00:01

Welcome to this week’s episode of the HRDQ-U In Review podcast, where we bring you the latest insights and practical tools for enhancing soft skills training in your organization. This podcast is brought to you by HRDQU.com, and I am your host, Sarah, Learning Events Manager at HRDQ-U. And today I have Linda Galindo joining me to discuss the webinar, The Voice of Accountability: How to Foster Accountability in Your Organization. Thanks so much for joining me today, Linda.

00:29

Thank you for having me. You gotta love any discussion about soft skills. Yes. I agree. And Linda, you have been, this is the first time that you and I have, you know, formally worked together on a project, but you have partnered with HRDQ-U for quite some time. How long has that been? I would say over 10 years easily. Oh, wow.

00:53

Yeah, so a long relationship there. So I’m happy that you and I finally have had the opportunity to to connect on a deeper level there. Agreed. And Linda, I would love if you could share a little bit about who you are and what you do for those folks that are, you know, maybe didn’t get to tune into the webinar and are just joining us on the podcast today. I am a

01:18

author, a speaker, a champion of accountability in the world. And the most frequent question I get about that is how in the world do you get into doing that of all things? And the answer is the pivot that I made in my own life back when I thought my whole life was going to be about broadcast journalism. So I was a radio news journalist for 11 years or so.

01:45

out of school, it was my heart’s desire from early on. But there was a pivot point in that career where I started to notice in news stories that leaders understood accountability perfectly when things worked. It’s like, yeah, I’m accountable. I did that, that’s mine. And then when things didn’t work, suddenly they were completely confused. Like, why are you asking me? I can’t know if…

02:12

my people aren’t doing what they’re supposed to do or that there’s another set of books being cooked or I’m not an accountant or oh my gosh, it it struck me so hard that when the time came to get out of doing news, boy, over 25 years ago, I thought, you know what? I’m just, I’m that it captured me. I had the good fortune of having something absolutely capture my, my passion to say, you know what?

02:42

maybe there’s something to explaining accountability, so it’s a much more powerful concept. So I started to go down that path and several iterations later, I now am just going where I’m invited relative to explaining this concept of accountability. So it’s like, is it a soft skill?

03:05

Or is it a concept people need to be educated to so they can make a choice to be accountable whether things are working or not working? And the big leader lesson in it is leaders learning what accountability is so they can bring it down to their cultures and their organizations. Yeah, I didn’t know that you were in news broadcasting. Was that hard for you to make the transition away from that or were you kind of done?

03:29

You know, it was hard because I was so good at it. I was, I was amazing. I was a morning news anchor. The last stint I had, and it was one of those things where you’d have the little conversations with your, person who did the music part. Um, and then, you know, here’s the news at the top of the hour and I got to produce my own show. And, and we, and I was actually one of the first women to do that man woman.

03:55

play off of each other in a radio broadcast. I didn’t think that’s what I would be doing necessarily, being an anchor, because I love the reporting part of being a broadcast journalist. But it just turned out I was naturally very talented. But look what’s happened. There’s been a resurgence and a renaissance around broadcasting. So my voice for radio, my name for radio, Linda Galindo, it’s all coming back around. So it’s fine.

04:22

Yeah, I have to say one of my favorite part about doing these podcasts is really just listening to our guests come on and talk about how they got from point A to point B and get to hear these pivots that many people make to end up where they’re at today. So Linda, with that, I would love to know what changes do you see happening in the L &D space right now?

04:46

Well, because of COVID and this hybrid learning and being more effective virtually, really thinking outside the box to create something that’s experiential and as impactful as being in person, first and foremost. Secondarily, I think more and more I’m with the

05:14

people coming into the workforce, what are the methodologies we are using in learning and development so people internalize what they’re experiencing? And I think the word, frankly, the word training in the soft skills is being less used as much as education is being used. Like I provide an education, not training, I provide an education about a concept so people can make a decision to use it or not use it.

05:44

And that kind of question around, this a training? A training, here’s how you do CPR. So versus an education about what is accountability so you can make a choice. What is conflict and how do you interact with conflict so you can decide if you want to use the tools of conflict management. So the shift I see is just a little bit of a pivot from.

