How does contentment with the status quo prevent us from getting what we really want?
What does curling teach us about business and about life?
How do we steer away from chaos and crisis by preparing in times of calm?
These and other critical questions are addressed when Drop-in CEO Deb Coviello joins The Rabbi and the Shrink?
https://www.linkedin.com/in/deborahacoviello/
How does contentment with the status quo prevent us from getting what we really want?
What does curling teach us about business and about life?
How do we steer away from chaos and crisis by preparing in times of calm?
These and other critical questions are addressed when Drop-in CEO Deb Coviello joins The Rabbi and the Shrink?
https://www.linkedin.com/in/deborahacoviello/
Welcome to the rabbi in the shrink. This is Dr. Margarita Gurri, the shrink. And this is everyone's favorite
Yonason Goldson:Rabbi Yonason Goldson
Margarita Gurri:and the good rabbi and I have the pleasure of introducing Deb Coviello. Today with us welcome.
Deborah Coviello:Oh, thank you so much for the opportunity. I can't wait to engage in a very fun conversation with you. Thank you.
Margarita Gurri:Well, we can't wait either. I think you bring so much to the table. So let me just do a little bragging business name is illumination partners. That is like the perfect name for you. Because I do think you provide the energy for illumination that in that spark, but you also provide the skill sets, which hopefully you'll be addressed. And then you have this brand called drop in CEO which is perfect, because I can just see in the neighborhood when someone's melting down they go to someone stupid, say, Oh, and here you are the drop and CEO. I think that's brilliant. Did you think that up on your own? Or did someone named you that?
Deborah Coviello:Both actually, it came out it came out of the mouths of babes I was asked what is it that you do and it just came out without thinking. But then over the following six months, I realized that is who I do. That is who I am and what I represent. And there's a whole story in there. But the drop and CEO brand is mine. I made it and now I own it.
Margarita Gurri:I am doing I think it's brilliant and it's a just hits at the heart. I think that the thing that I love is the depth that you offer. You help C suite leaders to control their careers. You help them have accountability. You're an advisor, a coach and author, a speaker podcast host, great podcast, the droppin CEO, really great. I've watched some of the listen to some of the episodes amazing. Then you have this really cool book that's this just come out the CEOs compass, your guide to get back on track. The skills that you bring are better than your average bear 20 years in the flavor and fragrance industry. I mean, I didn't even know that those two things were combined. That was you learned something all the time. You're certified as a lean, and Six Sigma Black Belt. That's way impressive. And on top of it, you're a board member for the women and flavor and fragrance commerce. Then the funny fact about you is your curler bite. So now before we do anything else, please tell us Hurley how'd you get there?
Deborah Coviello:I needed to get a life. But honestly, yeah, I mean, I was doing what I wanted to do had a career a spouse and raising three children. And when the first one finally flew the coop went to college and said I need to take back something for myself. And so we had great friends, actually my boss at the time that says you should try out curling and oh my did I fall Did I hurt Did I hurt for the first year as I tried to learn this new skill but there is so much about curling, the craft, the sportsmanship, the friendships, the community, and ultimately achieving a silver medal in 2017. For the arena national curling level of curling, I'm very proud to brag a bit about that.
Margarita Gurri:I don't see it behind you. There's only so much room on the shelves. So I challenge you to put that curling medal. I think that's phenomenal. Get it up. Thank you so much just three credibility and in a very special unusual way. I I can't wait to see that metal. i Well,
Deborah Coviello:thank you.
Yonason Goldson:There's also a certain amount of philosophy behind curling, you know, the idea of friction, we try to eliminate friction from our lives. But one of my rabbis said if there's no friction, nothing moves. So it's that balance between wanting things to be smooth and needing just enough friction that we can get purchase. In our efforts,
Deborah Coviello:we could go there because it is exactly the physics and science of the rough surface of the ice as well as the running band on the underside, that while you do deliver it to try to go straight, then there is the friction of the curl against the ice that then eventually causes the curl in the stone to arrive at the trajectory that the skipper The captain wants. So it all comes hand in hand you actually rely on the friction a little bit to get the desired result.
Margarita Gurri:Wow, that that's a keynote right there.
