active strength. That's why you see it on this image twice, but overall she is seeing the much larger picture and she's learning about the larger organization from that large perspective. You also see in the center of the picture, learner paired with the strength of individualization. Again, the strength of learner is a driving strength for her and one of the ways that she applies her strength of learner is in all of the unique details that she is learning about individuals and what makes them unique and how it is that they're like in this metaphor, how they're flying their plane.

Speaker 1: 20:56

On the left hand side of the image, you see the strengths of analytical and achiever paired together and this is really important because with this woman I really heard that her strength of achiever is a reactive strength to all of the details that she's collecting from the much larger perspective. So, if you think about this, the strength of achiever is not driving for her. The strength of a ranger is capturing the much larger activities and goings on within the larger organization. She is very specific in what she is listening, and that's how her strength of analytical is discerning and deciphering the various details and data from the larger organization to then do something with them. And that's how the strength of analytical and the strength of achiever are paired together, and that means that she can instruct how certain teams are working together. That's that one radar than the other. Radar with the single airplane is. Then she also is paying attention to how individuals are performing and how individuals are contributing to the overall goals of the organization. So that's the picture in general.

Speaker 1: 22:00

Now, specifically, what really makes some of her strengths stand out First of all is, like I've been saying, her strength of learner. That is the driving strength for her. She says that learner is the backbone to almost everything that she is talking about, from teaching the directors about finances, to working within the organization. Learner is like that base beats everything that's going on. The strength of a ranger is also critical for her because what she says is I'm seeing the larger scale of what's actually going on, especially initially when something new is happening or someone new is onboarding, because she's seeing how the people are making a difference to the whole. Now she's saying for other people this may not be easy to see and it may take some convincing, because my strength of a ranger is so big picture, but she loves breaking down the bigger picture so other people can understand why it is that she sees what she's seeing as important.

Speaker 1: 22:56

Now to analytical. What's really unique about this woman is that when you listen to her you can hear her attention to details in the small words that she uses. She's intentional on her word choice, she's very descriptive, she has a linguistic application of her strength of analytical and she's a great storyteller. Yes, her strength of analytical is also paying attention to the rules and regulations necessary to be a CFO. But actually you're hearing the strength of analytical and experiencing the emotion of the strength of analytical through what she is saying.

Speaker 1: 23:32

Now her strength of individualization she's watching and paying attention to individuals through whatever process that they are working on. She's seeking to see how individuals relate to each other, how they work with each other, how they support one another. What she said is I work with uniqueness to uniqueness. I just love the expression of the strength of individualization that way, because she sees herself as entrepreneurial and cookie, which is also an extra version, usually, of the strength of individualization, but she also sees people uniquely that way too.

Speaker 1: 24:06

Lastly, the strength of achiever. It's last, because once the information is gathered, once the big observations are made, then she knows what she has to be about. She wants to create the action that actually brings people together so they can learn from one another and then contribute to the larger organization. In that way her achiever works from the bottom up, helping people understand how they can work together to influence the organization. But practically she works from the top down, understanding what's going on in the organization, learning how individuals can work together, how she can use data to drive action for the betterment of the people within the organization. That, my friends, is our picture and explanation for our CFO.

Speaker 2: 24:51

Wow, there's a lot there. You'd say something like I want to bring that up, and then you keep talking about I want to bring that up. The last thing that I thought that was was one of the last things you said. That, I think, is a perfect encapsulation of this in a lot of ways, of her working from the top down. You said A ranger, as we know, is that big picture, 30,000-foot view. Let's look down and see all the pieces. Air traffic controller is one of the examples that we use for that. There's conductor. There's a lot of different images of that. I like this one for that reason. Then, what you said she works from the top, big picture. But then how do you help individuals kind of see and achieve which? That's the individualization, which in many ways, is the opposite of that. There are no opposites in the strengths world, but in some ways they can show up that way. What's interesting to me is, well, many things, but when you were talking about this, I had to keep her mind to myself.

Speaker 2: 25:48

Okay, this woman is not actually an air traffic controller because I kept thinking about some of the individualization, wanting to treat each airplane as their own special little unique metal tube in the sky. You're going to land over here because that's better for you, and you're going to land over here. No, there's that analytical achiever, that side, that it's very methodical and you have to follow protocol and all of that piece to it. Just some general observations that it's interesting. What was her reaction to it? What was?

