Last Updated on August 10, 2026 by Fly High Coaching
Leadership strategy is the foundation of this episode, and the conversation is built for professionals who are ready to stop reacting and start leading deliberately. Many executives spend years executing without ever designing a clear direction for themselves or their teams. You will walk away with a new way of thinking about what it takes to grow, lead well, and bring people with you.
Our host Porschia, alongside guest Kyle Pertuis, get into what it actually means to develop a leadership strategy as opposed to just a plan, and why understanding the difference changes how you lead every day. Kyle shares his 3-pillar formula of awareness, connection, and engagement, and explains how each one shapes the energy and effectiveness of the leader you are becoming. Expect a grounded conversation with real examples and ideas you can bring into your next leadership decision.
They also tackle the biggest mistakes executives make when developing leadership strategies for their teams, including why disengaged leaders and a constant search for external solutions quietly cost organizations more than they realize. Kyle challenges leaders to stop overlooking the development resource already sitting inside their own organizations, and explains why leveraging internal talent is one of the most underused and most powerful moves a leader can make.
Kyle Pertuis is the founder and CEO of MindFit Coaching, Inc., with a 25-year track record in executive coaching and leadership development consulting. He is the host of the Inspired Action Podcast and works with organizations to build high-performance cultures from the inside out.
What you’ll learn:
- What leadership strategy actually means and how it differs from tactical planning
- The 3-pillar formula of awareness, connection, and engagement that drives leadership performance
- Why developing a leadership strategy in isolation limits how far and how fast you grow
- The 3 biggest mistakes executives make when building leadership strategies for their teams
- How to leverage the talent and experience already inside your organization before looking externally
- How leadership strategy shapes company culture and what leaders need to get right first
Resources:
- Episode Transcript
[00:00:00] Today, we are talking about developing your own leadership strategy with Kyle Pertuis. As a former business owner, a seasoned professional executive coach, and a leadership development consultant with a 25-year track record, Kyle plans and facilitates programs designed to optimize business growth, leadership development, and personal effectiveness.
Porschia: He supports leaders with achieving their full potential through strategic thinking, improved personal awareness, [00:01:00] and by becoming more fully engaged in all aspects of their lives. Kyle is the founder and CEO of Mind Fit Coaching and host of the Inspired Action Podcast. Hi, Kyle. How are you today?
Kyle: Great, Portia.
Thanks for having me.
Porschia: I’m excited to have you with us to discuss developing your own leadership strategy. But first we wanna know a little more about you. So tell me about seven-year-old Kyle.
Kyle: Wow, that’s an interesting year. I’m thinking that was second grade. We, I have a younger brother, and we were growing up in Waco, Texas, right?
Both of my parents had been finishing some graduate work there at Baylor. I think I was a pretty normal seven-year-old kid, I was active, I was into sports, and getting dirty a little bit and all those kind of good things. I think it was a… If I really reflect on that time, I think it was an interesting time relationally, because I think I was starting to get [00:02:00] old enough to really understand that my parents’ relationship was not what either of them had hoped it would be, right?
And then I think I can remember some things there that were probably pretty touchy in, in my life. Nothing physically, but just a, an interesting time. When we’re kids, we don’t know any different, right? And those are things that you, I think you build some resilience early.
I think you you certainly are curious. But yeah, I think all in all, it was a good time. We were, our faith was always put in front of us. Whether it was always modeled I don’t know. But but I think we I think we did pretty good. We didn’t want for anything.
We certainly weren’t a wealthy family, but I think I think we were happy for the most part, I just… There were things we didn’t understand, like I said, about my folks. But all in all life seemed to be good, right? Yeah.
Porschia: Yeah. So what did seven-year-old Kyle wanna be when he grew up?
Kyle: I wanted to be a fireman when I was seven.
