3 Tips to Creating Your Soulful Leadership Destiny with Magnetic Communication

I am getting ready to present a keynote to a group of business leaders in Calgary, Alberta later on this month. And as I am preparing my signature talk, Lights! Camera! Action!, I am realizing how different the business environment is now compared to when I wrote my book in 2019. And it really is boiling down to the biggest change between now and then. And really, I'd like— I'd say that the biggest change, the magic word between what change, what big changes happened from 2019 to now, I think the word is expectations. It is really expectations that have changed. And nowhere is that more noticeable than in how leaders communicate. And that's what we're going to be talking about today on Marc Haine Live. Welcome to this episode. This is where small business owners and entrepreneurs pick up core skill sets to help them create the jaw-dropping, show-stopping experience that their customers and their employees deserve. I am your host, Service Expert and Master of Experiences Marc Haine. It is so great to have you here today with me. My guest for this episode is International Executive Communications Coach Marjo Hellmann. We will be discussing the skills today's leaders need to develop around conscious leadership and magnetic communication. If you stay with us, you'll get a few tips on what it takes to become the next generation leader and how you can leverage your gift of magnetic communication to support your businesses in a way that matters most. If this is your first time with us, I invite you to check out the other episodes on this channel. Each one is chock-full of information and learnings that you can apply to your business today. Go ahead and check them out. In these turbulent times, leaders are facing new challenges not knowing where we are headed. This according to today's guest is when it's essential to pay attention to What's inside? What is in here? Next-gen leadership is about being, not doing. And that brings us to our Question of the Day. As you look at the changes in our almost post-pandemic world? What changes are you seeing in your role as a leader? How is it redefining who you are as a leader? If you're watching this live, go ahead and put comments in the comment box. I'd love for you to be part of this conversation. If you're watching the replay, you're watching the playback on this, feel free to put comments. Make sure that you do hashtag it though, #ExperienceLeadership, so I can make you part of this conversation as well. As I mentioned, my guest today is an international executive communications coach. She's the CEO and founder of Magnetic Executive Coaching. Marjo's previous work includes Finland Emojis, which is the most successful global PR campaign for Finland to date. Marjo's latest venture, Finnish Flow, coordinates the Finnish business community's presence at the World Economic Forum week in Davos. At Finnish Flow, Marjo has collaborated with global changemakers such as just some little names: Deepak Chopra, Sanjuri, and Bjarke Ingels. I hope I pronounced that right. I probably butchered it. But what the heck, Marjo, you can correct me. Marjo's clients include Nordic and international corporations, banks, government agencies, telecoms, and tech companies. She is a board member at HBS Tennis and an advisory board Member at the Finnish Tennis Association. Marjo has studied theater at University of Surrey, London, and executive presence at Cornell, and has lived abroad for more than 10 years. She now lives in Helsinki with her family and works globally as an in-demand coach and a beautiful in-demand speaker. Welcome to the show, Marjo. It is so great to have you here.

Well, thank you so much, Marc. That was a lovely introduction. I have to say about those names though, they're difficult.

Yes.

And so, Correct me. What was the name? Bjarke Ingels. That's a Danish name.

Wow!

He's an architect.

Okay, yes, yes. I saw his profile and I realized he's an architect. And how do you pronounce it again, please?

Bjarke. But I'm sure he probably lives in New York. So, it's probably Bjarke.

So, it's been butchered more than I have done. Okay, fair enough. Hey, but before we get into today's topic, could you just tell us a little bit about how you serve your clients? Who are your clients and how do you serve them?

Well, my clients are mostly leaders and leadership teams. And what I do with them and how I help them, I actually help them become influential, conscious next-gen leaders by leveraging magnetic communication. So, that's what I do.

Okay. I mentioned how much the role of leadership has changed since the pandemic. What are you seeing as a challenge that leaders are facing today?

