Episode Transcript
[00:00:00] Speaker A: Foreign.
[00:00:11] Speaker B: What'S Worthwhile Healing Mind, Body and Spirit I'm Ramsey Zimmerman. I choose peace of mind, vitality of body and joy of spirit over stress, exhaustion or overwhelm. Together, let's explore and pursue the many ways to build holistic health and wellness.
[00:00:31] Speaker A: It helps for people to be self aware. You really have no control over another person as much as people might try.
So the best you can do is to really take care of you and show up as the best you that's possible. And you can't do that if you don't even know yourself and if you don't know who you are, if you don't know what matters to you.
And even I talk to people and it doesn't matter if they're C suite execs. There are some people that haven't taken the time to even stop and think about the fact that you have a mind. Your mind is not you. You have thoughts, your thoughts are not you. You have feelings. Your feelings are not you. Those are all parts of you. Do you know who you are?
[00:01:25] Speaker B: Hey there, It's Ramsey here. That was Barbara Palmer. Barbara is CEO of BP Life Coaching Services LLC located in the Houston, Texas area. She's a registered and licensed occupational therapist, executive coach and certified health coach.
Barbara uses the make anything possible or MAP method to work with clients to help them understand themselves and their circumstances in order to make improvements.
We spoke a lot about the challenges that C level executives face and many ways in which they wander or are drawn astray. But these lessons applied to anyone in a leadership role. Barbara introduced me to the concept of the superconscious, which as I understand it, is like the combination of all of our aspects, thoughts and memories. She really drove home for me the importance of understanding ourselves, showing up truly as ourselves and leading with integrity.
Because if we don't, our health will suffer from the strain of pretending to be somebody else and our organizations will suffer from having inauthentic leadership. I thought this was a terrific conversation and I think you will too. Let's get started.
[00:02:36] Speaker C: Hey Barbara, how are you doing today?
[00:02:39] Speaker A: I'm doing great. How are you Ramsey?
[00:02:42] Speaker C: I am doing just fine. I'm excited to have a chance to talk to you today. We're going to talk a bit about how to be healthy as a C level corporate executive.
And I think that even for listeners who are not, you know, chief executives, it's still, it's a valuable topic because it speaks to how to be not just effective but also a healthy leader. Let's start out by introducing you and some of your background.
You are the founder and CEO of BP Life Coaching Services LLC based in Houston, Texas.
You have many certifications, trainings and experiences in neuroscience, psychology and spiritual factors.
And you worked previously in the areas of healthcare, higher education and change management.
So I'm interested what led you to go from working in the corporate world to coaching and supporting the health of those leading the corporate world?
[00:03:51] Speaker A: I'm so glad you asked.
Actually, it was during the COVID pandemic that I had some really big epiphanies and aha moments in terms of what I'm really passionate about.
I had stuck, stepped away from doing work that was very much in sync with life coaching, had done it like decades previously in a faith based setting and really had gotten away from it. Wasn't even thinking about it. But during the pandemic there was a point where with me being in this private college setting, I was making decisions and doing things that were absolutely critical at the time, but they weren't things that I was loving.
It wasn't things that I was really excited about and looking forward to.
Matter of fact, a part of what I did as a program director at this private college, overseeing faculty and students at different levels in the program was I was basically constantly having to negotiate to keep my staff, to keep the faculty, to keep the program going, to make sure things were covered regardless of what was happening.
Case in point, I had real truth. How to say true story.
I ended up teaching a couple of courses that I normally do not teach because as the program director, if anything happens to one of the instructors and I can't find someone to cover for them, I am the one who's expected to cover.
It was like I was basically teaching courses that I was not necessarily. I didn't feel like I was the best fitness, you know, for. But I still ended up needing to do it. I was having to convince people not to let go of my faculty during the pandemic.
Fortunately I was able to keep the faculty. They never knew that I was fighting for their positions, you know, but during that it's like, do I. Is this what I really want to be?
And what kept calling to me, you know, I want to say just in my heart and my. It just kept coming back to me how much I enjoyed helping people to basically improve the quality of their lives.
