Harrison Monarth, Author, Leadership & Executive Presence Coach

Scaling Up Serivices - Harrison Monarth

Harrison Monarth, Author, Leadership & Executive Presence Coach

New York Times bestselling author and GuruMaker Inc. executive coach Harrison Monarth is a leader in the field of developing key leadership competencies, executive presence, effective communication and leadership influence. Harrison has held senior leadership positions in manufacturing, marketing and
organizational development, in Europe and the United States. He and his team of executive coaches work with global leaders at all levels, in a range of organizations from Fortune 100 corporations to entrepreneurial high-growth companies. His approach is pragmatic and grounded in the leader’s concrete objectives, and deep enough to support sustained and meaningful change.

Grab his book: https://www.amazon.com/Executive-Presence-Commanding-Respect-Like-ebook/dp/B002R0JXFY


[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 more details about the program, visit eckfeldt.com/thrive . That’s E C K F E L D T. com / thrive

[00:00:57] Welcome everyone. This is Scaling Up Services. I'm Bruce Eckfeldt. I'm your host. And our guest today is Harrison Monarth and he is executive coach New York Times best selling author. He focuses on leadership development, executive presence. I'm always interested in talking with folks that are in this executive space, helping leaders perform better, be more effective, have better presence with that. Harrison, welcome to the program. Thank you, Bruce. Excited to speak with you. So why don't we learn a little bit more about you and your background and how you got into the leadership development executive presence space and then we can get into that subject is that there's a lot of questions I have. But let's learn about more about you first. Tell us about the background. How did you get into this?

[00:01:34] Sure. Yeah, I see. I'm originally from Germany and I left Germany in my early 20s, moved outside of the country, but into anything other than Austria. So I was comfortable with it. So I moved to Vienna and got a job as a marketing director. I was already fluent in English. I actually taught myself English when I was a teenager, was learning it. I loved the language, the sound of it. So I thought Americans were just the coolest people on the planet. So I was. LEWITT But it's almost 17. Just always had an interest in expanding on that. So left Germany, went to Austria, became a marketing director for a commercial real estate network. And the president of that in Vienna was also a parliamentarian. So he was in Viennese parliament. And so part of my time was was actually spent helping him, preparing him for his appearances, for his speeches was really just intuitive because it had to do a lot of it in English. And so he thought I would be good to help him. So he actually became very successful and gave me a lot of credit. So I just intuitively I helped him, you know, with his presence. Well, I didn't really know anything. I was now. But so I really liked where this was going and how he really got lots of lots of great attention.

[00:02:54] So anyway, I decided I'm going to study effective communication, everything from theater to psychology to, you know, really just became obsessed with learning how people can show up more effectively and more successfully. And so that over the years then turned into me basically becoming a coach or trainer or coach. And then in nineteen ninety five, I had a chance then to come to the U.S. and work with a couple of companies in Washington that eventually got that settled. And 1999 then officially started my company Guru Maker Executive Development and wrote my first book on Effective Speaking in 2006 with McGraw-Hill. That book did very well. And then I basically over the years, the following years, more and more was was sort of asked to do executive coaching where it was beyond communication skills, beyond speaking and presenting was really more about, you know, how can our leaders become more effective people, managers and persuade people more effectively and influence people in a positive way. In 2009, I wrote the first edition of Executive Presence, the book that really then launched me as an executive coach. And so do the second edition just came out. You know, after 10 years last month. And so I'm excited to share that with people and to continue to help people become more successful at work.

[00:04:15] Yeah, well, it's a great topic because I think a lot of the challenges, you know, folks on this podcast, you know, that listen, here are are really about that as the company grows, as I grow and grow my business, particularly a service based business. You know, I really I have to start working with people more right at eat.

[00:04:29] It's easy when, you know, it's just me.

[00:04:31] You know, I'm sitting at a quarter and I don't really up interact with folks much. But, you know, once I start to gronstal, the business leadership really evolves from this kind of doing the work to managing people, leading people that are doing the work. And that's a hard transition, I think, for a lot of folks and a lot of people struggle with it. Talk to us a little bit about when we use the word executive presence, like let's unpack that a little bit. What are we referring to? How does this you know, how does that kind of leadership and management fit into this? And what's your kind of model or how do you think about the whole sort of topic or category of executive presence?