Speaker 1: 26:20

her like oh Nathan, she was beaming the entire time. She was so proud of the image. At one point, when I took a breath on it, I inhaled. She actually kept teaching. She was co-teaching with me for a minute there because she was just so excited. Before my one-to-one conversation with her was over, we actually discussed this image, the possibility of me finding an air traffic controller. That's why she was so excited.

Speaker 1: 26:50

I also believe that as I was talking, I'm watching her and she's resonating with what I'm saying. That's part of the reason why we do this was we really want the individual to feel seen and to feel known, not just as individuals, but also in how they approach what's happening in the world around them. With this image in particular, which is just reinforcing why we take the time to do this, it's because the experience of this woman is the opposite of her approach. Sometimes, in the world of strengths, we get excited to use these words to help us understand who we are. Actually, what we're trying to help people understand is how this person approaches the world, because it's usually not the way that others experience this individual. That's what was important about this particular image and this particular teaching. Did she add anything to it.

Speaker 1: 27:45

One of the things that she said was I had made mention that this woman is not always telling the people how to fly their plane. She's only instructing them when it's important or when there's something to learn. She commented on that and I don't know. She has all this data and information. She's not here to tell you what to do and how to do your job. She's really here to help you understand how your work is influencing. And she just said I'm here to help you fly Like. I'm here to say yes to your dreams and try to make your dreams a possibility as the CFO Interesting. It's a whole different approach that she took to being a CFO.

Speaker 1: 28:26

It's just as fascinating to just listen to her talk about yeah, the saying yes, and that's what people responded Like. The team responded by saying how upbeat she is and how she's a possibility thinker. Like when they come to her, she sees the ask for money as part of making the bigger dream come true and she asks well, how can I make that bigger dream come true so this person can actually do their job?

Speaker 2: 28:53

So another thing that I think is interesting about this is that this is not when I think of a CFO type, a money person, an accountant like whatever you wanna call it. They're typically not someone who's interested in helping. That sounds mean, but they're a type. They're a certain type, and I think what's interesting about strengths in this language is that if you didn't know this about this person, you might upon first meeting in this case her immediately pigeonhole. So I'm curious how did the team react? Say a little bit more about that, about just like. Did they add to this? Were they saying, oh yeah, and it's actually even more like this way? Or the general?

Speaker 1: 29:26

reaction of the team was to let this woman know that they feel seen, that they feel understood, they don't feel that there's anything that they need to withhold. They talked about how often they go to her office to ask for help to understand their budgets and how this woman sits down and takes the time to teach them about their budgets, to answer their questions, how she's patient and kind with whatever questions they bring to her. And it's that type of relation, forward approach the CFO takes that makes her so well liked within the organization and just that image of people not being afraid to go to her office to ask questions about their budget. I mean that to me was like such a like the stamp of approval You're doing a great job because you make people the most important thing, not making sure that you're saving as much money as possible. This woman has the approach that we have a budget, let's spend everything Right.

Speaker 2: 30:27

Right, right, exactly, yeah, huh, were there any big ahas or anything that clicked in a different way for this individual after seeing this? Because, as we mentioned at the beginning there's, you know, we've usually had a couple of touch points with them at this point, talking about their strengths, talking about who they are. Was there anything? After seeing this, she was like, oh, that helps explain this, or was it just more reinforcement, perhaps, of things she already knew, but in a different way?

Speaker 1: 31:00

Yeah, she didn't have that response, which, if you know her, that wasn't that surprising. But what she did appreciate and what she did reinforce was the relationship that she shares with the CEO, because that's a relationship that she protects, that she is proud of and that she believes is one of the reasons why she's there Is to help this CEO make the vision for the organization a reality. So that was a big takeaway, and that kind of respect for the relationship is something that she didn't share just for the CEO. It's something that she shared with the people on the executive leadership team, and that, for me, is also something that's important to understand is that sometimes these relationships are selective and that's not how this woman was. She saw the team as a unit, she saw the team as individuals and she's relationship first, and that's just such a generative application of all of her strengths. That's really cool. She's a beautiful woman, just such a a brilliant professional. Yeah, that's great, anything else.

