Ep 231 - How Practicing Bravery Transforms Teams, Leaders, and Organizations with guest Jim Moorhead

What does it really mean to be brave at work, and how can practicing bravery transform not just individuals, but entire organizations? In this powerful episode of The Quiet And Strong Podcast, host David Hall sits down with keynote speaker, crisis advisor, and author Jim Moorhead to unpack the true nature of bravery and why it's a critical—and learnable—skill for leaders and teams alike.

You'll discover how bravery isn't reserved for heroes or reserved for dramatic moments, but can show up in everyday actions like speaking up, supporting colleagues, and trying new approaches. Jim shares strategies for fostering a culture of sustained bravery, practical steps leaders can take to encourage courageous behavior within their teams, and explains why psychological safety is essential for growth and innovation.

This episode is packed with practical insights and inspiring stories for anyone who wants to foster a workplace where people feel empowered to speak up, innovate, and make a difference. Tune in to elevate your understanding of bravery, learn how you can cultivate it in your daily life and leadership, and be strong.

Episode Link: QuietandStrong.com/231

Jim Moorhead is a keynote speaker, Fortune 500 crisis advisor, and the author of The Instant Survivor: Right Ways To Respond When Things Go Wrong. With experience as an Assistant U.S. Attorney, Goldman Sachs investment banker, and law firm partner, he helps leaders navigate uncertainty, spark innovation, and build cultures where employees are empowered to share their best ideas.

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Transcript

Jim Moorhead [00:00:00]:
Bravery, to me means that you are brave in the face of fear and uncertainty and change. Because the deal is we are all afraid. That's not some personal failing. That's not some unusual thing. We're all afraid. And there's one of our astronauts, Buzz Aldrin, says bravery is the gradual accumulation of discipline. So it's a capability. And what that also says is all of us can be brave.

Jim Moorhead [00:00:31]:
You know, you can be brave, I can be brave. Anyone listening can be brave. You know, my own journey was to really find out why I wanted to be brave. And in my case, I signed up to be a federal prosecutor where you every day are standing up for crime victims. And so I really put myself in a position where I had to be brave. But I wanted to be brave because it was so important to stand up for them and be their voice and also to guide them through the process of testifying in a criminal case, which is a very scary thing.

David Hall [00:01:18]:
Hello and welcome to episode 231 of the Quiet and Strong podcast, especially for introverts. David, I'm your host, David hall, and the creator of quietandstrong.com. this is a weekly podcast dedicated to understanding the strengths and needs of introverts along with strategies for success. Introversion is not something to fix, but to be embraced. Normally, we will air each episode on a Monday. Be sure to subscribe on your favorite platform, leave a review or rating that would mean a lot to me and also help others find the show. Tell a friend about the podcast and help get the word out there the introversion is a beautiful thing. Jim Moorhead is a keynote speaker Fortune 500 crisis advisor, and the author of Instant Survivor.

David Hall [00:02:01]:
Right Ways to Respond When Things Go Wrong with Experiences. As an assistant U.S. attorney, Goldman Sachs investment banker, and law firm partner, he helps leaders navigate uncertainty, spark innovation, and and build cultures where employees are empowered to share their best ideas. All right, well, welcome to the Quiet and Strong podcast. Jim. Jim, it's so good to have you on today.

Jim Moorhead [00:02:26]:
Fantastic to be here and impressed that you're up so early where you are.

David Hall [00:02:32]:
Yeah, yeah, I'm an early riser. So we're going to get into the work you do around bravery. Tell us about yourself and your journey to the work that you're doing now. Sure.

Jim Moorhead [00:02:43]:
Well, I really, I would say grew up as a lawyer first and so spent a number of years working with companies in crisis situations. And even before that, I worked on Wall street with Goldman Sachs and so was busy helping companies when they faced hostile takeovers. But I. I got Used to helping companies in crisis situations. And then later on, I did it as a crisis communications leader in two different PR agencies in D.C. and you know, David, this would be the full range of crises. So product recalls and data breaches and sexual harassment scandals and criminal indictments and class action litigation. What I found was that companies would understand they needed to be brave during a crisis, but when it was over, they would revert to their safe, status quo culture.

Jim Moorhead [00:03:39]:
So what I really work with leaders and teams and organizations on today is developing sustained bravery. Because to really outperform as a leader or an organization, you need to be steadily brave.

