Episode 186

How to Be More Influential: Lessons from Lida Citröen on Courage, Visibility, and Realness

The New Rules of Influence with Lida Citroen

Summary

In this episode of Present Influence, host John Ball sits down with Lida Citroen, author of 'The New Rules of Influence, How to Authentically Build Trust, Drive Change, and Make an Impact.' They discuss the 10 essential elements to truly becoming influential, without the need for executive presence or gravitas. Lida emphasizes the importance of understanding one's values, being real, and having courage. This insightful conversation covers topics ranging from personal branding and reputation management to the role of service and inclusivity in influence. Join them as they explore how to build credibility, the power of storytelling, and the significance of being visible.

Key Takeaways

Influence is about having the ability to sway decisions.

Courage is essential for anyone looking to influence others.

Understanding your 'why' is crucial for effective influence.

Being real is more impactful than striving for authenticity.

Influence can come from unexpected places, not just traditional leaders.

It's important to create boundaries around what you share publicly.

Consistency in personal branding helps build trust and credibility.

Influence is not limited to corporate settings; it applies to all areas of life.

People often fear judgment, which can hinder their ability to influence.

The landscape of influence is changing, allowing more voices to be heard. Authenticity is crucial for personal and professional fulfillment.

Values plus action equals credibility in building trust.

Integrity is about being true to your values and self.

Service is essential for genuine influence and leadership.

Storytelling is a powerful tool for communication and connection.

Visibility requires courage and proactive engagement.

Understanding personal values can lead to greater self-awareness.

Quiet individuals can have a significant impact when they speak up.

Ethics are often more easily understood than integrity.

Personal values can evolve but often remain core throughout life.

Chapters

00:00 Introduction: The X Factor of Influence

00:22 Meet Lida Citroen: Author of The New Rules of Influence

00:40 The 10 Elements of Influence

00:58 The Importance of Authenticity and Values

01:26 Welcome to Present Influence

02:31 Diving into The New Rules of Influence

04:31 Defining Influence and Its Scope

05:46 Examples of Modern Influencers

08:58 The Role of Courage in Influence

10:06 The Fear of Being Judged

11:17 Understanding Your Why

14:28 Being Real vs. Being Authentic

19:28 Setting Boundaries and Guardrails

26:44 Consistency in Your Personal Brand

28:38 The Importance of Being with the Right People

29:05 Authenticity in Personal Development

31:06 Values and Credibility

32:57 Understanding Integrity and Ethics

35:18 Building Credibility Through Values and Actions

43:22 The Power of Storytelling

48:12 The Importance of Being Visible

54:57 Final Thoughts and Upcoming Episodes

Go to presentinfluence.com to get your copy of my guide to building authority through podcast guesting and for speaking enquiries or connect with me on LinkedIn

Thanks for listening and please give the show a 5* review if you enjoyed it.

Transcript
John:

Do you have the x factor?

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That je ne sais quoi, gravitas,

executive presence that most

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influential people seem to have.

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My guest today says that you don't

even need that, that there's something

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better than all those things when it

comes to being an influencer in the

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truest sense of what that means and

that's what we're here to find out.

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My guest is Lida Citroen, the author of

a fairly new book called The New Rules

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of Influence, How to Authentically Build

Trust, Drive Change, and Make an Impact.

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So you can imagine, I was excited to

talk with Lida, when I realized that

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we have a great deal of crossover.

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According to Lida, there are

only 10 elements that you need to

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consider to be more influential.

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One of them surprised me and the one I

found most impactful was about something

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we all need if we are really going to

be more visible and to be heard if we're

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going to have any influence at all.

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We talked about what it means to

be real and get real with people.

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And what happens to those people who

are faking it or who are just completely

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different people when they're not on

stage, giving some kind of performance.

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The guardrails that you need to have

in place to protect your public profile

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and why you really do need to know

your values to have great influence.

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You won't want to miss a minute

of this high value conversation.

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Welcome to Present Influence the show

that helps coaches, speakers, and

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business leaders develop the communication

skills to impact influence and inspire.

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My name is John Ball, keynote coach,

professional speaker, and your guide

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on this journey to mastery level

communication and presentation skills.

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My mission is to provide professional

communicators like you with everything

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you need to maximize your impact, connect

with audiences and present with influence.

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Follow the show on your favorite

podcast app for weekly episodes and

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interviews with influence experts.

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Lida, I'd like to say, first of

all, welcome to Present Influence.

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I have been looking forward to speaking

to you and you speak and write on one of

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my favorite subjects, which is influence.

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And it's even in even in

the title of this show.

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So he's definitely the right audience.

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I think for you to be a guest for, and

you even have a perfect name for us.

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What a perfect name for

driving change Lida Citroen.

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That's awesome.

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Lida Citröen: I wasn't planned,

but I'm going to use that.

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John: You're primarily, we're primarily

here to talk about your book today,

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which is the new rules for influence,

the 10 new, 10 new rules for influence.

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And it's fascinating to me that

this is a book that needed to

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exist in the first place because I

will, what were the old rules for

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influence that you felt needed to?

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Lida Citröen: Yeah.

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And thank you so much,

John, for having me.

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I love this topic.

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I love what you're focusing on and really

what I tried to do with the new rules

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of influence is support a need in the

market that I didn't see was being met.

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So there's all these wonderful courses

and, literary guides that have been

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institutions in our corporate world.

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Upbringing and all and how we

work today, but they tended

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to not relate to an audience.

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I thought was missing some practical

advice and a place for them.

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So I'll give you an example.

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Traditional influence is built on

this model of executive presence.

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And when we think of executive presence

and we look at all the literature and

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all the writing I've taken the courses

I've, I've taught executive presence,

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it focuses on three main pillars, right?

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There's image.

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You have to look a certain

way there's communication.

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You have to speak a certain way

and there's this thing called

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gravitas, which studies show.

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People say is very important, especially

hiring managers and human resource

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professionals say gravitas is really

important to becoming a leader.

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We see it, we know it,

but we can't teach it.

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That's fun.

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So I'm telling you something is important,

but I can't tell you how to get it.

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And I always struggled with that.

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And I just thought,

there's something needed.

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That's a little more practical, a little

more gritty and a little more real.

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And that's why I tackled a different way

of thinking about influence in this book.

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John: Let's keep on defining our terms,

because that's a really helpful thing.

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And I'm really glad you explained the

executive presence part there as well.

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When we're talking about influence in

what capacity are we talking about it?

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What kind of influence is

this that we're going for?

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Lida Citröen: I define it as

any kind of influence, right?

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You want to have more sway when you offer

an idea in a meeting with your team.

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You want to advocate for a position

that the company should take with

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your boss or you want to influence

a need not being met in a community.

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And it could be a community

you don't come from.

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Which is what's interesting.

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It could be political influence.

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It could be social justice influence.

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It could be corporate influence.

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But really, when you think of what

influence is and you know this

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better than most, it's the ability to

sway or affect a decision to take a

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vision, an idea and then championing

for that and have people actually

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listen to you and take you seriously.

