Excellence Foresight with Nancy Nouaimeh

How to create a High Performing Emotionally Intelligent Organisation with Olive Murphy

• Nancy Nouaimeh • Season 3 • Episode 2

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Unlock the transformative power of emotional intelligence with our special guest, Olive Murphy, a neuroscience-accredited coach with over 25 years of experience in coaching high-level professionals. Discover how emotional intelligence goes beyond being a soft skill to become a critical component of personal effectiveness, team cohesion, and organizational success. Olive shares her philosophy, inspired by Tim Galway's equation, emphasizing that true performance emerges when we address the interferences that hold back our potential.

Join us as Olive reveals the secrets to creating a culture of emotional intelligence within teams. Explore how psychological safety, team identity, and team efficacy are the pillars for fostering collaboration and trust. Drawing on Amy Edmondson's work, Olive discusses how open communication without fear of judgment can transform team dynamics. We also dive into practical ways organizations can measure and embed emotional intelligence into their core values and leadership frameworks.

Tune in to learn actionable strategies to enhance emotional intelligence at every leadership level. Olive shares practical habits like journaling and self-care routines, underscoring the importance of resilience and maintaining a positive mindset. Understand how leaders can embody vulnerability and authenticity to build trust and excellence, while also creating a culture that celebrates team efforts and encourages innovation. The insights from this episode will equip you to cultivate high-performing, emotionally intelligent teams and organizations.

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Nancy Nouaimeh:

Welcome to the Excellence Foresight Podcast. I'm Nancy Nouaimeh, an organizational excellence and culture transformation expert. Today's episode is about how to create a high-performing, emotionally intelligent organization with our special guest, Olive Murphy. Welcome, Olive.

Olive Murphy:

Hi Nancy. Thank you very much for the intro and for being here with you today.

Nancy Nouaimeh:

Thank you for joining us. Olive is a neuroscience accredited coach who understands the drivers of human behaviors and the hidden impacts our brains and mindset have on career performance. For over 25 years, olive has also successfully recruited and effectively coached a large number of senior public and private sector individuals to reach and perform with impact at the highest levels of their organization. The story behind Olive being here with us today is that I met her brother a couple of months back on an assignment in the United Arab Emirates and he shared with me the success of Olive and how she's been working with individuals and contributing to their success, and we've decided to invite Olive to this podcast. So again, olive, welcome here today.

Olive Murphy:

And thank you, nancy, for the invite and, obviously, gerard, for the introduction as well, and you know it's a pleasure to be here, nancy, and to discuss some of my insights in relation to how I coach and the impact that I have at various levels of organisations. And, as you said, I am a WACN pro coach with neuroscience. I also have expertise and accredited with emotional intelligence and mindfulness and well-being, and they are the three cornerstones of my expertise when I coach.

Nancy Nouaimeh:

This is amazing, olive, and I think you come from Ireland and I've been living in Ireland for the past two years and I see there's a lot of good stuff happening there when it comes to developing people, when it comes to developing people, when it comes to leadership and traits of leaders that are really making an impact organizations. So today, I think our audience kind of put a lot from your insights, a little bit talking about your career as a performance coach and if maybe you'd like to share with our audience here today, how does your day look like? How is it a day I mean a day in the life of a career performance coach?

Olive Murphy:

I mean it's very varied, you know. Obviously you know in relation to the interactions that you have and also you know when you look at the actual coaching itself. I think people think, because you're a career performance coach, it's very much geared around advice and guidance and performance tactics. But nine times out of 10, you're really focused in on mindset shifts, confidence building and personal challenges, because you know, to unlock potential, you really need to look and see what's in the way, and it's there where we tend to focus. So they may come in with a preconceived performance goal, but nine times out of 10, we're looking at what is actually stopping them from achieving that goal.

Olive Murphy:

And it goes back to you know, tim Galway, who I love. He wrote the Inner Game, he was a tennis coach and he actually set up the whole business coaching business with a very simple equation and that is that performance is equal to potential minus interference, and as a coach, the whole thing is is to potential minus interference, and as a coach, the whole thing is is to remove the interference. And if you remove the interference, you get potential and you get performance. So I think when people look at what I do, it's not necessarily around performance, but it's more about the blockers to performance. So that's that's kind of a general sense of how my day goes when I coach.

