Stacey Hanke, Communication Skills Coach, Speaker, Author

Scaling Up Serivices - Stacey Hanke

Stacey Hanke, Communication Skills Coach, Speaker, Author

Stacey Hanke is author of the book; Influence Redefined…Be the Leader You Were Meant to Be, Monday to Monday®. She is also co-author of the book; Yes You Can! Everything You Need From A To Z To Influence Others To Take Action.

Stacey is founder of Stacey Hanke Inc. She has trained and presented to thousands to rid business leaders of bad body language habits and to choose words wisely in the financial industry to the healthcare industry to government and everyone in between. She has been the Emcee for Tedx. She has inspired thousands as a featured guest on media outlets including; The New York Times, Forbes, Success, Entrepreneur, Thrive, SmartMoney magazine, The Economist and Business Week. She is a Certified Speaking Professional—a valuable accreditation earned by less than 10% of speakers worldwide.


[00:00:01] You're listening to Scaling Up Services where we speak with entrepreneurs authors business experts and thought leaders to give you the knowledge and insights you need to scale your service based business faster and easier. And now here is your host Business Coach Bruce Eckfeldt.

[00:00:22] Are you a CEO looking to scale your company faster and easier. Checkout Thrive Roundtable thrive combines a moderated peer group mastermind expert one on one coaching access to proven growth tools and a 24/7 support community created by Inc award winning CEO and certified scaling up business coach Bruce Eckfeldt. Thrive will help you grow your business more quickly and with less drama. For details on the program visit That's E C K F E L D slash thrive. .

[00:00:58] Welcome, everyone. This is Scaling up Services. I'm Bruce Eckfeldt. I'm your host. And our guest today is Stacey Hanke. And she is expert in executive presence and influence. She's a communication skills coach. She's an author and a keynote speaker. And her recent book. Her most most recent book is Influence Redefined. So we're gonna learn a little bit about that and the work that she does exceptionally on a points topic for this group.

[00:01:22] Service based businesses are so important in terms of how you lead, how you present, because all you have is your people in your ideas. Right. You don't have products and stuff behind that. I'm excited for this. I think we're going to have a lot of good takeaways. Stacey, welcome to the program.

[00:01:35] Thank you. It's always an honor. I enjoyed doing these, so thank you for the opportunity.

[00:01:39] And it's always fun. I get a little self-conscious person bringing on somebody who's going to be evaluating my presentation and presidents. But but I'm going to muscle through and we're going to learn some stuff here. Why don't we start with your background? So give us a sense of how you got into this. What was your professional journey?

[00:01:56] I started in radio, Bruce. I wanted to be the next Katie. Correct. But apparently that did not work out. Just a minute. Exactly. I always, always in training and development, probably the biggest spin on my career was I worked for a not for profit and I hired speakers. I was always the employee. These were the other side of it. Of course. Yes, they would introduce the speakers. I'd hang on their shirt tails, have them coach me. And then I moved to Chicago, which is where I reside today. That was 18, 18 years ago.

[00:02:25] I worked for a company that they strictly worked on presentation skills. That's what they brought me in. Got it. And the cool part about that career transition was they ripped you apart big time. The coaching was pretty brutal. What I did it connect with was this idea of teaching individuals how to present on stage, because I always left those engagements thinking, well, they're not going to be presenting in front of a group for weeks. What I gave them, how are they going to use that? And that's when I really started tap into this concept of our executive presence. Our reputation that we create every day is about how we show up every day, how we present ourselves in every situation. Therefore, 17 years ago, we'll be 17 years the same or we started the company. They keep saying we because there's a whole team that supports them in this whole process. And that's really our big push is to get individuals to really be more aware of how does everyone else around them perceive them, whether it's in their personal lives, their professional life. And then we really tap into every medium, every medium where we're trying to push the message through to increase the level of influence they really have.

[00:03:32] Yeah, I like that idea that it's not about creating this facade or creating this costume that I put on when I go onstage and then I take it off. And I'm not simply different, but it's really it's a 24/7, 365 of who I am. And how do why don't I come across you? How would I show up on the world on a day to day basis?