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So it can be as small as I just want

to be more visible in my company.

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I want to have more of a say, or I

want to start a movement that changes

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the world and everything in between.

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John: Are there some kind of

popular names who you would

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say are good examples of this?

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Lida Citröen: I think, the classic

influence when we think of the old

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model, we think of corporate leaders.

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We think of politicians, right?

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Who come to the microphone dress the

right way with the right messages.

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And they have that gravitas thing, right?

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That charisma, that je ne sais

crois that is just so compelling.

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But then we look at people, and I use the

example in the book of Greta Thunberg at

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age 15 sits in front of Swedish parliament

and advocates for climate change.

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15 years old.

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She didn't sound suave and polished.

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She had a good message and

it was thought through.

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She didn't have the right outfit on.

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She wasn't dressed the right way.

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And I don't know that she has gravitas.

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She was a young woman who had an

idea that she was deeply passionate

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about and she took it as far as she

could and she still advocates for it.

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So I think we look at something

like that and say, wait a minute,

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somebody like that can have influence.

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What does that mean for me?

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And when we look around companies today,

I know in my experience, and you do a lot

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of this work too, I am seeing CEOs yield

less influence than somebody more junior.

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That there's a person in the back

of the room who shares an idea and

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heads turn wait a minute, influence

is coming from different corners

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now, and that's really cool.

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John: So can we reclaim the

word influencer or has it

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been ruined for all of us?

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Lida Citröen: It certainly

hasn't been ruined.

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I don't think it's like some of the other

words that, are going to be challenged, or

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maybe the next generation has to redefine.

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I just think we need to embrace it.

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And I know a lot of people who read

the book and reached out to me are

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people who say, I describe myself as

an introvert, or I'm really pretty shy.

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And I never thought, That

I could share an idea.

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I just waited for someone

else to share that idea.

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So you're saying I could have influence.

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Yes, you can have influence.

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We need you to have influence.

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We can't just keep hearing

from the same voices.

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John: I do definitely want to take

a look at some of these rules but

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before we do, were there more than 10?

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How many rules could there have been?

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Lida Citröen: This could

be volume 1, right?

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No, I'm kidding.

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There's 10 volumes.

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I worked with my publisher on that

because I just, it just kept coming.

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And I think this is a starting place.

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I think it's a good starting place.

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For 99.

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9 percent of us, could you add

rules in that work for you?

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Absolutely, but I picked 10 because

I thought, phone numbers are in

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10, 10 can be somewhat digestible.

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And then by breaking those 10 rules or

grouping them into 4 key sections to

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help the reader understand how the rules

apply to certain aspects of building

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influence that kind of chunked it down

to make it a little more manageable.

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John: Good.

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I will say I just recently

created a nine point framework

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for something I'm working on.

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You've made me feel a

lot better about that.

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So it's so thanks.

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So thank you for that.

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One of the first things we come

to in the book and the first

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rules we come to is courage.

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What's the role of courage in influence?

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Lida Citröen: know, And that one really

hit me hard because I looked at the

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people I've worked with and I've been

honored to, to help guide through their

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personal branding journey or their

reputation journey, the audiences that

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I've spoken to and the people that stood

out really had courage and encouraged

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doesn't mean you're not afraid.

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It just means you're so much more

passionate and committed to your vision

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that you're willing to work through that.

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And I think for the audience that

this book is designed for, I think

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courage is really important for them.

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This is scary stuff I'm talking about.

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It was scary for me to write it, but I'm

asking them to be courageous to believe in

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themselves, to believe in their idea, to

believe in the people they want to serve.

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So courage is really where it all starts.

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The others don't matter if you're

not going to be courageous.

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John: Yeah, what's the greatest

fear that you are aware of that?

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Maybe you've had yourself but that you

think other people are working to overcome

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Lida Citröen: I think what

we all fear is being judged.

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And I work in the

judgment business, right?

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Because I'm all about managing perception.

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That's what personal branding

and reputation management is.

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But in this case, there, there

are so many people who will.

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Sit on an idea thinking someone else

will share it, or if I share it and then

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it's not a good idea, people are going

to laugh at me or think less of me.

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So they hold on to these ideas or

they hold on to not calling out when

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they see something that's wrong.

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In their community or their company,

and we can't have that anymore.

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That's not what's going to move us as a

society forward, and that's not what's

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going to help us individually grow.

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Yes, we will be judged.

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It's a fact.

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You judge me.

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I judge you.

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Your listeners are judging.

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Do they like the sound of my voice?

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Do I sound interesting enough?

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Where does my name come from?

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There's all these judgments that happen

without us even thinking about it.

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So I acknowledge, just

know they will judge you.

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And be courageous.

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It's just going to happen.

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Let's look at the worst

fear and work through it.

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John: You begin some of the

content of the book with asking

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people to get in touch with their

why is that the reason for that?

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Because of the relation to needing

to have that to find the courage.

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Lida Citröen: You certainly need to

understand why you want to have courage.

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And what I talk about a lot is, people

can want to have influence because they

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want money and I'm not opposed to money.

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Money's great, but that's not the

point of what we're talking about.

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If you want to have influence because

to you, it means yielding more power.

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Power for what power to drive

change or power to soothe your ego.

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So really the first section is before

you read any more of the book, be

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really clear about why you want

to influence these conversations.

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And that's why the first three

rules are anchored into that.

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Then we talk about who, and then we

talk about where and how you want to

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influence, but it's you can't pass go.

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If you don't know why you want to

influence, it's the genesis of everything.

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John: It was a very logical structure to

the book, which I definitely appreciated.

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What for you is, if you don't mind

sharing what's the why that drives you?

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Lida Citröen: I think my why is I am so

deeply committed and unapologetically

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committed to helping people.

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I am that person who will help someone

wherever they are, however they are.

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And I do it without

judgment for the most part.

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I try not to judge what

I believe is happening.

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I've committed a large part of my

life and my business to serving

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our military and helping them.

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I work with women's groups.

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I just, I believe in helping people.

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I have so much to give and there's

only so many hours in a day and

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there's only so many clients.

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So whatever's left or whatever, I

can add in to help somebody else.

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That's really where I see benefit and

writing a book to me is a way to do that.

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That's why I wrote my first book

because I couldn't get everywhere and

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I wanted people to have those tools.

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So you could hire me, you could hire

me to speak, but that's expensive.

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For 20 bucks.

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You can do it yourself.

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That was my idea was, let's just

get the information out there.

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I get enough coming back and

I'm very blessed in that way,

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but I want to help people.

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That's really what I'm passionate about.

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John: Yeah, and you're in roles in your

life that are Very based around influence

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and you're speaking you're coaching.

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You're an author.

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These are influence roles, right?

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Lida Citröen: Absolutely.

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But not everybody has to be on stage

in front of 5, 000 people or write

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seven books or coach CEOs to be

able to have that kind of influence.

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And that's where it can I try to not.

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Only make it corporate because we

have people leading nonprofits.