David Hall [00:03:56]:
Yeah, absolutely. So what does bravery mean to you and what was your personal journey to get to this concept that you have a bravery?

Jim Moorhead [00:04:07]:
Sure. So bravery to me means that you are brave in the face of fear and uncertainty and change. Because the deal is we are all afraid. That's not some personal failing. That's not some unusual thing. We're all afraid. And really bravery. And there's one of our astronauts, Buzz Aldrin, says bravery is the gradual accumulation of discipline.

Jim Moorhead [00:04:36]:
So it's a capability. And what that also says is all of us can be brave. You know, you can be brave, I can be brave. Anyone listening can be brave. And so the, you know, my own journey was to really find out why I wanted to be brave. And in my case, I signed up to be a federal prosecutor where you every day are standing up for crime victims. And so I really put myself in a position where I had to be brave, but I wanted to be brave because it was so important to stand up for them and be their voice and also to guide them through the process of testifying in a criminal case, which is a very scary thing.

David Hall [00:05:21]:
Yeah. So you're saying that people aren't necessarily born brave, but it can be developed.

Jim Moorhead [00:05:28]:
Yeah, that's exactly right. I would say that there's bravery inside all of us, but it needs to be brought to life, it needs to be tapped, it needs to be energized and activated. And really, it needs to be practiced. And so, like so many things in life, but the more you do it, the more comfortable you get with it and the better you are at being brave.

David Hall [00:05:53]:
Yeah. So how do we, what's, what's some practical steps in developing bravery if someone wants to get more brave?

Jim Moorhead [00:06:03]:
Yeah, well, you know, I'd say that you have to create ideally kind of a little surround sound world where you are thinking about being brave and you're learning about it, you're modeling brave people. You see around you, whether in your organization or someone on the who's who list. But you model them and you see what are they doing, how are they being brave, what can I copy of what they're doing? And then you, you surface the topic. Because most people don't wake up thinking about being brave. So it's a topic that we need to get comfortable with. And I think a lot of people also think, well, if I'm not brave, that means I'm a wimp or I'm timid or I'm a loser. And none of those things are true. It just means you haven't developed that capability yet.

Jim Moorhead [00:06:52]:
So if you think about it and talk about it and then take brave action, which by the way, doesn't mean to be something heroic. It makes sense to start in the shallow end of the pool and maybe with your floaties on and do it in, you know, a small step. Maybe you ask someone for help, maybe you suggest a better way to do something. But you know, start small so it will increase your confidence and get you ready to take bigger brave steps. Yeah.

David Hall [00:07:27]:
And also along the lines of being heroic sometimes maybe that's what people think of to be brave. It is a heroic act. And you're saying just it's an everyday thing.

Jim Moorhead [00:07:39]:
Yes, exactly right, David, because I think that kind of, we grow up, I think, thinking about bravery as something that happens on the battlefield or you know, it's, it's folks you read about who rushing to a, you know, to pull a driver out of a burning car. And those are all brave things. But that's not the, you know, we don't kind of live by that gold standard and think, gosh, if I'm not doing those things, I'm not brave. No. Small steps in your everyday work life are opportunities to be brave.

David Hall [00:08:12]:
Yeah, yeah. And how do you apply this to our, to our work lives and our organizations?

Jim Moorhead [00:08:20]:
Yeah, well, see, this is where I think it's, it's most important because, and I really focus on having organizations develop an enterprising culture. And an enterprising culture is one which is forward looking and rewards curiosity and candor and risk taking and reinvention. And people understand that if you're going to innovate and grow the company, you need all those things. And so they, they know, companies know they want those things and they say, they encourage, you know, their employees to, to, you know, be all those things. But unless you are guiding them how to be brave and supporting them to be brave and empowering them to be brave, they won't generally feel equipped and be ready to ask the hard questions and have the hard conversations and point out problems and suggest better solutions. So you have to create this enterprising culture through shared bravery.

David Hall [00:09:29]:
Yeah. And so when people aren't being brave at work, it's. It's not sharing new ideas, it's not speaking up about something that's wrong. What happens when people aren't being brave?

Jim Moorhead [00:09:46]:
Well, when they're not being brave. And I think this would, I'd say, be more typical at work, which is that people really kind of stick to themselves and they don't venture out of their comfort zone. And they don't, you know, and people know they, as you suggest, can spot something that's wrong, but they. They may be worried that if they put their hand in the air, it won't be received well, or even if they aren't quote, unquote, punished for it, that the organization isn't open to new ideas. And so either they'll feel they won't be heard or that even if they make the suggestion, that nothing will happen.