Nancy Nouaimeh:

I like this equation. I think, and the focus on mindset shift is very important, and we we've witnessed this in a lot of different fields, and especially I mean the work I do with organizational excellence is really about shifting mindset of leaders, of people in the organization, towards focusing on continuous improvement, which makes really a big difference. And I see a lot of synergies here between what we're doing, olive. So, um, that's amazing. And if we look at the foundations of emotional intelligence, um, I know that you've coached leaders across 400 and 500 companies. How do you define emotional intelligence in a way that resonates with both leaders and teams, because you need to make impact in both to be able to make a big, big change absolutely.

Olive Murphy:

I mean, for me it's it's how you define it and it's really the ability to understand, manage, manage and really know how emotions influence everything that you do, both as individuals and collectively, as a team. And for me it's about framing emotion intelligence as a critical leadership skill set and it's what drives personal effectiveness, it drives team cohesion, it drives organisational success. And the biggest blocker that I get is that people see it as a soft skill and it's not a soft skill at all. It's not a nice to have, it's an absolute must to have, because it really is the basis for performance excellence, in my view. And to make it resonate, I suppose, and to make it simple for people, when I'm trying to kind of get them into the thinking of why it's important, I hone in on probably four key pillars. The first thing is their self-awareness. You know they may kind of know that, yes, feelings and emotions affect you, know what they do, but do they actually recognise when this shows up? So it's the recognition of how it personally affects them that sometimes is a disconnect. The second thing as well is around you know their own self-management. Are they constantly, you know, reacting and not responding and again falling into the beautiful comment and quote from Viktor Frankl is between stimulus and response. There is a space. In that space is our power to respond and in our response we can see growth and freedom. And again, you know our people, you know in that space of you know, responding creatively and effectively rather than defensively. And I see it a lot in communication, you know, especially with the written word, emails, texting with the younger generation, you know there's not the phone call, there's not the face-to-face, and sometimes you know the tone of an email can actually put people in a defensive mode. So I always say to people watch that space, use that space if it's not an emergency. You know, give yourself that space to react, give yourself that space to maybe have a second look at communication and just not come at it from a reactivity point of view.

Olive Murphy:

The other side as well is social awareness People sit and talk a lot about. You know, am I listening actively? Am I genuinely empathetic? But what does that mean, you know, are they really sitting in that space? Are they actively listening to respond or actively listening to understand? And if you're in a conversation with somebody and you already have the response in your head, you're not actively listening, you're not really listening to what they say, and it brings in the beautiful Nancy Klein who you know was part of my IMI training is time to think, you know you. You need to create the space for people to think through the problems, think through possible solutions, and the quality of your attention determines the quality of other people's thinking. And it's a really powerful piece that Nancy Klein brings into it.

Olive Murphy:

Because as leaders, we tend to jump in, we tend to solve problems Myself and coach and I tend to maybe guide a little bit too much, and I'm always conscious of the fact of the intelligence is on the other side of the table. Allow us, allow it to develop, allow it to grow. And then the last piece is how are they managing relationships? You know, are they leading and aspiring? Are they bringing in competition as opposed to collaboration, bringing in competition as opposed to collaboration? And, you know, are they resolving conflict? And it's conflict a lot in their day-to-day, because then they have to look at how they're managing relationships. So, for me, those four concepts really, for me, embed what emotional intelligence is all about and how it resonates with people and teams. With regards to, if you proactively sit in this space, it can make a huge difference.

Nancy Nouaimeh:

I think all of this is really amazing and I'm listening to you and I'm thinking about the title we chose for today's session is about creating emotionally intelligent organizations, and today I was teaching the Discover Excellence Workshop for the Shingo model, and when we teach culture, we talk about a lot of things that you just mentioned in terms of the traits that the leader needs to have, or the individuals and their emotional intelligence, and it's really amazing to see how these concepts you said it's not a soft skill, it's a must, and I totally agree with you it's really nice to see how these concepts come together to help organization really become emotionally intelligent and, at the end, excellent organizations.

