How to Overcome Imposter Syndrome: Leadership Tips from FranklinCovey Executive Coach Greg Smith
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How to Overcome Imposter Syndrome and Lead with Confidence
Have you ever wondered if you're truly qualified for your role—even after earning promotions, achieving success, and consistently delivering results? If so, you're not alone. Many accomplished professionals experience imposter syndrome, also known as imposter phenomenon, especially when stepping into new leadership roles or navigating greater responsibility.
In this episode of the Live Greatly Podcast, award-winning author, TEDx speaker, and workplace performance expert Kristel Bauer sits down with Greg Smith, General Manager of Executive Coaching at FranklinCovey, to discuss practical strategies for overcoming self-doubt, building authentic confidence, navigating workplace transitions, and leading effectively under pressure.
Drawing from more than 25 years of experience coaching executives and senior leaders, Greg shares actionable insights to help professionals strengthen their leadership mindset, navigate changing workplace relationships, and perform at their best—even in high-pressure situations.
Whether you're an executive, manager, entrepreneur, or aspiring leader, this conversation is packed with practical leadership strategies you can apply immediately.
Key Takeaways
What imposter syndrome (imposter phenomenon) is and why so many successful professionals experience it
Practical strategies to build confidence and overcome self-doubt
Tips for navigating changing workplace relationships after a promotion
How to deal with feelings of loneliness as a leader
Mindset shifts that support sustainable high performance
Why your leadership presence shapes how others perceive you
Strategies for handling pressure with greater confidence
Tips for successfully transitioning into new leadership roles
About Greg Smith
Greg Smith brings more than 25 years of experience helping organizations develop exceptional leaders. As the General Manager of Executive Coaching at FranklinCovey, Greg leads one of the industry's most successful executive coaching practices, achieving coaching success rates exceeding 97%.
Throughout his career, Greg has managed large-scale leadership development, executive coaching, succession planning, executive team effectiveness, and high-potential development initiatives for organizations including Walmart, Deloitte, Starbucks, FedEx, Robert Half, Walt Disney, Abbott, AbbVie, Dollar General, and many others.
Greg's background spans Human Resources, Business Development, Consulting, and Industrial/Organizational Psychology, providing a unique perspective on leadership effectiveness and executive performance. He holds a Master's degree in Industrial/Organizational Psychology from The University of Tulsa and is a contributing writer for the Forbes Coaches Council.
Connect with Greg
LinkedIn: https://www.linkedin.com/in/gregsmith-fc/
FranklinCovey Executive Coaching: https://www.franklincovey.com/coaching/executive-coaching/
About the Live Greatly Podcast
The Live Greatly Podcast features inspiring conversations with world-renowned thought leaders, bestselling authors, executives, psychologists, physicians, entrepreneurs, and wellness experts who share practical strategies to help you grow personally and professionally.
Hosted by Kristel Bauer, each episode is designed to help you strengthen your mindset, become a more effective leader, build resilience, enhance well-being, and achieve sustainable high performance in work and life.
About Kristel Bauer
Kristel Bauer is an award-winning author, TEDx speaker, workplace performance expert, and corporate keynote speaker who helps leaders and teams thrive in today's fast-paced workplace. Drawing on her background as an Integrative Medicine Fellow and Physician Assistant in Integrative Psychiatry, Kristel combines science-backed research with actionable strategies to help organizations build resilient leaders, prevent burnout, and create cultures where people and performance flourish.
She is the author of Work-Life Tango: Finding Happiness, Harmony, and Peak Performance Wherever You Work and has delivered keynote presentations for organizations including Bank of America, bp, General Mills, The Home Depot, AbbVie, Santander Bank, Cognizant Technology Solutions, and many others.
To learn more about Kristel's keynote speaking, leadership workshops, and corporate programs, visit the Speaking section of the Live Greatly website.
Podcast Transcript
0:00) When you move up to certain levels, people expect all of a sudden a different level of (0:06) this magical executive presence. What is that? We often get a call that we need to work with (0:11) this person. They need help with their executive presence. What is that? What do you mean? (0:14) Is it how they show up? Is it the language they use? Is it the level of strategic banter? (0:20) Is it their strategy? (0:22) I'm really excited to have Greg Smith here today. Greg is the General Manager of Executive
(0:27) Coaching at FranklinCovey. So Greg and I are going to be talking a lot about excelling (0:31) and advancing as a leader, some tips to deal with imposter phenomenon, navigating high (0:36) pressure situations, some suggestions to help if you're transitioning to a new role in the (0:41) workplace or if you're transitioning or looking to transition to a leadership role, as well (0:46) as some mindset shifts to support inner confidence and lots more. I'm really excited about this (0:51) episode. Let's jump into it and welcome Greg to the show.
