Speaker 1: 0:11

and welcome back to where leaders connect, the corporate connections podcast, where every week, we sit down with one of our incredible members and have conversations around what they're doing, around leadership and around how to be a better steward for the planet. Hi, my name is Trevor Botkin, I am the National Director for Corporate Connections, canada, and today it is my incredible pleasure to have on our show Ms Judy Murphy Developing new systems for disseminating Think8's proprietary tools and methodology. Judy heads up the company's training arm, all the while teaching and training individuals, leaders and executives and business owners to think differently. Judy wholeheartedly believes that knowing your purpose as a company or as an individual allows you to unlock your creative genius and recognize your true value, which leads the way to living into your greatness. She's always had a gift and a passion for education, leadership and communication.

Speaker 1: 1:09

In her previous role as an executive partner in a translation company, judy's leadership was key in the development of her team and her company as a whole. After 15 years as a translator, business owner and a highly regarded executive in the translation industry, judy sold her shares and left her translation company to follow her passion for working with the global reach of ThinkGate. She's been a member of Corporate Connections for about four years now, which, as many of you know, is a global community for business owners and leaders and is now one of our directors heading up the Montreal One chapter. She's also a motivational speaker, an inspiring communicator, facilitator and someone I like to think of as a friend. Please welcome to the show, judy Murphy. Hi, judy.

Speaker 2: 1:57

Hi, trevor, I'm really happy to be here today.

Speaker 1: 1:59

That might have been the longest introduction I've ever done.

Speaker 2: 2:02

It was very long, it was very long.

Speaker 1: 2:05

We're not even going to cut it, though. We're going to leave it in because it was pretty awesome. Okay, there's a whole bunch of awesome sauce. Look, I'm happy to have you here today and excited to be on the show, and it's funny because we're recording this online, but you're about two blocks away at your place?

Speaker 2: 2:20

Yeah, we're very close, very close.

Speaker 1: 2:22

Your place very close, very close done it in person, could have done it in person, but then we would have had to set up like a whole system and this is. This is pretty good too. Um, I want to talk to you and we can go all over the place here, but when we were first chatting about having on the show, it was a couple different topics, but one was that really resonated with me was kind of the importance of taking responsibility and ownership as a leader.

Speaker 2: 2:49

Yeah.

Speaker 1: 2:49

And and I think that's really fascinating and it's it's maybe growing up that was one of my blind spots, kind of ownership, not responsibility. I think that one's pretty good, but ownership and just owning something and be like that's yours, run with it. So I wanted to start there in terms of of the conversation and maybe before we get there and I know some of it was covered in there but maybe just do a high level sort of what your path has been and what you're doing today, um, or what you're excited about today in terms of the work you're doing with Fingate Global Institute.

Speaker 2: 3:29

Well, I started. I started my career as an intern in a not a really small translation midsize translation agency and then, about five years in, they offered for me to become a partner. And it took a few years to become a partner, but I really had a vision when I started. I wanted to become really, really good at translation and then once I did that, I realized I wasn't actually that well suited to the work, which is very intellectual and introverted. So I started trying to build the English language side. So there were no, there were. There was no one except for me translating into English. So I built the English language side and I, when I became a partner, then I ended up hiring interns myself and training them, and that's when I realized I was really in my sweet spot, was teaching other people about anything really, but I was teaching them about translation and just building a team where we were cultivating excellence and growing as individuals. So that's what I'm really excited about is leadership from that perspective, when you can get a whole group of people, no matter where they come from or what they're doing, rallied around one vision and move forward to achieve great things together. So that's what I'm really excited about with what I'm doing now is that the tools that we have at Think8 are very centered around understanding why you're doing what you're doing, and I did that with my team a lot.

