Leadership cultures differ depending on who is in charge at the company. But increasingly, companies that are succeeding are employing communications that drive joyous cultures. In this episode of “Can You Hear Me?”, co-hosts Eileen Rochford and Rob Johnson welcome special guest Joy Meserve, a corporate trainer and leadership coach who knows all there is about “Leading with Joy!”
Leadership cultures differ depending on who is in charge at the company. But increasingly, companies that are succeeding are employing communications that drive joyous cultures. In this episode of “Can You Hear Me?”, co-hosts Eileen Rochford and Rob Johnson welcome special guest Joy Meserve, a corporate trainer and leadership coach who knows all there is about “Leading with Joy!”
Joy Meserve is a Corporate Trainer, Leadership Coach, and Business Consultant, After two decades of executive experience in scaling operations and developing leaders, she founded Leading with Joy and is on a mission to make work a place where both people and profits thrive by developing leadership skills across all levels - from new managers to the magic middle to the C-Suite.
Through interactive workshops (both virtual and in-person), group coaching, and one-on-one leadership coaching, Joy Meserve focuses on giving leaders the simple tools to become Partner Leaders who can easily unlock employee engagement, increase retention rates, and help people find fulfillment at work. Beyond leadership training, Joy also teaches teams how to effectively navigate change and the essential components of a healthy organization.
As the former COO of iD Tech, Joy spent 22 years scaling the delivery and breadth of globally renowned STEM education experiences, serving 50,000 students a year in 6 countries pre-pandemic.
Eileen Rochford [00:00:18] Hello again. And welcome to another episode of Can You Hear Me? I'm Eileen Rochford, the CEO of the marketing agency The Harbinger Group.
Rob Johnson [00:00:26] And I'm Rob Johnson, president of Rob Johnson Communications. As you may know, we spend more than a little time talking about how important culture is to organizations. We just welcomed Darcy Luoma to discuss it in our last episode. Today, though, we're going to be talking about fostering joy in your culture.
Eileen Rochford [00:00:43] And it is no coincidence that our guest today is actually named Joy. She is Joy Meserve, a corporate trainer and leadership coach with 20 plus years of experience in the corporate world as a COO. She has also helped build and then successfully sell the company ID tech, which provides technology education for kids and teens across the globe. Joy, thank you for joining us today.
Joy Meserve [00:01:08] I'm so happy to be here. Thank you. And hello.
Eileen Rochford [00:01:12] I also wanted to mention that the reason that I made your acquaintance is because you are a member of Chief, and I just I'm a member as well, and recent content that you put up intrigued me. And I said, "there's a woman we need to meet." So I'm very excited to hear everything you have to say today. But we briefly touched upon your accomplishments, very briefly, because there are so many more. I'm in the depth just behind the building, and selling of ID tech is tremendous, but why don't you give our readers a little more context about the evolution of your career and how you got where you are right now?
Joy Meserve [00:01:46] Sure. Thank you. Well, over 20 years I took a leap on a startup. This was during the.com crash and I decided this would be a great idea. Yeah, it was actually wonderful. I was given a gift. I was given a gift of ownership and autonomy and trust, and that really propelled my career and put me on a path toward mastery. Um, so we grew the business, to serving over 50,000 students every year. And I really grew up there. And I became a COO there for my last eight years with the company. And the reason I stayed, people would ask me this all the time, why have you stayed so long? 22 years is a long time, and without a doubt, I stayed because of the people, and the people within it were what created this wonderful award winning culture that we had. And everyone there felt a sense of ownership and pride over our programs and our services and everything that we did.
Rob Johnson [00:02:45] Isn't that amazing though, to think about - you stayed because of that culture, the culture that we're going to be talking about a little bit more today, and there's so many places where you can- you could have it and so many places don't. So I bet when you found a place where it did exist, you're thinking, I don't want to give this up.
Eileen Rochford [00:03:03] Yeah, yeah. And you helped build that because you were there from the very beginning.So you played a major role in that incredible building, that incredible culture. So yeah, that's why we're excited to hear all all the things you're going to teach us today because you did it.