06:10

you know, training people to do something in the soft skills area to educating them so they can decide if they want to do it or not. And the lack of doing that is having a big impact on the generations coming in. And because I don’t, I think they come in thinking, I don’t need to be trained in this area. I need an education so I can, you know, use the information. It’s just like college. College teaches us where to look for things. It doesn’t necessarily

06:39

teach us to do a thing. And the combination of that knowledge and then deciding to internalize what’s important to me is what I’m starting to see as a difference. So I really have an eye out for the objectives of learning that learning and development organizations are looking for. And then how does what I do meet that objective? And it’s an interesting thing to do. I do it by educating, not by training.

07:08

And I can see that. mean, I could imagine if you’re fresh out of college, you’re getting your first job, whatever that may be, and now going into a virtual space rather than going into an office where you have that physical hands-on interaction to learn this is what you need, how to do X, and Z, rather than having to connect via computer screen to learn how to do those things. I can imagine that being kind of tough.

07:34

Yeah. And so Linda, can you share what exciting things you’re up to next? Well, the next thing is another book, which I’ve been saying for, okay, now over well over a year. The name of it is When the Culture Lies, How the Unaccountable Run Our Lives and What to Do About It.

08:05

And it is a culmination of, yes, people are saying, I want accountability, please come and get my people to be accountable. But I have to start at the beginning of, okay, but what am I walking into? What is the culture I’m walking into and what is a culture? It’s the beliefs and the attitudes and the practices and policies of a group of people.

08:30

So a culture that you walk into may say one thing, but they’re actually doing something completely different. Like we, culture is trust. And it’s like, yeah, but you talk about each other, not to each other. Or you have meetings after the meeting that are counterproductive. Those are very unaccountable behaviors. So are you meaning well and you’re hoping that these values we have happen or?

08:56

Can you just tell me the truth about what the culture is so I can make a decision about whether this is for me or not? But most of the time, people will say, that’s so overwhelming. The culture isn’t telling me the truth, but I’m gonna walk in with informed consent that maybe it’s not true. What can I do about that? What can I do about all these unaccountable people around me? What can I do about the fact that the unaccountable are getting rewarded more than the accountable people?

09:23

You know, et cetera, et cetera, et cetera. So the culture’s lying to you. I know that’s a little bit harsh, but my brand is the straight truth. So let’s just tell the truth. Don’t make it good or bad. What’s the truth? And then decide how you want to operate with that. So I’m watching all these unaccountable people get rewarded more than the accountable people. Maybe their boss rescues, fixes, and saves their performance. Maybe their boss gives the work of the under performer to the best performer as their reward.

09:54

And it’s like, wait, wait, what? I want out of this. How do I get out of this? Cause these things are happening, all these unaccountable things. Yeah, okay. So I’m going to help you absolutely what to do about that. Now I’ve been promising this book. There is a chapter of it up on my website, but I’ve been so enthralled and productive with current requests for the work that I’ve, it’s gone by the side.

10:21

So my commitment hasn’t been there to set the date and say, it’s coming out on this day, but I’m getting the pressure. So my latest is by March of 2025. It will be done. You will have to let us know once it’s live so that we can share it out with the audience. With those listening in so they can snag a copy of that. And Linda, I want to talk a little bit about the webinar now. So we did this webinar a couple of weeks ago.

10:49

on the voice of accountability, how to foster accountability in your organization. Can you share what the key takeaways were for our registrants at this event? The key takeaways, well, first of all, I wanted to demystify accountability. Just let’s start where you are. What do you think about accounts? I wanted to demystify accountability and then show the power of it when you understand it a different way. So,

11:18

I apparently was successful with that because the number of calls I got after to say, my gosh, we really need you here was great. mean, it was really, somebody told somebody and I’m getting a phone call. You gotta hear this, you gotta hear this, it’s a whole new way. I just got off a phone call before talking to you this morning where the person got an email from someone saying,

11:45

you’ve got to hear this. We’re trying to get something for 2025 about accountability. And I want you to hear this woman that I just got off this webinar listening to, Linda Glendo. And so when the person talked to me, I said, well, what spurred you to go ahead and act on that? And she said, this person is really hard to impress in terms of hearing something new and useful. I said, well, that’s awesome. Thank you so much.

12:15

So in the webinar, I just cut to the chase. Here’s the thing. You’ve got to look at it a different way. That’s hard to do when you think the way you’re looking at it now is the way to look at accountability. And usually it’s out of a kind of a fear and punitive and finger pointing and blame and it’s dreaded. You you call it the principal’s office as repercussions. It’s none of that stuff.