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We have people working in nonprofits.

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We have people doing a nine to five

job coming home and seeing something

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in their community that doesn't sit

well, that want to have influence.

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So it isn't just corporate influence.

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Yeah.

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John: I found rule number

two Curious i'll say curious.

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Because I have questions as you don't

really for a podcast Rule number two

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is about being real you say be real

and you seem very carefully to be

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avoiding the word authenticity like

be rather than saying be authentic

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Why be real and what does that mean?

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Lida Citröen: It builds on courage, right?

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So if you're going to have courage, the

way you're going to express that courage

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is you're going to let people see you.

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You're going to let them know you.

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And that's terrifying.

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It goes back to what we talked

about with, being judged.

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If you don't know me and you don't

see me, then you can't judge me.

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But if I let you know who I am now,

I've exposing myself and I'm vulnerable.

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The reason I push back against

authenticity and being authentic.

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And I use the word all the time is I

think it's getting a little overplayed.

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You asked me earlier if influence was.

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I think influence is fine.

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I think authenticity is often

misunderstood because if I said to

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you, John, be authentic with me.

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What does that mean?

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If I said, I'm going to be my authentic

self, it's a word we hear and we know,

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but if I say to you, let's get real, or

I'm going to share my real thoughts, or

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I'm going to be real with you, there's

a different level of understanding.

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And I tested this globally because I

wanted to make sure it wasn't just a U.

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S.

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Vernacular, and I think it

plays well with my audiences

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and I work in over 30 countries.

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So that was really important.

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But being real means, yeah

letting people see you.

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And one thing I'm deeply passionate

about, and I know you're probably

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going to ask me about it, is

I'm not a fan of transparency.

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I'm a big fan of being real, but I don't

believe we should tell people everything.

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And I don't know how you feel about

that when you read that in the book.

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What are your thoughts?

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John: It was actually one of the things I

had a question about funnily enough so you

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say very astute to to get to that first.

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Because Robert Greene talks about this and

you I don't know if you're familiar with

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robert green's books But he talks about

having a curated Image that we put out

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there, which is still who is still true

to who we are, but it's very particular

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aspects we like we're choosing what we

project out into the world We're picking

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the bits of us that are going to be most

relevant and most representative now, I

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know some people see that as being quite

maybe manipulative and maybe over curated

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But it's I think it depends on how you

take it because if that still isn't You

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true to who you are in some aspects.

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It's going to feel fake.

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So there's still that element there.

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Do you lie somewhere in that territory?

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Lida Citröen: mean, I think I probably

get a little simpler than that.

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And I'm fascinated to hear about his work.

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Cause I'll definitely look at that.

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I think where I draw the line is it

comes from working with people that are

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going through reputation crisis, which

reputation repair is a specialty of mine.

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And a lot of times these individuals.

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Maybe high profile, maybe not have felt

a sort of social pressure or social

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obligation to chime in or share their

thoughts on a conversation that either

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they're not the right person to speak

on or that really opens up wounds.

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So my advice is be authentic, be real.

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If I ask you a question and you give

me a response online or in person,

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it should be your truth, right?

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It should be what you really believe.

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But you also have the right to say, Lida,

that, that's a little too personal for

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me, or I'm not comfortable going there.

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And that's perfectly fine.

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When the Supreme Court decision came

down on Roe versus Wade, a lot of

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people were online talking about it.

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And I had clients reach out to me and

say, do I need to be part of this?

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And we talked through whether it made

sense not to curate necessarily, but

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because they had trauma attached to it, or

they had deep Conflict attached to it and

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I said, no, don't prematurely jump into a

conversation that you're not ready to talk

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about and there's no reason you have to.

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And that's where I think we're

allowed to keep things private.

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I encourage parents to

teach their kids this right?

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Just because it's being talked about

doesn't mean you have to jump in.

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We can get into trouble that way.

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John: How do we find the balance then

between, there's certainly plenty

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of people out there in the influence

world who are saying, You need to have

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opinions and you need to be strong in

your opinions and need to regularly

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exercise your right to express those

opinions Because if you're not one thing

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or another if you're trying to be a people

pleaser, you're not going to stand out

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You're not going to be that noticeable.

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So where do we find the balance there?

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Lida Citröen: I actually would

challenge that, that jumping in on every

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conversation is what makes you notable

or noticeable, because I don't know

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that's really, I think you just start

sounding like the noise that's happening.

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Where I advise clients is create

your boundaries or your guardrails.

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What are the topics that you are

just not comfortable going towards?

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And it might be someone has small

children and they say, I don't

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want to share my children online.

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:

I don't want to talk about my children.

340

:

They're vulnerable.

341

:

They're young.

342

:

Perfectly fine.

343

:

Then that's a rule for you.

344

:

I have rules around talking

about religion, talking about

345

:

alcohol, drugs, anything like

that, and talking about politics.

346

:

I just don't do it in person or online.

347

:

It doesn't mean I don't have

strong political opinions.

348

:

It doesn't mean I don't, anchor my

work a lot personally in my faith

349

:

and it doesn't mean I don't enjoy a

nice glass of wine on a Friday night,

350

:

but it's not germane to my brand.

351

:

It doesn't add anything to my brand.

352

:

And so I don't see a reason to go

there and having those three rules,

353

:

those three guardrails, I just know

that I don't have to participate when

354

:

the conversations go that direction.

355

:

John: It seems very wise to me.

356

:

It's actually making me think of a time

when I turned down an appearance on a

357

:

podcast that sounded like a lot of fun,

but was to go on primarily to talk about

358

:

a time that you had broken the law.

359

:

And I'm thinking I could do that.

360

:

Seriously.

361

:

I thought, yeah, it sounds fun.

362

:

I think I would enjoy the conversation,

but I'm really not sure about what

363

:

that would do for me reputationally,

because I would probably end up

364

:

talking about something really.

365

:

Bland that wasn't that interesting

because probably the times that

366

:

might actually be that more, more

interesting to talk about are ones that

367

:

I actually wouldn't want to talk about.

368

:

Lida Citröen: Was it a

law enforcement podcast?

369

:

I would be

370

:

John: No I think it was primarily

just to talk about that maybe just to

371

:

emphasize how much people break the law

or to have fun conversations around that.

372

:

But just reputationally, I thought,

Oh no, I'm going to steer clear.

373

:

Okay.

374

:

Lida Citröen: That's another fabulous

way to think about it, right?

375

:

Am I going to, is this going

to help me not just personally,

376

:

but help me fulfill my mission?

377

:

So if I were to start talking about

faith, is it going to help me?

378

:

I'm not afraid to, but I have

clients of all different faith.

379

:

So I don't ever want them to feel

that I'm going to guide them as an

380

:

executive coach by using my faith.

381

:

And the same thing with alcohol and drugs.

382

:

I have clients that are in recovery.

383

:

I have clients that

started recovery programs.

384

:

I worked with a fascinating

client years ago.

385

:

It's not part of what I do.