Nancy Nouaimeh:

So it's really all what you're saying is a nice word with me, and a couple of years back I wrote an article about self-awareness and how is it important for someone to be able to know first himself and be able also to connect positively with the others, and myself have been through a journey, I think, since I 20 years uh till now, and I appreciate, uh, having someone like a coach, like you, who can really guide people to have that transformation, and I would have, I think, definitely if I had a coach at that time I wouldn't have done the mistakes I've done, but I think that's really um, I think it's a great way to to progress and to improve is to have someone to support.

Nancy Nouaimeh:

The person is his own journey and, um, when we talk about emotional intelligence I'm moving on to my second question it is really, it feels like it's really the uh, the the foundation for team excellence, and you described it as an essential platform for that. So can you elaborate on how it transforms teams and what key components leaders should focus on to foster this transformation?

Olive Murphy:

Yeah, I mean, for me it absolutely is the bedrock for team excellence because you know, it's the environment and culture that you're creating and you want that to very much be ripe for collaboration, trust and peak performance. And teams are not just a collection of individuals. Teams themselves are dynamic ecosystems that have their own emotions and communication and relationship complexities. So you know, with regards to you know the reporting that we do with the EI, don't you, nancy? The ECO reports. We actually have an ECO report now around teams and it's really important to measure it and to be able to measure it, because once you measure it and understand it, you can then shift it. And there's three motivational states that are measured under EI and that's psychological safety and that's team identity, and that's team efficiencies and effectiveness.

Olive Murphy:

And if we look at the psychological safety the wonderful work done by Amy Edmondson it's about not having a workplace of silence. It's when voice is necessary, and to make sure that that voice is heard is to not have people withholding their voice, because they are small, beautiful monuments of learning for teens and it's to encourage that and that one thing that we're very good at as people I suppose this is where my neuroscience comes in is. We are very, I suppose, um, worried about impressions. What other people think if I do speak up, will it show ignorance, will it show incompetence? Will I be intrusive if I am actually challenging the status quo? So the whole thing here is to have that environment of safety.

Olive Murphy:

Making mistakes, failing forward, the lovely John Maxwell, fail early, fail often fail forward. And for me failure is feedback. You know it really is, and we learn more from our mistakes than we learn from our successes. And the three, I suppose, emotional, intelligent competencies that we test for psych, for the psychological safety, is emotional awareness of the team, the trust within the team and how the team are dealing with stress and pressure.

Olive Murphy:

The second one then, under team identity, is the degree in which everybody feels involved, included, valued, you know, are they taking responsibility collectively as a team and how are they collaborating together?

Olive Murphy:

And how are they collaborating, you know, with other teams? So the EI components there that are tested are responsibility, motivation and relationships. And last but not least then is team efficacy, you know again, the ability to work together, the ability to accomplish the goal, the ability to be motivated, to be engaged as a team, but also as a team to face difficulties and challenges and they are better as a team because of that. And there's four EI competencies that are tested there and that's confidence, communication, adaptability, agility and optimism. So the lovely thing about those ECR team reports is that you can measure it and then put a coaching program around developing it and addressing the issues that actually present themselves. So for me, if you sit with with the whole psychological safety piece and the identity piece and the efficiency piece of any team and you look to to understand where you are at any any moment and understand what you need to do to improve it, well, you are going to achieve team excellence.

Nancy Nouaimeh:

there's no doubt about it and that's really wonderful and I think we know in knowing quality, we say you can't manage what you don't measure, so you definitely need to have a measure, you need to have a start point, you need to understand the current state where you are, have a baseline to be able to improve, and I think this is one of the things that will make a big difference. When you know where you are, you can definitely find the right way, the right. There are things for you to do and create that balance to move forward. So, with this Olive, I think we spoke about teams, we spoke about individuals and when it comes to building high performance, emotionally intelligent organizations, what are the critical steps organizations need to take to create a culture? When you spoke about psychological safety, and that goes back to a culture that organisations put in place to make sure that everybody feels safe and where emotional intelligence becomes the foundation for team and organisational success. So what are those steps that organisations need to focus on?