Rob Johnson [00:03:16] She's walked the walk and now she's talking with us and we're so grateful. So Joy, this concept may be foreign to some leaders in positions of leadership in companies, but why don't you explain what a joyful culture looks like and why it's a priority and what you instruct others on?
Joy Meserve [00:03:33] Yeah, well, it's a place where people are working to ensure that the business thrives. And so in that environment, what you'll find is a lot of creativity, innovation, always seeking to improve and get better. And in every component, whether that's for the clients or whether that's for each other. I used to say that we were in service to one another just as much as we were in service to our clients. So this looks like a highly engaged group of employees, and they're working to really drive success, and they're also having fun while doing it. I mean, we would laugh in our zoom meetings. We would laugh in our in-person meetings. We would get together, and we wanted to spend time with one another. So that gives you an idea when you want to spend time with your coworkers. I think you found it.
Eileen Rochford [00:04:26] It's beautiful, and I love how you know, I'm frequently going to reference things that you write because I follow what you write on LinkedIn and also your blog and other- you're just a font of awesome observations and guidance, but I love how you frequently use that phrase, "striving for a joyful culture." Because that just made me think about culture. Even, you know, my company and and the cultures that I experience, that exists in our client companies from a wholly different perspective, the concept of joy just seems like something that you don't normally associate with your job. You know what I mean? But how beautiful is it to be a part of a place where it is?
Joy Meserve [00:05:05] Yeah, I hope that more people experience joy like I did in their workplace. And this is actually my mission right? I'm out to help people experience more joy and find fulfillment in work. Because I don't know if you know this, but we spend one third of our lives at work. That's a lot of time! So why not? Why not have fun and really enjoy and feel fulfilled by that time?
Rob Johnson [00:05:29] The other thing that I'm grateful about having you on this program with us is I feel like by talking about it, it's normalizing it. And so some people might be like they're doing a whole episode on a joyful culture, like, what's that? And I'm glad that we're talking about it, and I'm glad that you can offer really tangible advice here because you've been living this. And so that gives me a great deal of satisfaction that we hopefully will make more people think about it and understand it in a way where they say, "you know what, I want to implement that."
Eileen Rochford [00:05:59] That's a lovely thought. Well, let's transition to talking about some of the practical ways that we can foster that kind of joy. So, as you know, on this show, can you hear me? We're always talking about communication. And we see the value in communication being a major driver of many positive things. And it can also lead to terrible things in almost every company. So, Joy, how would you say that leaders can shape culture through their communications? And specifically, I'm really interested to hear things that leaders should always do and always avoid.
Joy Meserve [00:06:36] That's a great question, Eileen. So I would say that, first of all, leaders should ensure that they're bringing their full, authentic selves, their true selves, not trying to hide who they are. And one of the ways to do that, because we all have a sense of humor, is to bring your sense of humor to work. I will tell you that sense of humor, scientifically proven. I'm all about science. Is that humor and laughter is the fastest way to garner trust. So, I mean, it's pretty profound. And I think that, what I would say to avoid is avoid the myth that you have to be serious in order to be taken seriously. I find that really common in professional, in the corporate world, is that we all have to come in with some sort of stone face persona and really, you know, drive the revenue and, you know, talk about these serious things. And the opposite is actually true, is your people are going to want to involve themselves if they're having fun and enjoying the journey on the job.
Rob Johnson [00:07:38] So glad you're giving everybody, you know, kind of carte blanche to do this, because it's so easy to disarm people with humor. Appropriate humor, of course. And sometimes it catches people off guard. And then it signals to them that this is you don't have to be so serious. So I really I'm glad that you're bringing this up.