386

:

I don't have to talk about

it and then risk, maybe it

387

:

going in a sideways direction.

388

:

John: One of your rules

is inclusivity, right?

389

:

And I think that's a part of this.

390

:

And I certainly know from my own

years of coaching experience.

391

:

Like I am not a religious person.

392

:

I'm not a particular, I

say, I'm not very spiritual.

393

:

I do meditation and stuff like

that, I have no particular

394

:

association or anything like that.

395

:

And yeah, I've had many clients who do.

396

:

But whether I do or not

shouldn't be relevant to that.

397

:

It's not relevant to them It's not

relevant to the coaching relationship

398

:

I'm not there to validate their

beliefs or to invalidate them.

399

:

I'm there to coach them and so I

don't want You know, I don't want

400

:

my beliefs to tread on What we're

actually there to do and how we're

401

:

so for me it makes a lot of sense,

402

:

Lida Citröen: And for some

coaches it does, right?

403

:

And then in that case, you

need to lean into it, right?

404

:

And that would be a case where you would

have to be real and talk about it and

405

:

talk about how it influences your coaching

style, because there's a client out there

406

:

who is looking for that type of coaching.

407

:

So if it is part of your brand,

then yes, you lean into it.

408

:

John: Yeah, which is an interesting

kind of dichotomy There are those times

409

:

where you actually actively do Want to

distance some people from you and what

410

:

you're about because you're going for

Working or helping particular kind of

411

:

person in a particular way maybe you

working in the faith based area and you

412

:

want to have your clients Who share that

faith that would just make perfect sense.

413

:

So yeah, it's it's very again very logical

But it's interesting that there was

414

:

definitely probably the for the majority

of people you want to be more inclusive

415

:

And be able to speak on a wider scale.

416

:

The rules are very interesting.

417

:

One of the things Just to stay on this

sort of be real aspect for a moment

418

:

have you ever come across Todd Herman's

book alter The Alter Ego Effect?

419

:

Lida Citröen: No, I'll

write that one down too.

420

:

I think I need to read more.

421

:

Okay.

422

:

John: It's an interesting but I say

the reason why I brought it up is

423

:

because he talks about this idea of

creating these alter ego versions of

424

:

ourselves that like think of someone like

beyonce with the sasha fears character.

425

:

It's like You can step into that

alter ego version of ourselves and

426

:

step out of our own limitations.

427

:

We can become that How do you think

that perhaps that idea might fit

428

:

with the being real concept here?

429

:

Lida Citröen: So now I'm

really like liking that.

430

:

Because I think I challenged that.

431

:

I think I challenged that idea

because that seems to play with this

432

:

older idea of executive presence.

433

:

And if you recall, I share a story

of something that happened to me

434

:

years ago, where I was, Part of

coordinating a very large conference.

435

:

I wasn't a speaker yet.

436

:

So I was backstage and we had hired a

notable speaker to come with us to do our

437

:

general session keynote and backstage.

438

:

I thought this guy was falling apart.

439

:

He was nervous and fidgeting.

440

:

I caught him smoking

behind the AV equipment.

441

:

Not a good thing.

442

:

He was an absolute mess and I'm panicking

thinking I'm putting him on stage in a

443

:

moment in front of thousands of people.

444

:

What just happened?

445

:

He's supposed to be such a good speaker.

446

:

And as soon as his feet hit the stage,

like you're talking about, he like

447

:

drew in a breath and became this

other person and was charismatic and

448

:

relaxed and funny and self deprecating.

449

:

And I'm watching this thinking.

450

:

This guy has influence but was he real?

451

:

Which was the real him?

452

:

And I grew up in Hollywood,

so I've been around the idea

453

:

of playing other parts, right?

454

:

But I think the way it translates to

lessons in the book is, I don't know

455

:

that's sustainable for most of us.

456

:

For instance, I share that I

spent 20 years in the corporate

457

:

world doing that, right?

458

:

I would go to work and almost

breathe in that air and go,

459

:

okay, now we're this person.

460

:

And I was what I thought

everybody wanted me to be.

461

:

I was funny when they thought

I was supposed to be funny.

462

:

I was strong when they

wanted me to be strong.

463

:

I sat in the back when they told me to

sit in the back, but I would come home

464

:

every night and take off that costume.

465

:

And then I got to be myself.

466

:

And that's where I was most

relaxed and most funny, believe

467

:

it or not and most myself.

468

:

And I did that for 20 years.

469

:

That's really hard to do.

470

:

John: Yeah

471

:

Lida Citröen: What I'm talking about in

the book is maybe we don't step into an

472

:

alter ego or another personality, but

what would it look like to bring that

473

:

self that we are when we're feeling most

real into our day to day engagements?

474

:

John: It's interesting because one of the

things I talk about is helping people to

475

:

show up And you talk about consistency

in your book as well Which I thought you

476

:

know that I think there's some crossover

in some of the things that we talk about

477

:

for sure a lot of people are not very

conscious about How they show up they're

478

:

living in reactivity to their environment

to the people they encounter things like

479

:

that So where's where do we make the

distinction then about how we tune in

480

:

to showing up as the real self because

our real self might be Reactive to all

481

:

the things that are going on around

us Should we show up as that version

482

:

of ourselves or should we actually?

483

:

Try to be more Controlled or

aware of how we're showing up

484

:

and interacting with people

485

:

Lida Citröen: I think it's controlled, but

not in a way that we have to stress it.

486

:

I think where I'm, what I'm talking

about in consistency is, for instance,

487

:

when somebody is curated and polished

and suave on their LinkedIn profile, but

488

:

then you meet them and they're funny and

quirky and you're like, which is real.

489

:

Which is the real you.

490

:

If you're funny, be funny on LinkedIn.

491

:

It's okay.

492

:

But make sure you're funny

because some people think they're

493

:

funny, but they're really not.

494

:

So I always say, make sure at

least five people say you're funny.

495

:

John: Lots of british people

think they're funny and they're

496

:

just smutty I will say that

497

:

Lida Citröen: Or the, yeah, exactly.

498

:

And that's where reputation

repair comes in, but it's

499

:

about being consistent, right?

500

:

I am the same person.

501

:

If you meet me at a grocery store

or you meet me at a conference

502

:

I'm not a different person.

503

:

I don't have a persona that I assume that

I have to change when I'm being myself.

504

:

And I'm just trying to give

people permission to be

505

:

the version of themselves.

506

:

And know that they, yes it's

going to take courage because you

507

:

might get rejected, but that means

you're with the wrong people.

508

:

If you're with the wrong people and

they reject you, that's a good thing.

509

:

You want to be with the right

people and just be consistent.

510

:

It doesn't mean you have to have a

signature style or a signature look.

511

:

I'm a Gemini.

512

:

And I'm female.

513

:

There's no way I'm going to

wear the same thing every day.

514

:

But I can change my hair.

515

:

I can change my look and still

be the same person inside.

516

:

John: Which again it

makes perfect sense to me.