Yeah, that was the, that was the- None of the space stuff. Star Wars had come [00:03:00] out I think maybe by, by that time there had been… I don’t remember. One or two of them probably had already come out by then I would think. But yeah, I think a fireman was just always intriguing. In fact, I can remember my second grade class, we had this project where we built this entire city out of what do they call that?
It was construction paper, right? You remember construction paper? I do,
Porschia: yes.
Kyle: I can remember building a city with all of my classmates, and I built the firehouse. And that was that was just my thing. I was locked into it. Yeah.
Porschia: All right. Chief of the fire department Kyle was, … on patrol. So Kyle, tell us about some highlights or pivotal moments in your career before you started your business that you have now.
Kyle: Yeah, I- there, there are probably a number. When I think about pivotal moments I take to n- not necessarily big accomplishments, but maybe opportunities to learn and transition, right? And I think there were a couple. Number one, when I finished [00:04:00] college I had no idea what I wanted to do, but I knew I did not wanna go put on a suit and go to work for somebody.
I think for me it was a combination of I know I don’t want to do that, along with the fear of I’m not sure I would fit into that type of culture, whatever it was perceived to be at that time. So that was probably pivotal, was coming out of school with a sociology degree and not really being motivated or driven.
I think by that time I had grown out of wanting to be a firefighter. But I knew I wanted to be involved in some capacity of helping people or, thinking critically and strategically and helping people put plans together. And so I fell into I fell into headhunting, and the first couple of years I was knee-deep in actually a couple of relatively early stage headhunting firms.
And we were basically poaching account managers, senior managers out of the big six firms at the time, the accounting firms. And it, back in the ’90s there was a lot of kind of that, people moving around a lot. [00:05:00] And so I did that for a couple of years and did pretty well at it, but I just wasn’t, I wasn’t happy.
I didn’t kinda… It felt off with the way we were doing it, and just “I don’t think this is gonna be the direction.” And I knew that I’d had a passion for cooking and hospitality, so I just all of a sudden said, “Hey, I’m gonna go to culinary school.” And I literally, I quit my job. I left the pager, ’cause we were still using pagers at the time- in the drawer, and I walked out, and I didn’t tell anybody. My soon-to-be wife she and I were living apart from each other, and I ended up moving to that area and just said, “I’m gonna find a job working in a kitchen and become a chef.” And so I won’t bore you with all the details, but that was a big pivot because it was a change from kind of that work world, the corporate business, even though I wasn’t in a big corporation.
I think the, the organization I w- the first headhunting firm I worked with had two people, and the second one maybe 10. So it wasn’t a big company feel. I was comfortable [00:06:00] there. So jumping into the, the world of culinary, that that fast-tracked me for- Golly, I think I was probably in hospitality for close to 20, 25 years.
Some of that prior to, to headhunting, working my way through college. But so that evolution moved me into being a partner in a hospitality company that was in North and South Carolina. Started off, I partnered with another couple that basically ran a mom-and-pop shop in a seasonal area.
And so we, When I came on I was bound and determined. I was like I’m not gonna do this for one location. I wanna grow this sucker.” And so we were just under s- seven figures when I started with them, and within the next three to five years we’re doing mid to high seven figures, and just growing like crazy.
And so that led to really the next pivot before I launched this business was we had an [00:07:00] incredible business on paper. From the guest perspective, from the employee’s pers- perspective, things were growing, we were profitable, but the partnership had become extremely toxic, and probably had been a bulk of those, those previous five to seven years.
I had just become so blinded to the attachments to bigger, better, and faster, and more money, and more homes and cars, and all of the things that didn’t matter to where I think my, my awareness around it just had diminished. I didn’t really feel I had a connection with them anymore. I wasn’t connected to the business anymore.
And one of the big things for me was building that business that was people-focused, and very much driven by the culture of people that understood that. And I think some things started to shift in those last couple of years and just I’m out. This is not gonna be the path that I create for…”
At the time, my family was a one-year-old and a three-year-old, and my bride, and it just, [00:08:00] I could feel the pressures significantly. And I think burnout had crept in, and lots of compounding factors. And that was it. And so I walked away from that business- I took about six months off to try to figure out who I was again.