Eileen Rochford [00:07:55] And, Joy, I'll just add here that as you spoke those words, I immediately was taken back to my younger self when I was 25 and really trying to be that part that I've been given in my title, you know, and I had, you know, not a small number of people I had increasingly become responsible for. And I can't tell you the number of days where I put on that mask that you just described, because frankly, at that time, because, you know, I'm 52, I'm not that young. The time period, there was so much going on, you know, particularly with women, that we were just, you know, led to believe you had to behave that way, especially because you're a woman, because otherwise you be looked at as frivolous and not serious. So that's really interesting that that's I mean, like I went back like in that time warp, as you said that again, and I'm so glad that I don't have to do that anymore. And I hope we have lots of young women listening right now. We're going to take your amazing advice. Please continue. I know you have much more to say.
Joy Meserve [00:08:49] I hope so too. Well, the second thing that I would recommend to shape culture through communication is to be consistent is to do what you say you're going to do. And I'll give you a prime example. Let's say you're super busy leader. You're a super busy manager. You've got these one on ones on your calendar. But oh, lo and behold, you have to do something that's a higher priority, right? So you say to the person, "okay, I'm so sorry, I have to cancel our one on one." What you do next is critical. Do you tell them, okay, I will reschedule this. And then do you actually reschedule it? Right. Because when you don't, you're saying there's bigger priorities than you. Number one, that's from the get go because you've canceled the one on one. But the next thing you're saying is that you're not worth it, right? You're not valuable for my time. I have better ways to use my time. And sadly, this is the number one thing missing in corporate culture right now is time. Because especially since the pandemic, we have our CEOs and our managers spending tons of time in meetings. So Zapier says that CEOs spend 72% of their time in meetings, 72%, right? Upper management spends 50. So right there, you're having these direct reports who are lacking this one on one time, and this one on one time is critical time to shape each person to to find out who they are. Find out what you know, what makes them tick, what are they working on? What do they need help with? Where's the coaching that they need? And so if they're not getting that time and that coaching from you, where are they getting it from?
Eileen Rochford [00:10:29] Yeah, I love that point about reschedule immediately. And I don't care if you have an assistant or not. Take the second and do it because it's them in the moment. I think that also is very meaningful. It just shows that I'm not going to forget about you. And I'm making a point not to forget about you.
Rob Johnson [00:10:43] Well, it's also a great point because and what I try to do or what I hope that people that I, my clients and people I communicate with, if you have to cancel something, that's understandable. But what I try to do and what I try to get others to do is, all right, let's while we're here. We're on the, you know, zoom call. We're on the phone. We're texting back and forth. Let's figure out a time right now. So I just had to cancel or you had to cancel. Let's figure out the next time right then. So you don't kick the can down the road. So you do show that immediate concern about this is a priority. It's just something I can't do right now. So that's something that I always try to do and try to get others to do as well. If we say we have to cancel, that's understandable. Let's figure out right now when we reschedule and then you don't worry about, okay, this person didn't think that was a priority to to meet with me.
Joy Meserve [00:11:31] I love that, Rob, I love that. I think that's great that you're taking the time to do it in that moment. Because, look, we're busy, we're balancing, we're spinning all these plates. We're likely to forget. And in that moment, that's, you know, it's unintentional. It's not an intentional forgetting necessarily. Um, but the consequences of that are huge.
Eileen Rochford [00:11:54] I have a follow up, if I may, is that okay Rob?
Rob Johnson [00:11:57] Of course it's okay.
Eileen Rochford [00:11:58] Oh thank you. So I read a LinkedIn post that you put up Joy. I can't recall how recent it was, but it was about a boss me in panel that you had been on or been a part of, at a Chief event in Los Angeles, I believe it was. And you highlighted some really interesting- I'll just put in air quotes if y'all can't see that. But, differences, the things that are important to Gen Z in the workplace and how they are, what are the conditions that need to exist in order for them to feel engaged, essentially was kind of how you led that piece. So I'm hearing what you're saying right now, and I'm thinking another your conclusion. That piece was great. It was basically, hey, we all want the same things, but they might be presented slightly differently, you know, based on your, uh, where do you fall in terms of age? Is there anything for Gen Z that you can highlight that is especially important to do on this topic that we're on right now?