[00:03:49] And I think that's so important now because we have so many ways that we can communicate with social media and all the technology that we've got access to. I think it's even much more critical to really think about how we show up in all those mediums because you really have one shot at your listeners that you're trying to influence. They have so many messages that are being thrown at them in a day. It's making that that much more difficult to stand out from all that noise to really be memorable.

[00:04:16] And I'm not just saying in your message, but how do you be memorable and the experience that people have with, you know, how crazy you know, you mentioned you started out on the other side hiring people to, you know, to fill the stage or to put on stage. What did you notice about the people that you were hiring in terms of how they showed up, how they took the stage, what they did onstage, what they did off the stage? Was there were there key things that you noticed that influenced you in terms of as as you started working on the other side and helping people with that, that that were, you know, influential for you?

[00:04:48] Exactly. At the ones who were successful are the ones that had consistency. Because I would interact with them from the time we started to interview them to hiring them, to prepping them for events and then being there, M.C., through the whole the whole process. And Bruce, that the thing that I could never figure out how they would be different with me on the phone and then I would see them up on stage and they would turn it on big time. I had a challenge with that. I just thought there's no integrity behind it. There's no authenticity behind it. The speakers that we heard that had the success is. See them onstage. You thought. It's like they just invited you to their family room and they're entertaining us because it's always the consistency of that, that experience. That's how I define influence. I really believe that this idea of Monday to Monday, you don't want people guessing who shows up for the podcast, who shows up in the hallway conversation impromptu and everything in between.

[00:05:44] There's so many stories like this. I was sharing one because it recently happened grew. So it's it's I don't mind. There is someone here in Chicago, one of my clients, Ray Meyer, and I've known him for a number of years, admired him until we went out to lunch a couple of months ago. When I watched how he interacted with the service, it's a classic.

[00:06:03] It was different.

[00:06:05] And since then, I'm kind of gone the other way. And that's what I mean by consistency. But the good news is we really do get to decide how people perceive us, how people build a reputation around us simply by how we show up, how we stay showed up and the message that we leave them with.

[00:06:21] Yeah. You know, I'm curious, you know, to the extent that I mean, I like the idea that the way they show up on the stage is the same way that you would they would be if you're hanging out in their living room, you know, having a chat. But how do you filter or how do you kind of decide? Like, how is this? Like, you really bear you? You lay bare everything about you or is it is figuring out what pieces of it are really going to define who you are and then focusing on those things, because I get a little worried that, you know, if I'm if I'm running around, you know, swearing and cussing at home, does that mean I should swear in cars on stage of business? Is this what you're suggesting might not work?

[00:06:55] Right. Your second comment, you've got to identify who you are and what you want people to say about you. How how do you want people to feel about you? I use the example, Bruce. Most of us, when we sit at our desk in the morning, we probably go to our outlook calendars or whatever tool we use. And you look to see who you're on the calendar with. And is there ever that name brands as a client? And maybe it's someone that you work with. You see them on their calendar and your instinct is telling call in sick. I have to talk to that today. I have to interact with that today. And that's what I mean, where it's it's really figure out who are you? How do you want to come across? My whole point is I don't care if you're a CEO. I don't care if you're brand new in your career. We all have styles and we all can truly improve how people experience you. I say how people experience with you, because I think that's a big part of influence and it determines how much influence you have and what you don't have. Now, the only way to do that, you need to experience yourself through the eyes and ears. If you're a listener and we do that through video, we do it through audio, you can do it on your phones because until then, you're not going to get everything. I just said, yeah, you're not going to stand. Well, wait a second. I want to be just comfortable at home. I get that. That's not what I'm talking about. It's more about do you look people dead in the eye all the time? Do you treat people with respect no matter who that person is? Those are the concepts I'm talking about. Sure. Can you be a casual, more casual in a conversation perhaps on a at dinner with friends and family? Yes. That's not what I'm talking about. It's really about the behaviors. Do your behaviors. Are they consistent with what you're saying?