[00:05:02] Yes, good question. And, you know, it is a bit of a sort of a foggy concept for a lot of people. In fact, I like to tell the story when I came over the first edition of the book in 2009, shortly after I got a call from a talent management executive at Merck Pharmaceuticals, and she said, we've identified a group of leaders that. Need to work on their executive presence so we're interested in coaching. And then she paused. She said, but what is it?

[00:05:28] They've identified the need, but they're not sure what it is. I couldn't put a finger on it, knows it. When when?

[00:05:33] We have no idea when they see it kind of a thing. And so it's very interesting to me. And so again, over the last 10 years that I've really done a lot of research and of course, really figure it out. What are the components of executive presence? For instance, my own appreciation of what you know, what executive presence is. Was formed in several ways. Number one. Years of conversations with senior leaders I've worked with about what executive presence who looks like and the qualities that they need to see in emerging leaders close observation of respected leaders that bring out the best in others. Then, of course, the research and the social sciences, leadership, literature, and then finally, also the failures of people that I've worked with and that I've seen where talent and cognitive ability. But nonetheless, they they failed or derailed because of an unwillingness to basically listen to feedback and adapt their behavior. So that was how my appreciation was formed. But ultimately, Bruce, executive presence is about influence and impact and it can certainly be about a negative influence and intimidating influence.

[00:06:33] But the way I coach it and teach it just to help people become successful and then make their people and organizations successful is I talk about a positive influence and positive impact. And so right there, there are components that are I'll just give you a few of them in my book identified 17 different components of executive presence. Some of them being, you know, some of the obvious ones like your physical appearance, your communication ability.

[00:06:57] Right. Your ability to articulate messages in a clear, you know, convincing and appealing way. You know, just to tell a simple story that makes sense to people acting decisively, you know, projecting confidence, even your status or reputation have an impact, of course, on your executive presence. Being there have difficult conversations, not shying away from that or holding people accountable. Being having political savvy. So not shying away from building relationships with with people that even above your own level. So those are all some components of executive presence. And, you know, as far as, you know, business leaders are concerned, whether you have a small business with a handful of people or a much larger organization. The thing to to realize is, I mean, anybody can stand to work on their executive presence or on their presence. One thing to realize is that we all have a profile. So it's not like we either have it or don't. We have done things that were decent, that and other things that we need to work on.

[00:07:57] So that's something important to keep in mind. So when we are investigating, well, where do I need to work? What are some of my weaker areas? That's important to keep in mind that you do have strengths as well. It's also important to realize that executive presence can shift over time. In other words, if you say you are very confident when you're meeting a new client or peers or colleagues and you're a good conversationalist, great physical appearance, but then you get in front of a higher stakes audience, maybe you're giving a talk right to two government officials or even more senior level executives. All of a sudden you start stammering, you get nervous, anxious, write your executive process goes right out the window. So it's being aware of what those things are, what those situations are, which means having developing your self-awareness and managing your emotions in those situations. And so in my book, I also talk about it. I have an entire chapter on how to manage regulate your emotions. There are five different neuroscience backed ways to do that. And frankly, any business owner, any leader, if you can't keep it together in a tough situation, then forget about your presence. I mean, you're just going to be very successful in your activities. Exactly. If you can't think clearly. Right.

[00:09:09] Policies, you know, the the idea that sort of contacts ends up having a big impact. I certainly see that a lot. I know folks who are you know, I just top of their game when it's, you know, subject matter in a situation or contacts that they're familiar with. They've been in before. They're comfortable. But you switch contacts on them and they're completely different. I mean, you know, all the skills they have in one area just disappear when they switch. Gardner Just how much have you seen or what have you found as being kind of the context influencers that end up changing or impacting people's ability to have an active present or be successful or be impactful in terms of their ability to be an executive?

[00:09:48] Well, it has a huge impact. The context, you know, so that the one I just gave, for instance, you know, being among peers, you can be you can you can have all the confidence in the world be really, you know, really elegant in your interactions. And then all of a sudden, higher level executives, you you become just you completely reduced in your effectiveness and your communication ability and all that stuff.

[00:10:08] But what's interesting to what you just brought up about the context. So some of the leaders that I work with, let's say they are typically there from the director level to the CEO level. Right. Or general manager level. And one thing that's interesting is. When people shift or do they they move into a different position. Right, so let's say they were you know, you're an expert in a particular function and now they're moved to a different function and say, where are they? They need to now learn completely new things and they have a working for them that is very competent in that domain or in those areas. So these are people now leading a team of experts that know a heck of a lot more about the subject matter than they do.