Olive Murphy:

Well, for me, if an organisation really believes in it, there has to be a deliberate and strategic approach to it, and that it must be prioritised at every level. It must be embedded into the absolute fabric of just the culture, the processes, the values, everything. So for me, the first critical step is that EI is core values and the principles of respect, trust, empathy, collaboration, self-awareness all of those things are used in the language of mission statements, vision statements and value statements. That they are things are used in the language of mission statements, vision statements and value statements that they are real and they are a sense of value. As we know, value connection is hugely important, even with regards to retaining and recruiting members to your team and to your organisation. The leadership messaging is also key. Again, it's an essential skill set for performance, innovation, resilience, long-term success. So the first thing is that it is part of the core values of the organisation. The second thing is that it is developed, that you know the company invests in leadership development programmes, that the company measures it and puts coaching programmes around developing it, that there's workshops you know weekly, monthly workshops that you know instill and the whole concept of ei practices. There's ei champions, so they're again, reinforcing ei practices and behaviors. For me, the other key thing is that there's accountability at every level. So it has to be part of performance reviews that competencies, that that the company decides as their ei competencies are, what's measured and monitored and those behaviors are recognized and rewarded.

Olive Murphy:

And, as you said, it's not just about getting your leaders to build psychological safe teams. What are you doing as a company? Because there needs to be that uniform climate of openness, curiosity, learning, normalizing vulnerability. You know the organization needs to be showing that itself as an entity rather than just having sporadic teams that are doing it, because then it's never going to have the impact that you want. The other side of it as well, for me, is building systems that support emotional well-being.

Olive Murphy:

I often hear we need to be doing something in this space and I'm going. Oh my God, do you realise how important this is Statistically? It reduces 27% turnover, 30% burnout. It's a healthy workplace all year, not just a salary that you get once a year, once a month. You need to have mental health resources. You need to have employee assistance programs, mindfulness training, resilience coaching, work-life balance programs, well-being surveys that identify the issues that you need to address and, most importantly, when you recruit, it needs to be front and centre. Your competency-based interviews are emotionally intelligence-driven behaviours. You run psychometric evaluations. You run an ECO report. It is part of your discussion with your interview and for me, if you attack most of those, you are going to get higher engagement, higher attention and motivated employees. So for me it is absolutely crucial and they're just some of the critical steps that I would encourage and talk about when I'm dealing with leaders as to how they can incorporate some of that into the day to day of the organisation activities.

Nancy Nouaimeh:

Olive, I'm learning a lot from you here today and I'm going to use a lot of it tomorrow in the second part of my training.

Nancy Nouaimeh:

You spoke about system.

Nancy Nouaimeh:

You spoke about respect, and I'm so pleased to see that there's a lot of systems that also are aligned with the EI and teach and help organization ingrain that into the DNA, and I think there's a lot of things that we do in organization and we start things, we start new programs, but if we don't move to the level of creating a system, a full-fledged system, that have all the elements that helps the organization succeed in implementing that, I think we don't really go far with it.

Nancy Nouaimeh:

And this is what I was talking about today. And it all goes back to having a deliberate effort to implement these things in the organization, whether AI or other things, and I'm very happy to see that even I'm learning a lot here from you today about AI and how it should really become part of the culture of the organization, and I'm sure all our people who are going to be listening to this episode will really appreciate what you're sharing with us here today. And you mentioned already psychological safety, and for me I think it's a key element in team success, but I would like to hear from you how team psychological safety plays a big role in emotional intelligence. How can leaders cultivate a climate of trust, openness and mutual respect to unlock their team's full potential?

Olive Murphy:

Well, firstly, if you want to create it, you've got to model it. So you need to turn around and model vulnerability, authenticity, fallibility. You know, be open about the challenges, the mistakes, the growth and learnings that you have yourself experienced. You're normalising vulnerability. It's absolutely crucial through your personal stories, through your past failures, through your lessons learned, you know, again, signalling all along that mistakes are absolutely part of the process, they're part of the growth, they're part of the feedback. You know, as long as they're managed in the correct way. We're not saying to just be freely making mistakes or taking risks or any of that. It's to have it in an informed, well-balanced scenario. That's the first thing, because if you're modelling it well, then people can see that that's true and real in the environment that you're creating. The second thing is that you're actively listening and validating perspectives, especially with people that you don't agree with. So you're actually showing respect and you're fostering trust. You're encouraging open communication. You're brainstorming, you are looking at different perspectives and honoring that. You are championing inclusivity, diversity and respect and to me that is really important that they see that you are even having those difficult conversations that need to be had and that you are yourself being vulnerable in relation to improving those communications and relationships. The second one is, or third one, sari, is that you respond to mistakes with curiosity and not blame, and that is really important. Again, the fall forward culture, again risk taking, again experimentation, which I love, allowing people to experiment, to innovate and create. There's that lovely climate of openness and curiosity and there's nothing as lovely to be in that space that you can take chances, try things out and again, as we said, fail forward. The other one as well is, where there is conflict, to address it directly and fairly, to make sure that you are depersonalizing disagreements, you're not making them personal at all. The other thing I love is perspective viewing. If you look at a six, I'm standing here and I see a six. You're over the other side looking at a nine. I think I'm right, I'm seeing a six, you think you're right, you're looking. I need you to come around to me to see my six and I need to go around to you to see your nine. And it's just situations like that are really, really, I think, strong when you know you're looking at the different perspectives which give you different solutions. You know, and again, it's a lovely way to kind of open up conversation and dialogue, of conversation and dialogue.

Olive Murphy:

Again, the other thing for me is norms. What norms are you creating? Expectations, behaviour, boundaries, even a team charter. You know that you're working together. You know the way to build a charter around what is accepted and not accepted. And then, last but not least, it's all about celebrating effort and contribution and little wins and, just you know, not always coming to your team when there's an issue, because some organisations have gone into it, like we only see them when there's a problem or we only see her when there's an issue and they never come down when they're actually when they should come down to actually just acknowledge contribution. So for me they're kind of the key things that if they're modelling that and showing that, it shows, then the team. You know that that's what we should be doing collectively as well. So they're just some, some kind of pointers that I give in relation to leaders instilling that and showing that and modeling that.

Nancy Nouaimeh:

I think all of listening to you, I think it goes much more beyond EI. It goes really touching a lot of areas that the leaders need to be focusing on to drive that excellence in their team. And you spoke about experimentation. One of the principles we teach is embrace scientific thinking, and we encourage that at different levels, but definitely it's something that is championed by the leaders. Who needs to give space for their people to experiment and try new things without having any fear?

Nancy Nouaimeh:

And I like what you said also about addressing conflicts directly and fairly, and that's something I think a lot of leaders miss or they don't have the courage to do, and the leader needs courage really to be able to support their team. So I see a lot of traits similar to what we preach for excellence. Right, we teach for excellence because, at the end, it's really when you support your people and help them reach their full potential. This is where you can get the best out of them and and make them um fulfill their potential, um. So, if I ask you, just for me, I think this really builds and sustain excellence. Right, it's, and this was we teach when it comes to culture. Do you think all of this will help organisations sustain excellence in the long run.

Olive Murphy:

I do because I think you know, like I said earlier, if it's embedded in as part of the culture, if it is a system, nancy, as well, I mean, as you certainly you know, that's the strength of the Shingo model is systems that are brought in. I mean, if there's a system, you can measure it. You know, and you can always improve a system, you know, and that's that's the joy about it. And I think there's a lot of talk around EI and I think what I love about what Martin Newman has done with Roche Martin and the whole ECO reporting is he's brought in a way of measuring it and once you can measure it, you can develop it, so it becomes less of a talking situation or a nice to have or wouldn't it be lovely, and you know, but it's, it's when you actually look at it and you see the practicalities of it.

Olive Murphy:

And, as you said, nancy, it really supports you to have those difficult conversations to deal with what needs to be dealt with and doing it in a way that is respectful. And there is grace and leadership, there is human, you know, kindness and leadership and to me that's where leadership is shifting. It's human leadership, you know, and it's it's, you know it. And leadership, and to me that's where leadership is shifting. It's human leadership, you know, and it's it's, you know, it's it's the intelligence around and what needs to be done and how to do it, and sometimes it's not easy, but it's easier together, rather than you know, as aristotle says, it's some of the parts, as opposed to the individual um situation. So, you know, for me it's um, it's very much something that if it is systemized and if it is, you know, part of the structure, absolutely, absolutely it will. It will not only increase um, um performance and excellence, but it will be a sustainable entity within an organization and it's not surprising.