Speaker 2: 5:09

It was always centered around why are you here? What are you trying to do? Who are you? And I found that was really foundational in getting people to understand why they were part of something. Bigger is understanding why they were there, and then we could figure out why we were all there together. It seems to be a very popular topic for companies, but it's difficult to navigate, so I found that was just like it's just such a key part of for me. For my own success was when I figured out why I was doing something, and I wasn't convinced that translation was the right thing to do, but I was able to find purpose in that job for a very long time, which meant that I could hang in there for longer than perhaps I would have if I hadn't had a sense of purpose in my work. So even before I knew about Think8, I was really searching for the answers to that question all the time and it really helped with resilience and persistence that was required to to take my team where I needed it to go.

Speaker 1: 6:11

Well, that's really interesting and maybe just impact that a little bit in this sense of finding purpose within the work, so that the work itself wasn't enough. But what? What was the purpose that you were using to drive your own commitment to doing the work?

Speaker 2: 6:29

It's, it's shifted over time. Um, my first purpose was mastering translation, so I just wanted to be as good as I could at something. I mean, I carry that purpose with me in everything I do. Um, just, I'm motivated by that.

Speaker 1: 6:47

The mastering of stuff.

Speaker 2: 6:48

Yeah, I mean, that's it's I grew up with, that that was a family, cultural thing and um, it's generations of mastering um things in life. And why do something if you're just going to kind of like you know, do it half ass? That that can be interpreted to kind of like you know, do it half-assed, that that can be interpreted as kind of extreme. But I, I mean, I learned how to cook and I took it like to an extreme. I had a food blog. I read every single cookbook I could possibly get my hands on, I know about all kinds of cooking equipment. I just that's who I am. I, if I want to learn about something, it's full blown Um. So that was part of it. That was the initial purpose. And then I wanted to become a manager and it was like in my mind, I just was, I want to be a manager. So I had a very like I guess vision is part of it too Like I had a driving, like the purpose, I guess, was before I knew about how we talk about purpose at Think8.

Speaker 2: 7:42

The reason for being there was I had you know I was. I wasn't amazing at translation, but I was good enough that I knew what I was doing. And then I sort of had another vision because I wasn't. I was looking for another reason to be there and I was like, okay, this translation has taken me to a new place and I want to be a manager. So then I started saying to everybody I want to be a manager.

Speaker 2: 8:04

And then when I became a team manager, then it became I want to be a leader. So everything kept building on each other because I kept asking myself okay, something doesn't feel quite right, what do I need to do to make it feel right? And the ultimate purpose at the end was helping my team learn everything that I had learned, so transferring my knowledge to my team so that they could grow in the same way that I was able to grow in the company. And that is more related to what I feel my life purpose is is really teaching others based on my own experience and my own learnings, being able to transfer knowledge that way so that other people can really grow and recognize their own greatness.

Speaker 1: 8:50

I think that's really interesting, though, because it gives you such a such a beautiful lens by which to look at other people and as as a leader.

Speaker 1: 8:59

But look at them and say they may not have the same purpose as you, because they're raising kids, they have a family, they're trying to pay the bills and it. So it may not align with the company, but understanding that you know if, whether their purpose is, I just want to be, I want to pay the bills, I want to be done at five, I want to go home, I want to be a father, mother, whatever it is. And then how do you align that, that kind of that vision for themselves and say I'm just helping you achieve that, using this as a vehicle, right, as opposed to say no, no, no, you have to drink the kool-aid and and be a hundred percent? The same kind of translator I am. You're saying no, no, you have your vision. How do we help you get there? Using this company as a maybe a springboard or as a stepping stone, but knowing that they don't have to be, you know, tattooed with that company to be a good employee.

Speaker 2: 9:54

Oh yeah, I think that's key. That's seeing people and allowing them to be at work for the reasons that they're at work.

Speaker 2: 10:03

But because you see them that way, then they end up wanting to do at work for the reasons that they're at work, but because you see them that way, then they end up wanting to do good work anyway, even if they might have a different drive than than I do. And you know, I also had somebody leave cause they all of my going on about purpose and why are you here? He he was like you know, you've really made me think about it and this is not what I want to be doing, and there has to be space for that too, because I think when you allow people, when you give them the freedom to be there for a while, hopefully we've contributed to their path and then they go on. It's when you allow people that freedom, then you end up having the right people there anyway. They end up building the team with the right people and there will be losses and wins along the way, and that's that's. That's just part of it.