(0:54) Greg, super excited to have you here. Thank you for taking some time with me today. (0:58) Good morning. I'm excited to join you. (1:00) Yes. Now, we're going to be talking a lot about coaching, executive coaching, and I'm (1:06) excited to dive into that. But Greg, for those who are not familiar with you and your (1:11) backstory, can you just give us a little bit of a look into what you're currently up to? (1:15) Oh, goodness. Thank you. I've been really fortunate in my career, Crystal. The seasons
(1:20) that clients and client work and client engagements have taken me to have led through big (1:25) seasons of massive pre-hire selection engagements, really, really high volume to (1:30) leadership journeys for leaders at all levels in the organization to a season that (1:35) lasted that was moving to executive solutions. (1:38) So global executive assessment for every leader around the world, for organizations (1:44) that meant executive effectiveness, executive onboarding, executive team effectiveness, (1:48) executive coaching. And so I've been really fortunate since probably 2008 to live mostly in
(1:56) that executive space. And again, just good fortune online so that for five and a half (2:00) years now here at FranklinCovey, I get the privilege of owning our executive coaching (2:04) practice. So we get really, really deep in all things executive there and just super (2:08) passionate about the work we do, the impact we have. (2:12) Love that. Now, Greg, I am curious, with the work that you do, are you teaching leaders (2:18) how to, I guess, coach their teams?
(2:21) Is that kind of the angle you're going down or are you helping individuals more as far as (2:25) like helping them navigate the challenges that they may be facing? (2:29) Yeah, really good delineation. (2:31) It's the latter. (2:32) And I will oftentimes just kind of colloquially refer to Big C coaching, which is that (2:37) one-on-one executive coaching. (2:40) A significant portion of the coaching we do is helping executives through the transition. (2:44) You've been hired into an organization or promoted up to a new level at, say, VP or so.
(2:50) We know the predictable pitfalls that cause roughly 50 percent of executives in transition (2:55) to fail. So coaching them through that transition moment faster, more successfully, and (3:01) also, too, with other executives who are performing well and their remit has got more (3:06) complex or broader or global or fill in the blank. (3:09) So it's oftentimes that Big C coaching, but also delineated from what you mentioned is (3:14) little c coaching is oftentimes teaching leaders as coaches.
(3:18) How am I being? How am I being better with my team of my employees coaching them versus (3:23) just setting expectations and giving? (3:25) Yeah. OK, got it. (3:27) Now, I am thinking back to a talk that I recently did. (3:31) I did a keynote in a workshop with a lot of leaders, and I had the opportunity to talk (3:36) one on one with a handful of people at this conference. (3:40) And I noticed a couple of common trends with some of the pain points that a lot of these (3:45) leaders were going through.
(3:46) And I would love to get your take on it just to kind of give you the overview. (3:49) The first one was a bit of a sense of this like imposter syndrome and all of this (3:56) pressure that they were placing on themselves to perform perfectly. (3:59) So that was the first. (4:01) And then the second was a bit of a sense of loneliness as people went up that executive (4:07) ladder where they felt like, oh, perhaps I started out and I was more peers with my (4:12) colleagues. We were more friends.
(4:13) And now I'm in charge and leading them. (4:16) And it's different. (4:17) And I feel a little bit more lonely kind of the workplace because I don't have it's just a (4:22) different dynamic. So those are the two angles I would love to touch on. (4:25) So why don't maybe we can start with that first one, which is that sense of like, I feel (4:30) like I have to do everything perfect. (4:31) I'm feeling all this pressure and a bit of like that imposter syndrome. (4:34) Like, am I really supposed to be doing this?
