Empowering Others Superhero Powers with Juliane Mau

TRANSCRIPT

Juliane: And so for me, it is holding myself accountable and accountability in the sense of when do I need to stop? Because there is also like the stop line, right? Uh, when do I have to change gears? When do I have to, um, try a different strategy? Um, when do I have to, uh, more or less like take the step back?

Because I'm a human being and of course I'm getting one up on things when things don't go well, right, or something doesn't work out that I tried to more or less like take that step back and remind myself what this is about, and that it is not in that instance about me. Um, it is about the other person or the organization that I'm supporting.

Right. And so it is, um, I say it's a two way street, but, um, it starts with myself.

Roger: Hi, I'm Roger Kastner and welcome to the, what do you know to be true podcast? In these conversations, I talk with ordinary people about their extraordinary skill, their superhero power and the meaningful impact it has on others. The goal is not to try to emulate or hack our way to a new talent. Instead.

I'm interested in what inspired our guests to develop this talent, how they think about their superhero power and the impact it has on others. The intention is to learn more about their experience with their superhero power. And in doing so, maybe we can learn something about the special talent in each of us.

This conversation is with Juliane Mau, and it's about her superhero power of helping others discover, hone, and express their superhero power. That's in the service of others. Juliane and I met several years ago on a project. She was in the role of the human resources business partner assigned to a leadership team.

And I was brought in as an external consultant to work with her on an organizational development project. And the success of the project was going to be influenced by how well. Lu and I worked together well. Fortunately we found out very quickly that we were gonna work together very well, and that's because we have a similar perspective on how to approach the work.

We have similar styles of how we work, and we have similar purposes for why we do what we do. For those who are unfamiliar with the HR business partner role. I'm going to have a Juliane describe it as she could do a much better job than I, but what's important to know is that an HR business partner should work closely with a business leader and her leadership team on short, medium and long term initiatives to get the highest productivity and performance out of their people to be really successful in that role.

You not only need to be able to identify the talents of each leader, but you need to know how to help them show up and express their superhero powers in ways that positively impact the work, in ways that enable increased performance from their people, and in ways that create a more positive working environment.

And this is what Juliane does best. I'm excited to learn more about how she does that, how she thinks about the process and what she's learned along the way in helping leaders have a more positive impact on others. If you're ready, Let's dig in.

Hi, Juliane. It's good to see you.

Juliane: Hi, Roger. It's good to see you.

Roger: In the intro. I briefly explained how I think about the HRBP or the human resources, business partner role. A lot easier to say HRBP. Can you share with us how you think about that role and the purpose it serves to an organization?

Juliane: Of course.

So I've been like in the field of, um, HR business partner for, uh, 15 years. So my, my perspective of the role changed as, as, as the role itself evolved over the years. So I consider the HR business partner to truly be a strategic partner to the business and having like really the employee experience in mind.

Um, because one goes with the other. HR business partners are capable because they have to know that The business itself, um, really deep, um, to be a strategic and by advisor and also enable the coaching off the C suite leaders that they oftentimes support. Um, so that has an effect not only like on the business itself, right?

Um, because they bring up a different perspective to the table. Um, but also on the employee experience, because at the end of the day, you heard me say this multiple times. Um, you know, Good leadership starts at the top, um, and tringles down into the organization. So it's a combination of being like really the strategic advisor being the coach, but to some extent being the voice of the customer, the customer in that instance are the employees.

Roger: I love that. And, and what I've seen in you and other people who do that HRBP role really well is they understand the strategic nature of the role. And there are some who are in those roles who get really focused on, um, doing the more tactical side, which is important. Um, it, it serves a value, but they, in doing so in getting into, you know, probably in, as an attempt to build a lot of trust and to, um, show value, they get focused on the, uh, Competent side or the, uh, getting a lot of stuff done, um, in service of the leader that they in In doing so they focus on the tactical side at the expense of the strategic side And and lose sight And in the activity on what's really moving the needle for organizations and for leaders and what I, in the experience where we've worked together and we've had a few projects and a lot of time together, um, what I really appreciate what about you and your craft is that focus that balanced on the strategic and the technical is important, but you never lose side of that strategic side.