[00:08:33] Yeah. Well, I think that feedback, the idea of actually recording and playing back, like I just remember back to high school, I was a big cross-country ski racer.

[00:08:43] And and one of the most important kind of coaching tools we had was actually videotape because you could sit there for an hour and have someone tell you how you weren't getting on top of your ski. And I did say I'm getting on typing it out. And then you watch a video yourself. You're like, oh, I'm not getting on top of my skis. So it was until you saw yourself do it. It's like, oh, I get it. I'm walking around too much on stage or I'm you know, I'm you know, I've got this nervous habit or I say this word all the time.

[00:09:07] Isn't that interesting? Because you you're doing the behavior, whatever it might be.

[00:09:12] And I use a lot of sports analogies because you can just relate to the whole muscle memory concept and lack of self-awareness. You're doing the behavior, you don't know it, and then you see it on playback. And there is this disconnect of wait a second, that's what they saw my listener saw. That's what they experienced. How come I felt completely different. Now that can go both ways. I've also had people that I've coached watch themselves on playback and look at me and say that is so much better than I thought. It can go both ways. But I really do believe that until you take a close look. And it needs to be consistent, though, Bruce, I'm not talking about video. Record yourself today and then you're good for there for a lifetime. It's the consistency of that as well, to see what's working, what's not, and what other habits did you pick up that you think you feel you need to change?

[00:09:59] Well, and also, I'm sure contacts. I mean, it's one thing to video, video, a formal presentation where, you know, in front of the room or I'm onstage or, you know, the head of the table giving a PowerPoint or something versus, you know, the casual conversation with a direct report or with my boss. And, you know, being able to capture some of those things. I'm sure I'm sure people show up differently in those cases that they do.

[00:10:21] And I think that's why it's so important to see is there an extreme difference of who you are in all those situations?

[00:10:26] That is way too much work to actually work for.

[00:10:32] Exactly. And I've seen it so many times where I'll have a good relationship with a leader. Then I see him or her, whether it's up in front of an audience, or maybe I'll observe them facilitating a meeting. And they're different people.

[00:10:45] And I'm not sure why that happens. If we feel like, well, I'm on stage, I need to turn it on, that there's definitely different skill sets and different messages and how you deliver that message for all different mediums. But I'm going deeper than that. And that's where I use you use skiing. You know, any professional skier, there's a certain way you always clip into your skis or your snowboard. That's standard. And there's there's definitely core skills in my book that that's what I'm referring to. There's got there has to be a core to who you are, you know, other pieces.

[00:11:15] I mean, I get the ideas that we want to have a certain amount of integrity or consistency across these different things or their cases, though, or there. What parts of it do show off shift? Because I mean, certainly having a casual conversation with an employee over lunch versus being onstage. But those are fundamentally different environments.

[00:11:33] What pieces do change or what are OK to change that aren't going to run into this case of you've got this work to do to sort of shift yourself, but what are appropriate to make in those two cases?

[00:11:44] And a lot of it's your delivery, Bruce, is if you think about when you're on a stage, whether you have a microphone or not, you still have to be bigger. You know, if you're talking to 50, 100 plus people, your body language itself, like how you move on that stage, how your gestures. What do they communicate? Now you have more people to look at, which is where that connection comes into play. Now that you have so many different personality styles, you have to give. I think you have to make sure you are very particular about the type of stories you tell, the examples you give that involve the voice. That's where it's different. So I'll give an example, Bruce. And this is going to seem so elementary. We talk a lot about brevity, saying less with more. Right. We've we've heard that for years. Yet a lot of us don't like to pause. We love to talk in paragraphs rather than sentences.

[00:12:35] And the concept of if you're talking to someone who is your one on one and they're very direct, they want to get to the point at you know, I think a lot of my CEOs, they don't have time.