Yeah, but.
[00:06:55] Speaker C: And that's, and that's a lot, that's a lot that you were describing to have to deal with. And like it's at the same time that you were being called upon to fill a gap and teach something where you didn't have enough staff.
They were also, as you sort of describe it, you were fighting to keep the staff that you had.
And so that was even more of a difficulty in stressor and pressure because it sounds like you were already understaffed and you were looking at becoming more understaffed, and you were being called upon to fill in gaps and do whatever was required.
And you also were sort of saying that you were fighting battles, that the people that you were fighting battles on behalf of didn't even necessarily know that you were fighting those battles. So, you know, that's. That's literally the definition of a thankless job, right?
Yeah, yeah, yeah.
[00:08:02] Speaker A: That describes it. It was, you know, I hadn't given it a. A name yet. You know, I just was glad that I. I say, survived and even thrived through it. But it definitely was a time that it's like I wanted to take a look at how I was spending my time, how, you know, and.
And I. It's like the same way that I want other people to. In, you know, to find meaning and enjoyment in their lives. So do I.
[00:08:36] Speaker B: You know.
[00:08:39] Speaker C: But it seems like it sounds like those are perhaps some issues that leaders and chief executives sort of have to deal with, right? I mean, those are three potential examples of things where, what do they say, like, heavy is the head that wears the crown? You know, that's just one sort of cliche that sort of gets into that. But, you know, I think when we look at our leaders, when we. Well, the good ones, the ones that we consider to be good leaders.
[00:09:17] Speaker A: It.
[00:09:17] Speaker C: Seems like they've got it all figured out, right? Because they're projecting that they have it all figured out. But do they?
[00:09:26] Speaker A: Most likely not. And I say that because, I mean, there are some deep research articles that pretty much document that on the C Suite level, there's a lot of things that they're dealing with that are impacted by their biases, Whether it's implicit bias or any other type of bias that they're not even aware of. You know, there are certain things that are influencing the decisions they're making. And what happens many times is that a person in leadership can be so stuck in how they do things. They do things the same way regardless of, you know, it's like even how they utilize their team, their staff, their. Their top talent, they may not even know who their top talent really is because they're so used to satisfying, you know, a stakeholder maybe, you know, it's a board that they they answer to or someone else that they.
That they report to as an advisor in some, you know, capacity.
But the bottom line is they can actually not be the healthiest in terms of how they are approaching what they're doing. You know, they may not even be mindful, you know, of how they're. How they are showing up, you know, know, for their organization, for their team even. As far as being the vision, you know, the visionary, it's like, are they really the visionary or are they carrying someone else's vision or, you know, their interpretation of it?
[00:11:25] Speaker C: But, yeah, tell me a little bit more about sort of your formation as a professional. You know, what.
Maybe some early experiences or trainings or things that sort of formed some of your ideas about what makes a good leader and how to be a good leader and what some of those challenges are.
[00:11:51] Speaker A: Yes.
When I think about some of the experiences that I've had, I think in terms of, regardless of who I've worked with, as far as people in leadership, that ultimately, ultimately, you can walk away where you learned something valuable.
Some people were definitely more challenging to work with for anyone who worked with them.
It's like I have worked with CEOs who was experiencing so much success that.
And how people handle success is going to be unique to them.
But ultimately, this person almost wanted to redo their lives, and it impacted everything, including the company. So this was someone who had been married for a while, and after experiencing all this, this success, this additional money, travel, whatever went along with it, it's where they decided to.
They decided to divorce.
The spouse didn't see it coming.
The folks that work alongside this person did not see it coming either, you know, so. But the fallout of that.
There was supposed to be an affair, you know, with someone who was, you know, like a business associate.
Just the fallout of what was going on on a personal basis actually was spilling over into, you know, what was happening professionally and vice versa. Like I said, this was supposed to be a business associate, that it wasn't just a rumor. We'll just leave it at that. It wasn't just a rumor, but that was, you know, me being close enough to this person and I'm like, you know, in a VP kind of capacity.