Deborah Coviello:Let me take some notes here. I need like I said, I need all the ideas that I can get the thank you for that.
Margarita Gurri:Well, we will be glad I mean we were just delighted with you actually. The thing that I would love for you to address is you seem to have the secret sauce for in times of change conflict crisis. You know what all of us know if we've been In through, it isn't as a chance to sink or swim, you can have either new capabilities that you focus on the new mindsets, or you can blame other people and just kind of die on the vine. Right? There's, there's really only two choices, because doing nothing for most people is not a choice. So tell tell. Tell us about that. How did you come to doing what you do in the first place?
Deborah Coviello:Well, again, sincerely appreciate the question. And I've often reflected upon, why is it that I do that, and there's a couple different places where it keeps popping up as a theme coming up. I mean, we all have our histories from our family, communities, etc, where maybe it was troubled waters. But it was always about chaos or crisis, being, you know, being in the atmosphere, perhaps an unsafe psychological environment, for which I was always trying to seek calm amidst all the chaos, which I often talk about. But it's that thing about I don't like controversy, I don't like incongruency, I love consensus and being able to move things forward. So that was something that I wanted to do. Often I did get an education and engineering moved into manufacturing. So I did not have to have that conflict, I could be independent. But then in my career, root cause analysis, problem solving, manufacturing better, faster, cheaper, I was always problem solving. And so many talented people come to the table, and have their subject matter expertise and ideas about how to fix problems. But one of the things that I learned about is not necessarily being the leader in trying to lead stuff that listening and listening to the struggle, the pain points, and all of the data and information, not everybody could see clearly. And one of the skills we have as a speaker, and as a listener is to hear get clarity about what is the problem and then be able to come forth with either wisdom, Rabbi often does that. What is the grounding principle or what they see. And then immediately you see calm in an organization for which they can move forward. But then fast forward, as I got up in corporate as the vice president of quality or optics, they were bigger problems for which their chaos and I just somehow gravitated to be able to go in and look at the landscape, see what I have to take the best of what I have. And then where do I need to build rebuild, to get rid of that noise and chaos so that people don't have to struggle as much, and they can do the work that they're capable of doing? It's just in my DNA, DNA, calm consensus, bringing people together, as well as helping them so they don't have to struggle as much and do the things they want to do. That's why Yeah,
Yonason Goldson:you know, this, the doctor and I were talking earlier that we we often use words without fully contemplating their meaning, and their application. And so when you talk about chaos and noise, well, I think that's, that's an association that most of us have. Sort of cacophony and, and distraction. But is there another kind of chaos that may masquerade as calm? I'm thinking you're using a sailing analogy. And you can get into the doldrums where there's no wind, and your ship is dead in the water? It appears to be calm. But really, you're completely lost. So does that require a a sensitivity? To appreciate the different types of chaos? Sometimes we won't even recognize the problems that are actually plaguing us.
Deborah Coviello:That begs curiosity. It begs interest in her seeking to understand everything looks right, but is it and so it forces us in terms of relationships or in business to ask the question, and I, I do agree with you it is a different level of chaos. Because when things appear good on the surface, and I'll think about now, an iceberg analogy, you got to look below and seek validation or understanding. Is there something else there because sometimes complacency if things look okay, then we should be looking at risk in the future. And I do that a lot with business owners. If it looks good now, are we ready for the future? Pandemic pandemic economic crisis, baby formula shortage? Are we doing the right things now, to avert the crisis when things change from calm waters? are we reading?
Margarita Gurri:Well, then we need spotters, like we're gonna go back to sailing. I mean, sometimes, sometimes everyone thinks were smooth sailing, I mean that everything's going fine. And we're not recognizing that what we are is in a deceleration, loss of growth, loss of training, loss of insight, loss of everything, period. And sometimes we don't know and until we've lost that edge, and something's happened, whether it's an ethical problem or loss of financer, or dissatisfaction of our employees.