Juliane: I couldn't agree more, right? I mean, the tactics are like really part of the role itself, right? Um, it goes along with it. But as an HR business partner, you have to understand the bigger picture. Sometimes you have to create the bigger picture because like some of the, um, uh, leaders that you support are not seeing it.

And that's why it is like, um, of such an importance that you truly understand the business Where the business wants to go, um, and really understand, um, the people that you're dealing with. And I'm not only talking about the leaders that you support.

Roger: One of the things you taught me while we were working together was not only that's a, that's a challenge or a tension for the HRBP, that's a tension for the leaders you support.

where they can sometimes focus on the tactics and lose side of the strategic, which actually gets us to why we're talking today, that the recognition that your superhero power, if I can call it, that is helping others Identify the superhero power in them. And to your point that I think you're going to make several times in today's conversation, that's this, this is me leading the witness.

The, the point that you, that, that you've shared with me before is just knowledge of that, of that superhero power is not enough. It's the actual implementation and the actions that come from that. That's what matters. The awareness. Cool. Definition, what it means to us, why, you know, the, why all that stuff, great.

That that's required, but it doesn't mean it's not valuable until it actually shows up in the work and how we interact and ultimately delivers the results we're trying to, um, deliver.

Juliane: 100 percent you can talk a lot, but if you kind of don't bring it, um, to the floor and show it in your actions, um, then the awareness is actually worth nothing.

Um, and I do agree with you. I consider like, you know, like one of my, my superhero powers, um, being like really the perseverance, um, and being adaptable, adaptable to people. Um, and the reason for me saying that is, um, In my job, I regularly deal like with C suite people and they got to the top. Right? Um, and, um, yes, every, every one of them has flaws and so on and so on and so on, but finding different ways, um, on how to actually make them aware that action is also required.

So, in the first place, bringing, um, awareness to their own. Flaws or blind spots. Um, but then trying to bring them into action of, to what does this actually mean for you and how you are showing up as a leader and what actions do you need to take, um, to, to show up as a better leader is like a completely different story, right?

So first there's the, the awareness and then there's really the how, how do I bring this into play? Um, and the reason why I say perseverance is. Because the people that I oftentimes deal with, they got to the top. Um, they kind of feel like settled, right? Um, they oftentimes get also like a business coach or something.

Um, but the focus oftentimes, um, gets like missing to really look into the internal and look what drivers they have, um, and, um, how they show up and they can make their decisions on how they want to do this. Do they want to be More like the dictatorship. Do they want to be this? Do they want to be that? So it's like truly focused like really on the business.

Um, um, but at some point and I've seen, I've seen it done really well. I've seen done it mediocre and I've seen it done like really bad. Um, and, but for me. Um, it has always been like, um, part of my strategic, um, aim is, um, to make things better and more efficient. And so how do you go about this? Um, you have to find different strategies.

Because the first does not work, you know, you might be able to confront someone, um, but it might not be the right approach. So your first, my first aim is always to understand the people that I'm dealing with and what is driving them because it gives me the opportunity to see what's going on. What strategy can, can I apply?

And each of these strategies is always individual. There is not like a one shirt fits all approach, um, because I'm dealing with individual people. Um, and so building trust, yes, building this, this, this, um, is all part of it. But, um, I've been in situations where I needed to try like seven or eight different strategies to actually get where I wanted, um, to go.

Um, and. I help this person truly understand, um, the core value, um, of who they are, um, and how they can show up in a better way. And, and that is like my favorite thing about it, holding them accountable to it.

Roger: I love how there's, there's like two sides to what you're talking about. There's in order to help others identify and live Into their superhero power.

You need that sense of perseverance and adaptability, perseverance, and to continue to work with them, to help them act that way, the adaptability piece where you might need to change how you're approaching it. And then they need to do the same thing in the, uh, deployment of their, uh, superhero powers, they likely need to be persistent.

And trying to do what they're trying to do as well as adapt to situations. And then you just introduced a third thing, which is around accountable accountability of holding them accountable. But you've already talked about how perseverance and adaptability works on your side of the coin. And their side, you introduced this idea of accountability of holding them accountable to it.

I'm interested in what we'll, we'll go through those things also, but I'm now I'm, I'm sort of excited around this idea of like, are you holding yourself accountable or someone else or as, as the leader you're working with, do they hold you accountable for continuing to do what you're doing?