[00:12:46] Well, my sentences are going to be even that shorter. The pauses. I'm really going to be utilizing those to be constantly thinking on my feet to think about what is he or she seemed to me to make sure that I honor their time and I deliver a message they resonate with. Now I'm in front of a large group. The pauses a little different. I'm using the pause not only to continue to think on my feet, but now to watch 50 100 people. Are they getting it? Are there some that have that look on my face off? Come on, get on with it. Or that totally went over my head. I need to throw an analogy into to get them to really connect with my concepts and see see that that the pause is a core skill. It's you need to adapt it. And that's, I think, where it gets tough. That's where influence can get a little complicated.

[00:13:29] And how do you do that? I mean, I guess I I certainly, you know, personally have you know, it's always something I think about. And I see a lot of speakers do this or, you know, I see a big difference in the speakers that I watch. You know, one on one, I think it's easy to kind of build that connection or hopefully, but I think it's easier. But when you're in front of, you know, even 50 people, you know, it's now how to make that connection.

[00:13:52] And I've seen such a difference between speakers that are you know, it feels like they're talking to me personally and some of it feels like they're the room could be empty and they wouldn't change. You know what happens there? What is what are the dynamic differences?

[00:14:07] I have a long pause for Bruce because there's so many concepts I could throw your way, but I would make this really simple.

[00:14:12] I think the first one with a large group is the level of interaction that you have.

[00:14:17] And it can be that the throwback question. Right. Throw a question out there that people need to respond to. It's getting them to to interact in the answers that they give you. It's using the pauses to throw in an extra story or an analogy that you didn't plan for. But you can tell that they need more behind the concepts. So the interaction to me is the big part. The more you can interact, the more you can get your audience talking, the more you understand. What do they need? What don't they need? And how can you adapt your message on the fly?

[00:14:52] And how do you get. How do you develop that? I mean, is this just a question of having your content down cold? Does this, you know, being trained in the body language, you know, systems? How do you get to that level of mastery, of attention, of keeping the audience's attention?

[00:15:09] And it definitely is the mastery of the practice, right. That's the other part that makes us talk.

[00:15:14] And my concept earlier where I said I didn't believe in the presentation skills training. I don't believe in that because they teach you how to. Resent that one time media just had to stand up on stage and present my whole concept. I was working with someone and I needed to increase their level of interaction. I'd be watching how they interact in meetings. I'd be watching. How do they interact over the webcam or over virtual conversations? Because when you can do when the suddenly big level of interaction or pause is become your day to day. You and I both know this, Bruce. No matter what medium that you're in, especially a high stakes one, like a board meeting or a presentation, suddenly you're not thinking about, oh, I need to interact. Oh, I forgot to pause. I need to pause now. That's when it becomes an absolute cluster. I say cluster. You really start getting people to guess your level of authenticity and trust.

[00:16:04] And I think it's important. I think that, you know, this isn't just about being onstage and this is there. Any time you're trying to communicate, you know, whether it's professional or at home or personal with friends. Anytime you have a point to make, any time that you want to have influence, that you want to have communication happen, you don't get a point across that these things are important facets to your success.

[00:16:22] Exactly. But it's doing it all the time. So it goes back to the athlete.

[00:16:26] I'm thinking about the Masters. Did you see the Masters?

[00:16:29] I did, yes. And I didn't I wasn't there in person, but I watched it on TV. Right.

[00:16:33] It's like we are where we are. Most of us have all heard about it.

[00:16:36] And think about how much Tiger Woods must have practiced before that event. Yeah. And we're like athletes. The difference between you and I versus an athlete is everyday for us is game day and especially your listeners. When you're sharing with me what your audience says, well, they're constantly in the spotlight. I would imagine they're constantly being evaluated in the higher up that you crawl on that corporate ladder. The camera is always on neutral, are always watching you because they're trying to figure out by your body language and how you interact with people. What do you say? How do you do that? How did you get to your position? And that's something that we just forget. We forget like an athlete that the true kid, anyone who's influential, which to me, that means they're successful. They are constantly practicing. It doesn't just fall out of the sky and hit them on the head one day, but they're constantly, deliberately practicing and getting constructive feedback on how they're developing, what's working and what's not.