So this is a, another pivotal moment, is really just to lean in and say, “If you can do anything you want to do in the world, what is it gonna be?” And I really I think opened my own eyes. I was surrounded by a lot of good support systems. I think people, One of the first exercises I took my through, self through was w- who are the 10 people over the last five years that have had the most significant impact on you, positive impact and influence?
And seven of those 10 people were in some type of helping modality, whether it had been my running coach, executive coaches that I had brought into our organization to work with leaders I had reconnected with an uncle who was a pastoral counselor. So different helping modalities, but when I really listed what it was about them that entrained m- my [00:09:00] energy to them, it’s golly, this is so natural.
These are things that, that they have and that I believe that I have, and so how do I find and create a path that’ll allow me to serve people in a similar capacity? And so that was the, that was probably the final pivot before we launched Mindfit Coaching in 2000… essentially 2009 I think we incorporated.
And then as I went on my own personal coaching certification journey in 2010, and then we went full tilt in the fall of 2010 with the business.
Porschia: I love it. I love it. It’s… You have such an interesting background, Kyle. And another thing that I identify with you so much, not only did we go through the same coach certification training program, but I started this business in 2013.
And so you and I both remember the days of when you said you were a coach and people said, “A sports coach? What do you mean?” Yeah. They didn’t really get it [00:10:00] unless they had worked, like in your case, with an executive coach before, but it was not mainstream like- Yeah … it soon became. You had to go through some of those pioneer moments like I did, I’m sure.
Just talking to people and getting them to really understand the value of coaching. So we enjoy discussing leadership on this podcast, and I know you do on your podcast as well. Back in episode 89, we talked about different leadership styles. What do you think are some of the most effective leadership styles?
Kyle: Gosh, it seems somebody produces something with a new one every f- every- Yes … few years. And I, I I don’t know that there’s… There’s probably one that I would lean towards, and that would be probably more along the lines of situation. Some situational, something that’s flexible, right?
And I think as leaders we have to be able to adapt. We can take a myriad of assessments that tell us things but I think what doesn’t work is that control focused autocratic type [00:11:00] of leadership that was so prevalent for so long, right? And I think leaders have to incorporate a lot of those, maybe that laissez-faire, right?
It’s kind of that hands-off approach. But really with the intention of being let’s create an opportunity for people to be autonomous and really flex and thrive with the skillsets that, that they have that we can trust them to perform, and we can be there a resource for them. I have a client that I’ve had forever, and as his father was transitioning out of their business the terminology he kinda coined as he led from a distance was I want to be I wanna be useful but not needed.
And I’ve always loved that because it says, “I’m here. I’m here, but I also believe y’all are gonna figure this out.” And so how do we spend our time really being a people-focused leader, a servant leader but also a- adapt and be flexible in that situational leadership style that allows people to know that [00:12:00] we’re available for them but not necessarily dependent on us, right?
I think leaders that believe their people depend on them are setting themselves up for some struggles and challenges, right?
Porschia: Agreed. Yeah. Agreed. Over the last few years as a coach and organizational consultant, I’ve seen many clients have trouble with designing their own leadership plans and strategies.
So from your perspective, what is the difference between a plan and a strategy?
Kyle: That’s a good question because I think there’s some irony even when you put the two words together from the standpoint of strategic plan, right? So I think a strategy really is the intentional steps to achieve, right?
What’s the approach we’re gonna take? How are we going to get there? And then how do we tactically execute based on the things that we either know or based on the things that we perceive we, we may face along the way and so [00:13:00] forth, right? I think planning really comes down to the tactical A through Z, right?