Joy Meserve [00:13:00] So Gen Z specifically wants to feel like they're there in a workplace that's meaningful to them, that it's it's giving them purpose. They have really thick boundaries is what we've discovered. And will those boundaries always remain that thick? I don't know, they're pretty young. They might have to loosen up their boundaries a little bit as they go through corporate life. However, it's really, really key. I love that they're not willing to compromise on some of these things, and I think it's a beautiful thing. And so they're asking us for more as leaders. They're asking us to help them find this purpose. And so I've coined the phrase or the term partner leadership. And that's what I'm all about. It's my philosophy. And what these Gen Z-ers want is what partner leadership delivers. It's saying to them, I see you, I hear you, and I value you. And here's how I'm going to partner with you to help you succeed. I'm going to notice your strengths. I'm going to take note of that. And the first thing I'm going to do is to offer you ownership over something, just like I had when I was 23 years old. At this startup, I was given ownership and autonomy from day one. It's giving them that gift, saying, I believe in you. I think you can do this project, whatever it is. Why don't you give it a shot and I will be there to back you up along the way. I'm going to give you that psychologically safe environment you need. I am going to give you, you know, a place you can come and ask me questions. I'm going to help remove any bottlenecks or obstacles you run into. And lastly, when you complete this task, there's a wonderful thing that you're going to do. I'm going to shine a spotlight on you. I'm going to put you up in front of the team. I'm going to give you, you know, maybe I'll put you up in front of the whole company. And if they're senior leadership, why don't I put you in front of the board?
Eileen Rochford [00:14:56] Oh, that's great. And I'm looking atthe piece that I was referencing in recognition was the third most important thing. Supportive coworkers. Number 1, 66% of Gen Z, number two is a fun work environment, 53% on that. Who doesn't want that? And the third was the recognition. Yeah. So nice. I love it.
Joy Meserve [00:15:16] Yeah. It's really recognizing their value and what they bring to the workplace, what those strengths are. And everybody wants recognition I mean they've done study after study. It ranks way up high. If not the top for folks is recognize me and not just recognize me but appreciate me. I think appreciation goes a little deeper, gets a little more specific, and it tells the people why. Why this is important. And once they see, oh, that's when I do this thing. That's why it's important. Aha. You're educating them on the bigger picture and they're seeing their purpose within the company. And I like to say you don't have to be solving climate change or curing cancer for your company, for somebody to feel purpose. Right. You could be making widgets as long as that person says, this is how I fit into the widget making process, they're going to feel a sense of purpose and pride.
Rob Johnson [00:16:15] And I think it's interesting too, as you talked about Gen Z. And we can also throw millennials in there in terms of what they require from the workplace, because Eileen and I talk about it all the time on this program. And, you know, it's not just a one off here or there. I mean, this is a whole generation of people that have specific needs. So as a leader, you can either say, we're going to do it my way, or you can say, I'm going to adjust, give them what they need, which in turn, in my opinion, would make them far more productive workers.
Joy Meserve [00:16:44] Absolutely. That's that's it. The transactional leadership that you're talking about, the command and control is that old way of leading. You know, that's about, you know, 25 years ago or so. And so things have evolved since then. We've all been trying to find our footing with how to lead better than just transactionally. And this is it. We're here. And Gen Z and millennials are asking for that.
Rob Johnson [00:17:09] Yeah. Well, I know that you had a couple other do's and don'ts, relative to the kind of being a psychologically safe environment. So why don't you continue with those? Because that's really I know we kind of got off on the the partner leader thing, which is a really crucial point about what you're instructing others on, but also making it a safe environment or for people to, to be productive.