Well, one of the biggest, like you said earlier, is the fact that we haven't really seen this kind of unprecedented change in quite a while. We've had many, many peaceful years. It's been since 2008 with the financial turmoil. It's been pretty steady. But now we've had the last few years has been nothing but steady. It's been so unpredictable and nobody saw the pandemic coming. And we didn't really see that we have— I'm in Finland, so we have Russia next door. So we didn't really see the war in Ukraine coming. And there's a lot of unprecedented unpredictability. So, of course, this affects companies and this affects the leaders. You know, how are you supposed to lead your troops? Okay, I'm using a war term now. I'm not sure if that's a good idea, but how you're leading your company and how you're leading your people in this turmoil when you are really uncertain about the future as well. So, like you said as well, you know, how this pandemic and our expectations have changed after the pandemic and now going forward. So, that is really the big thing that I think we are discussing here today. How are leaders able to cope in this situation and even thrive? And what are the kinds of skills that they need going forward?

That brings up an interesting question. Obviously, leaders have I mean, I have a theory that most leaders are incidental leaders. They got promoted into roles. They were never truly trained as leaders. I think that is the majority, especially in small businesses.

Yes.

But they still had a certain set of skills that they can move their businesses forward. What kind of learnings and what kind of adaptations do they need to make now in order to be successful in this almost pandemic, post-pandemic world?

Previously, if you look at any leader, basically, and their business card, you know, there's the fancy title, you know, CEO of so-and-so, and this director of so-and-so. And previously, it was like, okay, so you have the mandate. If you have the director's title, if you have the big, you know, the authority, the title, then that kind of signaled everyone, like, he is the one that we have to listen to, and he is the one who's the boss, and he's the one that we trust. But now, it's not like that anymore. So, the trust has changed so much. When previously, this was the case that you kind of bought authority with your title. Now, with how leadership is changing, it's actually, very interesting that one of the biggest changes is not the digital transformation. It's actually what's happening within companies and within leaders. It's like, how do we perceive trust? Who is trustworthy? Why are we trusting this person and not really that person? And this person that we trust is not necessarily always the big leader, the CEO, but it could be someone else in the company who we think is trustworthy. And why is that? Trust is not based on the things that you do anymore. And this has been studied as well. I think it's Rachel Bosman is the one who she's studying trust. You can look her up. So it's not just, I don't make this up. So yeah, so trust has actually changed. So previously we had the titles, we had the big boss, and now trust can be anywhere. It's more distributed. And you don't buy trust by just, you know, doing the boss things, but it's about who you are being. Who you actually are matters more to people than what you do. So then it goes down to actually the personal attributes of the leader. You know, how is this person in tune with his or her internal voice? What is the internal side saying? How authentic they are, how empathetic they are, and how compassionate they are. So, those are some of the building blocks of this modern-day or next-gen leadership, as how I'd like to describe it. So, you go down to your personal attributes and your skills and how you're actually being instead of, you know, You know, just the traditional, what you're doing. Obviously, you have to have competence. You know, you do have to have competence still, you know, but that's the baseline. That is the requirement. And that is kind of expected if you are a boss or you're a leader, you have some competence, right? You can't be a leader unless you are competent in what you're doing. So, that's the thing, but you can't rely on the competence, but you have to have other things, those personal attributes that people love and trust.

I think it's really interesting. We heard back in, I think it was Stephen Covey and his 7 Habits of Highly Effective People talked about moral authority versus formal authority. And so, what you're talking about now is that the demand right now and the expectation is that there's a lot more moral authority. Even if you do have the big title on the bottom of your business card, People are still looking for moral authority more than they're looking for formal authority, which ties into kind of this trend that I'm seeing, which is this idea that we've gone from transactional relationships to more in-depth personal relationships. And I think it's interesting that we're really seeing the tide is really raising both those boats.

Absolutely, absolutely. And I like the way how you describe that the transactional relationships are kind of thing of the past. And something good that came out of the pandemic, I think it's actually that we value human connection a lot more nowadays. And it's very special when we actually get together and how work has changed lately. It's like we don't get together anymore necessarily every day since we are so used to teleworking and distant working. So we don't necessarily go to the office every day, but when we do, is much more meaningful. So, we don't actually spend time working next to each other like we used to. In the office. We went to the office, but we didn't really communicate. So, we would sit in the same office and we are supposedly working together, but we are not really. We are just sitting there in the office and then we say, okay, it's 4 o'clock, I'm going home. So, that's not really human connection. That's not really building relationships. But now, when we actually go to the office, We see each other. It's more valuable. We actually spend time together. We talk to each other. So, we do the grind at home. We do the actual work. We can do it at home by ourselves. But when we go to the office, we have meetings. We actually spend time not on these transactional relationships, but actually spending time building genuine, real relationships between them. the leaders and the teams. So, I think it's actually a good change.