David Hall [00:10:27]:
Right. So how can leaders encourage and foster this bravery in their. In their staff?

Jim Moorhead [00:10:35]:
Yeah, well, they have to surface the conversation first. They need to, you know, bring up that. That bravery is something that they're working on personally and that they think is important for their team to really succeed and to outperform and. And also personally to feel proud about coming to work and be energized and excited. Because, you know, my experience is. And I think for most people, when they look back at their lives, they are proudest of their moments when they were brave. And I think so to. To surface that conversation, to talk about how they can be brave and incorporate it into team meetings and say kind of, you know, how are we each being brave and how are we struggling to be brave, and how are we having success being brave? And so importantly, too, to wrap your arms around every team member, because if they're brave and they fail, that's fine, too.

Jim Moorhead [00:11:34]:
That's part of the process. But I think if you as a leader, create a world where you are talking about bravery and supporting your team being brave and then taking brave action. Bravery is not a spectator sport. You have to take brave action, and that will inspire you and your team as a leader to take more brave action.

David Hall [00:12:00]:
Yeah, and you said something a moment ago that leaders need to share that they are working on being more or braver. And I mean, that's, that's. There's some vulnerability. There is. You know, how does a Leader be vulnerable and share that, you know, they're also work on a journey to bravery.

Jim Moorhead [00:12:22]:
Well, you know, that's what I think everyone wants at work, right? They want, yes. They want to, on one level, look up to their leaders, but part of looking up to them is when they are real and they are saying, you know, this is something that is important for me and for all of us, and it's important for our organization. And so let's, let's have this conversation and let's connect up on this. And it's important also for the leader to say, I'm going to reward brave action. And I'm going to reward, as I said, I'm going to support brave action, which fails because I'm going to fail and you're going to fail, but we're going to end up in a better place when we are brave together.

David Hall [00:13:12]:
Absolutely. And, you know, I think we both know that much success comes from a lot of failure. Right?

Jim Moorhead [00:13:20]:
That's right. That's right. That making mistakes is something that, you know, is. Is welcomed. I think, you know, going back to your point about, you know, how people can feel if they're not encouraged to be brave, they will worry about making mistake. They'll worry about sharing their views. They'll, you know, worry about bringing up a problem that they think their leader doesn't want to hear about. So that's why it's so important to, to open up this conversation about bravery and about, as you said, the vulnerability that's involved in being brave.

Jim Moorhead [00:13:59]:
But that's. That's really the nature of bravery, is that you. Do you take action in the face of fear and uncertainty and change.

David Hall [00:14:07]:
Yeah. Can you give us an example of how a leader might celebrate bravery?

Jim Moorhead [00:14:13]:
Yeah. The way I think that it's best to do it is first to start small and in those team meetings to, you know, share experiences of being brave and then really, you know, have a small celebration. When it happens, you say, you know, we saw Jane last week in a conversation with the vendor, really make progress. And Jane, tell us about that and how you felt and how it went. And then say, everybody, let's give a hand to Jane, because that's a brave moment. And by the way, ideally, you have leaders at all levels celebrating bravery and describing and honoring and uplifting employees who were brave again, whether they had a triumph or a train wreck, still celebrating their brave action.

David Hall [00:15:11]:
Yeah. And are there misconceptions around bravery that hold us back or even hold our organizations back?

Jim Moorhead [00:15:19]:
Yes, definitely. I'd say one is that Bravery is something we can tap when we need it. And that's just not the case. Bravery is a skill. It's a capability. It's something that we practice and get better at. And so just like any, you know, any, you know, playing the piano, playing a sport, you. You succeed with practice.

Jim Moorhead [00:15:47]:
And you can't think that you can just say, great, put me down in front of the piano. I played 10 years ago and I'll be able to play again now. Not true.

David Hall [00:15:56]:
Right, Right.

Jim Moorhead [00:15:57]:
So bravery is something that needs regular practice. So that's one misconception, I would say another one that is that it's enough if the top leaders are brave. You know, that if, if, if the top folks running the show are brave, then they can think, that's good, that's enough. We can supply kind of the bravery that an organization needs. And as we've been talking about, David, to really succeed, an organization needs to have bravery occurring at all levels. And that's also, we know a lot of the most innovative and successful efforts to drive a company occur at every different level. And you also don't know exactly where it's going to occur. So you have to create that environment where everyone feels ready and empowered and experienced in being brave.