Deborah Coviello:So the favorite leaders that I like to work with whether they are C suite leaders in a company, or individuals that want to take career when they have the courage to ask for help, or ask deep questions, what's next? What can I control. What can I do now? Because of sometimes if you go to a leader that says, hey, I'm here to help you, let's assess the landscape. Let's see what we should do. They may not necessarily see it, but those that say, I'm almost uncomfortable things are too quiet or I see the customer requirements changing, or or do I have the right skills going forward? Should I lose my job? Those are the leaders that I love working with, because at least they have that curiosity, to say it may be calm now. But I recognize it may not always be that way. And those are the ones that survive the storm survive the pandemics, because they were already prepared. Because they asked us hard questions and even asked for help like people like you and I to come in and assess and see how we can partner with them.
Margarita Gurri:What do you suggest for the people who've been so beat up that normally have a vibrant curiosity? Their curiosity is taking a nap, what do you suggest to them?
Deborah Coviello:Very interesting. I mean, you have to ask yourself the question, Am I truly content with things just being okay, do I want to live out my career just in this job? Or is there something more fulfilling? Am I doing the work that I am good at? But is there something else that I really love to do, which absolutely could be something different? Because the next thing we know we get to retirement, and then have we really realized joy, or doing the work that we want, I can drop into a corporation and work a nine to five right now and financially do quite well. But I love love love having conversations like this are meeting individuals, and helping them realize their truest potential, navigate via the sea East Coast compass, and help them achieve personal potential. That's the work I love to do. So I even asked in a recent blog, blog post, are you willing to accept the regret of not knowing what you could have been? You have to ask yourself this hard questions
Yonason Goldson:about that's a really powerful idea that I think we should all ask ourselves regularly, because we do make compromises with ourselves. And we'll we'll see all the code and say this all the time, the Guru's tell us, we have to get out of our comfort zones. So why don't we because it's uncomfortable. And you know, today, there's this popular expression we use for people disruptors, a few years ago, that would not have been a compliment, or something to seek out. But now, it's that recognition that if we aren't challenging the status quo, then we may be falling behind even while that looks like we're moving ahead.
Deborah Coviello:I agree. In my business, I invested heavily in outsource resources, investing in the brand investing in my business for which did I really have the funds to do it, maybe not. But I did not want to be a victim of circumstances, if all of a sudden, boom, the business went boom. And I didn't have all of my processes in place. So I focus really, very much in investing in the future or those things I needed to mitigate if good things happen. And if bad things happen. So I think we all need to just always be looking 1824 months and have a plan A and B, just in case because you never know what God's gonna drop off.
Margarita Gurri:And those advisors because if we don't see that we're in the doldrums, sometimes we notice it in the discontent of those around us. It's better though, if we've assigned somebody to be the noticer.
Deborah Coviello:And so I mean, a recent story, I was hired by a company for which they needed a certification, they didn't know how to do it. And their customer said, if you don't get this, we can't do business anymore. And the interesting thing is, and I can check the box, like most business advisors, and we got the certification. But what the leaders were aware of or understood was, we looked for risk, yes, you can get your certification. But the essence of it is you have the right processes in place the management systems to be able to look ahead and identify risk and opportunity. And during the process, we realized we had a very seasoned senior workforce, for which there was no redundancy, we didn't have processes, we didn't have the cross training. And if we lost one leader, it could have a negative impact on the business. So they were very open to the advice that I shared with them that not only are we doing this now to sustain the sales in your business, but we should also sustain it for the future. And they were totally open for that. And we also made those incremental changes as well. So that's what I like to do is I don't just come in and do the work. But I also help the leaders think a little bit differently. And what else can we do to sustain the business for the future leaders of the business?
Margarita Gurri:I think you're a good partner for any business. The Rabaa and I were talking about your book. And we were talking about how we all need to know what you have in there. So please spill the beans we need to learn.