I think the next phase of that is for leaders to figure out what, when people are in the office, how do they engineer kind of creative collisions among their people so that we can get more innovative thinking and more things happening. It was happening before the pandemic hit. And to some people, they were saying this is the death of those creative collisions because we were sitting everybody on Zoom. But at the same token, to your point, Zoom created something for us as leaders. And that was that we were able to see people in their homes. We were able to see people in their environments. And all of a sudden, people became more people. They weren't just employees anymore. They became people. And now, we're taking those people and now we're saying, let's create those relationships and make it deeper and more intense.

Yeah.

At the beginning, I mentioned this phrase conscious leadership. This might be a new terminology for some people out there. Could you define what conscious leadership is?

Well, it's actually— it sounds complicated but it's really not. So, you have to think about business or leadership that is good for all people and good for the planet. That's it. So, That's the simplified term. And I love it because that's what it's all about. So, it's not really that difficult. You create business and you create business results that are not harming any people and are not harming the environment. So, basically, that's conscious business. And conscious leadership then is also these same things. But how I described it earlier is it's also the more personal things. your empathy, your skills in empathy and how empathetic you are and how authentic you are being and who you are being. We're going back to that again, who you're being instead of what you're doing when you are a leader. So, that's it. That's that in a nutshell.

We have so many different generations of leaders in the place now. Some people might be looking at this and they go, conscious leadership? That's all just woo-woo stuff. When it comes down to this idea of being the next-gen leader, this having conscious leadership, this idea of communicating in a magnetic way, are there any myths that we should be aware of?

Hmm, that's a good question. Well, I think, well, one myth, it comes down to communication. It's like some people still think that communication is just like an added bonus. It's not really necessary. And yeah, we have this communication department. They send press releases and that's our communication done, sorted. But really, communication is the glue that keeps everything together. And you can't really do anything good in the world without great communication. You can't lead your team. You can't sell your products. You can't communicate all the good that you're doing in the world and how the kind of progress that you're making, for example, in your sustainability goals. You can't do anything unless you are a great communicator. So, communication is actually the most valuable leadership tool that we have. So, it's not just something that is an afterthought. It has to be right at the core of what you're doing. And also, one of the key things as well is that we often forget that everything that the company does is communication and everything a leader does is communication. So, it's not just someone else's job, some person who does communication, but it's all our job to be communicators.

Love it. I'd love to jump into some tips maybe that we can bring forward to the audience. We'll do that right after this.

When the spotlight shines on your business, are customers applauding or yawning? In other words, how is your business performing? Make your Welcome back.

I am speaking with the Fabulous, Marjo Hellman. My goodness, this is just so much information and such huge value. Marjo, I'd like to define what magnetic communication is. How does it differ from how we've communicated in the past?

Well, like the word says, magnets. Magnetic is something that is pulling towards rather than pushing away. So, when you communicate in the way that's draws people in, that people actually want to listen to you. So, this is the basis of great leadership, is that people actually want to follow you. They want to follow your vision. They are excited to come to work every day and work towards that vision and the goals that the company has. And unless you are a magnetic communicator, You can't do that. So, then you go back to the old traditional leadership style, which is the kind of ordering people to listen to you, forcing people to listen to you, using your title as a mandate to force people to listen to you because you are the authority in the company. So, magnetic communication is everything that a conscious leader and the next-gen leader It is interesting that you say that.

I just had a conversation with a leader who keeps falling back on the, you have to listen to me. I'm your boss.

Huh!

And when I pulled him aside and I pointed out, I said, whenever anybody says that, it's because they've lost control and they're desperately trying to regain that authority. And so, as much as you might be the CEO, or the manager, or the department head, or whatever, using those frames really shows a real sign of weakness. Is there any tools that somebody could use to define where they are within the scope of whether or not they're old-school communicators versus this new magnetic communicator?