[00:17:32] So if I'm if I'm an executive, you know, early in my career and, you know, moving up the ladder and I'm thinking about these things, is this, you know, is this like I need to go to a boot camp and now I have it and I'm good? Is that something that, you know, every Tuesday at 2 o'clock, I need to spend half an hour? Is this like before I go to bed? I do an imaging like how I look practically. How do you start to work on these things?

[00:17:52] I'm going to make it super easy because as an executive, no one has time. Right? It's insane. So here's where I make it super easy. The hardest part is turning on the consciousness. If you think about pauses, I'll use that since we've been using that, Bruce.

[00:18:06] Think about how many times in a day you could be practicing that skill like all the time. Right? It's not about carving out two o'clock on a Tuesday and your calendar because that's not going to work. So it's consciously thinking about when you're in a conversation for that two minutes. Think about your word choice. You really focus on that. Then the next conversation, someone catches you in the hallway. Think about what your posture communicates through your gestures. Just for two minutes. And when you key, when you're incorporating these skill sets constantly, that's where the new norm sets in. Now, the kicker, though, is going back to making sure how you're coming across is real. I always recommend for anyone to start first thing to do. I challenge your listeners in the next week, audio or video record themselves. I've tried a couple of times and then when you watch it, you're really paying attention to how did I come across verbally and nonverbally rather than how I felt. No. To get someone that you can trust and whether it's your personal life or your professional life that is really going to tell you the truth. And I always talk about prepare for the feedback. Therefore, before this podcast airs this interview, if I would have asked you, here's what I'm working on. Would you coach me after the interview was just spent five minutes for you to give me feedback. The more that you can prepare the feedback, the more you're able to use it. Otherwise, you're going to hear a lot of people telling you how great you are.

[00:19:28] You ask them that magical question, how do I do? Is great. Yeah, it's true.

[00:19:33] Terrorists could just start with those three verse. They're farther ahead than they were when they first start listening to this interview.

[00:19:39] Yeah, I love it. One of the things I do with the leadership team is that our coaches, we will usually each month or each quarter, each person identifies one thing that they're working on. So one area of development and you make it OK for everyone else on that team to give you feedback on that. So if you're working on the players, you say, look, this month or this quarter, I'm working on policies. I would like each of you to give me feedback after we meet, you know, on how I'm doing with the pauses, what I'm doing right, what I'm doing wrong. And I think that it just creates this culture of everyone is learning, everyone's improving. And feedback is the key to getting that. So I want feedback. The other thing we do, I said, you know, we do all this training on how to get feedback, like how do I phrase it? And I was the one that I like to focus on is how to receive feedback, because so much of the problem is that. I give feedback to somebody, but they do not accept it and they don't know how to process it. So we train them on how to receive feedback and how to say thank you. How to get clarity and how to figure out how you're going to incorporate it into your work. And because I think that feedback is great, but unless I can really use it, I can demonstrate to somebody I can really use it. I'm not going to get it.

[00:20:38] Exactly. And careers. I mean, there's been numerous times when I'm on a call, a sales call with a potential new client. We're getting ready to land a session of some sort. And I'd share with them how we do the feedback. At times, he'll be a long pause on the phone. The individual who I'm selling to will say you need to be careful with your feedback here. And like, really? What do you mean by that? Well, our leaders believe that we've worked hard. They've worked hard to get to the position that they're at. And we just we don't believe in the feedback. Well, like, interesting. And I hear that more than you'd be surprised.

[00:21:12] I'm sorry it said that again. I'm not sure we could understand. So this is this is a person that's hiring you to work with an executive, that they're telling you that that executive has to submit it or they have decided that getting feedback to the executive is not culturally appropriate?