Juliane: So first and foremost, I'm holding myself accountable because it is like, you know, um, I don't expect people, um, to understand right away, um, the intention.

I really don't, right? Um, um, later in the game. Yes. I'm of course being held accountable by the leader that I'm supporting. Um, because you know, there was then this trusted relationship. And of course, um, there's also part of my accountability to not just let the ball then drop and say, Oh, mission accomplished.

Right. Um, but, um, to more or less like support them on, on the journey, um, further down the line. Um, but first and foremost, I'm holding myself accountable because, um, me realizing and that also goes along with, um, with a part of your ego, right? Um, just because the first strategy and maybe what would work for myself might not work for the person that I'm dealing with, um, or the things that I'm thinking or the way that I have been brought up, everything is like different, right?

And so there's a lot of individuality that comes into play. And so for me, it is holding myself accountable and accountability in the When do I need to stop? Because there's also like the stop line, right? Uh, when do I have to change gears? When do I have to, um, try a different strategy? Um, when do I have to, uh, more or less like take the step back because I'm a human being and of course I'm getting one up on things when things don't go well, right?

Or something doesn't work out that I tried to more or less like take that step back and remind myself what this is about. And that it is not, in that instance, about me. Um, it is about the other person or the organization that I'm supporting, right? And so it is, um, I say it's a two way street, but, um, it starts with myself.

Um, and then I would say later in the game, it is actually also the person that I'm supporting.

Roger: What inspired you or who inspired you to want to help others deliver on their superhero power?

Juliane: At some point, at some point in my life, I had a lot of people, um, saying like, you can't do this and you're not smart enough and you don't have like a university degree and you have, don't have this, blah, blah, blah, blah, blah.

Um, and that's where, uh, My perseverance kicked in, um, because, um, that is like in my nature and it's like, Hmm, I think I do. I think I, I think I got what it takes. Um, and so, um, that was coming more from a place of unawareness because it's just buried in my nature. But the more I went down this path, um, the more I became aware of, um, this superhero power that I got.

Um, and when I started to work in HR, I quickly realized, um, that there is a lot of goodness to that. Um, and My first driver also like going back in the past was like, I can make like the business better, you know, I can, I can help them win. Um, and, um, then quickly realizing to actually help the business when I have to enable people, I have to enable leaders, I have to enable employees.

Um, it's all about enablement. And that's where Um, it then came to me, um, that I really want to help these people, um, to become better, just better because everybody will benefit from it themselves. The organization, the employees, everyone will benefit from it. Um, and that's more or less like where it is coming from.

Roger: Having the ability to go against what people are telling you, and probably some people that maybe peers, maybe bosses, maybe the other leaders telling you that you can't do this and being able to say, Fuck that I can do this. Where does that strength come from for you?

Juliane: I think it's part of my nature. Um, you know, I have always been someone, um, who is more or less like I, I prove it, I prove it to the people outside, um, outside of my own self that I can do this.

Um, but the older I got, um, the more it was just like, I don't have to prove it. Um, it's more something that I want. And so it is, um, coming like also like from, from, from my will, um, I would say, um, but again, you know, I think, um, a lot of the, the things that make us are part of our life, um, how we grew up, right.

Um, and, um, I needed to take care of myself. Um, Really early. Um, and so I guess that's also a little bit like where this fighter in me comes from, right? It's like, Hey, you know, I have been responsible for myself for quite some time, so

Speaker 3: mm-hmm.

Juliane: Who are you to tell me something like that. For me, that is like more or less like that instilled others.

But it has always been like part of my nature. I am, I'm like one of these people who's like, if I set my mind to something. Um, then I go after it, then I just go after it.

Roger: I love that the young Juliane had enough punk rock in her to not conform to what people were telling her. And I think this is one of the reasons why you and I just naturally get along because I think I, I, I have some of that in me as well.

It's like, Oh, you don't think I can do that? Yeah. Watch me.

Juliane: Exactly. I mean, I had like this one instance, like really early in my career, um, where, uh, one of my bosses said to me, hmm, Juliane, I don't know if you can think strategically. I really don't. And, um, I was back then, I was just like, Try me.

Well, you know, and here I am.