Deborah Coviello:So again, thank you it was a piece of work that needed to be written because I was putting so much thought leadership out there and people love my content, but they said we don't know what you stand for. You need to systematize it and then what voice Who are you communicating with? And while anybody can Take the insights in it, it really is written for the C suite leaders who are off track, they've been great. But they something has changed. And so I often talk about peace of mind, peace of mind is the northern most compass point. But it's really that thing that leaders should be aspiring to, because if we only focus on results, then you're gonna get your result. And then what happens when you don't beat the people and have met emails and meetings and such like that? It's not sustainable. But when a leader truly understands peace of mind, they can sleep back in their chair, and see their teams taking control and running things. And they're all lined up against the purpose of the company. That's peace of mind. And only a leader that goes there recognizes what it is. But if they're not there, there are a couple more compass points, purpose and performance, past and pride. And then people process and platforms, there's a P fame here, that if you look at your situation, and ask yourself hard questions, I can be your compass, to help you get back on track, and you pick and choose those things that based on my questions, don't feel right. And you might want to make a change. And how you do that eventually gets you back to true north. It's not true north, but it's north. And it's a conversation with that leader also needs to make sure they're in the right mindset that maybe they need to change their leadership style. It was a framework that originally was a house with a roof and pillars and platforms. And that was good in my quality and operations world when I thought about a leader, a compass is something that resonates and may be something they need to pull out to get them back on track, whenever they're off course,
Yonason Goldson:I'm really glad you chose the compass image, because we talked about moral compass a lot, which I think is something we again, should all reflect on. But you know, in the in the the Pirates of the Caribbean movies. Jack Sparrow has this compass that points him towards wherever he wants to go. And at one point, it's spinning around because he can't make up his mind what he wants. And it's a beautiful allegory, I think, and we do need to have a sense of where we want to go where we want to end up. And then we can start figuring out how to get there. So I love your formulation of compass points that are associated with destinations that are going to bring us success, not just in the terms of financial success, but success in the terms of a total well being. And ultimately, the peace of mind that comes from fulfilled purpose that comes from a sense of balance, and, you know, achieving our potentials.
Deborah Coviello:And I'll tell you, even even having written the book, I'm still the student, because occasionally, as a business owner, you're just kind of going after every opportunity, everything excites you. That's what makes us so vibrant, and also our demise. Because if we cannot stay focused, so occasionally I do find myself having to think about, okay, I'm doing so much, I'm not sure I'm getting to the goals or plans that I want to what do I need to change in order to get back on track. So it's just one of those things that you pull out of your pocket and use it to stay on course, it's also a tool that if you have people in your care, that you are guiding, leading and trying to train them to be the leaders of tomorrow, you can pass along the compass, they can glean these insights. Now there are things that they can do now. So when they ascend to that responsibility of leadership, they already have an understanding what the compass is about.
Margarita Gurri:Well, what are the compass points for our listeners, we have the North is the peace of mind what South
Deborah Coviello:South is its process and I actually separate the it into the two hemispheres, often the items, the compass points are on the northern part are very strategic in nature. The ones on the bottom are very tactical in nature. So the South is process, but it's heavily linked to Southwest, which is people in se which is platforms or tools. So often we go into an organization and we'll throw money at it will throw resource will fix your process, do training, right procedures, buy some expensive equipment, and that's the way we're wired is operations leaders. But I take a completely different human centric view. If the people don't have the capability to do the work, they don't have the skills, they don't have the confidence. You're constantly going to maybe get a result today, but it's not sustainable. So there's a heavy focus on one the people developing their mindset and skills, but the process the interaction of people amongst each other to appreciate their heritage, who they are their skills, their weaknesses and opportunities and coaching that dynamic so that the people have their highest potential versus having too much friction. Friction is good in ideation, but not necessarily good when you're trying to move forward. And then south east is the platform that once they have this engine going you need to give leaders accountability tools to continue to hone and keep them accountable. Other work because sometimes now that they're starting to rise, and they're getting better and more confident, then they can't handle the additional workload because they don't have good decision logic, and all of those tools to maintain that success. So even though I mentioned south this process, it's tied the people, the process and the interactions and the tools that they need to ascend as a leader.
Yonason Goldson:I heard somebody say, once, yeah, it's very cool. And I heard someone say once that the best CEO does nothing in the sense of making sure that every person for whom he or she is responsible, is positioned to do his or her best work. And it's, it aligns very much with what I'm hearing you saying that the the objective is to bring out the best in your people, so that they can work together as a successful team.