(4:37) Am I good enough to do this kind of a thing? (4:39) Yeah, yeah. And you're right. (4:41) We hear that a lot. And I will choose to use the word or the phrase imposter phenomenon (4:45) versus syndrome. Roughly 80 percent of leaders experience that sometime in their career. (4:50) I have. And it's a factor of being human. (4:56) It's also a factor of having high expectations for ourselves. (4:59) And it also coincides with for all we do in the leadership training, development, coaching
(5:04) space, I don't think we ever are able to sufficiently prepare leaders for that next step. (5:11) There are moments in time where, yes, yes, yes. (5:12) But overarchingly, we're aiming at a moving puck. (5:16) The bar for what is required of effective leaders is shifting every day with the massive (5:22) disruptions, with VUCA or BANI, depending on the term you use currently, with AI, (5:28) generative AI, you know, workforces are scattered. (5:31) So the bar keeps moving or the puck keeps moving on us.
(5:34) So it's tough to fully prepare everyone for the challenges they face. (5:38) So they land in a new role or their remit broadens and suddenly they're feeling like, oh, (5:44) am I fully qualified? (5:46) Am I ready? Or I've got this. (5:47) But is somebody going to doubt me? (5:49) So very human, very normal. (5:52) And it's oftentimes something that coincides with that move. (5:55) When I've shifted into a new role, you mentioned shifting to the other kind of the
(6:01) loneliness is oftentimes when I get promoted from the team to leading the team, there's so (6:05) many factors. How do I bring my team along with me? (6:08) How do I shift that relationship from I was one of you to now I lead you? (6:12) And I I've got the banter even is differently. (6:15) How am I proactive and intentional about tending to those relationships one on one as a (6:20) team, as a whole?
(6:21) So I let you know in my new role, it's not just about shining the light on me, on me, on (6:26) me. I'm here to lift the team. (6:28) And, you know, again, so it's it's tending to those in a in an intentional and proactive (6:31) way versus just letting them linger and wondering and hoping. (6:35) Hope's not a strategy. (6:36) How do we how do we how do we make sure we're addressing them effectively? (6:41) So any suggestions, Greg, for people who are perhaps they're in a new role or they're
(6:47) thinking about going into a new role and they're facing some of the things you just (6:52) mentioned as far as feeling like, OK, am I fully qualified? (6:56) Can I are other people going to see me as qualified? (6:58) Do you have any suggestions on how you coach people to navigate some of those tough (7:02) times? Yeah, absolutely. (7:04) And I think it always starts with self-awareness, like to take that, whether you have (7:09) a resource, a coach or an internal talent partner who can support you on this or not is
(7:14) take a moment and just take pause. (7:16) Think about the playbook that got you to the new role, promoted, hired, whatever that is, (7:21) or broadened span of responsibilities. (7:24) What in that playbook still works for you? (7:28) Think about who are my new stakeholders. (7:31) Proactively think through who do I need upstream, downstream to achieve what the (7:35) organization needs me or my team to deliver for them? (7:39) Is my playbook with relationships still effective and going to work? (7:43) Is the playbook for how I set expectations, provide feedback, hold people
(7:48) accountable? All of my relationship strategies, does that still hold or what pages or (7:54) chapters of my playbook no longer work in my new context? (7:58) Do I need to read pages out and think about those? (8:00) So just be very intentional about what are the skills and capabilities? (8:03) Am I very good at building strong working relationships? (8:06) Or if it's been OK, but I'm not and now I'm in a hyper matrixed organization or a role, (8:11) how do I think about my influence strategy with peers or other teams across the
(8:16) organization? So there's a myriad of things that you could look at competencies, (8:21) capabilities, context. (8:22) But just take a moment to really pause and reflect, like shut down your outlook, you (8:26) know, shut off teams and Zoom. (8:28) So the inboxes and the pings and stuff stop. (8:31) Carve out time to dedicate focus on what got me here, what's going to help me thrive, (8:37) what might suboptimize me. (8:39) One more detail on this is if I've risen from within and I've been really, really good
(8:44) and known for my attention to detail or knowing every piece that moves in operations or (8:49) sales and suddenly I'm in a more senior role, people see me and perceive me differently (8:53) now because I've got that VP in front of my name. (8:58) People also expect something differently. (9:00) They expect me to be thinking, acting more strategically. (9:02) How am I intentionally making a shift from I know everything about every detail to I (9:08) understand that, but I trust and empower the team to manage it. (9:11) And I'm thinking about broader issues.
(9:14) So interesting. So it sounds like there's also that big mindset shift that goes along (9:19) with this, right? Kind of reframing, like building awareness around, OK, I'm in this new (9:24) role. So how I might need to approach things differently. (9:26) And also, I think how you perceive yourself. (9:28) I was just when I was having a conversation with one of the individuals at this (9:32) conference, they had gotten they'd become CEO and they were just saying, you know, it's (9:37) funny because I'm having conversations and people are talking to me differently now.