So. And I'm traveling with this person and I'm seeing some of the dynamics and before things kind of hit the fan, so. So there's a lot that I took away from that in terms of how you handle your life and the importance of managing your personal life in a way that, if anything, protects what you are building as a person who's a corporate leader, because it ends up impacting everybody who's a part of your organization, as well as those relationships you have with other companies.
You know, so.
So imagine having contracts that you end up losing, you know, as a result of some of the fallout of something like that. But I've also worked with leaders who were very.
Who seem to have it all together, you know, and everything seemed to be working.
And apparently it was like there was a disconnect for the people closest to them.
And you can look at. In terms of relationships, part of what I saw and learned is the importance of really listening to the people that report to you.
I think of this particular CEO who I hate to say right now, the best way I could put it is he like to hear himself talk. He liked to hear himself think out loud so you could be in a meeting with them, and the majority of the talking was always going to be him.
So ultimately, there were people that were very close to him that basically walked out, and he tried to keep things going without them. It was almost like, you know, you know, that's fine. You know, this person can go, I can replace this one, I can replace that one.
But that's not the best way to run an organization because it affects morale, things like that. And a lot of times when a person walks away who was a key leader, they have connections to other people who may still be in the organization.
So the whole thing about relationships, you know, is impacted by how the leader shows up and how they connect with the people around them, the people who report to them, the people that report to the people that report to them, even how they interact with the folks that never report to them.
You know, just how they value people, how they listen to people. So I witnessed how important it is to listen by being there with someone who I saw not listen and didn't realize that folks were ready to walk out until they actually didn't show up, you know, in some instances. So.
[00:18:06] Speaker C: Well, you know, there's this phrase, well, business is business, but it doesn't sound like that's what I'm hearing from you. I'm hearing that business is personal in the sense that how you show up at work and how you treat people is very significant to, you know, the success of yourself, the success of the people around you, the success of the business itself.
And I imagine it's probably pretty difficult to show up well at work and treat people well and have good business relationships if you're not in a place yourself to have Good relationships in a personal way or even to be personally healthy yourself is that, you know, something that you focus on in your work?
[00:18:59] Speaker A: In my work, I like to help people become more, more self aware.
And it's really, it's so that they're in a position to be in alignment with what are their core values. I think some people don't even know what their core values are, you know, so helping a person know themselves, know what's important to them, know how to be present when they're interacting with other people, know how to be an active listener, know the value of being those things regardless of whether it is in a boardroom or at home or out in the community and where they develop the habit of being authentic.
Yes.
You know, I don't see a lot of authenticity. Sometimes it's like, you know, it's like, it's almost like a person putting on the way you put on clothes. Some people put on the role, they, they put on the expectation.
You know, it's like, I'm going into this situation, I'm going to be, you know, interacting with these particular people and it's like an anticipation of what is expected. And that's, you know, that's what I'm going to take to this next endeavor.
Do you think that just showing up and be, be yourself and go with the flow, you know, while you're there.
That way you don't get in your head.
That way you, you actually are being more personable.
Even if it's a professional situation or a special event, it's like you can be at ease. When you're at ease, it's easier for you to be authentic if you're trying to perform or meet someone else's expectations, which you do not know because none of us can be in somebody else's head, you know, but to.
[00:21:28] Speaker C: Being at ease and being professional or do those things work together or are those like opposites?
[00:21:36] Speaker A: They, they very much can. And when I say at ease, I don't, you know, I mean in terms of being calm.
In terms of being calm enough to where you're not preoccupied with your own thoughts, you're not preoccupied with what somebody thinks, you know, what someone thinks about you or even it's like, do I have this one right?
It's where you, you can be present to interact with whoever you end up interacting with.
And even when the unexpected happens, it's easier for you to show up without being rattled or becoming reactionary.
It's easier to be able to do that if you are kind of more Relaxed in just who you are. It's like you know that you're going to show up as the best version of you and you're not showing up to pretend to be anybody else or like anyone else.