[00:21:25] Or is this something that I want to direct, that they look at feedback as something is wrong? And in my approach to it is now as a leader, you understand that you are constantly developing your influence or whatever you might be developing. And the only way to do it is through feedback. And sometimes it's very hush hush. They would don't want me to tell anyone who I'm working with and I'll ask them all what? Why don't you want people to know? Because I look at it as that's just going to grow your credibility as a leader. Your team realizes this is a work in progress. Know, I think maybe that's where the feedback of the. Nice job. Great job. Great work, because we don't want to necessarily always give it or we don't know what to say.

[00:22:07] Yeah. Dave, any thoughts on kind of opinions on kind of corrective feedback versus reinforcing feedback? I mean, kind of technical. I'm not sure it's right, but positive versus negative feedback. Mean, what's your what's your sense on on when to use which percentages are their preferences? How do you actually use feedback or what are your strategies around giving feedback?

[00:22:28] Don't sugarcoat it. It will make it worse. Just tell you how much that feedback saying what's not so effective. Believe in that.

[00:22:35] And I I used to teach that back in the day. The feedback to me is there has to be some balance. I mean, it can't all be bad either. You're just going to rip someone apart. I can only talk from experience of how a coach, executives and high coach my team and my team knows that you can't be perfect. So there's always something that we will give each other that aides to you can be better. And here's how I think it's the less we say, the more impact it has. It's being very careful with leaving out too many of the word. But because where you place those, it's like a slap in the face depending on how your sandwiching that word. And I think to me, it's met my head. Go back to my my dad used to always say to me, you'll never lose if you just tell the truth. Nothing bad can happen if you tell the truth. Yeah. And sometimes it's hard to hear. And if this is adaptability, if I've got someone on my team that I know I have to be gentle with. However, you define that and I don't. But if I had someone who hates him, I need to be gentle with. I'm not going to just jump in and say, OK, right here. He here is not working. I may talk about here's where I see your authenticity comes through. You know, where I see there's conflict where people start guessing how authentic you are. It's when you do this. I like that. I hope that example helps.

[00:23:51] No, it does. And I'm thinking do that. The gentle or the sensitive thing. You know, I think one of the things that I do in that, which I think it's been helpful, is it's really for me, it's more around the prep than the actual delivery or the thing that I'm trying to say is I really try to make sure that the person is, you know, open and ready to hear it. So I may even start with, hey, I've some feedback.

[00:24:11] Is this a good time or you know, or, you know, do you want to hear this now? Well, I may even lead up to it. They have some feedback on this presentation and your use of pauses during it.

[00:24:20] You know, like I'll I'll kind of give them time to kind of get themselves in the right spot to be able to receive it. So it's for me, it's less about how do I sugarcoat it?

[00:24:28] It's more of a heart of why conceptualize it or make sure that they are ready to receive it in a way that's going to be that they're going to be able to use it rather than react to it.

[00:24:37] That's it. You get the commitment, too, from them, I think as long as it's a two way conversation. I know that might not apply to every situation when you're giving someone feedback depending on what you have to give them feedback on.

[00:24:48] I think when it can be a two way conversation, you're also getting commitment from them and they're owning their feedback to most likely hold themselves accountable.

[00:24:58] I'd like to order some of the common challenges. I mean, if given the work that you've done with lots of executives and different positions and different types of companies, what are the sort of the typical things that people struggle with and water? Some some strategies are things they can do to help you more aware of it and improve upon it.

[00:25:14] I think the first one and you just said the word awareness, the first one that we've tapped into here and there in this interview is first. The lack of self awareness. I'm blown away how they we just don't know and I fall into that same realm. I am just as guilty as everyone else. How less are where we are? And once you can increase the awareness, now changes can start to occur. So that's number one. The second is something that you and I have already talked about, Bruce. And that's brevity.

[00:25:38] Now we save way too much. And it's just simply giving yourself that permission to end your sentences with that POS, using that pause to trust your competence. You will know what to say. If you just gave yourself permission to take time to do it and I'm not saying pause for 10, seven seconds by any means, you'll surprised how quickly you can think on your feet when you're not trying to multitask by the constant chatter. The second is the inconsistency of body language with messaging, where the message will convey one message, one meaning, and the body language is contradicting that.