These are the things we know what we want. Here’s the things that we think have to happen, and this is what we’re gonna do. This is maybe the how, right? And then we need to incorporate that plan into how we execute the strategy in order to achieve whatever it is w- we say we wanna achieve.
Porschia: So to that point, what do you think are some of the best ways for an individual to develop their own leadership strategy?
Kyle: Number one, I would make sure you’re not doing it in isolation. I think that’s first and foremost. I tried that. And it actually worked for me to some extent, but I quickly realized how much further, faster I could get working with a coach or a mentor.
Obviously w- you and I are gonna be biased to coaching in some regards, but having someone listen to you that will be [00:14:00] objective is so incredibly value- valuable in helping you create both a plan and a strategy, I think probably if you’re gonna do it on your own, the planning piece can be, let me think out loud, what am I studying, what am I reading?
What, what feedback am I taking that’s saying, “Hey, you might wanna think about developing these things”? But even in as much as I was talking about those assessment tools that can be really valuable I think sometimes even those can drive us maybe down paths that aren’t the best for us in that moment.
And so I think the awareness piece and I’ll give you the three pillars that we use, but I think you can incorporate that into any plan and strategy. But it’s really establishing how you’re going to elevate your own personal awareness- Finding ways with that new awareness to really connect your head and your heart and have that understanding of more of who you are, but also how you want to go out and connect with other people, [00:15:00] [00:16:00]
a- and you were talking about leadership styles. That is only going to show itself if you are connecting with people in a certain way, and so in our formula, we talk about awareness plus connection equals engagement, and I think when we see people who have developed a plan and strategy around elevating their personal awareness and we tie that to the connection piece of really understanding how our thoughts and feelings drive our actions, that our levels of engagement come from a higher level of energy,
we’re more engaged, we’re more creative, we’re more intuitive, we’re more innovative. We’re probably more helpful. There’s a lot of things that come when you start to talk about engagement, and I always get a kick out of organizational [00:17:00] engagement studies and surveys because I think there’s a lot of value in them.
However, they’re done once a year and we don’t know when we’re gonna get the results, and then we say what are we gonna do with them?” Engagement is an every minute of every day kind of a thing, right? And so I think when you come back to how do you help somebody with that plan, we gotta get them thinking.
We gotta get them thinking probably differently, and we gotta get them thinking about their thinking. And understanding that it… Taking the time to do that and understand where are those limiting thoughts coming in what do I need to do to challenge those, and then starting to let that become the brain dump into those pieces of putting a plan together.
And then strategically if it’s gonna include, oh I’m gonna take this course, or I’m gonna go get a mentor, and I really have a goal to be in this VP position in the next two years, then how do we say this is where we are, and then we back that strategy down into the plan and start to execute, understanding [00:18:00] that we need to revisit frequently, right?
Because things happen. Life happens, right? Two years from now, that VP chair may be great. Two years from now you may have three kids, right? So it’s, I think there are just a lot of things that awareness helps us pay attention to and allows us to continue to come back and level set for those times when we do pivot.
Porschia: Yeah. I love everything that you said, and also your emphasis on being able to pivot, right, and reevaluate situations. I think that’s so important. So what are some tips or recommendations you would give an executive who wants to make sure that they are developing the best leadership strategy for their team or their department?
Kyle: A- again, find somebody to work with, right? Genuinely solicit the feedback from your people, right? And I’m assuming when you’re… Let me just kinda clarify. When you talk about a leadership strategy, are you [00:19:00] talking about for them individually or for the collective, for their team, their people, and so forth?
Porschia: For the whole team. Okay. Their whole team or department.
Kyle: Yeah. I would definitely involve the people in, in kinda that the circulation of thought around, “Hey, this is what we’re looking at doing.” Bring that input in. I would say let’s look in the mirror really hard and say, “Where are we right now?
Where are we right now, and what is going really well? What are we doing really well?” And have a really clear understanding and awareness around the current moment. I would say have a real clear vision of what you want this strategy to lead to, right? What’s the intention? What’s the purpose behind it?