Speaker 2: 10:49

I had many losses that were difficult to to go through, but I always kept that, that same message to everybody. You know like you were here for your own reasons and we're here as a company for a reason, and it's making that connection between the two that it's not easy to do that, but it's one of the things I do naturally, so I think I was. That's one of the strengths that I have that I really tried to play into.

Speaker 1: 11:18

What was the biggest surprise as you shifted from employee to partner?

Speaker 2: 11:24

That was a really hard shift. Um, the biggest surprise was, uh, the dynamic, um with my partners who, uh, used to be my employers and I, I truly wish I mean I don't regret this, because this is that's what I decided at the time I wish I had worked with a coach to help me understand better what it meant to be a partner, and I didn't understand what it meant to be a partner until I was negotiating my shares to leave.

Speaker 1: 11:59

Oh, wow.

Speaker 2: 12:00

I feel like for four years I was still had a foot in the employee realm Right, not when I was with my team, but when I was in discussions with my partners and running the company. I had a voice. They listened to me. It wasn't about a disrespectful situation at all. I think that I personally had trouble really stepping into the partner role and I needed more mentorship and guidance around that.

Speaker 1: 12:32

I think that's really interesting, but I think part of it comes back to this notion of taking responsibility and ownership. Right, and it's in's in the word ownership, um, but it's the hardest shift going from an employee to an owner or partner in that case is that sense of having to fully take responsibility for every piece of your choices. I just know, like, well, you're the boss, you know what I mean. You're like, well, you're the boss, you know what I mean. You're like, well, I'm the boss, and and, and that that dynamic is such a massive shift for people where, you know, when we talk about empowerment and there's nothing worse than saying, well, you're empowered, just check with me before you do anything which isn't, that's not empowerment.

Speaker 1: 13:23

But when you give somebody fully their own, their own kind of like autonomy to make decisions and then live with the consequences of those decisions, for most employees it's deeply unsettling because, yeah, they want to make decisions, but they also don't always want to be held accountable for. You know they want to make decisions, but they also don't always want to be held accountable for. You know they want the praise when it goes great. But then it's like, wow, I mean you're the boss, and and you know you, you said that was okay, or you agreed with me, and, and so I think when suddenly you're sitting down with your partners and you're living with the consequences of good decisions or bad decisions, it's um, you start to realize why there's so few true entrepreneurs out there.

Speaker 2: 14:14

It's a very small pool in the greater population because, um, it sucks yeah, it takes a lot of guts, and I think people always like, if we're just talking about entrepreneurship and this idea of taking ownership for your actions or your decisions, like, let's look at it from that angle. When I say takes guts, it means you have to look inwards all of the time and say, um, how am I contributing to this situation? And I think that's the missing part is that it's very difficult to look into ourselves and say how did I contribute to making this? Say there's been a mistake, what was my role in doing this? And this idea I think I worked on. I really really worked on rewiring myself to take ownership for my own behavior, and it's taken a while, but now it is pivotal to everything I do.

Speaker 2: 15:26

And I think that a lot of people are miserable because they cannot recognize their own part in the things that happen around them and the the place where I learned this the most was as a parent and I I I mentioning this because I don't think that leadership is reserved for C-suite people in big companies and we often that's we often well, less and less. But leadership can be associated with somebody who's running a group of people in an organization, but all of us. Are leaders really like? Everybody in their lives has a leadership opportunity, usually whether it's participating in their child in the board of their school or being a parent, or I don't know. There's just there's just so many opportunities for leadership, which is awesome, or I don't know. There's just there's just so many opportunities for leadership, which is awesome.