Joy Meserve [00:17:29] Yeah. So it's, we talked about educating on the big picture. It's cascading communication down from the top, but also pulling up communication from all levels. Okay. So this is what we're thinking of doing as a company. This is where we think we're headed. But we allow and want your feedback. You're the one making the thing or doing the service. Please tell us how we can make that better. And then lastly, get involved saying things. Simple things. It's not hard. It's not rocket. Science is saying I trust you. What's your opinion? I'm here for you. Or if you make a big mistake, it's I'm sorry. We gotta show a little bit of vulnerability and accountability for what we do as leaders. On the avoidance part, I've seen go wrong, which is playing favorites or keeping some folks in the dark saying, I'm going to specifically tell this group of people, you know, what's going on, but, you know, we're going to keep this in. It's if they're at the same level as what I'm talking about, if they're at the same level, everybody should be on the same page at the same time. And then when you're ready, cascade that communication.
Eileen Rochford [00:18:37] That's an important distinction. Thank you.
Rob Johnson [00:18:39] Really good. So all right let's say you're a manager who can see that the communications at his or her company leaves a little bit to be desired or a lot. What would you say are the best ways to cultivate meaningful communications as a manager?
Joy Meserve [00:18:53] Yeah. So if you're seeing silos, you know, where one department is working on a thing and the other one is working on a thing, and there's just a lack of communication across the board that's going to increase liabilities for the organization as people move forward and they don't involve the stakeholders, they're not speaking Cross-departmentally bad things can start to happen, right? It's like, did you check with IT? Right. Whether or not we can have that software integrated with our system, is that going to work before you buy it? Okay. Did you check with, you know HR that this is an okay policy for us to start etc.. And so the ways to curb that and bring more meaningful communication around pulling groups together, there's got to be some element of team bonding happening, creating those environments and those events where that can happen. But it's also around the communication. Like we've all got to be on the same page in a line that could come from your all hands meetings, you know, done by the CEO, CEO, somebody in that C-suite there. It could be the strategic planning that everybody's in on and takes ownership in and, you know, is really worker-led. And then secondly, one manager can really make a difference to start the bridge, I call it. So it's reaching out to each department saying, okay, we're both departments here. What can we do that could help you? What could we do better that we're not doing that you think we could do better? What could we do better? And how can we help you in your goals? And I did this at ID tech with our operations team every year. And we would reach out as a team and say, what can we do? And it just really it was like, oh, you're asking me for my input on how you behave and what you do? Light bulb! Trust. You know, the bridge happens. And it's this great thing, of course, you've got to follow through on what they ask you to do, and you got to keep that on your radar. But it really is an effort. I think that's worth taking.
Eileen Rochford [00:20:55] Oh, I love that. I have another follow up on the queen of that. So I read something else that you wrote recently. And so, you know, saying in this, this thread of meaningful communications for managers in your piece, uh, talked briefly about abolish the group meeting. What's the point of the group meeting? Right. And I'm curious about that because I really believe that that's right. So I want to hear what you have to say about, you know, not just the group meeting, but also what are really meetings supposed to be for? And how can managers do a better job when holding them or preparing for them?
Joy Meserve [00:21:34] I think you asked the perfect question, what is the meeting for, right? And that's going to give you the answer, because too many times and I've sat in many, the group meeting is a status report. Let's go around the room or around the zoom and figure out, you know, what have you done? Okay, where are you with that? Where are you with that? And that meeting is not for everyone there. That meeting is for the person that oversees all of those folks. And they're sitting there getting their staffs report in one hour while everybody else is almost held prisoner by like, well, I, I don't really it's that's not, you know, pertinent to me and my work right now, but I'm hearing about it. Okay. Now at least I do know something about it, but it's not really pertinent to my work. And so I think it's about being intentional with these meetings. And my personal favorite group meetings are the meetings where you brainstorm and problem solve, what's the thing we're trying to solve and what are the ideas? And let's get them all out and let's kind of coalesce around our best ideas, and then who's going to take them on and move them forward. Those I think are the best group meetings.
Rob Johnson [00:22:41] So what I think you're saying, and correct me if I'm wrong, is yes, status reports very important, but you could maybe give them in an email. And for this leader who is always talking about, oh gosh, I don't have any time because I have meeting after meeting after meeting, you can actually eliminate some of them. And then the ones you do have, everybody has a purpose, everybody has a role, and everybody has to come there with great ideas and actionable items. Is that- did I get that right?