I think sometimes leadership initiatives, strategies are put in place to grow, and growing for growth’s sake is not always the best thing to do. I think if we’re doing it because we see the potential for that, and things are aligned, and we want to develop people, then it makes absolute sense. So I [00:20:00] think awareness around the current moment, involving your people, patience, understanding that there may be different iterations along the way that need to be uncovered and discovered as people grow or develop, or sometimes they don’t.
And be involved in the process, right? I think sometimes we see leaders say, “Oh we want to do all these things where people… And you need to develop here, and we need you to do this.” And they just kinda turn it over to wherever externally or internally they have resources to develop those people, and they’re not engaged and involved in that process with them.
So that’s probably the other piece that I would really encourage a, a leader to say, “Hey, let’s engage this together,” right? Yeah.
Porschia: Yeah. I love what you said about, the actual leader being engaged because even if they’re bringing in, an expert like you or another company like ours to say, “Hey, build our, leadership strategy, build our, leadership development program, or, [00:21:00] help us with succession planning and all that kind of stuff,” they still need to be involved in the process.
So thank you for highlighting that. Sometimes I think people just think they can offload the whole thing, and their perspective and their insight is so important. Yeah. So from your perspective, Kyle, what are some of the biggest mistakes or challenges you’ve seen professionals and executives have with developing leadership strategies?
Kyle: I could probably start with the opposite of all the things we just mentioned, right?
The… and you highlighted it, I know I mentioned it, but disengaged leaders that are, that are not willing to spend the time because they don’t have the time to work with their people. The other thing I think that is a real missed opportunity within organization, and I think this is something in the last couple of years we have really tried to help people shift the focus and the value, is leveraging the opportunity to learn from the people within their organization [00:22:00] And this is an interesting conversation I had a w- a while back, it’s probably been a year or so ago, and I was just introducing this new approach that we’re bringing to organizations, and the gentleman said, “So wait, let me understand this.
You want, you wanna use our people to teach our people?” And I said, “Yeah.” And they’re like, “Whoa, I don’t know if I… I don’t know if we wanna do that.” And my answer to him was then you might wanna think about getting some new people,” right? And so it’s not that, it’s not so much that they need to be teachers, but if we have leadership examples, if we’re gonna talk about core values and competencies and all these kind of things, then we need to take the people that are modeling them well within your organization and create a way for them to share it, right?
Because those are the built-in role models, those are the built-in mentors, those are the built-in examples that you actually can build case studies around, that you can talk about how they exemplify those core values. So I think that’s something that is a missed opportunity, is really [00:23:00] understanding kind of that, that leadership vault that you already have right in front of you instead of always racing out for whatever the book of the month’s gonna be or hiring a consultant to come in and say, “Oh here’s our seven steps and this’ll be perfect for your organization and every other one we work with.”
I think we really have to understand that the dynamics of each individual organization are going to be completely different because of the uniqueness of the people that make them up, and that’s where I think the customization has to take place. That’s where we really have to pay attention and help them understand what’s available to them or already right in front of them, and how do we capitalize on that.
Yeah.
Porschia: I think you said so many great things there, Kyle, and to piggyback on the, topic of learning from people that are already in the organization, something that I mention sometimes and I think a lot of leaders miss this, is that also helps people not only to learn material [00:24:00] deeper, but feel that sense of ownership, and it carries the skills, it carries the mindsets, it carries all of that past the actual training or coaching that someone gets.
It lives on within the organization even after the consultant or the coach is gone when you have people involved at that level. So yeah, completely agree.
Kyle: Yeah.
Porschia: What do you think are some of the best tools or resources for people who know that they wanna develop as a leader?
Kyle: Besides you and I?