Speaker 2: 16:31

But at home I, when I became a parent, I was spending a lot of time having a very, a very inspired but sort of fixed vision of how the family should be, and then realizing it wasn't playing out the way I wanted it to, but I was not able to recognize my own role in in preventing it from moving forward. And when I did start to recognize my own role, I started. I stopped blaming, um well, in particular my, my husband, my poor husband, uh for stuff that he was doing that I thought was not okay and that was, you know, ruining our son, which is, it sounds extreme, but I felt that way. And then I I recognized the behaviors that I was doing and I stopped doing them, and I didn't even talk about it, I just stopped, and it made a huge difference. And then I took it to another level, whereas when there would be conflict instead of saying you know, even things like when you do this, it makes me feel like this. I even stopped doing that because that's also putting responsibility on somebody else. It's like your behavior is making me feel like this as opposed to hey, you know, I got really upset and I shouldn't have spoken to you like that and then just drop it. This was massive for me, cause I would always try to fix everything immediately and have like a big conversation about it, but it was. It was so relieving for me to just be like okay, I did this and I'm going to name that and really try to let it go, and what ended up happening is that, um, my husband started doing the same. So it would, it would. It's just by his lead. This is leading by example. I mean I would.

Speaker 2: 18:15

I would talk about, um, responsibility and ownership as well, cause at the time, I was reading a lot of stuff that was really exciting for me about these ideas, which was helping me implement them into my life, so I was talking about it too, but I talk about it with my son.

Speaker 2: 18:29

We always ask and well, my daughter's? She's still, she's two and a half, so she'll get the, she'll get the information soon. But when we're always asking children to apologize and I'm really trying to get my son, when he apologizes, to recognize the role that he played, as opposed to just saying I'm sorry and talking about it for a year and the other day he said to my daughter he said you know, he didn't even say I'm sorry. He said I shouldn't have tripped you. He said I shouldn't have tripped you. And it was. I was, it was. There's a lot of times as a parent where I'm not sure I'm doing the right thing and I feel like I'm just like blabbering on and nobody's listening to me. And then there's these moments where you see, oh, actually they are listening. I just I feel like it's just so. So it's so pivotal to the human relationships that we have as being able to recognize our own role in where things might have gone wrong, and it sets an example for other people around us to have them do the same.

Speaker 1: 19:35

I can. I can attest that kids see and and assimilate everything we do as parents and I think, tying that back to leadership, it's the same thing for our employees, absolutely, and they see and react to everything we're doing. And you know, I think back to the bosses that I've had over the years that inspired me was they were consistent in that they always showed up and did the best they could and were the best version of themselves every day. And, yeah, they may lose it and get angry sometimes, but they were consistently there and and outworked, um, outpaced and just hustled when they were, when they were there on the floor. And then the ones I didn't respect were the ones that kind of thought that leadership was, you know, sitting there and just making sure everyone was doing their job and not there. There's nothing inspiring about that. There's nothing you know like oh, that person has my back.

Speaker 1: 20:36

It was just kind of like they've made it that put their feet up and everyone does the hard work and I I think it and it depends on your age, it depends on on the generation that you're part of, but you know, I know that my parents, their parenting of how I was raised does not work on my 11 year old. I cannot parent her the way that I was parented, and same thing for me. It was a rude awakening trying to parent my daughter, and so I had to unlearn a lot of that and and and I think I think that's you mentioned earlier about the coach when you were selling your shares. If, if people today are trying to be a leader and don't have someone coaching them, or don't have someone helping them, look at their blind spots and challenging them on whether it's assumptions I think it's a big one assumptions, um or or kind of learned uh behaviors then they're really missing an opportunity to get better as a leader.

Speaker 2: 21:37

Yeah, you, because. Because it is so difficult to look inwards, um, at ourselves and keep ourselves in check all the time. I think that's also why having somebody who's you know sitting on the other side of the table, being like, oh hey, did you think about this? And you know you, you've been behaving like this maybe it means this thing.