Roger: Yeah. That type of advice is really dangerous because if you don't have someone that has a little bit of that pushback in their, in their makeup or a lot of that pushback in their, in their background, um, you know, like how many people are, are kind of bullied. Into roles into jobs that, you know, that is what they're good at, but they have zero juice, zero passion, zero energy around.

And, and I think the Gallup, um, work around, you know, looking at engagement and the numbers of like 80 percent are in our, of, of, um, you know, Americans are in roles, um, where they're, they don't have strength, which Gallup defines as the combination of capabilities and passion. If that's 80 percent of people, that tells me there's a lot of failed leadership out there giving bad advice.

Juliane: It goes back to what we talked about earlier, the responsibility that leaders have and showing up. And it's not only the leaders. I think it's like more or less like everyone, right? Because you can have an impact of what you do or say. It can be like this. stupid comment that I told you about, right? Um, that might have led me for the next three to four years to prove, you know, um, I have, I have the capability to think strategically, you know, I'm really good at that.

Um, but do you want to be led, um, by the thoughts, impressions or what abouts not from others? should that be your driver? And I think that's like a question that we sometimes have to ask ourselves and take a step back and change a little bit our perspective instead of like, having this emotional reaction to add to it and kind of say like, I'm going to prove it to you, right, no matter the cost.

Um, even though the people don't really play a role in your life. If that makes sense, I'm becoming a little bit philosophical here.

Roger: No, it's, it's, it's, it's totally at least I'm a giant connection between what you're talking about. And it's that idea when she talked about perseverance and the perseverance is being aligned to that vision that you have for yourself, what you know to be true about yourself and what you, what you want to be able to, where you're headed.

On that journey, um, being able to go through the highs and the lows and stay on that journey. And so when you get data advice, have experiences with others, it doesn't turn you on a different trajectory. It is a reminder to stop and remember where you want to go, what, you know, how you want to get there and who do you want to be, um, and choose your reaction.

Not just have that emotional response.

Juliane: Yes, 100%. Right. I mean, I think a lot of people have been in these situations where somebody is either saying something to them, like, Oh, you know, if you continue down this path, you could become a VP they, more or less, I consider this like as, Oh, okay, I go for this.

Without even questioning themselves, if that is like what they truly want and all superhero powers for me always go with discipline, right? You have to discipline yourself because you have like a superhero power. Okay. That's amazing. You have awareness of it. Okay, cool. You bring it into action also thumbs up.

Um, but you have to discipline yourself in how you use it. when you use it and what you use it for and not just, you know, it's there, um, and I'm doing something with it. Um, it has to also have like a meaning not for, and only for the other person, but also for yourself. If that makes sense. It really

Roger: does.

This idea that you're, you don't have to show your superhero power every day in every situation. And in fact, the pieces of advice that we see on Twitter, this idea that any strength over you just becomes a weakness. I think this is getting right to what you're saying about if you have this superhero power and yet you use it all the time, um, it actually diminishes the value of that, of the impact of that superhero power.

Juliane: Yes, and you can, um, potentially also forget about like your blind spots. You know, I don't consider it like, um, you know, your strength, your biggest strength is also your biggest weakness. I, I kind of disagree with that. Um, for me, it's more you have a strength, right? Um, but, um, just like, Your blind spots, blind spots means you don't see them.

You're not really aware, right? Um, but you know that they exist. Um, both of these, um, occasions need, um, awareness and you have to deal with both of them, right? It's easier with your, with your strength or your power because you're aware and you know how to use it. But the, the, the other part of the equation is then truly your blind spot and how are you aware of your blind spot, right?

Um, and how do you, do you deal with it? I think a lot of people have the blind spot of emotional reaction, for example, just in the examples that I mentioned earlier, you have someone whom you don't like, you need to work with this person and then the person triggers something in you. And then it's like one of your blind spots, right?

And then you kind of went, go down this rabbit hole of the emotional reaction. Oh my gosh, I hate this person. Right. Um, but you, you, you then need to be able, and that's like part of the equation of the perseverance, um. To take that step back and being aware that that is also like your blind spot. So it's a, you have like these two pieces that kind of go along with one another.

Um, but that both require a lot of discipline from yourself.