12:44

It’s none of that. But until you understand how you’re thinking about it now, and then I show you another way to look at it, it’s like if you’ve ever had the experience of going to an optometrist and everything’s kind of fuzzy and you need some help with that and they give you a lens and they go better, worse, better, worse until, oh my gosh, I can see so clearly, this is awesome. But it doesn’t end there.

13:12

you have to keep going back for the calibration, right? So you gotta, okay, a year goes by, maybe it’s degraded a little bit more or it’s fine, it just keeps going, you’re good. But the thing is, once you get that calibration and you can see it clearly, you get annoyed when it’s fuzzy. Like if I took my glasses off and I do wear prescription lenses, I’m annoyed when I can’t see things. And then I’ll say to my, you know, my…

13:40

child when they’re with me shopping, what does this say? Mom, put on your glasses. And I’m like, I’m vain. I don’t want to wear glasses. So you got to keep putting it on not depending on someone else to hold the accountability for you because you don’t want, you know, to look a certain way. I want to be liked. don’t want to, you know, I, I, I’m choosing being liked over being effective. I’m choosing not wearing glasses. So it doesn’t age me over being able to see clearly. So the, the,

14:10

The concept in the webinar is look at it from the perspective of education about what this is and then make a choice. Do I want to use it or do I not want to use it? No judgment. Don’t use it. Be unaccountable. No problem. You’re still going to, it’s fine. But if you do use it, then you’ve got to say, okay, what are the tools? And as you start to recognize, I don’t like being micromanaged. What’s the tool for that? Well, it’s clear agreement.

14:39

You got to sit down with someone and use a tool that says, all right, let’s get clear. My boss doesn’t want to be clear. They never keep the meeting. Okay, well then let’s just have a meeting about how we’re going to proceed just in the relationship, you and your boss. Because the topic of the meeting is I want to be accountable and I want to be clear. Who’s going to turn that down? I want to bring to you a way to look back on something that didn’t work that isn’t finger pointing and blame.

15:08

It’s taking ownership and moving forward. What’s the threat there? So, um, I really take away very, um, I w when I say gently, well, some of it’s gentle, some of it’s direct. It’s, it’s up to your style, but it’s to say, I take away all the excuses, not to self-empower to accountability and to help people understand, you know, when you change how you’re reacting to the lack of accountability, starting with yourself,

15:37

when you change the person across from you or even your team has no choice, they have to change too. And so I know a lot of people get very discouraged. They listen sometimes to what I’m telling them and showing them the tools and they’re thinking that is never gonna fly in my organization. No way. And I’ll say, give it a chance to start with yourself because the bigger fear is that it does work. The bigger fear is that it does work. And it’s like, okay, now.

16:07

instead of having to manage everybody, maybe I have to really step up my game and lead. And so I do often, you know, if you look at the content of the webinar, and I’m assuming that HRDQ-U is going to allow replays in the university part of your organization, it’s like, not so much can I use these things as it is, what’s the downside of using these things? And the kind of the

16:37

pulling the rug out from under is to say, you know, I can’t train people to be accountable because you can’t mandate accountability in people. You can only demonstrate accountability. And so tool after tool after tool in the webinars, here are ways you can demonstrate it. And once people see it, they can’t unsee it. You know, it’s just like, do I really want to do this? Cause you know, and I’m very, patient that way. It’s like, I have no judgment about

17:07

You know, people saying, this is not for me because the very first chapter of the book, the 85 % solution, queen of victims. Absolutely. You give me something I could tell you why didn’t work for me. I had, I was that person for sure. And then suddenly someone said, well, you’re always around and that stuff happens. Get a clue. Oh man. Yeah, that’s okay. Basically just, she was trying to tell me to stop complaining and look at my own role.

17:36

But there’s absolutely an upside to having everything be everybody else’s fault, for sure. Who’d give that up? You know? But at the end of the day, when you look in the mirror and you say, oh man, this isn’t punitive. It’s not finger pointing and blame. It’s not any of that stuff. It’s low stress if I’m accountable. It’s productive if I’m accountable. I like my job if I’m accountable. All those things come out of learning about the concept, but danger.

18:05

is you can’t unsee it once you understand it. So now you’re just making a choice. It’s like getting an education and saying, okay, now I’m to check choice. I’m going to do it. I’m not going to do it. And no one’s going to judge me one way or the other. They both get an outcome. I have no opinion about that. Yeah. Well, I’m sure if you haven’t watched the webinar yet, you want to now after that summary. And if you have,

18:31

You probably want to go rewatch it again. So we will have all of that information linked below so that you can check that out because it truly was a really powerful and engaging our event with a lot of actionable takeaways. So I definitely recommend that you click the link below to learn more about that. And Linda, how do you make people who are not accountable be accountable? So I get that question.