517

:

I just think I've been in the personal

development industry a long time and

518

:

You may have experience with this

yourself, I've certainly spoken about

519

:

it on many of my own shows and other

people's podcasts as well of how

520

:

there are many people in the personal

development world, big names who many

521

:

people would know who are not the same

person off stage as they are on stage.

522

:

And I know I write about this as well

in terms of does it really matter?

523

:

And I think it does.

524

:

Because I think if the people who are

like that and they can give the big

525

:

performance, but they're broken Stage

they're messed up or they're doing things

526

:

that are really out of their integrity

and that's the environment that you're

527

:

really in not what on stage is what's

going on behind That's really the energy

528

:

that you're Surrounding yourself with

and so if the people around you aren't

529

:

walking the talk, you're not either.

530

:

Really.

531

:

You're not standing up for

your own values in that sense.

532

:

If you care about your values,

would you agree with that?

533

:

Lida Citröen: I absolutely

agree with that.

534

:

And that's, I think a big part of

what I talk about in the book, right?

535

:

Is it's not about being who you

think other people want you to be.

536

:

And I draw my own experience there

because I did it and it works and I made

537

:

a lot of money and I grew my career,

but it was exhausting and it wasn't

538

:

sustainable and it wasn't fulfilling.

539

:

And then I go the complete opposite

and I lead completely with my heart.

540

:

And.

541

:

I've created magic and my clients create

magic, but it is terrifying to do that

542

:

when you talk about people being different

on stage than they are in person.

543

:

I think we see examples

of that in entertainment.

544

:

We see examples in politics, but

there's also a trust that comes

545

:

when somebody is the same person.

546

:

We don't have to like them.

547

:

And I think we have many examples

of politicians, for instance, we

548

:

don't like as people, but we respect

their policy and we believe we

549

:

can trust them because they're the

same off camera that they are on.

550

:

And that's when I talk about

credibility in the book values.

551

:

Plus action equals credibility.

552

:

You have to tell me what you

stand for, what you believe in.

553

:

And then to use your expression,

you have to walk the talk.

554

:

So if you do the walking

without telling me why, then

555

:

I don't necessarily trust you.

556

:

If you do the telling me why, but

I don't see evidence of you living

557

:

your values, then I don't trust you.

558

:

So it does require us to

communicate who we are, what we

559

:

stand for, what we believe in.

560

:

And then consistently show up

and take action to support that.

561

:

John: I was going to ask you what's

what do you do then if you're, if your

562

:

real self is dull and boring, but then I

thinking the British prime minister, Sir

563

:

Kier Starmer is pretty dull and boring.

564

:

He's doing all right for himself,

so maybe it's not such a bad thing.

565

:

Lida Citröen: And there's nothing

wrong with dull and boring.

566

:

I think those are, those

are terms I might not use.

567

:

I might use more quiet and introvert, but

But we don't need everyone to be loud.

568

:

Having influence does not mean

being the loudest voice in the room.

569

:

It doesn't mean being an extrovert.

570

:

And I certainly put myself in

the camp of being an extrovert

571

:

and we're not always great.

572

:

We have shortcomings.

573

:

We're not the best listeners, but someone

who is quieter, who's more reserved

574

:

will tend to take in information.

575

:

And then when they do speak, what comes

out of their mouth is unbelievable.

576

:

They may not have all that charisma

and gravitas and all that, but

577

:

they're very deliberate and very

considerate with what they offer.

578

:

And that is power.

579

:

That is absolutely a superpower.

580

:

John: Yeah, definitely.

581

:

I think people do.

582

:

Tend to really sit up and pay attention

when the people who are usually quiet

583

:

suddenly decide to speak up so I do

agree that there is power with that.

584

:

You talk about values and you talk

about integrity I don't want to

585

:

get one of the things that maybe

had questions about in from your

586

:

book was Where you see if there is a

difference between integrity and ethics

587

:

Lida Citröen: I, the difference

I see is that I think ethics

588

:

and being ethical is easier to

understand than having integrity.

589

:

When I do values exercises, for

instance, with audiences, a lot

590

:

of people will say integrity.

591

:

My value is integrity.

592

:

And then I asked him to

clarify what that means.

593

:

And they look at me like

everyone knows what that means.

594

:

Not everyone knows what that means.

595

:

And I asked him to peel it back.

596

:

And what I have found doing this for years

is eventually we get to a very different

597

:

understanding of what integrity means.

598

:

But upholding an ethical standard, having

a moral compass being an ethical person,

599

:

I think is a little bit easier to grasp,

but are they different dramatically?

600

:

I guess I haven't thought

about that in that way.

601

:

John: Yeah, I guess it's just that my take

and it is just my take because i'm not

602

:

the authority on this by any means is More

that your integrity is about being true to

603

:

your values and the things you believe in

true to yourself and the real you whereas

604

:

I see ethics as being more of an external

thing that like commonly shared values and

605

:

principles That everyone is better off if

we live by that are not necessarily the

606

:

same thing But that I think that's just my

take because why I had a question about it

607

:

Lida Citröen: that's interesting because

where I would have gone if I had shared

608

:

more about the values exercise when

I do this in a group is when I talk

609

:

to people about what integrity means.

610

:

They usually tell me it's

doing the right thing.

611

:

It's doing what you believe.

612

:

So it feels more external than

the way you just defined it.

613

:

So I'm going to give some

more thinking on that.

614

:

I think that's really interesting.

615

:

John: Oh, I'm glad that can be

interesting as I'm asking questions.

616

:

You do go on to talk about

building up credibility.

617

:

And it's something I've had a lot of

people talk about on my show before.

618

:

What are we talking about in

terms of credibility here?

619

:

And how do we go about building it?

620

:

Lida Citröen: Very simply

values plus action.

621

:

That's how you build credibility.

622

:

I have had so many clients try to come to

me and say, I just need to go over that.

623

:

I just need to fast forward that

cause I don't have time to do.

624

:

It's it doesn't work.

625

:

And remember, we don't have to like the

person, but we can find them credible.

626

:

We can trust them.

627

:

If we know what they stand for, what

are their Core operating values, right?

628

:

Those primary values that they are

going to make decisions through.

629

:

This is yes, this is no, this is right.

630

:

This is wrong.

631

:

If we understand where that person

is coming from in terms of their

632

:

values, and then we see them

lead and behave and communicate

633

:

through the lens of those values.

634

:

Then we start to trust them.

635

:

We start to assign them

credibility if there's no action.

636

:

So they tell us, I believe in this,

but they don't do anything about it.

637

:

It falls apart.

638

:

And also if they do the action,

but they don't tell us why.

639

:

It falls apart.

640

:

So it is really important, and that

again, is why it requires courage.

641

:

I, I had a training session last

week with a company in India and

642

:

people were saying, I don't wanna

tell people what I stand for.

643

:

I don't wanna open myself up like that.

644

:

And I said, but how are they

gonna know who you really are?

645

:

Not your skills, not your

subject matter expertise.