[00:10:46] And so, you know, some of the questions I get sometimes and what I'm seeing is that leaders are often uncomfortable admitting that they know less or that they feel that they need to show the strength and the, you know, the confidence and the. Yeah, the competence to lead this team. And quite the opposite is actually necessary where because listen, an expert can immediately sniff out whether you know what you're talking about. It looks like you are trying to posture or pretend then you're really losing the respect of people. Then they feel like, oh, my gosh. It's one of those. But if you actually say to people, if you have the humility and and foresight to say, look, you guys are a lot smarter than I am when it comes to this. You know, I mean, obviously, there's a reason why I'm here, but I need to learn from you. Right. I'm going to listen to you. I want to hear from you. I need to get up to speed. So tell me what you know. Tell me what you think. I should be looking at things and then you can still make up your own mind. So, yeah. You have to obviously lorem and you have to learn fast, but have the humility too, so that you can be and be comfortable with that. Be confident in that in your ability to grow and learn rather than trying to pretend and have the sort of Potemkin expertise which, you know, anybody can just poke a hole through.

[00:11:56] Yeah. You know, it's interesting. I see that come up a lot. I work with a lot of technology companies and kind of heavy science kind of background companies. And you get these founders, CEOs who are brilliant programmers or data scientists or biologists, pharmacology things.

[00:12:11] And they move into these leadership positions and they they very quickly become uncomfortable and actually can be quite dysfunctional when they start having to manage these other areas that they don't know about. And they're so used to knowing more than everyone else that they don't have, you know, kind of the skills or capability or mindset to be able to effectively manage folks in a situation where they have to kind of trust or they don't know the domain nearly as well as as these folks. I think it's a huge learning transformation that that these CEOs need to go through. Well, what are some of the kind of strategies or shifts that you see need to be made with executives when they move into a position where the people that they manage or they need to lead are are much smarter than they are around the Top End? And the thing that they're trying to manage.

[00:12:58] Yeah, I would say one of the things that's just put your ego in check. Yeah. It's not about you know, you don't have to be the smartest person in the room, in fact. I mean, I'm not the first one to say this, but if you are the smartest person in the room and it's not a very you know, it's not a very dynamic room. So surround yourself with the smartest people that pick people that are smarter than you. Right. And then, you know, help them work together, collaborate, you know, be show them that. Obviously, as long as they understand the objective, they understand division where where you're going, the why of the work.

[00:13:28] You know, even more important now with, you know, millennials and your generations, the purpose of the work. But. Yeah. Then let them go. Right. Let them go like and support them as much as you can and listen. They'll respect you for that. And then, of course, again, you still cannot neglect just having having having some subject matter knowledge. You cannot be. It's not it's not what you need to do to be as, you know, as much of an expert as everybody else. But you still have to be able to make decisions which you can only do right. When people bring you solutions and they make suggestions and proposals, you still need to be able to figure out. Well, OK, well, let's see what's which we should we go here and you can only do that when you know a little bit about what's going on, at least now.

[00:14:12] And first, if you found. Is there one or is I guess is there. Is there one way to have ah. One good model for having a good kind of executive presence or are there different types of kind of be good executive or I guess how much do you find that there is there's one ideal model and versus how much there are, you know, different people with different styles and different backups. And you can be good in many different ways. You just need to figure out like what your great way is going to be.

[00:14:39] Yes. First of all, in order to understand where how much executive presence you have and what you need to work on it, you have to have some self-awareness now that you need to work on your self-awareness, because we know lots of people that are doing things and saying things that that really just kind of betray the fact that they have no self-awareness. You know, you face love and you go, holy cow, I can't believe they just said that or just did that.

[00:15:03] So very hopeful. How do you develop your self-awareness? Because most of us are actually not very good at that. Right. So we dismiss statistics that know. Ninety four percent of college professors think they have above average teaching skills. Well, those are smart people. So. Right.

[00:15:17] And 44 percent of them are wrong. But.

[00:15:21] Ask anyone. Ask a full room of people. How good of a driver do you think you are? Do you think you're an above average driver? You know what? 80 percent of people statistically will raise their hand that they're an above average driver. So the difference between how we see ourselves, how you see yourself and how others see us, there's only a 30 percent overlap. So that means we absolutely have to work on software. How do we do that? There are different ways to do that. There is a practicing mindfulness. There's lots of information out there on how to do that, emptying your mind off of distracting thoughts and clutter and just really being sort of in the moment and and being focused, you know, on on what's happening around you. Then obviously, you know, reflecting just kind of just thinking about what are your values, what are you what do you know you're good at and what do you know that based on what you like and what you're running away from it? What do you need to work on? And then the one that absolutely has to happen is you have to get observer feedback. The reason I said earlier, so whether it's a 360, you know, where you ask a group of people to tell you what how you come across your reputation or you sit down with somebody, there's some people that you trust that are not necessarily your best friends, but people you trust.