19:00

So much like I guess that’s where I get one of two questions. You know, I want you to come into our organization and make the unaccountable people accountable and or the second question I get a lot just flew right out of my head, believe it or not. But okay, so how do you, my answer is you don’t. People are not going to be, you’re not going to make anybody be accountable. If I could make people be accountable, I charge more number one. And I,

19:30

I think that that approach is what keeps everything sort of in the churn and stuck. So usually I’ll say, what are you wanting to make them more accountable for? And it’s like just to do their job. And I said, well, hold on to doing their job. Is there a job description? Are they meeting expectations? You do evaluations. So just those are the people that don’t want to be accountable.

19:59

or who are demonstrating what you consider to be needing accountability training so they’re more accountable. They just need to be managed. It’s not a problem. Be a good manager and make sure that where they’re not being accountable. When I get the call from the CEO and they’re telling me all the ways their VPs are not being accountable, I say, oh, this is simple to solve. Go look in the mirror. Whatever’s going on out there is because you have a role in that happening.

20:28

So let’s talk about, you’re willing to talk to me about how you are the source of what is happening all the way down, it’s always the leader. It’s always the leader. Doesn’t mean you can’t change, but that’s what you’re creating. You’re allowing things that you need to stop. And that might be that they don’t describe you as a nice guy or, know, I want firm, fair, effective, not, you know, I really love my leader because they’re nice. It’s like,

20:56

No, that’s a kiss of death. So it’s like, well, you want them to be more accountable. Oh, the second question is, can you come help us with our air quotes, accountability issues? Okay, so what’s an accountability issue that you want me to? Well, people aren’t being accountable. It’s like, well, that’s starting at the top. So when your people don’t hit the mark, do you allow excuse or blame? Okay, you didn’t hit the mark, what’s the plan?

21:25

And if they don’t have a plan, you got to hold them accountable to that, or you just take care of it or you brush over it, then it’s getting rewarded. And the simplest explanation I have for that is, you’ve ever thought to yourself about holding someone accountable, right up to your kids, it’s just easier to do it myself. Ever had that thought? It’s just easier to do it myself. You’re just wearing a sign, you know, that says,

21:54

I’m not going to hold you accountable. I’m going to take rescue, fix and save. I’m exhausted. Everybody loves me. They give me a good performance evaluation. I’m thought of as a nice person, but at the end of the day, it’s like, it’s so demeaning not to hold people to what they’re capable of. It’s just demeaning working around somebody, not having a conversation with them the way we’ve been taught to do with our performance evaluations, our processes.

22:24

It’s, it’s, we have to reframe. How do I make them accountable? It’s really, you want to avoid having to hold people accountable. I get that, but you’ve got to get clear that holding people accountable is one of the most serving things you can do because it’s demeaning not to, and to give, you know, the work to the under performer, just take care of it yourself, et cetera. You’re just enabling, rewarding, not being accountable more than being accountable.

22:54

So it’s just this incredible reframe around how do I make them more accountable? The short answer, you don’t. You up your own clarity about accountability and don’t just run to the fifth module in my online learning that says how to hold people accountable. That’s the one everybody wants. I say, wait a minute, before you go there, you got to understand what accountability is in the first place. So no.

23:21

I’m locking you out of that one until you understand this first. And then, my smile and energy comes from every day, at least every day, maybe except for weekends. I get somebody sending me an email that says, holy mackerel, this has been so good. I’ve been putting, you know, I just use the clear agreement. I just use the looking back. I just used this or that. And I’m like, I’m so proud of you. Cause that’s not easy to do.

23:50

They’re all offended that you’re getting clear with them and pushing back, but you lived and look at the result you got. It’s awesome. So we celebrate every one of those wins and we start rewarding being accountable more than not being accountable. And they didn’t have to be more accountable in order for this to happen. Good for you. Yeah. And that’ll leave me here to my next question. During the webinar, you showed us a lot of worksheets.

24:16

Why do most of the answers you give to lack of accountability involve a worksheet or tool of some sort? I know that’s dreadful. I always say when I’m in the education portion of what I do, when someone gives me, know, we don’t have enough resources, we’re understaffed, the boss is favoring somebody no matter what the thing is.