[00:22:47] Speaker B: Do you feel exhausted before your day even starts? Or do you struggle to balance demanding work and family with everything else? Do you wonder how to say no without guilt or set boundaries when everyone needs things from you? Does burnout feel inevitable no matter how hard you try to push through? Then check out my new book on Amazon, Stress Response. Manage your response to stress in order to reduce anxiety, avoid burnout and find calm and steady focus. Now available on Amazon.com does the corporate.
[00:23:17] Speaker C: Leadership sort of model and world, does that reward things like authenticity or does it reward things like showing up the way that people or companies expect you to show up and having the right answers?
[00:23:38] Speaker A: Actually, it's a combination of both.
What actually positively impacts bottom line and performance and outcomes is being someone who is in touch with having a clear vision, connecting with the people that they know that you can't make the vision happen. So it's how you connect with the people who are the ones that are going to allow those objectives, those outcomes to happen in a way that makes you look good.
It's kind of like you, you support the people around you and they do their thing so that everybody ends up looking good. It's really a win win. So that is possible.
You know, I mean, I think folks like Bill Gates, you know, prove that. You know, it's like in terms of this is someone who's had great success, but he also has a, it's like he has a reputation in terms of how he interacts with people. You know, as far as there being a, a kindness, you know, a heart centered type of leadership.
So it doesn't have so much to do with the role that a person is in as much as their decision to. You can still show up and be a kind person, a thoughtful person, a person who's authentic and you know who you are and you know the value that you bring and you know what your goals are, you know what the, you know what the strategic objectives are and you have a plan and you know what the plan is. So it's like you still have all these skills and knowledge and capabilities that you bring to the table, but you do it in a way where you are open and allowing other people to shine too.
[00:25:46] Speaker C: Yeah.
What do you think makes that difficult for many people? Like what are some of the sort of typical challenges that C level leaders encounter? That would prevent them from, you know, interacting and. And being healthy themselves and interacting in really positive and healthy ways with others.
[00:26:13] Speaker A: I think a lot of it has to do with this whole thing about competition and comparison.
I think they're like twins. They hang out together. You know, it's like you can have. Even within an organization, you can have different departments that are actually competing with one another. You have different people who are part of the same team that are competing with one another and comparisons that take place when.
And that is basically promoted a lot, you know, more so in business. That's expected.
So people building.
I was reading something the other day where they were talking about people having fiefdoms. I said, what is a fiefdom? You know, but bottom line is, you know, it's where people are encouraged to just have a, you know, to show how much they bring to.
To bear on the organization's success by the size of their, you know, their department, the size of their.
Their budget, the size of, you know, and what does that have to do with the.
The bottom line? You know, you can have this, this big team, but does that mean that you're actually impacting the bottom line?
You know, the same way that someone with a smaller team who maybe that team is more innovative, you know? Yeah, it is.
To do a lot of competing and comparisons. And what competing and comparison does shut down is creativity.
And you need creativity to come up with things that are new, new ideas.
And it makes sense that because you don't necessarily have a lot of creativity going on, okay, then you have less innovation, which means that you get to be repeating how things are done, resisting innovation, resisting.
It's like reallocation or reinvention of resources.
Those are the kind of things that happen when you get into that competing and comparison and rewarding the fiefdoms, you know, as opposed to the creative. The creative ideas, the innovation. The innovation that might actually be not just the next big thing, but it may be a major solution to an organization reinventing itself and actually providing more than they have in the past, even if they've had a great past.
[00:29:16] Speaker C: And it speaks to earlier comments about authenticity as well. Because if you're just going along with the party line or playing it safe or trying to do what the other people are doing, then that may not be, you know, your own authenticity. That may not be bringing forward the unique contributions that individuals have.
And what does that do to people's health and wellness? You know, living inside the pressure cooker, living up to everyone's expectations and having to always have a smile on their face and you know, everything is always. It's okay, it's fine, I'm fine. What does that do to the inside of a person? Their health and wellness?
[00:30:09] Speaker A: It is actually a form of.
I want to say this slowly.
Dis ease.
[00:30:19] Speaker C: Ah, two words are perhaps hyphenated.
[00:30:23] Speaker A: Yes.