(9:41) But inside, I'm like, I'm the same person. (9:44) I'm the same person. (9:45) So it's kind of interesting. (9:46) But I think there is that that big mindset component. (9:50) I would love to hear what your thoughts are on that. (9:51) Oh, emphatically, yes. (9:53) Mindset shift, yes. (9:55) Especially new organization, new culture, new cultural imperatives, new cultural norms, (10:01) new cultural landmines. (10:03) How do I become aware of those? (10:05) Talk with people, you know, understand those.
(10:08) The other is and someone else said this just yesterday, and I was like, oh, my goodness, (10:12) I'm stealing that. It's public domain now. (10:14) Think about how people perceive you. (10:17) Especially if I've been in the organization, there's a brand. (10:20) I have a Greg has a brand inside of Franklin Covey. (10:23) What is that brand? How do people perceive me? (10:25) And if I move to a new role, I've got a new team, new anything new, new wrinkle.
(10:31) I need to think about how people perceive me now and how is that going to help me be (10:35) successful in the new role? (10:37) How might that hinder me? (10:38) They know me as this kind of guy. (10:40) Is that going to be beneficial or is that going to hold me back? (10:42) You know, when you move up to certain levels, people expect all of a sudden a different (10:46) level of this magical executive presence. (10:49) What is that? We often get a call that we need to work with this person.
(10:52) You know, they need help with their executive presence. (10:54) What is that? What do you mean? (10:56) Is it how they show up? (10:58) Is it the language they use? (10:59) Is it the level of strategic banter? (11:03) Is it their strategy? (11:05) Is it how they, you know, lead and interact with people? (11:08) Or are they, you know, do they sit up straight and act more more professional? (11:12) What does that mean? But again, I think it begs thinking about how people perceive you. (11:17) What is your brand?
(11:19) How does that benefit you? (11:20) How does that minimize or how might that possibly derail you in the new? (11:25) So interesting. Let's talk a little bit, Greg, about navigating pressure as a leader and (11:32) being able to perform under stressful conditions, because as a leader, I think those are (11:37) those are some expectations that can be had. (11:40) You know, you're going to be navigating different challenges. (11:42) And as a leader, you got to be able to have yourself, you know, relatively figured out to be
(11:48) able to thrive in some of those, you know, tough situations. (11:52) So what are your thoughts on how people can help themselves thrive under pressure? (11:57) Right. That's a big thing. (11:58) Yeah, there is there's so much pressure, so much complexity, ambiguity, et cetera, right (12:02) now. I can't help but do this. (12:05) I don't mean to be, you know, self-aggrandizing for Franklin Covey, but it's I think about the (12:09) seven habits and have it one. (12:10) It's a habit of proactivity. (12:12) It's a habit of choice. (12:14) So it's back to your mindset.
(12:16) I get to choose my mindset for the challenges that land on my desk or in my inbox every (12:21) day. And I can I can choose to say, look what I have to deal with, or I can start with (12:28) consciously shifting my mindset to look what I get to do. (12:32) Look at these challenges I get to solve. (12:34) Look at the way I get to help the team around me. (12:37) Look at the way I get to support and serve and help my clients.
(12:40) So literally beginning with that deep soul searching, I'm going to shift my mindset about (12:45) the challenges I get to work on or work with every day. (12:48) And I said, I think that sets the stage in for how you deal with every one of those. (12:52) We don't get to choose the cards we're dealt. (12:55) We get to choose how we manage those cards and play those cards. (12:59) So I think it really honestly starts with that self-reflection and choosing my mindset.
(13:04) And then, Greg, I would love to hear what tips you give people for preparing for something (13:10) big as a leader, if they have something, maybe a big presentation or something where (13:14) they're feeling a sense of like, wow, this is a big deal. (13:18) I want to do my best. I want to show up. (13:20) I want to nail this. (13:21) And I was having some conversations recently about this, and I was sharing some things (13:25) that helped me when I've had my TV spots or going into my keynotes.