[00:26:15] Yeah, I didn't see them that way.

[00:26:17] Those are I want to always try to keep it into threes. Right? Those would be the top three. Basically people struggle with all at is. You can't even learn from me just saying that right now in this interview. You physically have to go back to my recommendation of start recording yourself. Make that your first step.

[00:26:34] It's funny.

[00:26:34] You mentioned the pause, I think, of a coach years ago that this exercise and I had to I had to create pauses around what I was doing to the point of discomfort. So every every pause that I use, I had that I had to wait till it was just awkward. And then I could start the next point. You know, it was just the whole idea was that you have to get used to it.

[00:26:58] Typically, we're overly sensitive to that space and becoming more just comfortable, more OK with having that that space, that gap and not feeling like we need to fill every single second of our conversation was really interesting. It really gave me some really great awareness and tools. And then we did some videotaping around it and I thought, like, you would do it. And I thought it was like 15 seconds right every time. And it was like two and a half.

[00:27:26] Is it? I still experience that. I have a speech coach who in fact, I just sent one of my videos to before before our interview today.

[00:27:34] So I am waiting for how much he's going to rip that apart. Someone once told me they go, it will never get easy.

[00:27:42] This concept of building your influence through your body language and messaging, it will never get easy. You only get better. Yeah, yeah, I like them.

[00:27:51] So who are you working with these days? I mean, what what's your what's your target kind of people? Are you typically helping? What is your engagement look like? What kind of results are you focusing on getting your.

[00:28:01] You're the people you work with.

[00:28:02] Yeah. We don't focus on a particular industry. We focus more on positions within industries. We work a lot with director to the CEO as well as sales professionals. That tends to be our sweet spot. Not that we don't work for anyone else because everyone communicates. Our clientele list is vast. What we tend to really tap into the large corporations and your listeners can see it on our web. So there's no secret that some of the big guys that I'm sure your listeners are aware of are nationwide.

[00:28:31] Gosh, I'm stumbling behind the bar of FedEx. Sure. We really recognizable names yet recognizable names.

[00:28:40] Our impact is really through the videotaping. And it's the way that we coach a team of instructors that deliver all of the workshops for us. And I think a lot of it's their style. I know they're doing a good job when the client says our leaders have never been off their phones this long. What are you doing?

[00:28:57] Pretty common feedback. It's also say you make it look so easy.

[00:29:02] They make it look so flawless and I've seen them. But that's years of practice right there. Yeah, they're definitely walking the talk. So we do it all through my keynotes. We do it through mentoring. We've talked a little bit about that today. We do it for a lot of workshops because we're trying to tap into all the different learning styles and what works best for the client.

[00:29:20] Sure, sure. Good. So if people find out more about you, about the work that you do. What's the best place to get that information?

[00:29:26] Thanks for asking that. We are big into being a resource I never sell on social media. I truly am there to be your accountability partner from afar.

[00:29:35] If you choose to. All of that connection through social media is on our web site, which is

[00:29:49] I will make sure that that link is in the show.

[00:29:51] So people can to click through and get that. And I'll reiterate your challenge for the folks listening to the videotaping. Try it, see what you notice, because I've done it before.

[00:30:02] It is very enlightening to see yourself or to hear yourself present, you know, whether it's formal or informal. So. Good advice. Stacey, thank you so much. This has been a pleasure. Great conversation. I've learned a lot. I know our guys have as well.

[00:30:17] Thank you. It's been a pleasure talking to you, too. Thank you for making it so. Easy, and I wish all of your listeners nothing but success.

[00:30:25] You've been listening to Scaling up Services with Business Coach Bruce Eckfeldt. To find a full is a podcast episodes. Download the tools and worksheets and access other great content. This is a Web site that scaling up services dot com and toll free to sign up for the free newsletter scalingupservices/newsletter.