Joy Meserve [00:23:07] You got that 100% right. And I will give you a clue is look at your calendar. Do you have any recurring group meetings? It's the recurring meetings that are typically your status report meeting for somebody. And so that can absolutely be handled offline in a different way. A quick update via email or slack or whatever method of communication you choose.
Eileen Rochford [00:23:29] So and I'll make one edit to what you said, Rob, which I think you said in an email. And we don't use email basically anymore for anything other than a client communication. Um, so project management.
Rob Johnson [00:23:41] So it would be Asana.
Eileen Rochford [00:23:47] Yeah, so the project management platform, in my opinion, if you're running a company, their team today should have a balance your group meeting by now. And if it hasn't, you're not doing something right. That's just the truth. Yeah. Cause you can get your snapshots from whichever project manager report for, you know, take your back. You just get your snapshot right there by looking at either yourself or the specific projects you know, title and seeing is on track. What's remaining? Where are the hurdles? That's one of my favorite things. When you put in the dependency, it's like, nope, I can't do that because you haven't.
Joy Meserve [00:24:24] Yeah. You can see the hurdles right there? And if and if someone is experiencing a major blocker or hurdle, if you've developed that psychologically safe environment where you said, no, come to me and I will help you, then they'll come to you when it's too much, right where it really does need to be escalated to you, but it doesn't need to be discussed in a group meeting, really doesn't.
Eileen Rochford [00:24:46] And that's a hard thing to teach, isn't it? Especially to newer professionals. Like when is the moment when you should take that initiative to break down that barrier that exists that's prohibiting a project from moving forward? Particularly if maybe the barrier is a very senior person.
Joy Meserve [00:25:04] Mhm. And to say I need help. I can't move this forward. Is it on the blockers?
Eileen Rochford [00:25:08] Yeah. And to have kind of the gumption, if you will, love that old fashioned word, to do it, like to just speak up and say, gosh, I can't do this. And I know this isn't a good thing, but that's an important thing to teach. And how do you do that? Joy do you have any advice?
Joy Meserve [00:25:25] Absolutely. I think it's giving them empowerment. So I mean, all of the things that I teach really should come from leaders, right? It really should be modeled by leaders. It should be talked about by leaders that you can come to me, and at the first sign of your obstacle forming or your bottleneck forming, I think you should go knock on that door and just be like, hey, I just want to let you know I'm noticing this. Here's what I'm doing about it. But I wanted to keep you in the loop, right? So that it's not a giant surprise if you've done all the activities you thought would help remove the bottleneck or obstacle and they have not worked, now you can go back to that. You know your boss and say, okay, so I did all- I did X, Y and Z. It's still here. I need your help
Eileen Rochford [00:26:10] Yes, that's a great way to put it. Yeah. I think the worst thing that anyone could do is just sit there and let time lapse, because who do you think they're going to look at for not moving it forward? You know, like it or not, that's the truth. Well okay. So a little while ago, you brought up something that is very unique in your approach, and your description. You gave it to us on partner leadership and what that means, you just kind of alluded to it just a tad. But what I'd like to hear you talk about is how partner leaders should or do utilize communications in fostering stronger relationships, because that's kind of a unique take. And we talk about communications here. Um, and I think that would be an interesting perspective for people, listeners, to learn from.