David Hall [00:16:55]:
Yeah, so you talked about just how it has to be developed. You know, like you use the piano as an example or, you know, an athlete needs to prepare. How do you, how do you develop it? How do, how does it, how do you do that day to day? What's, what's some practical steps that people can take?

Jim Moorhead [00:17:14]:
Well, you know, I say one fundamental step is to really hold up the mirror and ask, why do I want to be brave at work? And it's so important for a leader to ask that question, because as we talked about, bravery is not easy. Bravery can be unfamiliar for people. So you have to really land on why you want to do it. And, you know, as I've described, I think there are great reasons to do it. Bravery is what makes you proud as a person. Bravery leads to unifying your team around a brave vision. Bravery creates outperformance because the research shows that one of the key drivers for a company to outperform its competitors is, is having an enterprising culture. And having that culture leads to increased sales and a bigger market share and a higher stock price.

Jim Moorhead [00:18:15]:
So there are both personal and professional reasons why you should want to be brave. But it's something that you need to decide for yourself, right? Not what I might tell you or not what your boss might tell you. Not what you might read in a book. What's the real motivation for you to be brave? And I think that's a central starting point. And then, you know, as we talked about, you just need to get in the pool. It doesn't need to be some giant step. You, as a leader, could ask for help. You know, one of the things we struggle for, you know, as a leader, oftentimes I think, well, that'll show I'm weak if I ask for help.

Jim Moorhead [00:18:54]:
No, that will show you understand your, you're not an expert at everything and that there are places where people can help you and you can help them and that creates, you know, an interconnection, which is important. So I would say bravery doesn't need perfection. Bravery needs action.

David Hall [00:19:12]:
Yeah. And, you know, you just said the leader might need help and sometimes that's a brave action asking for help. Right.

Jim Moorhead [00:19:19]:
Absolutely right. I mean, you know, there's some that you asked about misconceptions, one that leaders can have is to think about now. I'm supposed to be magical now. I'm supposed to be able to have an answer for everything and to not need anyone else's assistance. And I'm supposed to kind of command and control how things occur. And those are all misconceptions. And that's not what your team needs. Your team needs you to be real with them and to, you know, help guide their careers and advance their projects and fine tune their skills and, and lead them doing that in a brave way.

David Hall [00:19:58]:
Yeah, yeah. I, I don't know that I've met too many people that are perfect and don't need help from anybody.

Jim Moorhead [00:20:07]:
Let me know when you find that person.

David Hall [00:20:09]:
Yeah, but we're made to feel that way sometimes. Like, oh, I'm in charge now. I need to be perfect. I need to not show any limitations or anything like that.

Jim Moorhead [00:20:18]:
Yeah. And if I can stay with that for a moment, I think there's a couple of paths that leaders can tend to take. One is to be super nice. And, you know, nice is, nice is nice, but nice isn't enough. And that's not what your team is looking for. They want honest feedback. They want, you know, direction. They want to have a shared experience.

Jim Moorhead [00:20:41]:
And then the other one kind of picking up on what we're talking about is a more command and control model where I'm, I'm telling everybody what they need to do and I'm going to micromanage it and I'm going to, you know, hold information close and it's going to be my Show. And of course that doesn't work either. And that's why using bravery as a guiding principle is so critical. To energize your own leadership and rally your team to innovative and growth oriented action.

David Hall [00:21:19]:
Yeah, yeah, the control and command and control model, you're right, it doesn't work, but there's still people that may try to do that. What is it that employees are looking for in addition to what you've said, that is not the command and control model?

Jim Moorhead [00:21:42]:
Well, you know, I think that, I think ideally they are looking for shared leadership and shared bravery. And I think they're looking for psychological safety so that they are free to put their hand in the air and to, you know, point out when something is wrong and point out a better way to do something and maybe stand up for a colleague who they think is being mistreated. I mean, there's so many different ways that people can be brave. And I think the, you know, going back to what I said, what, you know, what we all want, I think is to feel proud of where we work and proud of how we're proud of what we're up to at work and proud of how we're interacting with our colleagues. And you know, as I said, nice is great. And a lot of, you know, organizations will say, well, we have a really nice culture, but nice really isn't enough. You know, people want more than that. They want the opportunity to grow and to, you know, have real conversations and to have honest conversations and to feel that they are part, you know, of a bigger solution and that they're being listened to and heard.