Um, I would say it's the, it's, it's like self-reflection. Uh, it's, it's a very important tool for all of us. It's like, what kind of feedback are we getting? Um, and do we often end up in those kinds of conversations? We, when we have to use sentences like what you just said, you know, you have to listen to me because I'm your mom. You have to listen to me because I'm your, I'm your boss. I'm your whatever. Um, you know, that is, The old style. So if you see and if you hear yourself using these kinds of sentences all the time, then you really need to look at the way you communicate with your people and especially how much you pay attention to when they are speaking to you and when they are in connection with you. Are you listening properly? Are you really trying to understand what they're saying? Like, actually, a conscious leader is someone who can Who can kind of see themselves in this other person. Like, where is this person really coming from? What do I need to hear and learn that I haven't heard or learned previously? And really concentrate on in that kind of active listening way. And that's tough for some people if you are so used to just like telling people what to do. And also one thing is to let go. You have to evaluate how you see trust. What is the basis of trust for you? How do you trust people or do you not trust people? It's a very human thing and we are different kinds of humans and some people believe that you have to prove to me to be trustworthy. You have to do certain things and say certain things. So then you can, and then you're trustworthy to me. But then there's the other kind of people who believe there is always trust. The trust is there already, but you can break the trust. You know, I trust you, inherently, I trust you from day one, but then you can do certain actions and you can, if you really screw up, then I might not trust you anymore. So it's really like, how do you see the world? Like, what is your view of the world? How do you see trust? And really think about that as well. Like, which kind of person are you? Do you generally trust people? Or do you generally distrust people. And that is a good basis for learning about yourself and your communication style as well. And I would say that maybe the kind of the more modern way of looking at trust is like, you have the trust to begin with. You don't have to prove to me that you're trustworthy. I trust you as a leader. I trust you. I trust my people. Everyone in this company do great work. I don't need to micromanage. I can trust them to be at home, working at home, come to the office twice a week. I trust them to do this thing. And that is the leadership of today. But then, of course, we have some people still and leaders who start from the distrust. You know, you have to prove to me constantly. And then, little by little, I start trusting you. So, just really kind of Be really honest with yourself. Like, how do you see people and humanity? And then start working from there.

For the people, we've done episodes on trust before because trust is such a huge topic. The whole perception of being trustworthy. I mean, we're in political environments where trustworthiness has always come into question. And the contentions that we have is always, is this person trying to manipulate me or are they being honest? And so, this idea of moving forward with this trust idea for somebody who self-evaluates and says, you know what? I don't like people working from home because I don't trust that they will do the work. Or I don't trust that without my presence that they're going to do what I tell them to do. What is the first step that they need to do in order to start shaking themselves out of this mindset that the world is inherently distrustful?

That's a really good point because some of these behaviors that we have, they're not born overnight. So they take many years to build. And it's really hard to let go of the things that are so dear to you, like false beliefs. Or behaviors that you've patterned. Yeah, exactly. And so it's really hard to let go of them. And especially when it gets really stressful and going gets tough, that's what you kind of go back to the old ways. All of a sudden you realize you've made all this progress and then that really hits the fan. And then you're all of a sudden like, oh my God, I'm going back to my old ways again. So don't worry about it too much. Just do your best. Baby steps. You don't have to be all of a sudden like, oh, I'm this enlightened leader now because I've had these beliefs for so long and this is how I manage people and this is how I do things. But just pay attention. Try little things. Like, for example, if you have distrust, if you're thinking, okay, so maybe people don't perform when they are at work. So, The first thing you can do is just say that, hey, you don't have to report to me all the time, but just let me know if you need any help. At the end of the day, for example, see how you've been doing with your things today and if you need my help. So you kind of let them know that you are there to help them, not to micromanage them. So if they need help, and they will then communicate to you like, hey, say, this is what I I did today. It's all going smoothly. Thanks for offering. Great. See you in 2 days or whatever. So, people are communicating and you're doing it in a nice way. And then, you notice that the results are going to be great as well. But you still get what you want. You still get them to report to you but in a kind of nicer way.

It is trusting with accountability, isn't it? Yeah, yeah, exactly. This is all making perfect sense. Marjo, for people who this is resonating with, if they want to reach out you and get some advice, how can they get in touch with you?