Joy Meserve [00:26:58] Sure. So, this kind of goes back to any time you spend one on one. And again, that time is sacred and you got to find that time, right? Because in that process of spending one on one time with your direct part, it doesn't have to be this scheduled, pre-scheduled thing. This could be a spontaneous call. It could be a spontaneous text or message coming across. But spend that time to get to know them. What do they love working on? But also what have you seen in them that's a strength? And then try to confirm that. Try to confirm your hypothesis with some projects, with some things. So I'll give you a story of a director. Actually, she was a multilevel skip level direct court beneath me. Right. So, um, I already saw that she came in as an excellent verbal communicator. And so I wanted to see if she could give me some feedback on some written communication that we were using to send out to our programs. A little old brochure. Here's how to make your camps beautiful and shine. And it should be consistent from location to location. So she looked this little pamphlet over, and not only did she see the typos and those kinds of things, but she put her shoes, uh, her feet in the shoes of the staff members, right?Shifted her perspective to say, like, I don't know if this would be that clear if I were them. And she suggested some great edits and I was like, ooh, wow, I found a good content editor. I'm so excited. As you probably know, they're rare to find. And so I was really excited. So that year I said, okay, would you mind being on this committee where we're in charge of this two day staff training, you'll help edit the content. She said, great. So she got that experience. She loved it. And the next year came around, I had my eye on her and I was like, would you be in charge now of leading the whole thing from soup to nuts? All the edits, all of it, everything. I think you'd be amazing at it. So she took it on. She was seen as a leader. She was doing everything that was, she had full ownership and autonomy. So she was really into it. She absolutely loved it. And the key thing is that's seen as a leader in the organization, because then when the next year of promotion rolled around for the next level up, guess who got it? And so it's those sort of experiences that you are the one sort of looking out. You have that big picture view of all of the tasks coming up, all the projects coming down the pike. You can start thinking in advance who might be good for that and have your eye on that sort of test their skills here and there and then give them that big thing. But all along the way, they need that partner who's there to help remove obstacles, who they can come to freely, and they can really learn and grow and develop their skills. And that's how you build great leaders.
Rob Johnson [00:29:55] We love a happy ending too. We love it. And here's the story and it has a happy ending. So no to your point though, that's really important. And it's putting people in positions to succeed, and knowing them well enough to know where they will succeed.
Eileen Rochford [00:30:08] And that was all born from a one on one interaction. Which is another thing to underscore here, because making the time to have that one on one interaction led to the observations from you, in this case, the leader seeing the potential, exploring the potential, validating and continuing to challenge and help that person grow in the organization, I love it. So that just underscores for me the importance of the one on one time and why, even though we are crazy busy and we hate meetings in general, spending time in conversations in a one on one setting allows you to learn what you otherwise wouldn't know and be able to, you know, kind of cultivate with folks that you lead. I love it. So thank you. Good ones. All right, so before we wrap up, Joy, um, as always, we'd like for you to let our listeners know where can they learn more about you, find you, connect with you. And of course, I will include all of this in the show notes so people can have it as reference. But please, highlights. Where are you?
Joy Meserve [00:31:12] Yeah. So you can find me at leadingwithjoy.com. Feel free to book a virtual coffee with me. I'd love to meet you and chat with you. Um, and of course you can find me on LinkedIn. Feel free to DM me there and I will have an online course launching in the new year.
Eileen Rochford [00:31:27] That's awesome, I can't wait to hear more about that.
Rob Johnson [00:31:29] I love it that you can really get your arms around this, this idea of joy in the in the workplace. And like I said earlier, that we can sit here and have a really terrific conversation like we've had. So it has been amazing having you on the podcast today. Joy. Thanks!
Joy Meserve [00:31:44] Thank you. It was a pleasure all mine.
Rob Johnson [00:31:46] And that is going to do it for another edition of Can You Hear Me? I'm Rob Johnson. We love to hear from our listeners. So if you have any thoughts on today's topic or any other topic you'd like us to cover in future episodes, please reach out to us on social media. We now have a Can You Hear Me podcast page on LinkedIn.
Eileen Rochford [00:32:02] And I'm going to give a plug as well for our loyal listeners to consider giving us a review. As you know, podcasts like ours really depend on you guys telling others what you like about our show so that more people can find us when they're searching for great B2B podcasts about communications, as I'm sure everyone is doing regularly. Right, absolutely. Well, thanks. I'm Eileen Rochford, everyone, we appreciate you listening. And remember, you can find us wherever you get your podcasts on Apple, Spotify, Google Podcasts and more.