Speaker 2: 21:57

So some you know, having help understand what your behaviors are and your patterns are, then you can start to act on them, because if you can't see them, then it's very hard to change. Like a lot of people don't realize, um, like leaders and organizations, maybe they don't even know the kind of behaviors that they're doing that are contributing to, uh, not so great situations, because they're the leaders, so nobody's telling them that what they're doing is creating, uh, you know, discomfort and well, it's also hard, it's.

Speaker 1: 22:30

I I think we, some, many of us, are able to look inward, but we, we we have a poor judge of scale when we look inward. Yeah, and so we either may minimize and I was having this conversation yesterday with someone who he doesn't minimize his faults, he maximizes them yeah right, and he sees them big, as bigger than we do, and he's always sit there and talk and we go are you crazy?

Speaker 1: 22:54

like you're great at this, this and this, and he's like, well, I don't feel that way and you're like, well, that's normal and so, um, you know, I, I think the, truly the people who walk around thinking that they've got it all figured out and and they're amazing, and everything they touch turns to gold, are probably sociopaths, you know, or? Or you know no, because because it's it and there's no, there's no sense of being able to look at something and go and I think that's something that you talked about a little bit earlier is the, the willingness or the, the desire to improve, all right, and constantly improve, and then be the best version of that and say you know, why do something halfway when you can be excellent at, or you can be proficient at it? And I can think of so many times in my own life where I just I just kind of did it, and if I had really done it well, then maybe things had gone differently and maybe things had turned out differently.

Speaker 2: 24:01

And so you know, I really Sorry to interrupt, but to that point, I think that when people have a clear idea of why they're doing what they're doing, like a real connection, a personal connection to why they're doing something, and then it's a lot easier to do something with your whole heart, as opposed to just doing things. I think when we're younger too, we're trying out a lot of different things. Um, nobody's talking to us about, uh, the concept of like, why are you doing that? How is it connected to who you are taking responsibility? Or you know we understand what being responsible is but, not this sense of ownership.

Speaker 2: 24:47

Anyway, nobody was. I had a sense of the purpose thing from my parents a little bit, but not really. It came much later to understanding you know where I wanted to go with my life. So I think that contributes to that, to that situation as well.

Speaker 1: 25:04

That's amazing. So then we've obviously we've been looking back a little bit, but looking forward. What are you most excited about today?

Speaker 2: 25:15

I am most excited about um. I really want to build um think it's training program. They have an existing training program, but I want to um take it to the world and help people think about their lives differently, so that they can think about their businesses differently, sort of a starts with who they are and then how does that translate into their business. I really, I really believe in this. I mean, I put it to the test with my team, as I was mentioning earlier. It's an, it's a deep understanding of who, who you are and and and why you want to do what you want to do. So I want to um, you know, get that training program up and running and hopefully um gain some speaking engagements from it so that I can give talks on this as well. So I'm that's what I'm most excited about right now is hopefully being able to increase my teaching opportunities and my speaking opportunities.

Speaker 1: 26:13

It's beautiful.

Speaker 2: 26:14

Well, I have something I wanted to add about this idea of taking ownership.

Speaker 1: 26:18

All the years.

Speaker 2: 26:20

Because sometimes when we talk about it people say, well, that's really great, but like, you can't take ownership for everything. There's a former Navy SEAL, jocko Willink, who my grandfather was a three-star general in the American Air Force, so I have an understanding of the whole, like military culture. So Jocko's books called Extreme Ownership and the dichotomy of leadership really resonated with me. Obviously they weren't with everybody, but it was a real pivotal point for me. But in the dichotomy of leadership, which is basically taking all of his leadership concepts and saying, like what happens when they go to the extreme? You can take extreme ownership too far, or you can take taking responsibility for everything too far, so then nobody around you can take responsibility anymore. And I also experienced that at home where I was just trying to run everything for everybody and sort of manage everybody's like, take responsibility for other people's emotions. So then I just wanted to mention the importance of boundaries because it cut out for a bit for a bit. I wanted to mention the importance of boundaries because I think that that is how I resolve that for myself.