Roger: This is leading me to think about our potential next business venture together. And I don't have the title of this, but basically, as we were talking, as you this idea of strength plus blind spot. Equals weakness divided by awareness. Like, I don't know what quotient that is, but I think we could, we could do a lot of, um, YouTube videos on that alone.

Uh, and, you know, maybe, maybe it'll kind of smart in doing so. Okay. You would look smart and I'm, I'm. Yeah, just the, the guy who's building the slides, um, which, which might, might be a good way of describing the three years of us working together. But anyway, what, what, what I want to, where I want to go with this is we've been talking about the, the value of perseverance, not only as you and your role of supporting others and their ability to bring their superhero power out.

Um, but we, you I think we've been talking about adaptability as well in all of this, but it hasn't, we haven't used that word. And where I'm thinking of adaptability is in those moments of awareness of, okay, I've been persevering in this place and I've been choosing. Those reactions in those choices. Is that where adaptability comes out or is there, is there more to

Speaker 3: it?

Juliane: I think there are like, so yes, yes. That is also where adaptability comes out. But I think adaptability starts earlier. Um, because. No matter whom you're dealing with, you need to, um, have the capability, um, or the skill, um, to be adaptable to situations, to be adaptable, um, to people and to be adaptable, like, you know, speaking of work, um, to the organizations, right?

Um, you cannot just, um, and I see this in a lot of leaders, they more or less they have set up their, their, their eyes on the thing, right? And they just go for it. Um, without completely ignoring their surroundings. Um, and so you need to be adaptable to these like different situations that you're moving in to adaptable to different people.

When I speak of myself, I need to be adaptable and working with all sorts of people just because I think this is the right thing. I believe, you know, like taking care of the organizational design and effectiveness is like my top priority. doesn't mean it is for everyone else, right? And so on the one hand side, you have the perseverance where it's just like, okay, how can I, how can I actually make people believe?

Um, but then the other piece is also to adapt, um, to the situations, um, that you are being handed, right? And, um, to adapt to the circumstances and to some extent also like adapt your own expectations. Um, so, you know that you're not that kind of all the time in the mode in the mode of, um, I'm disappointed or whatever reactions you might have, but the adaptability, um, to to Let yourself in or agreeing with, or working with all sorts of different people and organizations, adapting your behavior, adapting like all of these things, um, that consequently, um, lead to the success or, you know, to, to bring in the strategy that you have in mind.

Um, but adaptability is like one of these core pieces to that. I think that's like the one component. And I think. The, the perseverance and adaptability kind of go hand in hand.

Roger: So when you're able to work with a leader and you are successful in helping them bring out their superhero power, um, where they show up with perseverance and adaptability, where they are choosing their responses rather than reacting and they have discipline about where they apply it and where they don't, what's the impact on you?

When you've done this successfully,

Juliane: I feel like I'm more or less like I'm, I'm proud of it, right? And I'm happy for the person. Um, I'm happy, um, that, um, they, they went down this path, but I'm also happy for myself. Um, because you know, my perseverance, um, and trying like all these different avenues and oftentimes it is not just one or two or three, um, that is something good.

Right? Um, oftentimes. I don't say like always, right? That would be more or less like painting like really the wrong picture. That brings me joy when, um, one gets to the point and it can take a year, it can take two years. Um, but when everything gets to the point where you can actually do the work and I've seen it in the past, um, how much impact that can have.

And that brings me to joy.

Roger: I love that word joy. I think it's really powerful because I think in the work that we do, ultimately, I think we're trying to create joy for other people. We're trying to create, um, environments where. Leaders where, uh, employees, um, and maybe even outside of the workplace, hopefully with, you know, friends and family, we're trying to create, you know, contribute in a way that leads to more joy.

And I think that is ultimately what, what I might be stumbling into here is, um, how we find purpose.

Juliane: I do agree with you. Um, I think for me, it is a bit like helping other others more or less like living their best lives. Um, to their capabilities, their skills, what they want in life, their drivers, all of this good stuff.

Right. Um, and consequently, you know, equals joy. Um, I, I do agree, but, um, purpose. Yes. But I think like everybody shares a little bit the same purpose in life. I think we all want to be happy. I think that's like one of the purposes that we have in life. You know, we want to be happy. We want to, uh, live like a happy, fulfilled life.