Deborah Coviello:And thank you for realizing that because that was where I arrived at a point in my career, the last couple years of corporate was that again, I went into crises I built organizations got them running smoothly. And then ultimately, they had a lot of people that reporting to me there were a lot smarter than I. And some leaders are threatened by that. But then I said, I need to unleash their potential. Because then they had confidence issues, they didn't message in the right way. We know as speakers. It's not just the information, but how we message and provide people an experience or influence, I realized that was my greatest contribution was to remove those mental barriers, physical barriers, intellectual barriers, to your point to achieve the highest potential, that became the role as a leader so that I would do less and less firefighting, and elevate those in my care. So that's my story, because that's really the reason why I do so much that I do now is I struggled, I didn't have a mentor coach, maybe I was not ready for one one was not provided for me. So that's a little bit about the backstory as well as that as I progressed through corporate, I never really recognized barriers, I just would kind of go around them or find a way. But think about what if I had a partner? What if I had a leadership coach or a mentor along the way, where would I have been now, but rather than regretting that I do that work now for others, trying to mentor them as part of my organizations trying to coach them for better performance? Because I just don't want them to struggle. I just don't want people to struggle as much as I want them to spend. Yeah. What's up?
Margarita Gurri:Have you found that mentor now?
Deborah Coviello:For me, I have a couple and wise wise people, that it's interesting. Whenever I come to them, I share what's happening. I may ask them a few questions, but they never actually answer my questions. But they provide stories, allegories, what have you. It's like, oh, there's a nugget. Oh, there's some advice there. And I run away scamper and sit and put it to practice. It's just great having somebody out there that truly cares about it, they've succeeded. And they just want to give back. So I've got to right now,
Margarita Gurri:see, and I think that's smart, because the best mentors have mentors.
Yonason Goldson:And also, when you when it comes to leadership, you know, I think about a model that developed in parenting a number of years back, they started talking about helicopter parents, who are hovering over the children, making sure that they're always okay. And now Now they've got the term snowplow parent, removing all obstacles, so that the kids have a clear path. And there's the drill sergeant is okay, you're gonna do this, do that map, that the ideal model is the consultant to help children recognize their options, and anticipate the consequences. And that's what the best mentor does. Not telling us this is what you need to do. But helping us How about an increase in an expanded perspective, so that we can recognize it on our own.
Deborah Coviello:I love that. And it that is the beauty of having the opportunity to mentor others or have children or significant youth in your care to be able to guide because if you're well grounded in your values, your children shall know right from wrong. And you stand by those if they deviate, to help them recognize and suffer the consequences of deviating. And the beauty of is it and this is the peace of mind. I remember having lunch with one of my children. And he once said, I said, Mom, you're right. That's like That's music to your ears. Mom, you were right. Because while they may have made some mistakes, they may have lied, they may have stolen, they know do that now and when they see those behaviors and others things that don't align with the values, they realize the difference and who they want to associate with and not so I think we do a great disservice if we always save them and when we Over those barriers, when it's really guidance, and helping them to make better decisions,
Margarita Gurri:I see many consultants making that same mistake in their desire to be needed or to have a steady stream of income, they make the mistake, and I think they truncate the growth of others, I'm thrilled that I don't see you doing that at all. It's lovely. And they'll call you again and again, because they want you they don't always need you, but they want you because you help them. And I love that.
Deborah Coviello:And that's the backstory of the drop and CEO, because when I was about 35, I know dating myself a little bit, a private equity firm had a CEO drop in, they helped us through the crisis, but they elevated our capability during that process, and then they pull them out and put different leadership that was needed at the next stage. And so that's what I do is I don't try to extend my time I do the work that is asked, I provide additional value. But I find by building deeper relationships, helping them to grow, I may stop, and they'll pull me out because they no longer needed my services. But then they call me back. Can you help us with this. So it's more about the relationship and the impact, not necessarily the length of service, because I'm in it for the long haul. And hopefully, they are as well.
Margarita Gurri:And you have the confidence to help them shine, which I think
Yonason Goldson:is important. And you remind me that parents and teachers have a common goal in that and having done both in life. We want to make ourselves obsolete. I don't want my students or my parent or my children, feeling that they're incapable of making decisions on their own, and need me to make those decisions for them. And then what your what you make me think of as in terms of leadership, I think a leader perhaps is somebody is trying to make himself or herself obsolete on one level, in order to move that the team can move up to the next level. Does that sound like a reasonable formulation?
