Why Would You Trust AI to Coach Your Future Leaders?

The big question being asked today is:

What is the future of executive coaching in the age of AI?

Artificial Intelligence is rapidly changing how leaders learn, communicate, make decisions, and even how they receive coaching. But can AI truly replace the human connection, emotional intelligence, trust, and vulnerability required for transformational leadership development?

Joining us today is executive coach, consultant, and leadership advisor Megan Broker. Megan has spent decades helping leaders close the gap between their intent and their impact — developing stronger cultures, more self-aware leaders, and healthier organizations.

In this conversation, we explore:

• The opportunities AI creates for expanding access to coaching
• The limitations of AI in handling complexity, emotion, and vulnerability
• The seductive nature of AI engagement
• Why human connection still matters in leadership development
• And whether AI is becoming a leadership tool… or a leadership crutch

This is not a conversation about whether AI is coming.

It’s already here.

The real question is:
What happens to leadership when technology begins replacing human reflection, feedback, and connection?

And if organizations choose the wrong coaching path...
what does that future look like?

Megan Broker joins Rich and Maikel as they dive headfirst into one of the most disruptive and important conversations impacting leadership and executive coaching today on this episode of Mainline Executive Coaching ACT.

You can reach Megan Broker at:

https://www.linkedin.com/company/megan-broker-consulting/

https://www.meganbrokerconsulting.com/

Megan@MeganBrokerConsulting.com

Leaders, Lead Well!

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John Mattone Global:                                                                                                          https://johnmattone.com/

Rich Baron:
rbaron@richbaronexecutivecoaching.com
https://www.linkedin.com/in/rich-baron/
rich@johnmattone.com

Maikel Bailey:
mbailey@intelligentleadershipec.com
https://www.linkedin.com/in/maikelbailey/
https://maikelbailey.com/

Transcript

SPEAKER_01 1:09

Welcome. This is Mainline Executive Coaching. You've joined us. This is Mainline Executive Coaching ACT and Cultural Transformation. We've been away for a little while, but we are back. We've got a fantastic guest. You'll be glad for the delay. You'll be waiting for the wait. And now here's where it is before it pays off. We've got Megan Broker with us. She's from Colorado Springs, Colorado. Fantastic focus in what it is that she does with people, with leaders and developing leaders and culture. Fits in perfectly, Rich, with what it is that we do, right? Yes, it does. What we do. And so uh I'm here, Michael Bailey, Rich Barron, my partner. And as I said before, we've got Megan Broker. Let's start with Megan. Megan, why don't you give us your 30-60-second elevator speech as we kick this off?

SPEAKER_02 1:56

Great. Thanks for having me. It's nice to be here with you too. So I have spent my career both in industry and developing myself in areas of supporting other people, of them finding their best selves, but also aligning the intent of who they intend to be and the impact of what they actually do and uncovering what's in that pause and how to how to close that gap so that they can bring the best in themselves, their teams, organizations. And I do it through executive coaching, facilitation, advising, and some consulting.

SPEAKER_01 2:31

Very good. Thank you. Well, Rich, let's start it off. I just got to know Megan a little bit here. You've chatted with her a little bit more. So why don't you jump into the first query and let's see where we go.

SPEAKER_00 2:42

Mega, we we had talked about um in in many ways how AI is really impacting coaching, leadership development. Um and, you know, from multiple schools of thought, it either is a positive experience or it's a negative experience. And, you know, let's let's just start there. Let's just start there. Let's let's kick that off and let's talk about your thoughts. How is AI truly impacting what we do as coaches?