646

:

But who you are that makes you unique

and compelling and interesting and

647

:

memorable if they don't know where you

come from and what you stand for and

648

:

finding our values is not an easy thing.

649

:

We don't just fill out a form and go boom.

650

:

There they are.

651

:

It requires a lot of work.

652

:

But

653

:

John: And they can change, right?

654

:

As well they change over time.

655

:

Lida Citröen: They I use the word

evolve that they don't change except

656

:

if there's been a traumatic event.

657

:

So in the case of a really traumatic

event, then it can absolutely

658

:

pivot our priorities, our values,

all, everything we stand for.

659

:

And that's rare.

660

:

Usually if we look back on our life.

661

:

That's that value set

was there some somewhere.

662

:

We just didn't know what it was

called, but it grew and it matured

663

:

and it evolved as we grow and mature.

664

:

10, 15 years from now, I'm still

going to want to help people.

665

:

I'm still going to focus on

gratitude and generosity.

666

:

I was doing this when I was a kid.

667

:

I was just doing it differently.

668

:

John: Yeah, those essential core values

pretty much they stay the same for

669

:

most of us Do you think then that most

people don't know what their values are?

670

:

Lida Citröen: I would

say that's probably true.

671

:

And it isn't that they, that.

672

:

They can't find them.

673

:

It's just life is busy and we're

feeding our family and taking care of

674

:

our parents and trying to do good and

not get in trouble and not show up

675

:

on a podcast about breaking the law.

676

:

And we're just not thinking about

it, but I love to take an audience

677

:

or a client through the experience

of just pausing for a second.

678

:

and realizing, I talked a lot

about purpose in the book.

679

:

Why are you here?

680

:

What makes you the person that

was supposed to be here at this

681

:

moment to hear this message and

where do your values live in that?

682

:

And I see, I'm sure you do too, I see the

physical transformation and the joy and

683

:

the relaxation that comes with, I have,

I have a sense of who I am now, I have

684

:

a sense of why I'm here, how I should

lead and show up and how I'm supposed

685

:

to breathe through this thing called

life that I've been given one chance at.

686

:

John: Do you feel from the experience

of your work with people then that

687

:

The values are there and they are

living by them They just need to

688

:

uncover what they actually are or

is there something else that they're

689

:

living by or influenced by instead?

690

:

You

691

:

Lida Citröen: I think they're there.

692

:

I think they're there.

693

:

I think they are many

times living through them.

694

:

They haven't made the connection.

695

:

So when we, for instance, we'll talk

about a value like honesty, which

696

:

comes up as much as integrity, right?

697

:

As honesty.

698

:

And I'll do some wordsmithing to

ask him, do you mean truthfulness,

699

:

directness, candor, I love words

and we will usually will land on

700

:

honesty and a definition of honesty.

701

:

And then I'll ask them, so tell me

about times when you had to be honest

702

:

and you had to bring courage into it

and you had to share something that was

703

:

honest when maybe it wasn't popular and

they'll bring forward those examples,

704

:

but they never connected the two.

705

:

They said, I was just honest

because I felt I couldn't not be.

706

:

Okay, because your values are there and

your values are what are guiding you.

707

:

You just might not see them yet.

708

:

Then they can be empowered going

forward every time they have to be

709

:

honest with someone to preface it by

saying, I'm going to be honest with you.

710

:

You might, it might not be popular what I

share, but I'm going to be honest because.

711

:

I stand and I value honesty.

712

:

I want you to be honest with me too.

713

:

So you start anchoring your personal brand

and your reputation in these values and

714

:

people around you start seeing evidence

and going, yeah, John he's the honest guy.

715

:

He's going to, he's going to tell

you what he thinks and they start

716

:

giving you that credibility.

717

:

John: There was one of the rules in

your book that I think surprised me,

718

:

and Not in a bad way, just in a oh,

really, how does that fit in a curious,

719

:

in a curiosity raising kind of way.

720

:

I wonder if you can guess what it was.

721

:

Lida Citröen: I'm looking at

my list going, was it agile?

722

:

John: No, yeah service.

723

:

I won't make you play the guessing game.

724

:

Service, where does service in

your view fit into influence?

725

:

Lida Citröen: I had nine other guesses.

726

:

I, again, we're talking about influence.

727

:

We're not talking about power or

authority or rank or seniority.

728

:

So when you truly want to

influence a conversation, an

729

:

organization, a community, that

you have to have a service mindset.

730

:

If it's just for self serving gain,

I don't know that's really what

731

:

I'm trying to get at with the book.

732

:

I'm speaking to people who want to help.

733

:

Maybe it's as grand on as

grand a scale as I serve.

734

:

Maybe it's military service,

which is, extraordinary.

735

:

Maybe it's just, maybe it's mentoring

or being a friend to people who

736

:

need it to serve means to lead with

more integrity, more realness, more

737

:

courage, more agility, more consistency

and I think service is paramount.

738

:

It goes along with inclusivity

when it comes to understanding

739

:

who you want to serve.

740

:

John: It's funny in a world where so many

people talk about leadership and influence

741

:

that service is probably one of those

things that doesn't come up that often.

742

:

And that's that was why maybe

took me a bit by surprise.

743

:

But one of the people, like historical

figures who I most admire and respect was

744

:

the the Roman emperor Marcus Aurelius.

745

:

And he is probably a prime example,

often called the philosopher king.

746

:

But.

747

:

His whole philosophy was based

around servant leadership and it's a

748

:

principle that sometimes see making

its way back and that's what this

749

:

brought me back to one thinking.

750

:

Yeah, I see It's something that's

been there through the ages and it

751

:

comes and it goes but it's a voice we

should we can only hope to hear more

752

:

of in the leadership and influence

conversations that we have probably

753

:

one of the ones that Will be most

interesting and maybe least surprising

754

:

to our audience, to our listener

about influence would be storytelling.

755

:

So many people out there are teaching

storytelling and it's a wonderful

756

:

area, but let's ask you, why is

this in your rules and what does

757

:

storytelling mean from your perspective?

758

:

Lida Citröen: I think it, it means

a lot of different things and you're

759

:

right, it is very much a hot topic, but

I think it's good that it's a hot topic

760

:

because so much information is being

shared without being wrapped in a story

761

:

and it makes it really hard to learn.

762

:

We're in an information age, we're

being bombarded online in person.

763

:

It's coming at us fast and strong.

764

:

And I know others have

found what I have found.

765

:

Cross culturally stories work.

766

:

I teach a lot of international

audiences like you do.

767

:

We were talking about that a moment ago.

768

:

And if I share a story that isn't just an

American story, I can speak to an audience

769

:

in India or Israel or Europe because

stories are how we learned as children.

770

:

And so the beauty of being able

to tell stories is just magical.

771

:

And what I love about storytelling, I

think it really speaks to that person who

772

:

isn't sure how to share their message.

773

:

So for instance, I talk

about the origin story.

774

:

In the book.

775

:

Where do you come from?

776

:

What is your origin story?

777

:

And how does that make you who you are?