(13:29) And one thing that's helped me is just remembering what it's all about and making it not (13:32) about me, like making it about what the value that I'm trying to bring, making it about (13:37) the message, because then that takes the pressure off me. (13:40) It's like, I don't need to be perfect if I mess up a little piece or whatever. (13:45) It's not stressing over those little details, but it's remembering the big picture. (13:50) And that helps me go in more authentically instead of feeling nervous and like, oh, my
(13:54) God, I have to get this right. (13:56) So I'm curious, Greg, what tips do you give some of the people you work with and how to (14:00) navigate some of those big, big things in the workplace? (14:03) Yeah, that sounds like a very frequent conversation. (14:06) Yeah. And it starts with, I think, Crystal, you know, just the, hey, if you've been if (14:10) you've been asked or tasked with doing this, tell me why. (14:16) You know, I want to get them to say at first, but they can't. (14:18) It's probably because you're the expert.
(14:20) You know this. And if you're the expert, this is your dojo. (14:24) This is your room. (14:26) Will anybody notice if you don't dot every I and cross every T? (14:29) No. So so one is just kind of relax. (14:33) You are the expert. (14:34) If you're showing up on this call with a client to talk about executive coaching, you (14:37) probably know it 10 times better than they do. (14:41) Relax the pressure on yourself a little bit and just lean into, you know, this.
(14:46) And I think, you know, and then, you know, but behind that would be all of your (14:48) strategy for prepping your message or whatever you're doing and follow through there. (14:52) But just that that first is it's your mindset, right? (14:57) I am the expert at this. (14:59) I probably know more than anybody in the room about it. (15:02) Embrace that. Not not in an arrogant, you know, super hubristic way, but in a way to (15:08) help build my own confidence. (15:10) Yeah, I love that.
(15:12) I love that. I'm thinking back to a conversation that I had where someone was (15:16) talking to me about just what you were saying about being relaxed for some TV spots (15:22) and what they said was, you're the expert in you. (15:24) So take a breath. (15:25) It's OK, right? (15:27) Just reminding yourself like, all right, like you've got this. (15:31) You don't have to pretend. (15:32) You don't have to act like one way or another. (15:34) Just relax and show up. (15:35) You know, you know this stuff.
(15:37) And another element here, too, is I think it's important to do the prep and do the (15:43) work. So you go in feeling really confident. (15:46) But like right before I've had some conversations around this where I think it's (15:50) better to do something that helps you feel more relaxed, like not cramming right (15:55) before you're going into a meeting that's going to make you feel tense or stressed. (15:59) And it's more about just trying to do something to help you relax.
(16:03) And that's been I've noticed that, too, when I've had different events or, you (16:07) know, if you're back in the green room before things, it's more like casual (16:10) conversations, taking your mind off stuff. (16:13) Right. Yes. (16:14) Same thing for in athletics. (16:15) It's like right before, you know, you do your warm up, you do all that stuff. (16:18) But then a lot of people are listening to music or doing stuff right, right before (16:22) they go out there. So what are your thoughts, Greg, on that? (16:24) Like immediately before something.
(16:27) I love all those, you know, and it ranges from listen to music to relax. (16:31) You're joining a podcast. Have just some light banter before you hop into the hard (16:35) conversations. Yeah, I love, you know, one of one of the techniques around (16:40) mindfulness, et cetera, is box breathing. (16:42) So I may make sure that before every big call I've got, I've got a 10 minute window (16:46) blocked and I may take two or three minutes of box breathing.
(16:50) And for those who may or may not know, it may mean it's I'm taking a deep inhale for (16:54) four or five seconds, I'm taking a deep exhale or excuse me and holding it for four (16:58) or five seconds. I'm exhaling for four or five seconds, holding that for four or five (17:03) seconds and just repeating that cycle for like two minutes. (17:06) It helps me center. It's going to calm down the nervous system. (17:10) The parasympathetic gets a chance to step in.
(17:15) And then there's other techniques where others have said, you know, before you go on (17:17) stage or you go on live camera or you do that big thing is, you know, the Superman (17:22) pose, right? Go stand in front of a mirror, just stand there, arms on hips, chest (17:27) out, stand proud, embrace the moment, think about your capabilities, think about your (17:31) strength, think about your, you know, your intelligence, how you're going to come (17:34) across and embrace that.
(17:36) And again, you know, there was some point where there was research that showed that is (17:40) effective. There's some other that maybe debunked that as research based (17:43) effectiveness. But find what works for you. (17:46) It may mean, no, I need to go step outside and walk around and look at the flowers for a (17:50) minute or listen to music or whatever works for you. (17:52) But find something that gives you that moment of of peace and relax before you step (17:58) into the big moment. Yeah, I love that.
