I sat down with Natasha Joy Gordon of NJG Consultancy, to discuss

  • being intentional when entering a partnership
  • the responsibilities that come with leadership
  • and 3 practices to break the cycle of recurring problems

If you constantly find yourself in the same situation and want to break out of the cycle, this episode is for you. Available on iTunes | Spotify | YouTube.

Meet Natasha Joy Gordon, a trailblazing first-generation Jamaican American woman whose journey in education and leadership spans over two decades and across the country. Natasha’s journey as a lifelong learner instilled in her the resilience and perseverance that would later be the foundation for her unwavering commitment to student academic excellence and leadership empowerment. With a deep sense of faith and purpose, her impact extends beyond the school building as a vocal proponent of self-care and self-keeping.

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QUESTIONS

  • 15:11 What is a leader’s role in culture and cultivating a healthy team environment?
  • 27:29 Self-awareness, how do people develop it and what are things you found along the way whether it’s with yourself or just through your experience that have contributed to that?
  • 39:14 I’m curious about the reflective work you’re doing, how does that contribute to your self-awareness and personal growth?

QUOTES

  • 0:00 I think that’s the magical part, right, when your client somehow sees you as a friend, a thought partner.
  • 1:06 Making sure I’m giving them what they need versus a scripted program
  • 5:13 Everyone wants this support. But when it gets down to that phone call at 5:00 p.m. and you’re divulging your day; I’m listening and I have to say “Hey, look we’ve had this conversation before these are the results” There’s that awkward silence and you cross your fingers that you’re timing, tone, and delivery are great.
  • 6:51 Sometimes I don’t listen to give them advice. Sometimes I listen for the idea that leaders need space to talk unfiltered and unjudged. You know just a space to let everything out because they carry a lot and traditionally leaders are carrying this alone.
  • 9:15 For picking one thing out of the million things to work on. Instead of, okay I heard a lot, now we need to work on this this this this this this. No, let’s find the macro and let’s work on that. I think that’s refreshing.
  • 11:10 “Give me back what you heard” helps me to understand whether we’re on the same page or you digested what I told you. Because a lot can be lost in translation, especially when listening to respond, which happens frequently and then you miss out on nuance or body language.
  • 19:35 As a leader this is your team. So as much as you are annoyed by so and so and bothered and triggered. At some point, you have to put that to the side and think about “what is it about this person” and “how do I get this person to perform” or make the decision of whether you want this person a part of your organization without bias.
  • 21:25 If you don’t have a strong sense of who you are and why you’re there, you can’t decipher whether people are just being loud or people are being loud within reason.
  • 23:05 As much as people claim they don’t like leaders who are authoritative, I find the results are there for leaders who have a strong sense of self. Who operates that fine line between friendly and professional and authoritative. It’s a fine line, right, and they walk it. I find people receive that more than leaders who bend at every curve.