Deborah Coviello:Oh, yeah, if I can respond to that. I mean, Marguerite, if you want to jump in as well, but not so agree with that, because my power, my pride is not through maintaining control. It's about helping others to be able so that I don't have that wasted time and effort, I want to be able to give you the best advice for you to make your own decisions, and then move on. And yes, it's nice to be needed. But if you're with somebody that's not willing to listen to be able to change and doesn't have good values, or decision logic, then over time, the relationship gets very taxing. I have somebody I love and I care about a lot. But I keep going back, they have hard time making decisions. And I keep going back you need what are your values? And what are those things that you either need? Or you're passionate about? Because when faced with these, what I would call trivial decisions, if they can't make those decisions regarding their career, how can they do it in a place of leadership? So I keep trying to drive back? What are your values, your ethics, key decisions, and that's the greatest thing. So you don't need me as much. And I want you to come back and tell me all the good stuff that's happening to you.
Margarita Gurri:That's powerful.
Deborah Coviello:Yeah, I mean, I love my kids to need me as well. But I think what it is is like rather than just call me Hey, Mom, just checking in good, yeah, to jail. You're not You're not in jail, you're doing good stuff in the world. You're making a living? Okay, fine. We're good versus what about this? So you know, it's just, it's, it's really about the legacy we want to leave on others. But I also had recollection that, you know, I'm not done yet. I want my children to leave a legacy. But I think through having these conversations, and I appreciate it, I want to be able to connect with others who may be listening to that and, and leave an impact. Because I think that's really what we want to do on this world. We're just a glimmer of time. But I think by doing the work that we do have in these conversations, if we can just lift one person, it's all worth it.
Yonason Goldson:I think so. Yeah. Yeah, we had a guest a few months ago, who shared with us that she was very, very successful businesswoman that she had gotten into a relationship with a with a coach, who had convinced her or gotten her to convince herself, that she needed this coach to make decisions for her. And she said, It took her a while to really recover her presence of mind. Yep. And then fire the coach so she could get with her life. But that that feeling of power can be intoxicating. And if we if we give into that, and we use it to lord over then we really are leading, we're just manipulating.
Margarita Gurri:Well, and one of the warning signs that we'll share as a psychologist that I look around and one of the warning signs is when we want somebody to like us. That's not necessary. So one of the biggest gifts we can give anyone as leaders is that we don't need them to like us. We need them to respect us enough to listen but not like us. Now. It's always nice when people like us but that needing to be liked is one of the signs of an unhealthy attitude in terms of leadership.
Deborah Coviello:Yeah, I've seen that I've seen and yeah, and the interesting thing on the flip side is that when you don't like the person or the person perceives that you don't like, and then they try to do the manipulation to get you back to liking, there's something more deeper and darker in there. So it's, it's you should be liked because of your commonality, the caring that you have for humanity. And if it's not, then it's at least respect and let's move on.
Margarita Gurri:I agree, and some people just aren't healthy enough to do that. So what is your North pointing to now? What's next for you?
Deborah Coviello:So, so appreciate that question. I am relaunching the droppin C suite Academy. And so this is the passion work for which it's evolved, I ran a pilot program had a number of people that gave me feedback on it. And I will tell you, every single one of those people that have gone through with time, and they had to make their own decisions, have moved on to new opportunities or been promoted, it is the work that I love to do. I am relaunching it in August, it's a three month experience, and maybe launching a community along with it. I know, Rabbi, you've been thinking about that as well. Because I think aspiring C suite leaders just don't have the support system, they've been very successful, they move forward, they get to higher levels in their career, but they may not have that mentor or coach, and I want to be there for them. So that is what I'm working on right now. But ultimately, I want to be able to impact more, train others to deliver the same content, create a real Academy, I love the education, I love seeing the light bulbs go on. Hence, illumination partners, inspired by bright lights that I would see when I was between corporate and my business. I want them to see the light, I want them to not see the barriers and be able to take control the career. So that's what I'm working on right now. And it's in addition to partnering with businesses, fractional leadership, crisis management, but the passion work is helping the C suite leaders of tomorrow.