Um, but. What does this look like for everyone individually,

Roger: you know, I think we, we could talk about the role of perseverance, adaptability, discipline, and the ability to respond to changing, um, situations, which probably adaptability again, those things that, um, potentially get in the way of people finding their joy.

And, and yeah, there is, you know, every, you I would think everyone wants to be happy, but they're, you know, we know plenty of people that do things that actively get in their way of being happy or finding joy. Um, but there is something about a purpose, you know, the formula to achieving a purpose does have to, it, it does seem to be true that it requires doing something in service of other people.

Juliane: Yeah, I do believe that as well. Um, to that some, some extent, um, because at the end of the day, you know, you need to have like your ducks in a row, you know, you need to be living with yourself, um, and being in service to others is a component. I know people who are in service to others, but are completely unhappy.

Um, and so I'm not saying you have to accept yourself. You have to love yourself. You have to, you have to, I'm not saying it helps if you do, but it is not a must for happiness. Um, it sounds super weird when I say that, but, um, I know that everyone has like their flaws, blind spot or whatever. That they don't like about themselves.

Right. And you cannot like yourself, like 100%. Come on loving yourself or loving, loving, like pieces of yourself. Yes. It's like, it's a foundation for a lot of things. I believe that it is a contribution to your own happiness. If you are in service to others and see others succeed.

Roger: On, on that. And on most things we can agree.

So what do you know to be true about helping other people? Live out their superhero power.

Juliane: What I know to be true, um, about these, um, superhero powers, um, that we have been talking about is if you put them into play, if you are aware of those, um, most likely I would say if you bring all of this to the table, also like the discipline aspect, um, and 90 percent of the cases.

It will bring you more joy and you will be happier. The other component that I know to be true, if you don't step into that mode, that you most likely will miss. Um, some good opportunities, um, where you could be more content with yourself, um, or with others. You might have also like, um, not more time, but less time, um, with your friends and family.

What I mean by that is, um, if you're getting worn up on a lot of things, you bring this into your private life and that takes time away from your friends and family. And so that's like something that I, um, that I also believe, um, to be true if you don't step into these powers. for joining us.

Roger: Is there anything that you've come to learn about helping people achieve their superhero power and the expression of their superhero power?

Is there anything that you've, you thought was true early on that you've come to learn is not true?

Juliane: Early on in my career, um, I was so arrogant that I kind of felt like, I can, I can, I can get everyone there, I can get them all there, um, and realizing that, yes, um, I would say like 75 percent of the people are truly interested and understand at some point the value, um, from, from a variety of different angles, but there are, um, there is a certain percentage.

where people are set where they are, they don't have an interest in that, and you won't be able to get them to change their mind or, um, put that, put on different glasses or take a different perspective. So they don't want this. And I was like early on, um, Uh, of, you know, again, arrogance, um, I felt like I can, I can, I can make them all see that, but I know that this is like true that there needs to be a willingness and an openness, um, to, to conversations like this.

Roger: Yeah. Knowing, knowing when to stop.

Juliane: Exactly. And that's also where, what I meant about like the discipline aspect, you need to, um, and that's something that I needed to learn. And I think I, I learned it pretty well, um, to more or less, like, understand when to stop, right, and to, uh, put my energy, like, elsewhere.

Um, and I mean, you and I will work together. We've worked with several different leaders. Um, and yes, there are, there have been like one or two occasions where I realized at some point, okay, no, that is not going to work no matter which strategy you're trying. It's not going to work. There is no interest in taking a look at the organization and the effectiveness, the operating model, whatever you can think of, there is just no interest in taking a closer look at the leadership.

There is nothing right. Um, and no matter what I try, no matter what language I speak, no matter whatever, there is no willingness, um, in my counterpart. So, they are driven by something else, um, and they stick to their, um, to their plan. Um, and I'm not derailing from it. And that's like really where the discipline kicks in, knowing when to stop.

Roger: That ability to recognize when it's time to stop, having that discipline. That's hard. And it, it hurts.

Juliane: Yeah.

Roger: At least for me.

Juliane: Yeah, I think for me, it has shifted. Um, in the past, yes, it, it hurt me. Because I have put so much blood, sweat and tears into the, uh, into the process itself, and I was able to kind of see like the vision and the goodness that would come out of it.