(18:00) And just being able to just get that higher perspective and just, again, take that (18:04) pressure off of you and put it into something bigger, the message, what it's really (18:09) all about, remembering you're capable. (18:11) I love all that stuff, Greg. (18:12) And I would love to transition a little bit into that sense of loneliness that some (18:19) leaders can feel, particularly if they're going from they just got promoted, they went (18:25) from being, you know, seeing their everyone as peers to now, OK, I'm leading you.
(18:29) Do you have any suggestions or even if someone's been in a leadership role for a long (18:33) time? I heard from multiple people recently at this conference that were CEOs and (18:39) leaders saying that it's lonely. (18:40) So I would love to hear what your thoughts are on how to counter that, right? (18:47) Yeah, you know, one one is just kind of embracing that, yeah, I'm feeling this way and (18:51) it's OK to feel this way because oftentimes it is lonely at the top or lonely at
(18:55) whatever juncture you are along the way to the top and find a way to find community. (19:01) If they can't naturally be, I've got people inside my organization that I can (19:07) communicate with, I can disclose to, I can be transparent with, I can think out loud (19:12) with. I love the phrase thinking out loud. (19:14) I love thinking aloud with my clients. (19:15) I love thinking aloud with someone. (19:18) And it comes with the responsibility of proving that you keep the conversations sacred.
(19:23) But find someone. And if it's not inside the organization, you know, this is not as (19:29) much as I'm a fan of executive coaching. (19:31) That's not the call of an executive coach to be that person just to think with you or (19:36) to be your advisor or your sounding board. (19:39) But you can find someone to serve in that capacity. (19:42) Again, if it's outside the organization, there are there are networks for CEOs, there (19:47) are networks for folks at different levels in the organization, even by function and
(19:51) profession. Find a community, find a professional network. (19:56) And again, inside the organization, oftentimes when we're helping leaders transition into (20:00) a new role again, whether it's up inside the same or from outside in, is to (20:04) consciously think about who are my support network, who are the people whose roles (20:09) are to be in some level of support? (20:12) Is that HR? Is it talent? (20:13) Is it people's services? (20:15) Are there folks in an operations role, in a sales enablement role that I can chat with
(20:20) about the practicality of what it is we are tasked to do? (20:24) The wind behind us that's helping us do these things, the winds that are blowing back in (20:29) our face against us that make it more challenging. (20:31) And I get, you know, to the degree I can be real and transparent and just think aloud (20:35) with them. (20:36) Right. Yeah, I think that it sounds like it's just very important to be proactive here (20:41) and to be intentional, to really seek out that support, right, and make that a priority
(20:46) because it is so important. (20:47) So this has been wonderful, Greg. (20:50) We've we've covered a lot of different, interesting, insightful topics, and we're (20:54) starting to wind down. (20:55) So I want to give you the floor if there's anything you feel like, you know what, I (20:59) really wanted to talk about this. (21:00) We didn't get a chance to. (21:01) And then we're going to close out with one final question for you. (21:07) Yeah, goodness. (21:08) And it's interesting, I've thought about this a few times lately with just a few
(21:12) conversations have prompted it. (21:14) And I think about everybody should take a moment and think about their role and think (21:19) about how am I remaining curious? (21:21) How am I remaining engaged and how am I remaining confident and how do I feel good (21:28) about what I'm doing on a daily basis? (21:30) If I don't wake up in the morning and love what I'm doing, how do I challenge myself, (21:34) change my mindset, look for different ways to contribute, look for different ways to
(21:41) cultivate my passion about my craft, about my profession, about my role. (21:46) Seek input from those around you. (21:48) You know, hey, again, how do you experience me? (21:50) But when I'm being really, really good and effective, what is it that I'm doing? (21:54) And in those times when I'm not as effective, what is it that I'm doing? (21:58) I mean, and, you know, and you've got to you've got to establish that, hey, I'm (22:00) doing this for a reason for my own asking. (22:02) I'm looking to get better.