Yonason Goldson:It's very inspiring. And it's so it's so speaks to our theme of ethics, that you're defining your success, to the degree that you can help others succeed. And that's a mindset that, I think if we would really dig into that for ourselves, what can I do to fulfill my potential to achieve what I can achieve in a way that improves the world and brings value to those who share my world? I mean, what better possible definition of success? Could there be your of ethics,
Deborah Coviello:I appreciate you acknowledging that Rabbi, but it's one of those things, it's also an inner struggle, because you have to balance between what's your passion, what legacy you want to leave and help the world versus the needs of, you know, financial responsibility to the collective. And you know, how much can I do this. So it's one of those things that I will continue to do consulting work until I can ramp that up. Because it's something I feel really strongly about. And if nobody has felt passionate about something, leverage a coach, leverage somebody because you got to find out what that fire is inside. Even my speaking my voice, I've been told I've got a great voice, can I monetize it, I'm not sure. But it's a vehicle. It's a vehicle for doing something greater than just maybe helping one person at a time. So I'm grateful for the opportunity to be conversing with you. Because through the voice, maybe we can make a human connection with somebody, and perhaps there's somebody out there that I can support or help. So again, that's what I'm about. And I sincerely hope that potentially somebody would take advantage of that. But if nothing else, this conversation will be helping somebody,
Margarita Gurri:have faith that you will reach many people, I your voice and your heart and your soul and your beautiful brain. Plus, you have so many thoughtful ways of presenting challenges in an exciting way. I think you truly do see them as a jumping off point for learning. And I think that attitude just shines through. So I'm delighted to see that you're relaunching your your academy, I think it's well needed in this time.
Deborah Coviello:It's, it is a mindset, you know, they talk about successes and failures. And I'll use the word as in the English language failure, but I always talk about its data or information you learned from these things. What can you glean from this what wisdom from what didn't work and it's simply a change. So I did the C suite Academy it was six weeks long, I dripped video, got some good results, but then I realized what can I do better? And so now it's a live experience. But I never like to take the narrative would you learn from your failure? Now? It's how did I apply what I did in the past and what I'm doing in the future? I've always been an optimist because there's nothing that serves us when you have a negative mindset. It's always about opportunities.
Yonason Goldson:I turn to Churchill's definition of success is going from failure to failure with no loss of enthusiasm.
Deborah Coviello:You have so many things. I love it.
Yonason Goldson:Yeah. He's, you know, you I saw that you have a, I think it's a seven point assessment for for leaders. Could you pick out a couple of points there to share with us?
Deborah Coviello:So thank you that is really also around the CEOs compass. I do also ask some questions, some hard questions around people, process platforms, pride, culture, things like that. And it's really just a scale that if you don't have around the people compass point, do you have a formal mentorship program? Do you have one on ones with your employees on a weekly basis? Do you have them once a year? Do you not have them at all? It's really a maturity assessment to understand where are you at in terms of pre crisis, crisis or chaos. And if you are anywhere, if you, you know, score low a crisis or you're simply in chaos, then that may be an opportunity for you to think about, where are you at? And do you need a partner to go forward, if you can get into a point of being in control, then people stop there. But if you say, You know what I see risk happening in the future, I don't just want to be a three or in control, relative to all of the compass points, but I want to be always in a mode of continuous improvement and an anticipating. So this seven point is assessment will ask you questions about the CEOs compass, and judge you on the maturity scale, and ask you some questions about what you should be doing differently. Or, let's have a conversation to see if I could impart some wisdom now. Or perhaps we can work together. I'd be happy to offer a share that with anybody after this broadcast, how did they get that? I would say right now reach out to me direct direct message me on LinkedIn, or Devorah. At coviello cm.com. I am very, very accessible. It's usually me always me respond. And I'd be happy to share the link with you, as well to get to that assessment. It's also in the book if you buy the book, in the resource section, but I will send it to you direct.