It's a hyphenated word that actually is connected to the unhyphenated version.
The more dis Ease that we experience in actually almost getting the habit of being in some state of dis ease, it's affecting us, it's affecting our physicality, it's affecting how we think, it's affecting how we feel. Anything that's affecting how you think and what you pay attention to ultimately shows up in your emotions. Your emotions affect how your body functions.
Many times people aren't even aware of what they're thinking about, but they.
They notice how they feel.
You know, it's like they're just feeling. Feeling bad or they're feeling down, feeling upset. And it's like learning to be mindful and I'm maybe getting ahead of where we're going in the conversation. But it helps for people to be aware, self aware. It's like you really have no control over another person as much as people might try.
So the best you can do is to really take care of you and show up as the best you that's possible. And you can't do that if you don't even know yourself, if you don't know who you are, if you don't know what matters to you.
And even I talk to people and it doesn't matter if they're a c. Sp. Sweet execs. There are some people that haven't taken the time to even stop and think about the fact that you have a mind. Your mind is not you. You have thoughts, your thoughts are not you. You have feelings, your feelings are not you. Those are all parts of you. Do you know who you are? Do you know that you're the aspect of yourself that notices what you're noticing?
You know?
And that when you have certain behaviors or beliefs that show you that the majority of the time you're reacting to life as though you are a victim. So you could be a C suite exec, but you're constantly acting like other people are at fault for what's happening, whatever is that's happening, or other people are the ones who want to pat on the back because they're doing a great job and where are you in all of that?
And the Truth is that in terms of an organization, it's health outcomes start with the health of the leader. It's a top down reality that often seems to get lost in the, lost in the sauce, so to speak.
[00:33:32] Speaker C: Yeah, so, so how do you work with leaders of organizations to help them to be more healthy themselves and therefore, you know, be more successful in their positions and have more successful professional endeavors and have the company be more professional? How, how do you work with people? What, what kinds of things do you do?
[00:34:01] Speaker A: Okay, well, using my background as not only an executive coach, but I am a certified health coach and I approach things holistically and we focus on whatever they want to focus on because ultimately everything is connected.
With that said, helping a person to recognize where they are.
I like engaging people in doing some quick but helpful self assessments.
It's like, let's do some assessments where you get to know yourself better and that maybe they've already had something like this done, but not everyone has. And so that's one of the things I might do is to actually help them with an assessment where they get to know their strengths, they get to know how they are under pressure, they get to know how they come across when they are stressed.
They get to just know more about themselves.
I may also have them do a quick self assessment in terms of, okay, so as far as your health, where do you think you are on a scale from 0 to 10? You know, as far as 0, you know, it's like, you know, it's like, it's a, it's, it's a miracle that you can even sit up.
You know, 10 is, you know, it's like you are feeling good, you got plenty of energy. It's like you are, you, you're feeling healthy and whole.
But they get to rate themselves and they get to identify why, why did you give it that rating?
I would do the same thing as far as relationships, and that's relationships in general. You know, where are you as far as relating to other people and how people relate to you? You know, and also as it relates to the, their work, how you know, this is you being truthful with yourself. How satisfied are you, how happy are you with where you are as it relates to your work? And then finally as it relates to, to just, we'll say just time and money, freedom, where are you 0 to 10, you know, so we're not talking about a, you know, an amount of money, but where are you as far as your time, your money, your freedom?
And so we start with things like that and then we go from there as far as so and what do you really want?
It's like so this is where you are. What do you really want in those four different areas?
Take a look at where you really want to be and based on what you come up with, where do you want to start?
What do we want to focus on? First, I am there to facilitate, not take them by the hand and guide them.
However, I also use some techniques that help them to recognize when they have some type of block that's going on, something that's within themselves, that's creating resistance to what they really want to do and what they really want to be and have and those kinds of things. I know people might refer to them as hidden limiting beliefs. You know there are things that the. When, when you. When. And this is when I'm saying this and when I say you, this is for all of us, including me. If you've ever done something and you say why did I even do that? It's like I don't even know I did that. It's like, but it wasn't something that you wanted to do. It's like stop it.