SPEAKER_02 3:22

So much to that. So what we do as coaches, one of the, I'll start with the positive, because I do like to look at a positive side, um, similar to strengths, is that AI is affording coaching opportunities to more people more broadly. So coaching historically was reserved for the most senior leaders. It started out with the people with the biggest challenges, and then we grew the coaching industry to you don't need to have a problem in order to develop and grow. But coaching still was reserved for a certain level, a certain strata of who got to have a coach. And what AI has done has allowed for more broad coaching and for more people to have access to it. What the challenge becomes is where's the limit? And for us as coaches, recognizing that there is a limit of how far, how complex your objectives are, how complex your challenges are. And as coaches, what is the differentiator and where is AI enough? And where do you really need a human difference? Um, Rich, one of the things you and I were lamenting about is that AI is only as good with an output as what you put into it. And when you have challenges that you're not even aware of, you don't know to put that into AI to be able to get some honest feedback back, which then for us as coaches raises the bar of how much do we engage? What do we bring? And it taps far more of us as humans to not do what we've traditionally done of just holding space and listening and observing and feeding it back. But what are those other dynamics and elements that we bring and offer as insights as coaches?

SPEAKER_00 5:15

You know, that's that that's very interesting what you said. It's only as good as what we put into it, right? And you know, I I admit, you know, chat GPT, some of these other tools, um, you know, Michael can talk about this, they're phenomenal to help you even wordsmith something or develop an image, help you with some ideas, but again, uh, you know, it can be frustrating. I'll I'll I'll admit. You ask you a certain question or if it can create an image for you, and the image comes out or whatever there, and it's uh again, it's a it's a computer developing this for you. It may not come out exactly what you were thinking, and then you you try to give it some more prompts, and oh, this is really what I was looking at, and eventually it gets close to what you're after, right? I think coaching is the same way. One of the things and and that I have seen personally is there has become a very big reliance. It's the it's like the easy button, right? You you type in, what can you tell me about leadership today, or what can you tell me about whatever topic it is, and then it gives you whatever the response is, but it's a response. It's not something that's giving you a real answer based on emotion, based on empathy, based on actual experience. It's programmed. And I think that's that's a problem with so many people forgetting what it is, what it truly is. It's quite literal. Yeah, yeah, absolutely.

SPEAKER_02 7:10

You put in, create an image of, and whatever you put in, you literally get an image of that back. The human side of it, the critical thinking side of it, which to your point of what I had in my mind when I asked it to create an image, you were already thinking of something. And it doesn't have that human thought process to put a couple layers to it to ask further questions of did you want it to be an outline? Do you want it to be something that you can replicate? Do you want to be able to draw it? Do you what are you going to use it for? Those types of questions don't come back in. There are questions that come back. AI is somewhat iterative, but not to the same critical thinking skill that a human is.

SPEAKER_01 7:58

What I find really interesting about AI is this. And it's a subtle thing, I think. If I were to write um maybe a blog about this, I would write AINU, who's the tool. And what it is that I found uh as I have been testing in terms of research and on and on and on, there was times I was I was at a point where I was developing a course and I thought I could take it this direction, I could take it that direction. It was kind of sixes in my mind. Intuitively, I went this way. I was going to this way. But I thought, you know, I'm going to give AI a shot at this and say, here's the situation. I could go this way, this way. What's your take on it? And he came back and it was very interesting. He said, you know, it's really close. You could go either way, and it's like give you a differential, it's like one. That's how close it was. I don't even know what it is usually as a differential. And uh, but he was going the other way. So I said, Well, I'm gonna go that way. And I found the strangest experience that took place as I attempted to go in that direction, which was kind of counterintuitive to what I was leaning into. My mind just went blank for like two, three days. I could not think. I could not think this thing through. I could not, I just know there was no gears going, there's nothing happening. And finally, when I looked back and I said, you know, I'm just stuck in this stupor. I think it's the wrong direction. I'm gonna go back in the original direction I went, and it just flowed. And that taught me a lesson about it. I've had a couple of other lessons about that. And the metaphor they have in my mind is this when I write questions or oppose a situation to AI, what it tends to deliver is like this big bush. There's a big bush of stuff, and on the bush there's berries, or there's nuts, or there's some kind of fruit, right? If I think that I should eat the bush, the whole thing that it delivered, I'm gonna get into trouble. But if I kind of select which nuts or which berries or which things I want out of it, and I use that in my creative process to create a new direction or a new flow or a new space I'm gonna go, that seems to work pretty well. But there's kind of there's that that whole thing of AI in you, who's the tool? That's that critical part that Rich is talking about in terms of you're still the one in charge. Don't allow it to take over you. You're you are the one who's pushing the lawnmower. The lawnmower should not be pushing you. That could be a bad thing, in fact. I think about that.