778

:

There's beauty in that.

779

:

And that's unique to you.

780

:

Did you grow up in a

challenging environment?

781

:

Did you grow up in a very

comfortable environment?

782

:

How did that influence How you

want to lead today and how you

783

:

want to serve other people.

784

:

So whether you're communicating

large sets of data or you're trying

785

:

to build rapport with an audience,

stories are how we do that.

786

:

I can share methodology.

787

:

I can teach the steps, but

the second I tell a story.

788

:

That's what people come up to me after a

program and say, I love when you talked

789

:

about that woman and what happened to her.

790

:

Gosh, I could relate to that.

791

:

It doesn't even have to be their story

or something they've experienced, but

792

:

we put ourselves in the position of

the person that the story is about.

793

:

And, like Donald Miller said in his

story brand book, which if you haven't

794

:

read that one, that's fabulous.

795

:

The hero of the story should

always be the other person.

796

:

So when you can think about

storytelling that way, that really

797

:

dovetails beautifully into influence.

798

:

John: Yeah What for you then

what are some of the best

799

:

elements of a good storytelling?

800

:

Lida Citröen: A good story always has

an opening, a middle and an end, right?

801

:

There's a structure to a story.

802

:

And when I teach storytelling with

clients, I say we focus on all three

803

:

because I've seen people tell a story

and it's wrapped and I'm brought

804

:

in and I'm hanging on every word.

805

:

And then the supporting points are there.

806

:

And then they just end.

807

:

They'll say that's all I've got wait

a minute, you had me in this story.

808

:

You've got to tie it up with a bow.

809

:

So I think a good story has all 3

elements and they're thought through.

810

:

If I'm telling a story with a coaching

client or on stage, because I know a

811

:

lot of your listeners do this kind of

work too, I'm going to think about, am

812

:

I going to open the story with something

that's shocking or something that's sad?

813

:

How am I going to draw

them into the story?

814

:

And then what's the point of the story?

815

:

What are the supporting points

that i'm going to unpack and

816

:

how am I going to close that up?

817

:

And that's what makes a story work

818

:

John: What makes it work from

the stage like when you're on a

819

:

stage telling a story what makes

your stories work from the stage?

820

:

Lida Citröen: practice for sure I can

always tell when i'm telling a story

821

:

that I haven't thought through and

i'm like, where am I going with this?

822

:

Like I got caught up in a moment.

823

:

I'm down a rabbit hole.

824

:

I don't know what to do so what makes

them work is definitely Thinking

825

:

them through, thinking those three

steps through whenever I write out

826

:

a new program or a new speech, I

always look at it and wonder, where

827

:

am I going to embed the stories?

828

:

Because the stories really

punctuate a message.

829

:

They illustrate, they give an example.

830

:

I even suggest including a

small story in an elevator pitch

831

:

because We can remember stories.

832

:

I may not remember your job title or what

company you work for, but if you tell me

833

:

a story about what it looks like to do

what you do, I'm going to remember that.

834

:

So the stories that work from the

stage, I think there's a little bit

835

:

of not theatrics, but you have to

deliver the story the right way.

836

:

So if there's suspense.

837

:

You don't rush through it.

838

:

You actually let your audience take that

silence in, build the anticipation, and

839

:

then you help them understand the outcome.

840

:

So I enjoy that part because that, that to

me is really getting the message to stick.

841

:

John: One of the things I

think is very important.

842

:

We've already touched on it earlier

on in that conversation, but you

843

:

certainly really hit it home in the

book is about being visible and I just

844

:

wonder you know as we start to draw

our conversation to a close as much fun

845

:

as it's been We can't go on forever.

846

:

As we start to do that, what's the

importance of, I just can't recap what

847

:

the importance is of being visible

and maybe some advice that you can

848

:

give to our listener for how they can

start to step up and be visible today.

849

:

Lida Citröen: Absolutely.

850

:

I'll tell very quick story years ago.

851

:

I worked for an organization.

852

:

I was part of the senior Lidaship team and

we had a board of directors every month.

853

:

The board of directors and the staff,

the senior staff would get together.

854

:

And discuss what was happening

with the organization.

855

:

And there was a very

large conference table.

856

:

The format when I joined the organization

was that the board sat at the table and

857

:

we, as senior staff sat along the wall

in the back and I did this for months.

858

:

I watched this Then sometimes from

the back, we would have to share

859

:

because we were reporting on our

department, but it struck me.

860

:

Why am I sitting at the back of the

room when there's a whole big table

861

:

and there's plenty of seats open

and I sat at the table one time.

862

:

And as the board filtered in, and

my boss filtered in, they looked

863

:

at me like, what are you doing?

864

:

Nobody really said anything.

865

:

They were just surprised that

I was not sitting at the back

866

:

of the room with the staff.

867

:

And then I did it again the 2nd time.

868

:

And the 2nd month, I actually

said something while I

869

:

was sitting at the table.

870

:

The 3rd month I did it, one

of my colleagues joined me.

871

:

The 4th month, that

colleague said something.

872

:

So I think if we're in the

back of the room all the time.

873

:

Or we're hiding or just sitting

on our ideas because we think

874

:

someone else will say it.

875

:

Someone else might say it, but

then they get credit for it.

876

:

And maybe their idea is not

as fleshed out as yours.

877

:

Maybe it's not as good as yours.

878

:

Maybe you bring a voice to that

conversation that is going to be missing

879

:

if someone else shares that idea.

880

:

So I think being visible means, again,

having the courage to sit at the table,

881

:

to raise your hand and say, I don't

think that is a good idea for our

882

:

team or our company or our community.

883

:

Or here's a different

way we could look at it.

884

:

That takes a lot of courage to do that.

885

:

But if we're not visible, if

we don't see you, if you make a

886

:

LinkedIn profile and then just wait

for people to reach out to you.

887

:

That's not the point.

888

:

The point is to take those chances,

get involved in the conversation.

889

:

Yeah, you might be wrong.

890

:

Sometime we all are.

891

:

We're human beings.

892

:

We're going to make mistakes.

893

:

But what if you are the right person

that is supposed to carry that idea

894

:

forward and you don't say anything?

895

:

What a missed opportunity.

896

:

So I encourage people to

just start small, right?

897

:

It could be Offering an idea in a meeting

and think about the idea ahead of time.

898

:

Really plan it.

899

:

Maybe it's sitting at the big kids

table instead of against the wall.

900

:

Maybe it's asking for someone

else to be in the meeting.

901

:

That isn't represented in

that group, just small steps.

902

:

It doesn't have to be big

swings, but we have to see you

903

:

in order to be influenced by you.

904

:

John: I love that and certainly many

of the clients I work with Particularly

905

:

the introverts and to be honest many

of the female clients I work with as

906

:

well will often talk about not feeling

visible not feeling heard in these kinds

907

:

of situations and You're really giving

like the encouragement and permission

908

:

to step up and be seen be heard and

not just leave it for the loud voices

909

:

as you say not just leave it for the

extroverts to be the ones who are always

910

:

leading the charge and we can step up

and You keep going and be okay with it.