Speaker 2: 27:51

The issue of where I was taking too much responsibility is recognizing. Um, where does the recognizing, where does the responsibility end and where, the where do you need to start leaving space for other people to take responsibility? That's, that's how I've danced around this concept and it's a continuous dance and I'm always having to look at it over and over again so that I'm not doing too much, because then I get too tired and then there's not space for other people to do, to do things and contribute. There's not space for other people to do things and contribute. And it's very true. At work, you often see that the leader who's trying to do everything, and then there's no space for anybody else to do anything and take their own responsibility. So I just I wanted to add that, because it always comes up when I talk about ownership. It's the dichotomy, it's like the other side of it, like what happens if you take on too much ownership. Yeah, it's not good for me or anybody else.

Speaker 1: 28:51

Yeah, and I think it comes with also learning to ask for help, yeah, but also recognizing the importance of creating that space where people can contribute, of creating that space where people can contribute. I think that that happens with with parenting as well, as as we risk blunting initiative and and the desire to contribute when we tell our kids no, you, you know, go play, especially when they say I want to help. And in that, so I think, teaching giving people ownership and giving people the ability to contribute, especially when they're originating, and I've been guilty so many times of either with my daughter or, you know, with chapter directors or with members who want to help, and I'm like, no, no, no, I got it, I can do that. And I probably should now read Extreme Ownership. It's a must read.

Speaker 2: 29:47

Trevor and and I probably should now read extreme ownership.

Speaker 1: 29:49

It's a must read, trevor. Yeah, I know I've watched a lot of videos, but I think it's one of those things where I need to start figuring out how to make more space for people to contribute and to help, so it's profound from that aspect.

Speaker 2: 30:04

I think a great illustration of this is my two-year-old, who wants to cook with me. I think many parents will understand that dilemma, and there are times when there is no space for her to cook with me. It's got to happen, and it's got to happen fast. But then and this is where you know when I'm talking about looking inward Yep, but then and this is where I, you know, when I'm talking about looking inward I, I know what it feels like when I'm being kind of overbearing or, um, kind of, you know, like bossy with her. Look back and I'm like OK, I don't want to be like that, but we have to figure out a way so that we have to create a situation where she can contribute and I can be present with her and we can enjoy ourselves. And that means I have to adjust my own way of setting the whole thing up, because I'm the leader, I'm the person in charge.

Speaker 1: 31:03

She can't do that.

Speaker 2: 31:04

So I have to set it up for her so that we can enjoy ourselves and cook. But you know it's not every day and I think this happens in organizations all the time. It's that ability to see what somebody else needs in the space and then find a way to help them so that they can have a win. That is huge. The little wins throughout the day are much better than one big, massive win at the end, with a whole bunch of crazy leadership along the way. It's that sturdy leadership in the everyday and the little wins are building up to the vision that has been well communicated.

Speaker 2: 31:49

Um, but I have to adjust my vision as a parent all the time and and I I look at how I'm behaving with my kids. I'm hard on myself in this way. Everybody always tells me I'm too hard on myself and I definitely am. But I think it's a massive strength because it means I'm always questioning what I'm doing and trying to be better. So I think there's it's it's a massive strength because it means I'm always questioning what I'm doing and trying to be better. So I think there's it's. It's not just bad to be too hard on yourself.

Speaker 1: 32:13

No, but I think it also comes back to living with purpose, right, and so if you, if you can identify what your purpose is as a parent, is it perfect kids? Is it kids that don't speak back, that listen to everything you say as if it was written in golden ink, or do you have? Do you raise kids who are the best version of themselves, that that exceed even your abilities and capacities and who inspire you to be the best version of yourself? And that was that was something last week, um, when one of the speakers in London was was talking about, and I think it was Ben uh uh Renshaw who was who was challenging like who do you want to be? And like what's the version of you? And and I was like I just want to be. I want to be the man that my daughter thinks I am. You know what I mean. Like our kids see us with this, this awe and wonder, and I'm like and and like you, I'm too hard on myself, but I think that would be if I could be. And it's not to say that I'm not, it's to say I'm not always that man.