SPEAKER_02 10:34

It could be really bad.

SPEAKER_00 10:37

So who, yeah, but that goes back to who's the tool then, right? You got it. Who's who's the tool? Um absolutely, you know, uh as I as I hear you talk, Michael, and I gotta throw this in there because I need, you know, Megan's is, you know, her thoughts on this as well. The thing that AI is good at, Michael, is informing our decisions. We can ask all sorts of questions and it can help us inform those those decisions, just like you said. You've got to be careful eating the whole bush, right? You've got to determine what that information is. And the problem that I'm seeing is that so many organizations are replacing people with AI tools. They're replacing that human element, they're replacing that human ability to make decisions, replacing that human drive. And you hear this quite a bit. We, I mean, we live here in Utah where the silicon slopes are, right? We see this all the time. This is a common thing. We're we're we're seeing AI replacing the human element. You the human need to be successful. Which uh from a coaching standpoint, that that for me is incredibly disturbing.

SPEAKER_01 12:09

And that's a great great point, you make it. Megan, I'd like to hear your comment on this as well. And it goes back to, I think, the notion that uh it's it's this again, this it's an if it informs us. Now there's you might say there's the informer and there's also the generator. We are the generator in terms of of inquiries, in terms of what we're looking for. We're the ones who instigate, as opposed to the ones that are just reacting to it. So if we're the instigators and we can we can differentiate We talked about before. You know, how can we as coaches, you know, deal with this situation with AI and you added on to it? How is can we as coaches help our clients dealing with AI? And I thought it was a great distinction that you made this. So as they're wrestling with, you know, me, AI, and my company, me, AI and my life, as they're going through that process there, how can we help them first off define clearly their role? So that they're again are the they are the instigators, they are the creators, they're the ones who are is behind us what Rich would be talking about, the ambition, the curiosity, the the drive to do more versus the response, the light that goes on. How do we do that? How would how do we help them define their role and be more clear? How would we help them define AIs?

SPEAKER_02 13:40

That I'm gonna pick up on that same word, Michael, that you did that Rich used, which is informing decisions. And we are seeing this trend where people are letting AI make the decision. You put information in and you take back and go quickly because we're we're in this ambiguous environment. There are so many dynamics that are changing, things are moving so quickly. There's the easy answer. That's processed it. It did it quickly, it did it for me fast. I've got it, I take it. And the real pause that we're missing is AI is only working with what we put in. So let's use a coaching example. We have clients who use a lot of filler words. They're trying to make their communication more precise. When they go to put something in AI, they don't typically type the way they speak. They don't add the ums, the like, you know, write. All of those types of words do not get typed in. So AI is not going to come back and give that type of information to make a decision to go forward with. The same thing with informing decisions. We only can rely on what we've put in. It's lacking the self-awareness. If you don't have the awareness to know what you put in, it can only inform to a certain extent the response and then the critical thinking, the human side of it of what else does it not know? What else does this answer not take into consideration? So it's not a stopping point. And yet I think that's what we keep running into. We say AI can solve for that. It's a yes and there's a polarity there of yes and what else is not there? What can we do with it? How do we progress it and move it forward and use it to make us better, not find an easy way out or a shortcut, or something that takes away people and doesn't take into consideration what's the greater impact?

SPEAKER_01 15:47

So what I hear you saying, Megan, is this that somehow or another we place greater confidence in AI than we do ourselves.

SPEAKER_02 15:56

I think that's true.

SPEAKER_00 15:59

That's a slippery slope.

SPEAKER_01 16:01

How did we get here? That's my query. How did we get here?

SPEAKER_00 16:10

You know that I'm not sure how we got here, Michael.

SPEAKER_01 16:14

But I was counting on you. That's why I threw it to you.