911

:

Not always being perfect.

912

:

All right We have to take

those risks to get out there.

913

:

I do think the 10 rules in your

book applied together are Genuinely

914

:

transformational for people if those

are implemented they're transformational

915

:

Completely turn a person's life and

career around in very positive ways.

916

:

So I really like what

you bring to the table.

917

:

Your book is now available

for people to buy.

918

:

Is that right?

919

:

Lida Citröen: Oh, yes, it was

launched at the end of August.

920

:

It's available audio book ebook.

921

:

Amazon, wherever books are sold

internationally, it's doing

922

:

really well internationally,

which makes my heart happy.

923

:

Because I really want.

924

:

any underrepresented voice,

any marginalized voice.

925

:

You mentioned women.

926

:

There are so many people who would

say that they feel unseen and yeah,

927

:

I want to help people be seen because

you might be the right person at

928

:

the right time and we need you.

929

:

I need you to speak up.

930

:

John: And the book is called

the new rules for influence.

931

:

Lida Citröen: The new rules of

influence, how to authentically build

932

:

trust, drive change and make an impact.

933

:

John: Fantastic, I certainly would

encourage anyone to go and check that out.

934

:

I'm a big audio book person you know

certainly i've read the physical copy

935

:

I might well go and check out the audio

book because I love that Is it you

936

:

reading or did you get someone else?

937

:

Lida Citröen: No, my publisher

walked me through what the process

938

:

was, if I were to record it, and

yeah, that sounds like a hot mess.

939

:

So they do have, it was

a professional narrator.

940

:

She did a fabulous job.

941

:

And I'm listening to the audio book as

well, because I like, it's interesting to

942

:

hear someone else tell your stories, but

I guess I guess that's how it works today.

943

:

John: Does it feel like a

level of detachment from

944

:

it's oh that's interesting.

945

:

Oh wait, I said that

946

:

Lida Citröen: No, it actually feels like

I have a twin Oh, she felt that too.

947

:

So did I, Oh, wait a minute.

948

:

Those are my words.

949

:

There's not another person.

950

:

She's just reading them, but she did a

really good job reading them and putting

951

:

the emphasis where the emphasis should be.

952

:

Yeah.

953

:

John: always very important, when

it comes, certainly our listener can

954

:

go and find out more about you from

your book, and I do encourage it.

955

:

I did enjoy your book very much.

956

:

Where else should I listen to go through?

957

:

We'd like to check you out more.

958

:

Lida Citröen: I'm pretty much

on every social platform.

959

:

My website is Lida360, L I D A 360.

960

:

I'm on Instagram, YouTube,

LinkedIn is my big platform.

961

:

And yeah I'm sharing a

lot of information online.

962

:

It doesn't cost anything.

963

:

I'm putting it out there

because I'll just make more.

964

:

John: This has been a wonderfully

high value conversation Lida.

965

:

I really appreciate you coming on

and being our guest on the show.

966

:

And thank you for appearing

on Present Influence.

967

:

Lida Citröen: Thank you.

968

:

I love what you're doing.

969

:

Keep at it.

970

:

Keep teaching influence

and it's been my honor.

971

:

Thank you.

972

:

John: I just wanted to add a few final

thoughts onto this episode because

973

:

having played it back and been through

the editing process for this episode, I

974

:

realized there was so much great content

in here and really , a lot of detail

975

:

elements that made it a very strong

conversation with things that I want to

976

:

take from it and things that I want to

maybe talk more about, which I'm going to

977

:

do on Friday in this week's solo episode.

978

:

So, you know, I want to talk about things

like courage and influence and visibility

979

:

and values and how we perhaps need to

know our values and understand them a bit

980

:

more about guardrails and about what we

do and don't need to talk about and Also

981

:

about service and really my own opinions

about how that fits into influence.

982

:

So I hope you'll join me on Friday for

another episode which is just going to

983

:

be me by myself pondering on some of

the things that we've been talking about

984

:

today and doing a little personal deep

dive into, into some of those areas.

985

:

And that you've enjoyed

this episode with Lida.

986

:

I am busy revamping the

Present Influence website.

987

:

I do hope you'll go and check it out.

988

:

If you haven't done so already, get

yourself a copy of my free download

989

:

to help you be able to get more

influence, more leads, more following

990

:

through being a podcast guest.

991

:

Lots of high value for you there as well.

992

:

And you can also connect with me on

LinkedIn and get access to the Present

993

:

Influence newsletter which comes out every

week and find out, get some highlights

994

:

of the show and some other additional

information and articles that will

995

:

be coming up there from time to time.

996

:

Hope to see you there and I'll

see you Friday and next week.

997

:

I have a really fun guest for you.

998

:

we're gonna be talking about Utilizing

humor in your sales and marketing

999

:

whatever kind of business you're in

Because it's so hard to stand out and

:

00:56:46,467 --> 00:56:51,377

right now one of the biggest Top ways

to be able to stand out online and have

:

00:56:51,387 --> 00:56:56,337

your presence be noticed and to have

greater influence is to utilize humor.

:

00:56:56,347 --> 00:57:00,627

As speakers we know that being able to

add humor and touch of comedy into our

:

00:57:00,627 --> 00:57:05,577

presentations is really helpful and

very influential with audiences as well.

:

00:57:06,182 --> 00:57:07,612

So we're going to be talking about that.

:

00:57:08,012 --> 00:57:08,992

Do join us for that.

:

00:57:09,002 --> 00:57:09,972

You won't want to miss it.

:

00:57:10,022 --> 00:57:13,352

And you're going to find out how

you could add humor into your sales

:

00:57:13,352 --> 00:57:17,452

and marketing processes if that is

something that you would like to do.

:

00:57:17,452 --> 00:57:22,082

So join me next week for that with

my guest Adam Hunt from White Label.

:

00:57:22,936 --> 00:57:25,006

In the meantime, wherever you're

going, whatever you're doing,

:

00:57:25,006 --> 00:57:26,716

have an amazing rest of your day.

:

00:57:26,749 --> 00:57:27,319

see you soon.

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About the Podcast

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Present Influence
The podcast that helps professional communicators learn the skills that increase influence, impact and authority.

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About your host

Profile picture for John Ball

John Ball

John Ball is a keynote coach and professional speaker on a mission to help upcoming leaders master their communication, create impact and stand out as experts in their field.
John left the high life of his flying career to do something more meaningful to him and has since worked with several leading personal and professional development organisations as a lead coach and trainer.
The heart of everything John does involves helping people shift to personal responsibility and conscious awareness of how they show up and perform in every situation, whilst equipping them with the tools to be exceptional.
John also co-hosts The Coaching Clinic Podcast with his great friend and colleague Angie Besignano.
He lives in the beautiful city of Valencia, Spain with his husband and often visits the UK and US for speaking and training engagements. When he's not speaking or podcasting, he's likely to be out swimming, kayaking or enjoying time with friends.

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