Well, you can go to my website. I actually have 2. One is my name, mariohellmann.com. And then the other one is magneticexecutive.com. And on both of those sites, you can get in touch with me. And also, I'm on LinkedIn with my name, Instagram. I don't really use Twitter that much, but I'm there as well. So pretty much everywhere. Just type in Mario Hellmann and I'm sure. you'll be able to be in touch. And also what I'm offering to all your listeners and all your viewers is that you can have a 30-minute free consultation and a chat with me. So if you book a call, then I can help you with some of the issues that you might have with communication or with your leadership. And you can book that on either of my sites.

Terrific! And the links are in the show notes. So, do reach out.

Yes.

When we think about this idea of the next generation leaders, obviously, we have leaders. We have leaders of leaders. Typically, we are top-down. A lot of what you've been talking about now has been kind of more of this universal kind of bubble of inclusion. However, when we're coaching our next generation leaders, Are there any tips that you can bring forward that would help encourage the behaviors required to be this next generation leader?

Well, yeah. So, if you look at the world as it is today, you can't really lead a company. Or you can. But you might end up not having the company anymore in 20, 30, 40 years' time. Or 5 years. Exactly. So, even 5 years' time. So, That is really the key here. So, it's to kind of ramp up the leadership skills and also the way you look at the world. And going forward to conscious leadership and next generation leadership, I actually have to also clarify why I call it next generation leadership. It's got nothing to do with your age. So, you can be a next gen leader even if you're 70. It's just about your attitude. So, it's not just that you're a next-gen leader when you're 20 and you're inheriting a company or a position. So, it's just that you can be a next-gen leader. It's about the attitude and your skills and how you look at the world. I like to call that next-gen leadership because it's a beautiful way of describing it. But yeah, so what I think are the essentials, and I've worked with leaders for many years. I've been an entrepreneur for nearly 3 years coaching executives and leaders all around the world to communicate better. And so what I've noticed in this time is that, you know, how business has changed and business is actually going forward to things that, you know, what we call conscious leadership is that there are certain building blocks that I think all companies have to kind of, you know, take more seriously now if you want to exist in the 10, 30, 40, 50, even 5 years' time, maybe. So, there are some things that you can start looking into pretty much now, and then you can be one of the pioneers. So, One thing that has been around for quite a while now is sustainability. And we all know what that is. And also, you mentioned diversity, equity, inclusion. That is something that all leaders have to be aware of and build teams and be aware of their own prejudices as well. So that's something that is, if you call it a skill set, that is something that you can start looking into. So sustainability, diversity, equity, inclusion, that is one block. And then another thing is that we live in an age that is going to be massively changed through technology. And so you, if you want to be the next-gen leader that I'm talking about, It'd be wise to look into emerging technologies as well. And for example, metaverse and what that can do for your business and how you could be involved in that. That's going to change massively how we work and how we learn and how we function as humans. We have different realities where we're going to be. So that's going to be really exciting for many companies and for many brands especially. So look into that if you're not there already. And then the third one, I see this as a trend. So the third one is conscious leadership that we've talked about today. So build your empathy skills and your listening skills and your communication skills. And think about your business as altogether a conscious business, which means that make sure that it's good for the planet, good for people, for all people, not harming the environment Or your people or any other people in the world either. So look at that. And then what ties all of this together beautifully, it's communication, it's magnetic communication. So the last step is to really make sure that you're a great communicator and you believe in human connection. Because human connection is everywhere, even in metaverse. It's human connection. So, you're still going to need it.

I'd like to jump for those people who are watching this and wanting to shake things up and get started. I'd like to talk about some cautionaries. And we'll get to that right after this.

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I am Marc Haine. Speaking with CEO and founder of Magnetic Executive Coaching, Marjo Hellman. Marjo, well, first of all, as you can tell, Marjo and I are passionate about serving business owners and managers just like you. If you're listening to this and watching this and are thinking, good golly, Marc and Marjo, I need to train my leaders, feel free to reach out for a quick discovery call. Marjo has offered a 30-minute free discovery call. to help you out, to pick her brain. That's so super valuable. All the contact info is in the show notes. And again, if you belong to an association and you think that what we're talking about today would make a really good breakout session or a keynote at an upcoming industry conference, do reach out. Let us know. Marjo, as we go into this, I always am— I've known a lot of business owners who will come up with New information and all of a sudden, it becomes the policy of the month. And it's like, we're gonna have to communicate better now. We're gonna do everything. As people start thinking about this triangle that you've created, these kind of 3 building blocks, what are some cautionaries? What are some things people should be aware of if they want to start implementing some of this into their businesses, into their leadership styles?