David Hall [00:22:59]:
Yeah. So you mentioned psychological safety. Describe that a little bit better for us. Like, what is that? And, and how do you get there?

Jim Moorhead [00:23:07]:
Yeah, I think that's really just fostering a feeling that people can speak up without repercussion, that they can, you know, have hard conversations, that they can, you know, they can. And you know, one of the things that I worked with, you know, my team about at a firm most recently was that we're going to be brave with our clients and we're going to be brave with each other. And we all kind of signed up for that as part of the vision so that we would, you know, point out when we were falling short and point out how we could do stuff better and have that as something that was, you know, honored because that's we wanted to do. We wanted to grow ourselves and we wanted to have our clients grow too. And if you do those two things together, that's really a magical formula.

David Hall [00:23:57]:
Yeah. And a lot of what I talk about on this show is things like psychological safety, and I talk about that we all have our unique strengths that come to us very naturally. And I think that we. We haven't talked about this yet, but being brave also could be being your authentic self and using your gifts and strengths. Because I know that in earlier, when I was younger, I. I tried to be somebody I wasn't, and it didn't work out very well. And I think part of bravery is actually being yourself and using your gifts that you've been given and letting other people use their gifts as well.

Jim Moorhead [00:24:37]:
Absolutely, David. And if you, as a leader, create that kind of environment that says, you know, we've put together on purpose a diverse team with diverse, you know, perspectives, and we want to hear from everybody, and we know that will lead to a better, deeper conversation and to a better result. And so, yes, giving people the comfort and the support and the encouragement, as you said, to be themselves and to bring all of themselves to work, that's the kind of environment I think people want to come to.

David Hall [00:25:10]:
Yeah, absolutely. So you talked about in the beginning your various roles in. And how crisis management became part of that often. So what. What. How'd you decide to. To really focus there?

Jim Moorhead [00:25:26]:
Well, you know, I think actually this started early in my life, and I don't really know, you know, I can't exactly pinpoint why, but people always seem to come to me, David, and say, you know, tell me what I should do in this situation. And, you know, tell me. Tell me about how I sort out this relationship issue or tell me how I can find a new job that I like or whatever. I just became an advisor. And then over time, the stakes increased because I came and, you know, became an Advisor to Fortune 500 companies and to other organizations. And, you know, I did find that I had an ability to stay calm during crisis situations. And I think that was also because I was practicing it. And I knew, too, that that's what organizations and executives want.

Jim Moorhead [00:26:19]:
They want a reassurance that you understand what they're going through and that you have a path that you can suggest to them and help lead them on that will lead them through and past the crisis, and ideally, too, help recover from the crisis so that they're on a stronger footing going forward.

David Hall [00:26:43]:
Yeah. So, Jim, you've written a book. Tell us about it. The Instant Survivor. Right. Ways to respond when things go wrong.

Jim Moorhead [00:26:50]:
Yeah, well, I'll tell you how that came up, which was. I ran for statewide political office. It was as they call it an incomplete success, meaning that I lost. And at the end of that, I didn't have a job and I had cut into our savings. So I was facing a crisis then. And I managed to get through it by really relying on a lot of the crisis management work that I'd done with organizations and followed their crisis management planning and training and principles and recovery. And so after kind of, you know, using a lot of the same formula that worked for companies and having it work for me, you know, I really thought I should share this with people. And so I developed a four step formula and I wrote my book about that and had the great opportunity, David, to talk to people.

Jim Moorhead [00:27:52]:
You know, successful people who managed to come through their own professional and personal crises by standing brave. Robin Roberts, the Good Morning America anchor, and Tito Francona, the Boston Red Sox manager. Diane Ream, the NPR host. Just a lot of different people who really brought to life a lot of these principles.

David Hall [00:28:14]:
Yeah. So what are the four steps?

Jim Moorhead [00:28:17]:
So the four steps are, number one, to stay frosty. Frosty, because that's a little spin on stay cool. But it's something that we're often told, right, be cool, keep your emotions in check. But the way to really do that is to develop a crisis management plan in advance that you can call on and work from when a crisis occurs. So that's something that I recommend. The second is to secure support. And this is something that smart companies do, but smart people do it as well so that they have an extended network of family and friends and others who they can call on, who can, you know, provide a bigger span of vision and not be so caught up in the situation and can provide good advice. So step two is to secure support.