(22:03) But be curious about those things. (22:05) Be curious about how you're showing up to others. (22:08) Lean into those moments. (22:10) Study adjacencies. (22:11) You know, if I'm leading sales in, you know, pharma, what's an adjacent (22:16) profession, maybe even sales specifically? (22:19) I could learn from what are they doing to be more effective in their role. (22:21) But study adjacencies. (22:23) So I'm not just looking at my own siloed slice of the world and workplace (22:27) professions, but be curious.
(22:29) Put some intentionality in growing and being the best at what you can be. (22:33) Love that. (22:34) Embrace curiosity. (22:35) Well, Greg, I'm going to put links to you. (22:38) Are you on social media, Greg? (22:39) Are you? (22:40) I am. (22:40) Yes. (22:40) LinkedIn is primary source for me. (22:45) Yes. (22:46) So then, you know, links to all that good stuff will be in the episode details. (22:50) And final question that I have for you, Greg, is knowing what you know now, what
(22:53) advice, if any, would you have given to yourself from 10 years ago? (22:57) Oh, goodness. (22:58) Wow. (22:59) Um, you know, it's interesting. (23:01) Um, believe in yourself. (23:04) Believe in yourself. (23:05) Um, early career for me, I had a CEO who said, Hey, if you want to fly with the (23:10) Eagles, you need to surround yourself with the Eagles, which was a phenomenal (23:14) message for me that said, he sees something in me and he believes in me. (23:17) I need to make sure I'm seeking out the best and the brightest and
(23:20) the most effective our leaders. (23:22) Uh, I worked in a consulting firm. (23:23) So surround myself with the best and the brightest of the IO psychologists (23:26) that we work with that, you know, engage with our clients that do what we do. (23:30) And was super fortunate for many years to learn from those individuals. (23:33) But inside that organization, you're surrounded by those really high (23:36) performing, amazingly intelligent individuals. (23:38) And you could set the world on fire, but you always felt like, (23:41) but I just did this. (23:43) I only did that.
(23:44) And it was really the team. (23:45) I didn't, I'm not special. (23:47) Um, and sometimes it takes stepping outside of your current context to (23:51) realize, wow, I'm way more highly capable than I thought I was. (23:56) So believe in yourself and don't let those, you know, that, that imposter (24:01) phenomenon or self-doubt or bad self negative self-talk limit what (24:07) you're really capable of doing. (24:09) Great insight, Greg. (24:10) Well, thank you so much for taking time with me today, sharing all your insights. (24:13) Had a lot of fun. (24:14) Really appreciate it.
(24:15) Yeah. (24:15) Me as well. (24:15) I enjoyed it. (24:16) And it's just been a treat. (24:17) Thanks for having me. (24:18) Thank you so much for spending time with me today. (24:21) I absolutely loved sharing these insights with you. (24:24) If you have a moment, I would greatly appreciate you leaving a review about (24:28) what you loved about this episode. (24:31) Leaving reviews helps the show gain visibility. (24:33) So those who can benefit from it can gain access to it. (24:37) Thank you so much for your support.
(24:39) And until next time, this is crystal Bauer with live greatly, inspiring you (24:43) to awaken your ultimate potential. (24:46) Now for a disclaimer, the contents of this podcast are intended for informational (24:50) and educational purposes only always seek the guidance of your physician for (24:53) any recommendations specific to you. (24:55) For any questions you have regarding your specific health, your sleep (24:58) patterns, changes to diet and exercise, or any medical conditions. (25:01) Also consult your physician before making any changes to your sleep (25:03) patterns, diet, and exercise.
(25:05) Always consult your physician before starting any supplements, herbs, or (25:08) new lifestyle programs, and before using any over-the-counter products, including (25:11) plant-based or herbal products, including, but not limited to beauty products, (25:14) skincare, and haircare products. (25:16) Contraindications and side effects may occur. (25:18) All information views and statements shared on the live greatly podcast are (25:21) purely the opinions of the authors. (25:23) They are not medical advice or treatment recommendations. (25:25) They have not been evaluated by the food and drug administration. (25:28) Opinions of guests are their own and Crystal Bauer in this podcast
(25:30) do not endorse or accept responsibility for any statements made by guests. (25:34) Neither Crystal Bauer, nor this podcast take any responsibility for any (25:37) possible health consequences of a person or person's following the (25:40) information in this educational content. (25:43) Always consult your physician for recommendations specific to you. (25:45) If any product mentioned in this podcast has been received from the (25:48) manufacturer or the public relations team for that product with the express (25:51) intent of editorial consideration, the product will be identified as such.
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