SPEAKER_00 16:17

Yeah. I I'm not I'm not sure because what you just said is a slippery slope. And I'm gonna give you my own personal example of this. Sometimes when I I've worked with Chat GPT or other, I'll put in there and I'll I'll write something to it. Can you please do this for me? Or thank you for doing this. And I've caught myself doing that in the afternoon. I'm thinking it isn't recognized that I'm, you know, I'm thankful for its help. That's that's an issue. I mean, and I've caught myself doing that, but I've heard, matter of fact, I know for a fact that there are those who almost start having conversations. Conversations. And this is not a way to build confidence. It's artificial, it's artificial intelligence. That's what AI is. Are we allowing that to build up our own confidence? And it and and again, I guess the question there is that such a bad thing. But on the other hand, I think there's so much reliance on that that people have now started to rely rely on that for coaching. Can you tell me where I'm at? Can you help me with my personal awareness? The answers that you are getting are probably something that's been gleaned off the internet, gleaned from previous conversations. It is not an emotion-based response, it has nothing to do with empathy, it has nothing to do with your well-being, because there is no feelings there that it's gonna be, it's it's it's invested in you. And as a coach, and we've all all heard this. One of the reasons we're in coaching is to help people. We hear this all the time, and that sounds cliche, but honestly, if you if you're not in coaching to help people, you know, where what are we doing here?

SPEAKER_01 18:23

Quite frankly. You might just be a narcissist. That's what I'm saying.

SPEAKER_00 18:27

You might, you just might be. Yeah, absolutely. I'll I'll I'll I'll I'll buy the redneck thing.

SPEAKER_02 18:41

But you've hit on something that is important there, which is if we are getting if we have confidence in AI, then where is our emotional intelligence? And we're assigning emotion to inanimate objects and systems. And is that I mean, this is going down a very slippery slope, as you said. Um, so I want to be careful with that. But the human side of coaching is we have to be customized. We have to meet our clients where they are. Clients also have to meet coaches with a real version of themselves. When we have a client who there's a barrier, we can recognize it. That doesn't mean that they have to remove the barrier, address it, acknowledge it, admit it. But to say, here's what I'm seeing and observing and hearing, they get to choose what to do with that, but at least we are surfacing it. And that's the human side of bringing it up and saying, you are in a place of choice of where you go with this. AI doesn't give you the choice, it will spit it back out, whatever that is, with or without confidence, emotion, emotional intelligence, awareness. And then somebody is left reading that and a decision of what to do with that, that sometimes people aren't equipped for that.

SPEAKER_01 20:04

It's really true. And I'm wondering, as I'm listening to both of you, um, if you've ever gone to Grok or Claude, those AIs. Uh Grok can be incredibly convivial. It can be can it can be incredibly uh attuned to what is perceived as emotions. I haven't had a lot of time with Claude, but I'm I'm I'm I I found myself incredibly curious about the way it responded. Um there is a level that I don't know how they did it, that there seems to be kind of a um interaction of empathy or connection that operates, but it's not real. And you can go back and contest that kind of stuff. The thing that I think that's curious about that to me is again, how did we get here? What's missing in us as a society or uh maybe individuals that we would get kind of leaked because I think that is is at the core of what is or is not great leadership. And I think that's what we're addressing as executive coaches. What stands between you and you becoming the best leader executive that you can possibly be. And as we address that, and we and we can hear things, we we have the ability to hear the intonation and how that that the person is, the word choice, the intonation, what's not being said, what seems to be in reserved, and those kind of things, which AI just can't have the ability to pick up. And so I love what you start out with, Megan, about creating relationships of trust. That that's what you're you're you're it's it's almost like you say I'm in the business of creating relationships of trust, which means that people are willing to take chances, people are willing to step out a little bit into the dark or out of the shade, into the light, however you want to put that metaphor, uh, so that they're willing to do something that only a human being can help another human being do. And so I think there's something that we can uh let's just pick that up. What is it that only you and you started down that road, Megan? What is it that only human beings can help other human beings do that AI just can never deliver?