24:41

There’s a, it’s almost always accountability based or sourced. So I’m always thinking, okay, so is that something you don’t want? Yes. All right. Well, let’s, let’s walk through what you don’t want instead of having conversations with your colleagues, meetings after the meeting and the complaint and gripe stop for 10 minutes and use this tool for that 10 minutes, just sit down and write through this. And then at the end of that,

25:10

and looking at that and then bringing it to someone and saying, I need feedback on my accountability in this regard and read them the sheet. You start to realize you had it all along, Dorothy. You got it. It’s right here. You got to take it home. And people say, when I say to someone, know, do you, do you, do you have goals? Yes. Can I see them? Well, they’re in my head. Yeah, no. So anything like that is like, is it written down?

25:40

Is it written down? The pen is your friend. And it’s like, you’ve got to sit down. It’s 10 minutes. So give me 10 minutes and I’ll give you a solution to something that’s frustrating you with one of my accountability tools. Everything from an issue that isn’t getting resolved, that everybody’s swirling about to the, you’re not getting what you expect from people. And they’re saying, you’re not clear about your expectations.

26:09

to, my gosh, I just went through a big old mistake with the client and they’re mad and I got to tell my boss about it. And I say, okay, here’s the looking back form. Sit down and fill this out and bring this to your boss. And you will be shocked at the, instead of telling your boss what happened or the team, what happened, you say, I’m going to take, this is what I did. Here’s what I learned. Here’s what I’ll be accountable. This is what I’m going to do differently going forward and how I’m accountable for what happened.

26:39

instead of the whole story of what happened, know, blah, blah, blah. So on the one hand, the tools are there, just like if, you know, something in your house went sideways and you said, I need a screwdriver. Well, is it a Phillips or is it a straight, you know, up and down, I don’t know, regular screwdriver? What kind of screwdriver is it? Oh no, this needs a hammer. This needs a this. It’s pretty much the same. And people are annoyed that

27:09

You know, I have a tool for it. It’s a now, do you want to use this tool? Oh, um, well I’ll think about it. And that’s no, because why? Because it will clear it up and it will start with ownership on your part. And this like, I don’t want to own this. And by the way, there’s no reward for doing that. So why would I do that? However, most people do want to do it. And they do, they take the tool and they use the tool and

27:38

And a lot of times they’ll come back to me and say, you know, I’m going to tell you this accountability issue I have. know what you’re going to say. I know what tool you’re going to tell me to use. And I said, all right, great. Why are you talking to me then? Because it’s hard and I want support. Look, I use a personal trainer for exercise. I do not like exercise. I don’t like it.

28:02

And I can put on YouTube and have a person, you know, do what they’re doing every day and it’s free. But what do I do? I pay somebody to stand there and say, now do 10 of these, now do this, blah, And it’s like, and I hate them and they know it, but they said, you know, think about how fun is spelled. And this isn’t fun for me. So I’m going to, but I’m going to do it. But that’s the commitment is that it is hard to be personally accountable.

28:31

But when you are and you use a tool and you have a coach to use the tool and then you can do it on your own, you may still need that support. There are people 10 years in that are still using the clear agreement, writing it out, even though it’s in their head, because you’ve got to keep the muscle toned. You’ve got to keep the muscle toned. So it’s the difference between being motivated to exercise or to be accountable and being disciplined.

29:00

to be accountable or to do your exercise. So in the discipline of it, I’ve got to put something in place to stay disciplined. I’m never gonna be motivated to be, you to do my exercise. And a lot of people will never be self-motivated to be accountable. They’ve got to be disciplined to it. So I do a lot of work with leaders around the discipline of being accountable, because I’m not, there’s nothing motivating about what I tell them. It’s the straight truth and they feel like,

29:29

They got punched in the face and I just hand them a Kleenex and say, let’s keep going. You’re fine. Come on. And that’ll lead me here into the next question here about, you know, if learning about accountability really does produce what you say it does, the low stress, productivity, job satisfaction, et cetera, all the things that we know that it does, how come everyone doesn’t jump on the accountable bandwagon? Yeah, I know. You know, for so easy.