That was a shameless plug for both of us, Portia. I… It’s interesting and I’m, I mock this because Chat and Google right now create- Accessible information with the right prompts so easily, right? And I say this not to cut my nose off to spite my face for both of us, but sometimes I think people think they have to go spend a ton of money to bring in the resources that can [00:25:00] fix this if it’s a challenge or a problem or something.
And so I think when we think about resources I, I think absolutely coaching or some type of resource that can help you think about your thinking and really get a, a grasp on elevating your awareness around where you are now and really where you’re trying to go is absolutely fundamental as a resource in my opinion.
I hesitate to name any particular assessment tools, but I think there are a number of good 360 tools that are available, and I would encourage organizations to pay attention to those, not necessarily just a let’s go in and fill out a form, ’cause we don’t wanna, spend too much time of of everyone.
But let’s do some 360 interviews, and let’s get someone that’s objective talking to the people so that we can get some real meat to work with, right? And I think when it’s done properly, we can engage people in conversations that open it up, understanding that their input [00:26:00] is not necessarily a Miranda warning that’s gonna be used against them.
It’s something that they’re saying, “Okay, I’m willing to do this. I wanna contribute and support this person because I see the value in it for me as well,” right? And so how do we leverage that type of a, of 360 input maybe in a different way than just going online and filling out a form?
I think I, I think resources that, that are n- that are probably present within the organization that get overlooked sometimes are important to pay attention to. And this goes back to what I was saying about the people that are there. In some organizations there are legacy leaders that, that maybe have transitioned to become board members now or that are just, after 10, 15, 20 years have moved on into retirement or started their own business or whatever.
And so sometimes I think accessing those people, as long as it was amenable can just create incredible insight on things. And so I think, I could go on and on probably and insight things, but I would say [00:27:00] those three things absolutely will help anybody that’s kinda challenging with where do I start with this thing or how can I think about it differently.
Porschia: I agree. So company culture is another hot topic that we’ve discussed on this show. In your opinion, how does leadership strategy affect a company’s culture?
Kyle: Oh, wow. That’s a, there’s a lot of ways I can answer this. I think the culture’s gonna impact the strategy, right? And sometimes I think people in organizations and maybe these are things that are extracted from those engagement surveys we’re talking about, realize the culture is not quite where they want it, so we spend a lot of time thinking about a strategy to fix that.
And much like I would say on performance reviews or engagement studies it’s an every minute of every day thing. And so if we want our culture to change or impact it, or even if it’s thriving, how do we make it better, then we need to engage at a level that increases our [00:28:00] awareness around it on a regular basis, and not just put together some six-month strategy or two-year strategy that’s going to say, “Oh, we’re gonna- we’re gonna impact this.”
I think a component of that strategy that impacts culture is who do we have in those positions of leadership, right? And so often we find the reaction to growth, or sometimes it’s a reaction to business not doing well that we make changes, right? We make cuts. We introduce new leadership.
We increase responsibility on people who have never really had any type of leadership development training. In times of quick growth, we battlefield promote people because they were good at what they did, but have never really had any experience working with the, a team of 12 that they used to be on, and now they’re leading their peers.
So I think there’s a, there’s a lot of things that kind of bubble up when we talk about strategy impacting culture, but in my opinion, it’s gonna always come back around to are we aware of the culture on a regular basis, [00:29:00] and do we have the right people in the right seats that are leading and driving and living that culture as an example, and sharing that with the people throughout the organization?
Porschia: Very well said. So tell us more about your business.
Kyle: Gosh, so it’s taken some evolutions too. I think we’re still a- along the lines from the same vision. I, when I started this thing, I was in such a, a high level of stress coming out of my previous partnership. I was missing out on things in my life that I didn’t even realize I was missing out on.
And I really just wanted to see people in all areas find ways to come together and work better together, right? Especially in, in organizations. I think you have you have silos that pop up. You have micro-cultures that pop up. You have functional division that creates challenges, right?