SPEAKER_02 22:34

We can help each other hear the hard messages. AI can't do that. When we read something, it's a book, an article. There it's two dimensional. You can read it and you can choose to move past it. As humans, we listen, we look, we even if we're on a phone call without video, not in person, we still hear, as you were pointing out, word choice, pace, breathing. Is it fast? Are you shallow? Are you matching your body language with the words you're using? And we engage in that space. And that's a more three-dimensional environment of human to human, but also moving coaching from you move on that continuum of supporting and challenging. And a more two-dimensional approach can't do that. Humans really, we see when when do you start to lean back in your chair versus when do you lean forward? We know when we're connecting. We feel that visceral reaction of we've got something in common, whether it is a common challenge to solve for or something that connects us as people. But those are the things that build the trust or the rapport. Trust is, you know, we use that, it's a big word and we use it freely. Trust doesn't come as quickly as we probably sometimes think, but we at least have an openness and we unlock the channel of communication for it to flow. And that humans do that in a way that is very different than when you're trying to read something.

SPEAKER_00 24:17

Megan, as you're saying this, and the concept of being in rapport with somebody, we've, you know, you can see, tell the body language. Even if you're in a job interview or any of those sorts of things, are you in rapport? You know, that body language, like you said, are you leaning forward? Are you you're folding your hand, all these, all these things that is is so human. It's that human touch. One of the other things that that concerns me about uh this topic is the concept of vulnerability. Being vulnerable to those things that you might become aware of, strengths, gaps in in your leadership, communication. I mean, we can we can unpack that all day long. But when you are typing in things like that into, you know, using your keyboard or vocal commands, whatever, into AI, regardless if it's grok, chat, GPT, whatever, and you're spilling maybe your deepest, darkest secrets, right? Or you're really telling it, this is what I'm really concerned about. How is that opening that vulnerability door? Because when we talk about leadership, we're talking about people, the people you lead, the people that in your in your immediate circle, we talk about imposter syndrome, we talk about overconfidence effect, all of these things that require that vulnerability. That doesn't happen unless it is truly a human element with another human being. You know, you might feel better after telling Chat GPT all these things around vulnerability, and you're gonna come away from that perceived conversation that, like, oh gosh, that was that was easier than I thought it was gonna be. Titan deal. It's not real. It might be a starting point for some, but then that's not where it should end. It has to end in those human conversations. It has to.

SPEAKER_02 26:32

Rich, are you excuse me, are you suggesting that when you share whatever that vulnerability is, that as a noun with AI, that it is it does not become a true vulnerability as a verb until a human responds and you get some sort of judgment, acceptance, acknowledgement, recognition, human to human.

SPEAKER_00 26:59

I am. I am, and you know, I might get tomatoes or rocks or whatever thrown at me while I'm on the podium saying that. But but here's the thing is leadership is human. Well, if we're talking about leadership, leadership is not managing a process, although that's something you should you should know as a manager or supervisor. You should know those things. The vulnerability piece in my way of thinking really comes from that human interaction, opening yourself up to that team you lead, those people, though your peers, your supervisors, those who you need to leave a legacy for, right? That's not gonna happen uh the other way. And so uh to answer your question, you know, that's that's what I believe, yes.

SPEAKER_02 27:56

I I think you're on to something there that we touched on earlier in this conversation, which is it's other people having an experience of you. That's what leadership is. And if you do not share challenges with another person, you do not know how other people are experiencing you. It is that intent to impact. What is where is that disconnect? And having that dialogue, I'm not throwing tomatoes or rocks, I'm agreeing with you that having that dialogue is a differentiator. Um, and it's the process of feedback of how do we how do we take feedback? And as leaders to really build a followership, you have to be ready and willing to see when feedback's being offered to you when you don't you don't hear it specifically as I'd like to provide some feedback to you, but how is it coming at you? And that is human to human.