Jim Moorhead [00:29:08]:
The third I call stand tall. And really that means to take control of the crisis. Because the natural thing can be to kind of go into a shell and to be reactive to a situation. But in order to really take charge, you need to see what the problem is and develop a path forward and take action to help set you on that path. You know, the last thing I called save your future. And what that means is that you shouldn't wait for a crisis to get into action. You can do an audit of your life, your finances, your relationships, your health, your situation at work, do a kind of life audit and see where am I setting up well and where am I struggling and how can I improve so that these areas of my life won't create a crisis.

David Hall [00:30:07]:
Yeah. Any further advice on doing that audit?

Jim Moorhead [00:30:10]:
Well, you know, I think the, you know, When I mention audit, people might think, oh, my God, is this days or months? No, it's not. You can do it in under two hours. And the key is to. The key is to be honest with yourself and to hold up the mirror and to, you know, for example, at work, ask, well, okay, so how long have I been here? Am I getting promoted? If I'm not, why is that happening? And am I included in on important meetings? Am I getting good performance reviews? Have I developed good relationships within the company? You know, just a lot of different things to kind of sort through, to see where you stand, and then also, really to hold up the mirror and say, am I happy here? Is this. Have I picked, you know, a job that I like? Have I picked a career that I like? And if not, so many people do, you know, you can. You can make a move, but then you can start to think, how can I do it in a way that I control? Whether it's moonlighting or whether it's taking education, you know, to move into a different space.

David Hall [00:31:16]:
Yeah. And is there any frequency to it, or is it just. It's very individual?

Jim Moorhead [00:31:24]:
Yeah, I mean, I'd say kind of depends on what's going on in your life. I would say at least once a year, but, you know, if things are a little more turbulent, maybe twice a year.

David Hall [00:31:35]:
Okay. And, you know, we're talking about when things go wrong. Is. Is resilience related to all this? And is it something that we develop, like bravery?

Jim Moorhead [00:31:46]:
It is, yes, but I think, too, like bravery, it's something we, as you suggest, David, we practice. And it's also something now that we should be getting ready for. I mean, just for example, when we had a, you know, we're doing crisis work for an organization which was in the middle of it. We would also have one person on the team whose focus was on crisis recovery. What could the company do to improve its relationships to, you know, comply with regulations that are enforced? What are the. What are the steps that will make the company stronger and less likely to face a crisis in the future? And that makes it more resilient. And so we can do that, you know, as leaders, too, to look around and see how do things stack up and where we, you know, at risk of not getting the job done, and where are we at the risk of outside scrutiny and really getting ready for that? And we can do it as individuals, too, in our own lives.

David Hall [00:32:48]:
Yeah, absolutely. So, Jim, this has been a great conversation. I know I've learned a lot. Is there anything else that you want to Add.

Jim Moorhead [00:32:56]:
No, I would just say that, you know, I, I care deeply about this so that, you know, if, if your listeners want to have me come speak to their organization about how to be brave, how to create an enterprising culture, how to be, create a culture that will make all of you more proud and happy to be at work, then I'd look forward to doing that. And I can be reached, you know, through my website. My contact information is on LinkedIn. The only thing I might remind people is that the spelling of my last name, Moorhead, has two O's and no E in the middle because it's often misspelled.

David Hall [00:33:32]:
Okay. Yeah, I will put that in the show notes. Both your website and your LinkedIn. Sure.

Jim Moorhead [00:33:38]:
Great.

David Hall [00:33:40]:
All right, Jim, thanks again. This has been great, fantastic.

Jim Moorhead [00:33:43]:
David, such a pleasure to talk to you and I appreciate your great questions.

David Hall [00:33:48]:
Thank you so much for joining me. I appreciate you. I hope you take the time to explore other episodes and learn from other amazing guests. Remember, if you're interested in getting to know yourself better, there is now a free type finder personality assessment on the Quiet and Strong website. This free assessment will give you a brief report including the four letter Myers Briggs Code. I'll add a link in the show notes and I'd love to connect with you. Reach out to David strong.com or check out the quietandstrong.com website which includes blog posts and links to social media for quiet and strong and much more. Send me topics or guests you would like to see on the show.

David Hall [00:34:28]:
So many great things about being an introvert and so we need those to be understood. Get to know your introverted strengths and needs and be strong.