And so the, the mission became live more, stress less, and work better together. And so that, that was the foundation of [00:30:00] everything we got into and- When we launched in ’09, but es- essentially 2010, I was working primarily with family-owned businesses that were transitioning from m- mom and pop or the original owners to the next generation, or who the key employee was that, that was gonna take over.
And so that in family-owned businesses, that dynamic is very interesting. But it was a lot of fun. And so we did that for a few years, then we worked with professional athletes for a while in their transition from their sport to whatever was next for them. And then circled back around to do and ironically enough, a lot of work within corporate.
And probably now our work specific to coaching and team performance and leadership performance systems, those types of things are 75, 80% corporate facing. And like I said, the irony is I was the guy coming out of college that was like, “I don’t wanna go work in those places.” And I think my comfort level has certainly shifted because I see the impact that we can help them make, [00:31:00] right?
I don’t take the credit for making an impact in in creating the change because we’re gonna leverage the people to do that, like you said earlier, so that when we’re long gone They have come up with what it is they’re striving for, and they have the sustainability solutions in place that allow them to continue that.
And I say that, we very much are focused on building long-term relationships. I think our average client sticks with us around seven years, was the last marketing study- Wow … that we did, and we’re proud of that, right? I don’t wanna go in and do a one-off training or read you a book that you could get the six tips from chat, and let’s work with the people, right?
And as we gain that institutional awareness, it allows us to serve deeper and broader. So that, that’s kinda been the evolution up until COVID when we were really blessed, I hate to say that because I know it was a, a dreadful time for, for many of us in, in some respects, but in others, our business was able to pivot and shift to doing more online.
And I think over the last couple of [00:32:00] years, we have watched all of that for the last 17 years come together in the things that we’re doing now, which is really fun. Which kinda leads up to last year and launching the Inspired Action Forecast or our podcast in a unique way. And that was I was inspired to do that by a couple of different things.
But one of them was just this resounding message that looped in my mind, a mentor had told me several years ago, said, “God’s looking for regular people to change the world by doing normal things in a radical way.” I said, “Those are the kind of people that, that I wanna have on my show and share their voice,” and, hopefully this message will get out and will make an impact on people that we’ll never meet.
And I think that’s that’s still the kind of the driver for the podcast and all of the work that we do now is we wanna create things that allow people to think differently so that they make inspired action towards the change in the things that they want in their lives and in their businesses and so forth.
Porschia: We’ll be providing a link to your website and social channels [00:33:00] in our show notes so people can find you online. Now, Kyle, I wanna ask you our final question that we ask all of our guests. How do you think executives or professionals can get a positive edge in their career?
Kyle: Do I dare say coaching again?
Porschia: Go for it.
Kyle: I do, and I say that. I if I have three to five one-on-one coaching clients a year anymore, that’s probably a lot and I do it and I believe fully in it. But I think that gives you an edge. I think again, depending on what level, but if you’re anywhere from an emerging leader up, and I shouldn’t even discount it below that, be curious.
De- develop a resilience that allows you to be curious. Ask for a seat at the table. Look for ways to learn from not only people that are modeling things that you appreciate, but learn from the behaviors from people that aren’t. I, I would say seek it out. Ask people what they’re listening to.
What podcasts are they listening to? What are they reading? Take the [00:34:00] time to create your own personal development plan and strategy, right? We call it a PDP, but don’t let somebody come in and say, “Oh, here’s what I think you need to work on.” Take that feedback, but think about you. What is it that you wanna develop?
Where are you coming up short? Where are your potential blind spots? And really take a look in the mirror and understand, who am I, and am I showing up as the leader that I wanna be today, and how is that gonna have an impact on the way I wanna lead in one, three, five years from now?
Porschia: Love it. Kyle, you have shared a lot of wisdom with us today, and I’m sure our listeners can use it to be more confident with their leadership and in their careers.
We appreciate you being with us.
Kyle: I appreciate the opportunity, Portia. [00:35:00]