[00:16:30] And you can say, look, I'm working on myself. I'm trying to grow in this particular area. And I'd love to know how do I come across, you know, or what worked for me in this particular project and how could it have gone better? There's so many different ways to get get the data that you need in order to to see if you need to adjust. The one thing that you have to be very careful about is that you don't shut the person down because the moment you defending or explaining and rationalizing why you did something when they when they give you feedback, you know, you're just basically cauterizing that feedback. So you're just completely cutting yourself off. They will never again tell you a thing that is helpful. So, you know, just take the feedback. Clarify if you if you have to write clear, but then say things and move on.

[00:17:14] Yeah. I like I do a lot of work with executive teams. And one of the things everyone talks about, how to get feedback and training people, how to give feedback. One of the ideas I focus, I train everyone how to receive feedback. That's typically rhythm problem. And it is exactly that. It's like first of all, listen, you know, make sure that you understand it. And we talk about clarifying questions to know what it really is, a clarifying question and then say thank you and then and then decide what to do with the later. You're don't have to process it at that time. But, you know, making sure you understand what it is.

[00:17:42] So in terms of sort of evaluating yourself, how do you so you kind of get this feedback. What is the model or what is the list? And I know you've got the the elements in your book. How do I go through and kind of evaluate myself in terms of executive presence? And then how do we think about really what I should work on? Is it just, you know, finding your weakest one and and figure out how to improve that? Or how do you suggest people go through and develop some focus and some goals and some targets for themselves?

[00:18:12] Bruce, this is really a very good question, because you could. Absolutely you could. We all have a bunch of stuff we could be working on. So we want to work on in picking that. So you're right. And some people might say, well, I'm not really good at this or that. And so I'll pick this and start a program here. But is that really the right thing to work on? So indeed, the answer to it is we talked about self awareness earlier, getting self awareness. So the key is to develop strategic self awareness. And with strategic self awareness is all about its comparative. So in other words, you know, people's basic that's perfectly encapsulated, by the way, in the statement. What got you here won't get you there. So in other words, it's not always home, you know, about how good you are, but how good you need to be in the context that you want to complete it. So in other words, strategic self-awareness. What are your strengths and weaknesses compared to your peers, compared to your rivals, compared to the standards that are, you know, are being used to measure success and leadership? So sorry. Robert Hogan, the the founder of Hogan Assessments Unit, uses an interesting example. He says, so you might be an absolute champion in high school soccer. Right. But then at the college level, you might still be pretty good, but you're no longer a standout in the Premier League. You won't even get a tryout. You're not even good in the trial. So really, you have to measure yourself against the standards, you know, or the rivals or the competitors or the peers against whom you can compete. Because in those in the higher up you go, obviously, you know, what skills, what behaviors, what knowledge do you need to need to have to play? Well, basically, IQ and subject matter expertise are just no longer enough.

[00:19:50] Yeah, well, I think that idea of the context like where you want to perform and I would always use this example of, you know, if you if you want to be a marathon runner or you want to be able to squat 500 pounds, I mean, that where you would focus and your performance goals that you would set and the activities that you would work on are really different. So, you know, depends where you want to be and what how you want to perform.

[00:20:13] That's exactly right. I mean, a boxer, a championship boxer, you know, trains definitely. And works on different skills. Then a mixed martial arts fighter headset. Absolutely. So that's strategic self awareness and so that, you know. So it's that it's just having an inner focus. Just really looking around. So how good do I need to be here? Yeah. Yeah. So.

[00:20:34] So once I kind of figure out I know where my my current performance is identifying some goals based on context and the level that I won't perform at. What are some of the strategies, tools, techniques that you find effective to help executives actually learn those skills, develop those capabilities, become proficient and successful in those areas? How do they go by that?

[00:20:55] So it really depends on the particular area. So if it's a matter of, for instance, just picking a couple of things in my line of work, so executives or leaders, managers that need to become more engaged in meetings, let's say. So I have leaders that are, you know, very intelligent. They are. So might be ahead of R&D or, you know, a functional leader, but they're just not engaged in meetings, not because they don't have anything to say, but they've made the choice basically to say, in fact, I've heard it more than once. What are my clients saying? You know what, Harrison? There's just people are just talking a lot in these meetings, but they're not really saying anything.