Um, and then of course, when there is like some sort of a rejection or denial, right, then it is like, Yeah. I

Roger: mean, the words, the words you're using rejection, denial, it feels personal, but we know, we know logically, we know logically it's, it's them.

Juliane: For me, it is more like a disappointment. It's not, it doesn't hurt me.

It's more like a disappointment, a disappointment. Um, in the sense of, um, I, I have been able to see the goodness. Um, and I know that the status quo is not going to change, even though it is like just two, three steps away. And that's like where the disappointment then kicks in because there was like so much value in this, um, for everyone who was part of this game.

Um, and then to more or less like realizing there's just like this one single person who could have such an amazing impact. And this person is not taking like the two or three steps. That's like more just they're not ready. This is like disappointment. But then it goes back back to the discipline and the perseverance to more or less like, take a step back and kind of see, okay, what is then like a reasonable outcome?

What is like, okay, expectations, lower your expectations, you know, what is like a good outcome, that at the end of the day, Will bring me the joy as well, bring, bring them joy, but also consequently bring me the joy

Roger: and in doing so, you're actually producing, helping them produce something that's better than what was there before, but we, we see the potential and.

We know we're not going to get there.

Juliane: Yeah, it is hard to kind of see, um, you know, when you, when you identify the potential, not only of the individual, but also, um, about all the rest of the work, right? Um, everything that would be possible if you kind of see that potential with open eyes and they can't see it.

Um, I think, you know, they, they decide that that is not for them consciously or unconsciously that's put that aside. Um, but, um, to, to, to, to. to see the potential of something. And I think that's also part of the jobs that we do. We are good at understanding people, we are good at reading people, we are good of understanding the bigger picture of organizations, businesses, success, and so on.

And to see the potential, not only for the employees or the individual, but for the business itself. And then You know, needing to kind of let the slide a little bit and lower your expectations, that is a tough thing to do. But that is again, where the discipline comes in as well, to take that step back and continue with the perseverance just at a different level.

Roger: Um, I think you have something you have experiences that I can learn from you talked about the discipline of knowing when to, uh, when to end it. Um, and, and unfortunately this episode does need to come to an end. How do you like that for a segue? I know, I know. I'm sorry. Uh, but before we end, we have to do the lightning round.

Let's go. So fill in the blank. Enabling other people's superhero powers is

Juliane: amazing.

Roger: So who in your life enables your superhero power?

Juliane: Myself, my husband, my friends, and the people that I work with.

Roger: Love that. Is there a practice or routine that helps you grow, nurture, or renew your superhero power?

Juliane: I try to more or less, I practice the awareness and the discipline about around awareness, specifically of my blind spots, because my superhero powers are there.

I'm aware of those, but you know, my blind spots, I'm training my awareness around those. And that, um, you know, leads me to take a step back when I'm about to have like conversations that might be tough, or when I have like tough conversations to more or less like not reflect on what happened, but to understand, you know, more or less like that, that is like an emotion, a reaction or whatever else not, um, and to then determine the way forward.

And what I'm doing with it,

Roger: that's simple stopping when you, when you're feeling an emotion. And this is coming true for me in this conversation, when you feel that emotional reaction to realize. Oh, that's a signal to me that this is, this is hitting me in a way that I need to manage me. It's not an emotion in reaction to the other person, but it's really telling me I need to do something about me.

Juliane: Yeah. I'm more or less, I kind of say emotions are amazing and you shouldn't suppress them. You shouldn't push them to the side because they are advisors. They want to tell you something, but that doesn't mean that you have to actually do what they tell you, ask you to do. Right? Um, otherwise, I think we would live in chaos.

But taking the step back and just having the awareness of what triggers right now, um, you know, it's like something that is like worth a gold mine. And, um, not only like being aware of it, but then also accepting. That emotions are also a good counsel or advisory board for yourself to understand what's going on and then enabling you on the conscious level to make decisions.

It's like the best.

Roger: I loved all of that. The piece that's really standing out for me is those emotions are advisors that you don't have to take their advice on. Correct. Is there a book or movie that you recently watched or read that you would recommend that has this idea of enabling other people's superhero powers as a theme?