SPEAKER_01 28:59

I am wondering, the thought occurred to me during this, as they get into this whole maha thing and America's health. And uh, we've heard about this for a long time, how they've added ingredients that trick our bodies that say, no, you're not hung, uh, you're not really full yet, keep eating. They they've done things to actually trick the chemistry of the human body and the human mind that you so you just keep eating and eating and eating. You become addicted. And the thought ran across my mind of engagement with the AI. I think they have programmed AI in a way that it not only responds to our inquiries, but it also keeps putting out there the invitation to continue the conversation, to continue the engagement. Now that's a very interesting kind of thing when you start thinking about it. It's like, well, I'm here to help you, but maybe is it really something more? And I don't mean to make it too nefarious, but maybe it is. When you take a look at how the FBI learned to turn spies, they came up with very specific ways, and it was all about building trust. It was all about building confidence. It really was how they did it. And it was and and think of this in terms of engaging with AI. Frequency. You got frequency going on in terms of just hanging around that individual, they just start noticing you. Proximity, how close they are to you. Got your computer right there, engage anytime you want to, it's right there for you. Intensity. Some of the conversations can get pretty intense as you get into your own personal things or what's going on at work can be pretty intense, and then duration. Because and that's where it kind of led me to. It keeps inviting the duration again and again and again and again, and as you get deeper and deeper these kinds of things, the intensity grows. I'm just wondering, and so what I'm kind of describing here is a kind of seductive quality that may be built into AI, which is really interesting because I've never heard that idea of seductive quality and AI. But my guess is as I look at that, that is an intentional thing of what they program into AI to keep you engaged, to keep you coming back. And of course, with that, they get their what? They get their subscription, and they get not only the subscription going, they also get the ability to influence millions and maybe even billions of people across the globe. It's a kind of a neferious kind of a thing that goes on there. I like what Rich is saying here is there's this differentiation, and I'm here. Is that there's this distinction, a qualitative and essential distinction between conversations, quote unquote, with AI and with other human beings. That the easy way, the easy way is to kind of get sucked into this uh seducive AI way of interacting with us. The difficult way, the hard way, which has always been, is to do it with human beings. That's the challenge. And maybe that's what we bring to it with our with our clients is don't go the easy way. You want to be more ambitious, you want to be stronger, you want to have more confidence, you want to have a greater belief in yourself, you want to have a greater belief in your ability to work with other people, you want to bring out that belief inside of them, bring that to the surface, as you said earlier, Megan, bringing out the best at others. That's what you want to do. There's no easy way. It has always been the hard way. That's the challenge.

SPEAKER_02 32:38

I think one of the seductive natures of it, that you, to use your words, is Rich. You mentioned how much we run into imposter syndrome. We can call it whatever we want, but there's an insecurity in that leaders, every leader hits it at some point. And there is a confidence boost of if I ask AI, how should I write this, or what is the best way to get this message across? There is something that gives you an immediate response that lifts that confidence and reduces a vulnerability, albeit falsely based on what we're saying, but it reduces a vulnerability so that what you put out to the world or to your organization or to your team or to a prospective employer somehow is validated and that you are enough. And isn't that what coaching is? Is meeting people to find their own best self, their own best version of enoughness, and that you're you're getting further and further from that, the more available it is for you to check in and do it as a first step if you leave it there.

SPEAKER_01 33:52

Yeah, it becomes a delusion.

SPEAKER_00 33:55

Yes. I gotta tell you uh uh a real-world example of kind of this right now, and this is an actual conversation that I had recently. I'm not gonna I'm not gonna mention the name of the company or you know who this was, but he's a senior director at a very well-known global tech company. Okay. A lot of things this company does is you know, cutting edge, next level, really is. The conversation that I had with with this person was around telling the employees in this company if you don't get on board with AI in the next six months, you're not gonna have jobs. Actual conversation. If you don't get on board learning AI and utilizing AI as whatever they're using it for, and that includes coaching. Okay, that includes coaching. That's a big concern of mine, okay. And I can tell you why. If you if if you've read if you've read the book Good to Great, Good to Great, it talks about all these companies in there. Most of the companies that that book talks about are memories now. Talked about these great companies, right? Many of those are you know gone away with a dodo, essentially. So herein lies the problem, and and and this is me thinking out loud. How many companies going forward that are putting their faith in AI as as a replacement for um leadership coaching or any of those other things are gonna lose that ability to pivot in a human world, are gonna lose that ability to make human decisions, are gonna become over-reliant on AI as a tool. Now, uh again, this just could be me speaking out loud, but to hear a senior director for a very for this organization to say that, you know, that kind of makes my blood run cold. I'll be honest with you.