Of addressing those things because they do happen. It shows up because our subconscious mind is really the, the driver in our lives more than we would ever want to admit is our subconscious and we are not in touch with our subconscious but we can become more aware of what's really going on in our subconscious. And that's one of the techniques that I use when I work with clients is the MAP make anything possible.
It's where your superconscious mind is able to see what lights up and activates in your subconscious mind. When you consciously are focused on something, maybe you're focused on a goal or interaction that you just had with someone and there's these things that are showing up. Your superconscious is able to see that and there is, there are procedures that we can do that are like having a conversation. But during that conversation when we engage your superconscious it can not just see those things but it can address the resistance that's being created.
[00:39:35] Speaker C: I think people are pretty clear with the idea of a subconscious meaning like the sort of the thoughts underneath. But what do you mean by superconscious?
[00:39:45] Speaker A: Superconscious actually Carl Jung J U N G recognized that we have a superconscious. He didn't continue his research on it, but there are others who did just know. The whole MAP coaching process is based on the continuing research that was done by a Dr. Flynn.
Ultimately, Dr. Flynn trained and mentored Colette Stryker, who, long story short, she and her son, working together with Dr. Flynn, were able to create the various processes that have been proven to be effective and repeatable that we use as far as the MAP method.
[00:40:38] Speaker C: So, but, but in a word or two, like, what do you mean like by that? What, what, how would you refer to or describe the super conscious?
[00:40:46] Speaker A: Super conscious.
So we understand conscious.
So that's, you know, it's like we think about something, we know that we're thinking about it, that's conscious, and we know that about.
That represents maybe about 5 to 8% at the most.
And everything else is under the water. So if you think of an iceberg above the water, that's conscious, below the water for miles, that's subconscious. The superconscious is able to see all of it, the whole iceberg.
It's able to see what's happening as far as the consciousness is also able to see what's happening on a subconscious level.
And that part of you has been with you since your conception. So it knows everything that you have experienced, that you've thought, and it knows what's stored in the memory because we have all these memories.
So the memories that are stored in these. It's believed that there are three memory banks. Your superconscious can see what's in the memory banks.
It can see in those memory banks that are in the subconscious. It can see what activates when you're doing something consciously. But it also has the ability to neutralize, to treat, to actually respond to your request, your conscious request of your superconscious. It's like having a helper that you didn't know you had that can be engaged.
And so, so part of what I do is to help the person that I'm working with to awaken to the fact that you have this superconscious.
Learn how to engage your own superconscious.
We utilize that relationship that is there between the superconscious and its ability, ability to see and communicate with the conscious and the subconscious aspects of, you know, the person.
So it's like that's what we're doing is engaging this powerful part of you or the person that is there to help, that is there to say, okay, so if you want to achieve this goal and you've got this thing that you've got these thoughts that keep coming up and they're resisting your goal, it's like almost. The superconscious is almost saying, so what do you want me to help you with that and when you say yes, because I always ask for permission, do I have your permission to work with your superconscious mind to treat and neutralize memories? During the session, that person would say, yes. And then even during the procedure or session, I'm always checking in with the person. It's like, okay, so this is what you're wanting to focus on. So while you're focusing on that, are you feeling any type of inner resistance to what you know you actually want?
And that's when they're becoming more mindful. And it's like, yeah, it's like, I know that I really want to do this, but what's coming up is, are you crazy? You've never done anything like that before.
And it's like, you don't want to push that down. It's like, okay, so how strong is that reaction that you know you're crazy, you know you can't do this.
So your superconscious is able to see that where it actually is coming from, all the memories that are associated with that, that feeling that is resisting that particular goal.
And superconscious can address that. So that something that initially is feeling like, there is absolutely no way I can do this to where that goes away.
And that they may even remember, because it's all about memories. They may even remember certain events that happened and conversations that happened and the story they told themselves or what someone said. That sounds just like that voice that popped up and said, you're crazy. You can't do this.
And when the session is done, it's where that the story is gone.