Juliane: I think the book that I've read is actually like a book that you recommended to me, um, The Power of Ted. It is not actually like something that is like, um, on the first, if you, if you read it and at first sight, it is not about like enabling others and their superhero powers, but it goes more back. It all starts with yourself, right?

Um, having an understanding of yourself. Having, doing things with intention, doing things in a conscious way, um, and understanding your own purpose. Um, and that then consequently enables others to step into their superhero powers.

Roger: I love that visual of, you know, when someone steps on that Ted stage and they get in that red circle and with the spotlight and they just launch, I think it's a great visualization for what it's like to actually step into your superhero power.

What is one thing that gets in your way? Yeah. Of enabling other people's superhero powers.

Juliane: One of the things that is getting in my way, um, is like one of my blind spots. You know, um, having like a reaction, an emotional reaction, that is like what I'm constantly training, like constantly, um, to be aware of this blind spot that I might be just like everyone else being triggered, uh, by, by something or by something somebody says or does, um, but really stepping into, into this blind spot space.

Because I'm aware that it can get into the way of the things that I want to accomplish.

Speaker 3: If a listener wanted to ask you a question or follow up with you, where do you want to point them to?

Juliane: I think the easiest way to get in touch with me, um, is just truly going to LinkedIn, right? And shoot me a message over there.

Um, and I'm more than happy to help out or respond or whatever.

Roger: Well, Juliane, I am so grateful. And appreciative for you sharing your wisdom today, this idea about enabling other people's superhero powers through perseverance, adaptability, choosing your response in the moment, and then having the discipline to know when, where, how, and why.

And when to stop trying to enable other people's superhero powers in a certain way. Um, those four tenants seem so valuable and I'm really grateful that you shared those today. So thank you very much. And as always, I love this conversation. I'm looking forward to the next one.

Juliane: Thank you so much for having me, Roger.

I really, really, truly enjoyed it. Um, and I'm looking forward to our next conversation.

Roger: This was another episode where it is hard to end. Because I enjoy these conversations so much and I feel like I'm getting such a deeper understanding of the concepts that our guests are sharing. And this conversation with Juliane was no different. I'm taking to heart her main message of the knowledge of one superhero power is not enough.

And what matters is the act of putting one superhero power into play. And Juliane shared with us that it's the principles of perseverance, adaptability, discipline, and self discipline. And accountability that amplify the effectiveness of our talents and having an impact on others. There's a quote that circles around in sports, but I'm reminded of it here in our conversation.

And that quote is hard work beats talent when talent doesn't work hard. Now it's Kevin Durant, the NBA basketball star who famously said the quote. But it's attributed to Tim Noki, the varsity high school basketball coach. And who knows, I'm sure you could find it attributed, uh, Einstein and Bed Franklin and Socrates, depending on where you're searching on the internet.

And while you might've seen examples where hard work has out hustled talent, but Juliane is advocating for here is talent. And hard work. That's the recipe for achieving the most meaningful purpose of having a positive impact on others. This conversation leads me to reflect on a few things that I encourage you to think about as well.

In what conditions are we aware of our talents, but something is holding us back from expressing those talents and why? Are we holding back? Additionally, in what conditions do we need to have the discipline to pause, to not throw on our capes and rush in to do our superhero power thing? If you like this episode, please do me a favor and tell one other person about it.

Thank you in advance for doing that. What do you know to be true is a three blue pens production. I'm your host, Roger Castner. We are recording on the ancestral lands of the Duwamish and Suquamish people to discover the ancestral lands of the indigenous people whose lands you are on, go to native hyphen lands.

ca. Okay. Be well, my friends.

Hi, Juliane.

Okay, we got something for the blooper reel. I had a yoga teacher once say, You are stardust and all your adversaries are 80 percent water. Which I thought was kind of aggressive for a yoga class, but still.

Juliane: I like it.

Roger: How are you feeling?

Juliane: I'm good. It feels like a normal conversation between you and I. Does this call it?

Roger: Yep, yep, yep. Um, yeah, this is one of those moments where I don't know where I want to go because I want to go everywhere with what she just said. Shh,

Juliane: I really cannot think of a good answer right

Roger: now. That's something, I'm wondering, maybe that's a future episode on your superhero power of lowering expectations.