I think you really have to think about it as not just the next big thing or not just something that is a fad, but it's actually, think about your reason for existing and how you're going to exist in the new world and in the new era. And you can always make the change. If you notice that your company hasn't been so great in embracing digital transformation, embracing new technology and hasn't been that great in communicating, hasn't been that great in sustainability or diversity, you can always change, but don't change everything just at once and make sure that it's really in the company. You know, it has to be in company strategy. Otherwise, it's not going to fly. So, you actually have to go all the way to next time you're creating a strategy, you take these on board and you start discussing with people, with your people and with the leadership team and with the board. You know, these are the things that you feel are important going forward. And which ones are we going to tackle first? Which ones are we going to— which ones do we believe in, in this company? So, it really has to start from a strong belief. in changing and strong belief. And you have to have that in a strategy level. Otherwise, it's not really going to— then it's just going to be one of those things, hey, this month we concentrate on communication. Next month we concentrate on sustainability. It has to be a strategic choice for your company.

And that makes so much more sense because what you've just basically painted is this idea that This is all about intentionality of what you want to create. And Simon Sinek's Start with Why is a good starting point for people who might be watching this thinking, how do I start this? This idea of why are you doing what you're doing? I've mentioned many times that I've met with business owners who seem to be super complacent about what they're doing in their business. And they seem to be down. They've been so busy working in their business that they stopped working on their business. And an interesting thing happens when I speak with people and I say, so how did you get started? And all of a sudden, their eyes light up.

Yeah.

And it's like, where was that for the last few years? Where was that passion? And so, to your point, this idea of going back to why are we doing what we're doing is really a good step. But again, I think to your point as well, this should be a team effort. This should not be, I'm the boss, I'm going to define this.

Nope.

Absolutely. Because it's not going to fly. And think about one good thing that has to also be there is the company values. We sometimes think that the values are just something that a marketing agency has come up with. But really, if you want to be a conscious business, then the values are extra important because the values are are at the core of your existence. You know, what kind of a world do we believe in? What kind of humanity do we believe in? What do we want to accomplish in the world? What kind of world are we— do we want to leave behind or build through this company? So, values are very, very important. It goes Well, with the purpose, we talk about company purpose a lot, company mission, company purpose, your why. That has to be crystal clear. And also company values, because that also is so important. Many companies are now fighting over people. You know, we need talent. Many companies around the world need more talent. So, how do you get the most talented people to work for you? Well, they want to buy the values. that they believe in. And if you never communicate your values, and if you don't bring up the values, and even if you don't have any values, then that's going to be really tough for all the people who potentially want to work with you because they want to know the values, especially young people today. They want to work for companies whose values they believe in. So, values are super important today. And make sure that you have everyone in the company as much people in the company as possible involved in your strategy work. And also, when you discuss your values, because everyone in the company should know the values. Everyone in the company should know, what is my little piece? Even if I'm the cleaner in the company, how am I, how is my work benefiting the bigger vision that this company has? So, that's why it's Absolutely super important that everybody in a company knows the values and knows the strategy. And that comes down to communication and your leadership skills.

Absolutely. See, it's all full circle, isn't it? It's interesting, this idea about the values because it's not only just having them on a poster. But you need some mechanism to be able to test against those values so that I think Stephen Covey again, I'm referring back to Stephen Covey back in the 1980s talked about this idea of true north. That your values really should be this true north and you're testing against it. Do you have any tips on how people can test against their defined values to make sure that they're walking the talk?

You often feel discomfort if you're doing against your values. Right? So you can even think about your own values. What are your values? If you say you value your top priority is your family, but then you always spend time at work in the evening, you are on your laptop and you don't see your kids going to bed because you're on your laptop. So is that really your number one value? So you have to really look into that and be honest because that is not your top value and your top priority at the moment because you're not really there. Your top priority is work. So then the same in company. If one of the values is, for example, freedom, and then every time a person says, can I have a few days off? Or can I work from home? Or you know, my child is sick, I need a day off. And you're like, nope, you can't. No, you can't. You have to be here. Or I don't trust you if you're going to be working at home, then you're not really, you know, that is not a company value that you should have because you don't really believe in freedom. You believe in something else. So, it's discomfort. That's something that comes out of when you're going against your values. And, and so take an honest look. Add to your values or not. Yeah.