[00:21:30] So I don't really want to contribute to the noise. Right. And so what's happening, though, is you're creating a perception that you're disengaged. That you really that, yeah. You're not willing to take leadership here. And so, you know, if they're already saying what you're saying, you know, you want my advice. Say it first. Must be cut. Raise your hand in engage so that there's plenty of research out there that shows, obviously that people are more confident and more leader, like people that speak up and engage with more recent research from the High School of Business and at Berkeley that found that not only are those people that speak up AAPS, not only are they seen as more confident, they're also seen as more competent. And they did various tests and studies to identify that people that are watching someone speak up and engage and make themselves heard are just automatically seen as more competent, as harder working, more conscientious, more creative, even when they actually aren't. When some of the answers they give aren't quite right or they aren't quite the quickest wants to jump it. But because they are more engaged, they automatically there's something happening at the subconscious level where we just they are more leader like. So you really have nothing to lose to, in fact, everything to gain by just being more engaged, whether that's, you know, obviously with your body language, you know. And so you ask outside, do you develop this in cases, Bruce? I've actually we've made it so that the client has a quota. So in your third moment, you speak up at least three times. That's it. That's your quota. So three things. Obviously not gonna make hey, you know, what time is lunch? One of those things, right? But you're going to contribute something of value to the conversation at a minimum of three, three times.

[00:23:11] So I've had it happen where when a client did that a month later, you know, I speak to the boss and bosses. Oh, my gosh, I don't know what you did, but much more engaged, willing, defend his ideas, stands up to, you know, is willing to have a debate. All that stuff. And I'm thinking all it took was a pink little sticky note on his notepad on his iPod. Lets you know where he basically three times. And, you know, obviously, this suggests that people have access to those behaviors.

[00:23:40] Right. There are other things like, you know, managing your regulate your emotion, regulating oceans and managing up. Right. So there you have to go a little deeper in terms of or networking is another one.

[00:23:52] Building relationships, obviously, that's not necessarily super easy is as easy as having a quarter. We speak up at a meeting. There would be some deep seated issues like, you know, introverts aren't necessarily very comfortable reaching out to people and those relationships, you know, so. And so there you need to find different strategies and you need to find ways to reframe something like that where it goes from. Basically, instead of saying, oh, my God, I have to sell myself and I feel like I'm you know, I'm just I'm begging for a show and all that stuff. You know, you really have to kind of one strategy is to reframe that and basically say, look, how can I can provide value to other people? How can I share something that might be useful for someone else or even be a connector and connect people that I find by just reframing that all of a sudden you just feel less? Francesca Gino Founda from Harvard Business School, she found to actually feel dirty. They crave. So when they think about networking, I mean, literally, they crave.

[00:24:50] It's going to take a shower afterwards. Yeah. Yeah, exactly.

[00:24:53] So when they think about networking, those that don't like it. And so by reframing the whole thing in terms of, you know, here's what the user here's what this is all about. And I'm looking at it as I'm helping and I have some knowledge to share. Maybe I can connect a couple of people that would it would change their lives. All of a sudden it just becomes a little less. Yeah, a little less difficult.

[00:25:14] I think that's just it. It's I think it touches on this idea of, you know, everyone has sort of a different wiring or a different. Makeup or different tendencies, you know, different strengths, weaknesses, which means that you know how they perform or where the challenge they run into and different skills or different capabilities. You know, it can be quite different. And actually I resonate with the introvert when I test off the charts introvert. And so the networking is fascinating for me where I've had to reframe it, kind of reposition my mind as being about connecting and being about curious about the person and so on.

[00:25:44] My thing is, is this kind of interviewer a kind of style where I'm I'm there to find out about them and I can. That drives my engagement on it cause I'm just not a natural. You know, I'm not a high e person. So it doesn't come naturally to me. But I've had to do it and I've been quite successful at it. But it is a different frame.

[00:26:02] It is a different frame. I'm actually in the same in the same category. I had to act like I had to stay. I had this cultural conditioning, too, you know, because Germans are not Americans in general are just more outgoing, a little bit more extroverted, a little bit more friendly.

[00:26:15] And so I had sort of the cultural conditioning of being a bit more reserved than as outgoing. So while I'm an introvert, a natural introvert, I know that in order to be effective, I have to behave as an extrovert.