Speaker 1: 33:31

And how do how do? Again, I think leadership is about consistency. How do I find consistency within that and just to live into that space. So I think, I think it's pretty amazing.

Speaker 2: 33:43

Yeah, I mean the consistency comes from it's you rewiring yourself? It's it's. If I yell at one of my kids, uh, I say I. I say to them I say I yelled at you, I don't want to be like that, that's not the way forward. And I just tell myself okay, I'm not going to do that the next time. And then the next time it happens, I say I'm not going to do that the next time. And then the next time it happens, I say I do not want to be like that.

Speaker 1: 34:12

And it does happen less and less. It's just like not for me. I still yell too much, but that's uh.

Speaker 2: 34:17

I still yell too, but it's the keeping it, it's that accountability thing. It's like I don't want to be like that, I'm not going to do that, yeah. I'm not saying this is not something that happens overnight.

Speaker 1: 34:32

No, so true, so true. Well, look, I we're, we're out of time, um, and I think we can. We could talk for hours here, but then you know it would, uh, we'd have to do multiple, multiple episodes. But but really appreciate your time today, judy. But, more importantly, I really appreciate everything that you're doing, not just as a member and you've been a great member for the last four years but how you've stepped into this new role of managing one of our chapters, montreal One, and wrangling that wild bunch of business owners which is that is an opportunity for me to grow as a leader, and it's awesome for me to have that opportunity, so I'm grateful.

Speaker 1: 35:18

Well, we are so grateful to have you, and, again, it just brings another voice to the table, which is something I always appreciate, brings another voice to the table, which is something I always appreciate, and it forces me to review and not just live with the assumptions that I make over the last six years, but to to uh. Every question leads to Hmm, is this the best way? Is this the right way, uh, and does this serve our purpose as an organization? So I really appreciate that and I honestly believe, uh, the work that you're doing at Think8, um, but also in terms of the training arm, uh, I think it's only a matter of time before people start knocking on your door and asking you to speak, because you're very good at it, um, you're very natural, but it's also also, um, it comes from a place of true and authentic, uh servant leadership.

Speaker 1: 36:10

So I'm excited, thank you I'm excited to see what happens the next couple years. Uh well, I will. I'll put it in the liner notes, uh, for everyone that want to reach out to you in terms of um, the think8 global institute, um, and we'll make sure that that is there as well as your LinkedIn profile. So if people want to connect with you on LinkedIn, should we put the food blog in there? No, as we wrap up this insightful episode of when Leaders Connect, I want to extend my deepest gratitude to Judy for sharing your profound wisdom on the importance of taking responsibility and ownership as leaders. Your insights have truly highlighted how these qualities are foundational to effective leadership and organizational success. Thank you for inspiring with your experiences and your visionary approach at ThinkCake Global Institute.

Speaker 1: 37:06

I'd also I'm just going to take a moment to acknowledge the incredible members of Corporate Connections Canada. Your commitment to fostering meaningful relationships and collaborative growth is a testament to the power of networking and shared purpose within our community. It's through these connections that we continue to learn and grow and hopefully lead with impact. Remember, leadership is not just about holding a position. It's about taking responsibility and owning our actions and cultivating relationships that inspire and elevate those around us as we move forward. Let's carry these lessons with us, striving to be leaders who not only drive success, but also build meaningful and lasting connections both within and exterior to our businesses, to everyone else. Thank you for joining us today. Hopefully you found value in our conversation. Again thank you, judy, and stay tuned for more conversations with inspiring leaders who are making a difference, not just here in Canada but around the world. And until next time, keep leading with purpose and passion and, as always, this is where leaders connect.