And I think to what you talked about today, if you have high trust work environments where you're trustworthy, your staff are trustworthy, you will have this magnetic communication model where you are open to communication. That means that you then can create open accountabilities. So, even if you are the boss, you have the ability for people to call you out when you're not living your true value because we all will fall down, right? And do it in such a way that it's safe, that it's a safe space. This has been such a great topic. Do you have any last thoughts about what we've been talking about today? Something that we haven't covered today that you think is important or something to highlight that you think people should be walking away with today?

So yeah. So, if one thing that you can start with is the communication piece because that's really where everything starts and it starts From you, you know, and you're responsible. You know, sometimes we are like, okay, he said this and I got really upset. It's her fault that I am having a bad day, but it's really like, you know, it really starts with you. You know, you decide your feelings, you decide how you want to come across, you decide, you know, how you want to present yourself. So, you get to decide. So, really pay attention to how you are showing up, how you're showing up as a leader. And take an honest look. If I'm not really, am I a good listener? No. Okay. So, maybe I start doing that. Am I clear in my message, in my communication? Do I know what I want to say? Well, not necessarily. Do I hate public speaking? Do I hate you know, talking to my people? If so, get help, get a coach, you know. So just, you know, it's very basic and there's always help. And, you know, Marc, myself, I think one of the key things for everyone and for me, I have a coach. So if that's something that you are, you know, you don't even have to be stuck, but someone A pair of external eyes makes you see a lot clearer and helps you with your clarity. So, that's something that I would like to highlight, not just to say that, you know, buy my services, not at all. But just get an external pair of eyes, whether it's an external coach or a coworker, someone you trust. And, you know, ask for honest Feedback. How are you showing up? And then start from there.

Yeah, I love it. The whole idea. We've done episodes on coaches before and the importance of having coaches. And not just one coach but having coaches specific for specific development things that you'd like to see. Marjo, thank you so much for sharing your passion and your expertise with us today. Could you remind everybody just one more time how they can get a hold of you?

Yes, of course. So, go to my website. It's marjohellman.com. You can see my name there. So if you have problems with spelling it, so yeah, mariohellman.com and also magneticexecutive.com. So very easy. And just book your free introductory call. I'd love to hear from you and get to know you better. And then we can take it from there. And if you have any issues, you can come up with those issues. We can talk about those when we talk and I may be able to help you within that 30 minutes. as well already. And then you can also get, when you log on to my— when you go to magneticexecutive— no, mariohellman.com, sorry. When you go there, you can get a free PDF, which is 7 Steps for Instant Magnetic Communication. So just get that.

What a great first step.

Great first step.

And I'm going to apologize for mispronouncing your name the whole time, Mario. Again, something I should have clarified before we started the podcast. I've been calling you Marjo all this time and it's Mario.

Yeah. Call me whatever. I've heard so many different variations of my name. You won't believe. You know, so it's Mario mostly. How you actually say it in Finnish is Mario. You have to roll the R like Spanish. Mario. So, it's actually Mario.

Nice.

But most people call me Mario. So, it's like Super Mario. I kind of like it.

This has been brilliant. Thank you so much for making time for us today and sharing your passion, your expertise. This has been brilliant. Thank you so much for joining us today.

Thank you so much. It's been a pleasure. And thank you.

Why don't you let me know if this was of value to you? As always, my offer stands. If you would like 30 minutes of my time to brainstorm your business with you and your team, feel free to book yourself on my online calendar. The link is in the show notes. It's the one marked meetwith.marchaine.com. It would be my absolute pleasure to be of service. While you're at it, why don't you go ahead and leave a comment or a review about this episode? I'd love to get your feedback. Was this of value to you? Do you have any other topics as a leader, as an emerging leader, as a middle manager leader, as a business owner That you would like covered on this podcast, I'd love to hear from you. My name is Marc Haine. I hope that you stay safe. I hope that you stay healthy. And I hope you dare to be the exception. Thanks for joining us today.