Margarita Gurri:That'd be great, because we can add it in in our little write up. Wow. Well, I think it's time for the rabbis word of the day that's been inspired by you, Rabbi.
Yonason Goldson:There's a term that I came across many years, many, many years ago, the term is retrograde motion. What is retrograde motion? Well, it's the illusion caused by objects in our solar system orbiting the Sun at different distances and speeds. For example, Earth circles the sun every 365 days, but Mars takes 687 days to do the same circuit. So just like passing a slower moving car on the highway, makes that car artificially appear to move backward from your point of view. So Mars and the other planets appeared to move backward, as the Earth is circling past them. And for for many, many, many years, ancient astronomers were baffled, they couldn't understand was they observed the stars in the sky, their position seemed to change from moving in one direction, to moving the other direction. And it took many generations of astronomers to recognize this is nothing more than an optical illusion. So when we compare ourselves to others, often that creates the illusion that we are not operating to the limits of our potential. And so we need to constantly reevaluate and check our internal compass. Am I in fact, going in the right direction? How do I use the success of others to inspire me to achieve more my own potential, rather than discouraged me, that I'm not doing what I ought to be doing. Teddy Roosevelt said that comparison is the thief of joy. And, you know, it's it's a, it's a, it goes both ways. When we when we compare ourselves to people in a way that challenges us to reach higher, then comparison can be something that's extremely positive, when we allow it to depress us that it can be profoundly destructive and self destructive. And so this is this, as you said earlier, Dev, that we need to support each other. We need to mentor and be mentored. We need to sometimes lead we need to sometimes have people to lead us and then we can start to dispel those illusions. And as we said, go from go from challenge to challenge with no loss of enthusiasm.
Deborah Coviello:So inspiring, and validating, and I appreciate it because when you march to own beat, they can be lonely and there are self doubt but if you're always playing the music for yourself, and others happen to enjoy it. It's a little bit easier than saying what are they doing over there? I tried to ignore what they're doing over there, maybe glean some insight, but I just love with you and pardon him, leaving me with a very positive thought to proceed with the rest of the day. So I appreciate that. Thank you.
Margarita Gurri:Do you have final words of wisdom or a call to action for everyone?
Deborah Coviello:Don't do it alone.
Margarita Gurri:You know, that's really smart, isn't it?
Deborah Coviello:I, you know, hey, I'm a vet latchkey generation, I can do it myself. Don't tell me what to do. There's great pride in being self sufficient. But also there's some stupidity in there. Have a mentor, have a conversation with somebody just reach out conversations, complemented conversation. Sometimes you can glean such insights from a short thing, but don't do it alone. Reach out for help.
Yonason Goldson:Well, thank you, Deb, you really do have a message of inspiration. And as well as one that's very practical, and highly relevant to help us recognize how we can all become leaders, whether we have the title of leader or not. We all have the opportunity to lead. And it's a message I think we we really can all take to heart and encourage people to follow you and get to know more about your work. And thanks for joining us.
Deborah Coviello:I'm grateful for the opportunity Margarita, Jana sin. Dr. Rabbi, thank you so much. I appreciate this conversation. And thank you, it's been an
Margarita Gurri:honor. And we're very excited about the work you're doing and how you're doing it. And if there's something that we can do to be of service, please do let us know. We're invested in you're maximizing the impact you have on others
Unknown:takes the community. You know what it does? It does.
Margarita Gurri:Doctor, what's the last word final words, I'm going to quote the something from from Deb's book, having clarity amidst chaos cuts through the noise. And then as a psychologist, I'm going to point out that noise, if we're saying we don't want to we don't want to, it's time to think are we doing what we really need to be doing and want to be doing? And how do we want to be doing that? And I think that if they read Deb's book about the compass, I think that the CEO is compass Your Guide to get back on track. I think it'll add some nice wisdom. And that's all I have to say about that. Thank you to the both of you for being on the rabbi in the street. It's been an honor.
Unknown:Thank you for listening to the rabbi and the shrink every day ethics unscripted to book Dr. Red Shoe Dr. Margarita, Drewery or Rabbi Jonas and Goldson as speakers or advisors for your organization, contact them at the rabbi and the shrink.com. This has been a doctor Red Shoe production