SPEAKER_02 36:18

Makes me wonder what coach says to him. What makes that a great idea for you to give that direction to your organization?

SPEAKER_00 36:25

Yes, and it's internal. That's the thing. They're leaning that way internally, which is which is a concern. It really is. Now, if an organization like this is leaning in that direction, who else is going to follow suit? And also lose that human ability to pivot to change. You know, we talk about VUCA, Bonnie, all these things. So is AI a great tool? Oh, my word, yes. It's a phenomenal tool. You know, it's it's some of the biggest technology and biggest advances in in, you know, that we've ever seen. But it is not a replacement for the human element. It never will be.

SPEAKER_02 37:13

We've just talked about a whole lot of leadership challenges that don't go away because of AI. Clear direction, how things are measured, what's the expected outcome, accountability? That example, Rich, is so demonstrative of who's holding you accountable? Who's checking what is the impact you're trying to have? If you say, if you're not on board with AI in the next six months, you need to fear your job, what is that measuring? What are you trying to promote? What is the goal? Where are we headed? Those are the questions that leaders have been faced with for years. We will continue to have those questions. AI doesn't take it away. There will be some new shiny thing that will be the if you're not on board with this, and again, who's asking, what are you trying to accomplish? What's the goal there?

SPEAKER_01 38:15

Good stuff. Yeah, absolutely. Yeah, how did we get here and how do we move on? Thank you so much. Let's do this, let's wrap this up at this point. All right, so Megan, if they want to get a hold of you, how do they do that?

SPEAKER_02 38:30

Megan Brokerconsulting.com, or you go to Amazon and pick up the pause effect and read about how you can lead and belong, or reach out to me and let me know what your thoughts are on taking a pause and aligning your intent and impact.

SPEAKER_01 38:44

All right, fantastic. Thank you. You've been a wonderful guest.

SPEAKER_02 38:47

Thanks. This is a fun conversation.

SPEAKER_01 38:49

Thank you. Very generous. Rich, how do they get a hold of us?

SPEAKER_00 38:54

Well, um, Michael Bailey.com, M-A-I-K-E-L Bailey.com, uh, Rich Barron Executive Coaching.com. You can find us on the John Montone Global website. You can find us on LinkedIn. Really, there's no shortages of ways to find us, you know. You know, maybe even use AI to find us. I I don't know. That might be a way to use it, use AI as a tool. But uh, Megan, I'm gonna need um that link for your book. So I because I want to put that out here. Okay, and so so our readers can can see that. So uh shout outs, Michael.

SPEAKER_01 39:31

You is there anything you want to you know, all I have known is that since the last two or three uh podcasts that we have done, the people that are from all over the world, the different cities that are joining us is just it's breathtaking. It's just it's just mushroom. And to each of those people that are now downloading, listening to us, thank you. Keep listening, keep spreading the word.

SPEAKER_00 39:57

Absolutely. Thank you. Yeah, thank you so much. It's it's humbling. Quick shout out to FeedSpot as well. Uh, FeedSpot has has continuously uh kind of been monitoring our our our uh path, if you will, and has still ranked us as um one of the top three executive coaching podcasts in the world, which is something that we are internally, eternally grateful for. And it's because of all those those folks that are listening to us and downloading. And uh thank you so much. Uh yeah, couldn't couldn't do it without you. So, and Megan, thank you again. Been a pleasure.

SPEAKER_02 40:38

Thank you both. It was great.

SPEAKER_00 40:39

Yep, you're welcome. Thank you. Absolutely, thank you. And until next time, you take care of each other, right? That's what we do as as humans. We take care of each other. That's what servant leadership is about. That's what uh that's what we're about. So be safe and we'll see you again next time.

SPEAKER_01 40:59

All right, leaders lead well.