[00:26:28] And so after behaving as an extrovert after some time in very situations isn't super comfortable. My no, I can't say it's something I naturally would do, but it is still it's a lot easier. You do it automatically. You're right. You do it automatically when you have to when the situation calls for it.

[00:26:45] Well, in the end, you have a strategy. You don't. I think the thing is, you don't have to think about it. You kind of reduce this cognitive load of, you know, you don't. It doesn't. You've got a system that you've rely upon to allow you to effectively perform the way you need to perform without it being this huge burden and stress on you.

[00:27:01] Exactly. I'm Frasier. You're talking about the feedback.

[00:27:04] And I like the strategies of giving people the task. You know, you have to do this at least three times in the meeting. One of my favorite things to do is to put someone in charge when I'm dealing with a team is putting someone in charge of like recording how many times people ask a question or how many times people interrupt. And they you know, we go through the meeting and then someone presents us. Okay. Well, you know, you were interrupted 16 times. You interrupted to and just collected the data.

[00:27:26] And just putting them on the table is sometimes all you need to do to change behavior if you'd like. Oh, really? I didn't realize that.

[00:27:33] And that's exactly right. And so in actually, I talk about speaking of changing behavior, when you see the data.

[00:27:39] I in the book, I talk about how was self-awareness, how E.R. doctors don't think they're over prescribing opioids, but when they see the actual data, they're shocked. And so by it, by presenting E.R. doctors across the country with the data about overprescribing, they drastically change their behavior. But that was the only thing. Otherwise, they would have not done it. So they had to really see it. And so you're right, by just sometimes holding up a mirror and saying, well, here's the evidence. So, you know, what do you think you ought to do? What do you think you wanted to hear? Yeah.

[00:28:07] Occlusive. You've had I've done this a couple of times where record sessions, video record. And I pick this up just coming out of sports.

[00:28:12] And I was a competitive cross-country skier and stuff. And I always learn that, you know, the coach can tell me 15 times that I'm not getting my weight over my ski. And I just I don't understand until they show me the video neck. Oh, I get what I'm like.

[00:28:22] If you had any success with actually video or recording things that again, or audio, just giving people their own audio recordings to kind of hit so they can hear it for themselves.

[00:28:33] Yeah, no, absolutely. I mean, that's you know, depending on especially when I when we do presentation skills coaching and their certain habits, you know, whether it's, gosh, simple stuff like, you know, wandering around without aim or without purpose, you know, in front of the group or doing certain things, it does help. Right. To just kind of see see what it is that you're doing.

[00:28:54] And so whatever, however that feedback comes to you and you have as a coach, you have to figure out what works for the person. Not everything works the same way for everyone.

[00:29:04] Perfect. Harrison, this has been a pleasure. If people want to find out more about you, about the coaching work you do, about the books you've written. What's the best way to get that information?

[00:29:11] Yeah, thanks. So my new book is out, so I'd love for people to check that out. The book is called Executive Presence The Art of Commanding Respect like a CEO. So that's on Amazon. Also just came out as an audio book of Audible. And then, you know, Guru Maker is the company. So, Gurumaker.com. Schoomaker Executive development. And if people are interested in just seeing what their own level of executive presence is right now, my colleague Heather Walker and I have created a self-assessment. The free 15 minute, 15, 20 minute self-assessment that gives you gives you a really good overview of where where you might need to work on your executive presence. And basically that's the all for that is executive presence indicator dot com. So executive presence indicator, dot com re-assessment, you get the results right away. And a lot of people have said it's helped them a lot to kind of zero in on some of those areas they need to work on.

[00:30:05] That's perfect. I'll make sure that the links to all of those are in the show notes here. And Harrison, your best in New York City where you do work. Well, what's your. When you work with clients? What's your geographic focus serves?

[00:30:16] So we work globally. So basically just last week. A few days ago, I came back from Brazil. I was in Malaysia a few weeks before that. And so we work globally. Ninety nine percent, as you know, of coaching is, of course, on virtually by phone and by by by video friends. And but, you know, in the city, we also meet with people face to face.

[00:30:38] And then, of course, we do lots of workshops. So that's why also executive presence workshops for groups in-house. And so we travel to where they are, where the client is perfect.

[00:30:48] Harrison, this has been a pleasure. Thank you so much for taking the time. Great guy. I'm sure everyone here learned a lot. Hopefully they feel a little challenged if they find some goals and targets to set. I really appreciate you taking the time tonight.

[00:31:00] Thank you. It was fun. Thanks so much.

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