29:59

you know, why, why don’t people do it? Well, because one of the components of accountability is empowerment and the misuse of the word empowerment and believing you can empower people to do something. And that, that I’ve just been on this, uh, this, this constant drum beat to say, look, you, you are creating

30:24

by really committing to a culture in which accountability is a value and embedded and top-down, you are committing to creating an environment of empowerment where people can self-empower. There’s no such thing as empowering someone. They have to make this choice. And empowerment requires risk. There’s no way around it. It requires risk. So here’s the job.

30:50

I’m afraid to, or the task of the project, and I’m afraid to get clear about what my authority is to do this. And so I don’t ask that question. And then I just go and muddle my way through. And I say to the person, well, why didn’t you get really clear on what the authority was? Well, because they told me I was empowered to XYZ and they collapsed the two concepts. I have to un-collapse the two concepts. Because in order for you to…

31:19

own this fully and take action and risk and it’s covered in the clear agreement. What is my authority to do this job? And in an assessment I do before I walk into work with someone as a coach or as an organization, I’ll say, are you clear about the authority you have to do your job? It’s astonishing how many people say, no, I’m not. Well, why don’t you get clear? Because then I have to be accountable. No trap door, no trap door. And so

31:49

Why don’t people just jump on it? Because when they really understand they want that trap door. And if I really want to become a better manager, a better leader, I’m willing to eliminate the trap door. I’m going to get clear. And people opt out of that because they watch people who are unwilling to do that get paid just as much as they’re getting paid. You know, what’s the reward for taking on the risk? It’s not there.

32:17

So people will do what gets rewarded or there’s people who do wanna self develop and get there because they’re self motivated to do that and they’re willing to go through the discipline of doing it. And I understand that, I truly do. But at the end of the day, it is a decision that people make to be accountable or to not be accountable. And you have to be non-judgmental about the choice but you have to know what to do with.

32:44

that choice, you’re not gonna be accountable, I will manage it. You’re gonna be accountable, I’m gonna give you as much challenge and opportunity as you want to take action and risk. And you will get the authority you need to do this job. So that’s the clarification. It’s because risks involved and people are risk adverse. And I understand that I can de-risk it with the tools for sure.

33:07

But at the end of the day, if they haven’t had the experience of taking the risk, maybe it failed, but they still learned and moved forward, then it’s a growth experience. what doesn’t kill you will make you stronger. I’m thinking of what doesn’t kill you will kill you later. choose what you want to do, but have understanding and support and empathy for the fear.

33:37

people have. but but still, the tool holds clarity and support for that understanding and acknowledging it’s risky. And you can do it. And then once it’s happened, and they see that it takes off, it’s like it’s an unstoppable train. It’s fun. It’s really fun. It gets lower stress, productive job satisfaction. That’s the outcome of it. But you don’t know that until you’ve been through it. Yeah.

34:04

Yeah. Well, Linda, you have shared such wonderful information with us in our time today. Before I let you go, where can listeners go to learn more about your work and connect with you? So my website is my name, lindagalindo.com. I’m on Instagram as the voice of accountability. Yeah, you got to that whole thing in, search the voice of

34:34

I really would love to know for HRDQ-U purposes, what they go on HRDQ-U, what do they type in the search line to get the webinar? Do you know? Yes, you can search if they type in the title of the webinar, The Voice of Accountability, How to Foster Accountability in Your Organization, you’ll be able to find that there. We’re also going to link this below as well. So you’ll be able to click the event page.

34:59

You’ll be able to see the webinar and as well as all of your information that Linda, so they’ll be able to connect with you and get to your website via that way as well. So we’ll have everything in the description below. Beautiful. And I have a platform called the Inner Circle. So people who just cannot get enough of me and just want to hear from me once a week all the time, they can join the Inner Circle. But that is to go to my website and then the contact.

35:28

form, just say interested in the inner circle and I’ll give you the whole spiel on that. It’s a deal, but so is the HRDQ-U stuff. go for it. so much fun. like it’s a fun place to be, have to say. Lots of accountability there. Well, thank you, Linda, so much for taking a Friday morning with me to talk more about accountability.

35:51

Absolutely any time. Anybody who’s breathing and wants to hear the concept, I’m there. Thank you for having me. Appreciate it very much. And we hope you enjoy listening to the HRDQ-U In Review podcast available on all major streaming platforms. If you did enjoy today’s episode, make sure to give us a follow and leave us a five-star review. That’s how we’re able to continue to produce this weekly free content for you. And thank you all for tuning into this week’s episode of the HRDQ-U In Review podcast brought to you by HRDQ-U.