Those feelings of, you know, contradiction about what it is that they're doing and what they're desiring are calm. It's like. It's. It's no longer there.
That's what the MAP process makes possible, you know, by engaging the superconscious.
It's. It's phenomenal.
[00:45:54] Speaker C: No, that. That sounds really phenomenal.
Is just so that I sort of understand what we're saying. Is the superconscious, the combination of both the subconscious and the conscious, and then is there more baked into that also, in addition to those two things?
[00:46:17] Speaker A: Actually, as far as the superconscious, it's like there are different. You know, people will say, well, I think that the super conscious is kind of like. I think it's the soul. You know, I've also heard people say, I think that the superconscious, you know, if somebody is very spiritual, you know, I think that that's. That's, you know, that spirit that's, that's, know this, this, you know, it might be where they call it the Holy Spirit. I think that's the Holy Spirit. But the reality is this part of us responds to being called superconscious.
[00:47:04] Speaker C: Interesting.
[00:47:05] Speaker A: Yeah, so, and so that's what's important for me is I want to be able to help the person that I'm working with.
And so as I introduce them to this aspect of themselves, I refer to this aspect of themselves as superconscious. And when I am speaking to superconscious and I tell them, if I'm speaking to you, I will use your name. If I am speaking to superconscious, I will say superconscious. In which case I don't expect you to answer.
[00:47:41] Speaker C: So do you get the, do you get the superconscious business card and their contact information so you can.
[00:47:49] Speaker A: Yeah.
[00:47:50] Speaker C: Connect with them directly in future?
[00:47:52] Speaker A: It's the exact same as theirs, you.
[00:47:54] Speaker C: Know, so it's like that's convenient. Very, very convenient.
[00:47:58] Speaker A: Yeah.
[00:47:58] Speaker C: Well, speaking of business cards and getting in contact, how can people find you online? How can they connect with you? How can they learn more?
[00:48:08] Speaker A: Well, they can reach me@bplife coach.com There is a button there where they can get on my schedule. They can request a discovery session. A discovery session is a 30 minute complimentary session where we just focus on them.
And if they are interested in learning more about MAP and experiencing the MAP process and how it can change their lives and change the outcomes in every area of their lives, they can also visit the website@bplife coaching services.com so those are two places that they can, can go.
So.
[00:48:56] Speaker C: Absolutely.
[00:48:56] Speaker A: And if they want to send me an email, it's easy. It's bpplifecoaching.com or bpplifecoachingservices.com either one.
[00:49:08] Speaker C: Wonderful.
Well, Barbara, it was really great to talk to you today. Thank you so much.
I feel like I really got a lot of insights into the mind of leaders. You know, whether it's literally a leader of an organization at the C suite level or if it's just leaders who are, you know, working within their organization or within their families or friend groups.
You know, you speak a lot to the importance of showing up in an authentic way and to being true to ourselves and, and finding ease.
And I think those are all really great, really important concepts and I'm just really kind of fascinated about your, fascinated with your make anything possible, your MAP method. So it was really great to learn about that. So thank you so much for spending some time with us today.
[00:50:09] Speaker A: And there's one other quick thing I wanted to say. It's important for leaders to also be willing to grow.
Just be open and willing to grow.
Yeah.
[00:50:24] Speaker C: There's, there's always new areas in which we can and should grow.
And it's always, always an opportunity.
[00:50:35] Speaker A: Yeah.
[00:50:35] Speaker C: So thanks a lot. Have a great rest of your day.
[00:50:37] Speaker A: Thanks. You too.
[00:50:40] Speaker C: Looking for more?
[00:50:41] Speaker B: Visit whatsworthwhile.net to listen to podcast episodes, learn from books and articles, and live better by choosing healthy preference products and practices. I'm now offering services through Worthwhile Advisors for personal coaching, professional advising, speaking, and group facilitation. If you or your team are ready to reduce stress and anxiety, build vitality and momentum, and accomplish your goals without burning out, then please contact me, Ramsey Zimmerman, through the website or on social media like Instagram X or LinkedIn.
[00:51:13] Speaker A: Thanks for Sam.