Speaker 2: 32:08

Do you guys want to come back together? I want to ask like what now? So, brian and Linda, thank you for coming back together. I'm curious what you do now that the CEO has got all these images on their desk, because they've asked for duplicates of them. It's probably on a credenza, because I think CEOs have large wooden credenzas in their office somewhere, I assume, I don't know it's 2024,.

Speaker 3: 32:31

I don't know, it's 2024, maybe not.

Speaker 2: 32:32

Maybe it's just a small little, it's just virtual, I don't know. Maybe it's a digital image, I digress. What do you do to help them carry the momentum forward, because our events generate a lot of momentum? How do you help them to continue to build this positive team culture after we're gone?

Speaker 3: 32:50

Well, one of the ways that we work with the leader of the team, and in this case the CEO, is that we prepared her ahead of time and we just said we're gonna give you a lot of information about your team, and she was taking notes and some of her observations on her people were just beautiful. So live time she is responding. But one of the things that I had framed for the group at the beginning, before the applause and before I had put the first image up on the screen, was I said we could be here all day and we could actually be there all week. So if you have a comment and we're not able to hear everybody, for the sake of time, send that person a note or stop them in the hall or tell them that you appreciate them, or give them some feedback or share with them something specific about what resonated with them when they saw some of the images. So I followed up with the CEO last week and one of the things that she said was people are passing notes, people want to get to know each other and what we find with images and stories is that it builds into the relational fabric of the team and people feel like there is a way now to approach someone, and maybe there were a lot of maybe judgments made about the introverts and the people that weren't giving you enough data points, and so one of the ways that we encourage is to keep these images alive, in the sense that you can go back to them and maybe manage to them and remember you're in the plane or remember you're landing the plane, which was also funny because at the end of the session the CFO was listening to the CEO with her concluding remarks and she jokes to the CEO, the air traffic controller, and says could you please land the plane?

Speaker 3: 35:02

So sometimes vernacular is started here and then kept on. Once again, we don't create these images to make fun of people, but we do take a risk to show these images, but a lot of times, yes, and they don't put them on a wood, credenza. But they will print out the images, they will post them, they will have a printout of all of the images next to a phone or next to their computer where, when they're interacting with someone, they can be reminded of what strengths might be coming at them or the nuances of their story.

Speaker 1: 35:42

And one of the ways that we keep the image conversation alive is by referring to it every time we have an executive session with the CEO. So in those executive sessions, when we're talking about the other work that we're doing with the team, we will often refer to the strengths image just as a way to remind them of that visual narrative and as a way of applying the work that we're doing for the executive, because, as we all know, executives are looking for multiple ways to encourage the development of their people, to keep them emotionally engaged, and what we're trying to do is just help reinforce the story, the reminder that these people have lived experiences that are being applied to their day-to-day life and that they're human beings that are always growing and developing. So, any way that we can including images like these, any way that we can help executives understand their people, to develop the relationships, we're gonna use that.

Speaker 2: 36:44

I love that. I think it's such an important part of being a leader is knowing how to develop your people. So Brian Linda thank you very much, as always.

Speaker 1: 36:52

Thank you.

Speaker 2: 36:52

Thank you, nathan, so good to see you, and thank you for listening to the Leadership Vision Podcast, our show helping you build positive team culture. We would love to learn more about you and your team and if there's any way that we can help you do that, so please send us an email, connect at leadershipvisionconsultingcom, or you can visit us on the web at leadershipvisionconsultingcom. You can sign up for our free email newsletter, where we send out all kinds of helpful stuff leadership advice. Whenever we have a new podcast or blog post go out, you can just click on archives and there is an email link on there and make sure that you subscribe to us on Apple Podcast and Spotify, follow us on all the socials and join the conversation about how you are building a stronger team culture.

Speaker 3: 37:38

I'm Nathan Friedberg. I'm Linda Schubring.

Speaker 2: 37:40

And I'm Brian Schubring and on behalf of our entire team, thanks for listening.

Speaker 1: 37:45

Thanks for listening.

Speaker 2: 37:46

There you go, thanks, we always kind of do it slower because we're not quite sure, and then that's fine. Okay, famous, thanks a bunch.