Nancy Nouaimeh:

You mentioned kindness and I think, having lived in ireland now for two years, I think the, the Irish people, are the kindest in the world and that's really you feel it, and my husband was always, I mean, coming back home and telling me about nice stories, how people are kind, and I think this is something we miss in a lot of cultures and it's good to see that talk about kindness coming back and influencing people. So thank you very much for mentioning that. And we come close to the end of the episode, olive. I just have short questions for you here. Um, if for leaders right who are looking to improve their emotional intelligence, can you give us some practical habits or strategies that you recommend for them today, to start with, after after they hear this episode?

Olive Murphy:

The first thing is to journal. I cannot stress what a game changer journaling is. It's difficult to start, but once you get into it, your daily, weekly, monthly journaling is key For me. Very simply, have a morning practice where you identify five things that you're grateful for, of which two of them are to do with your job. Write down a positive intention for the day, and that's how you start out with your journal. Then, at the end of the day, just sit down and answer three questions what emotions did I experience today? How do they influence my behaviours and actions, and what could I have done differently? And if you monitor that over time, you will see what your triggers are, you will see what your strengths are and you will see what your blind spots are. So it's a wonderful awareness around your own emotional regulation and management. The second thing is to actually seek out clear intentions for interactions. So when you don't have good relationships with people or teens, seek them out and have conversations with them around their challenges, how they're feeling, but, most importantly, the most important question, how you can support them. That is meaningful to them and it's a very powerful way to be.

Olive Murphy:

The next piece for me is about how are you managing stress and pressure proactively? What is your self-care? What is your daily routine that you are using to support you? And one thing I did mention about neuroscience, nancy, the one thing I love about neuroscience is your neurochemistry.

Olive Murphy:

We're all full of chemicals and when we're in a high stressed and a high pressured environment, we are in high cortisol and high adrenaline. That is not good for anyone. It is type two diabetes, it is high blood pressure, it is anxiety and depression and depression. So how are you shifting into a dose of the happy chemicals? And the dose is an acronym for dopamine, oxytocin, serotonin and endorphins. So dopamine are the wins, it's the motivational chemical. So when you're in that motivational win space, you're increasing your dopamine. When you feel connected and you belong and you're in that trusting psychological safety space, you are raising oxytocin. When you are meditating, exercising, expressing gratitude and even eating the odd time dark chocolate, you are raising your serotonin. And then you know endorphins are around sleep. I cannot stress how important your sleep schedule is in relation to performance and that you're optimising sleep for it.

Olive Murphy:

And one thing I want to bring in is your last podcast I loved it around creating meaningful moments and that's also how you can support yourself. Moments of connection, moments of love, moments of pride, insight, pride, insight, elevation. What you did on the last podcast really resonated with me, because that's how you support yourself as a leader. It's how you support the human side of you.

Olive Murphy:

And then, last but not least, you know, I do sit down with the leaders that I work with and for me, it's about what mastery means to them, what excellence means to them and, again, how are we working together to achieve that? So I think they are ways of personally keeping tabs on on you and, you know, emotionally regulating you. You know, and it's it's really good stuff. That's there and it's all there. It's all there to support and help us and it's it's the balance between the two, isn't it, nancy? It's making sure that you are managing your stress and you're also managing the stress of of your teams, and but you're also balancing it in relation to achieving and performing and being the best that you can be in the world.

Nancy Nouaimeh:

That you're you're managing yeah, very wise advices and I think I I'm hesitant which one I need to start with, the first or the last one. I like the idea of the dose and I think I've had a lot, of, a lot of experience myself on having short nights and I'm lucky my, I mean luckily my husband started doing his seven hours a night, so he pushed me to do that and that helped me a lot, because without sleep, I think we lose a lot of our focus, we burn out and there's a lot of that bad repercussion of this on the way we perform. So I think I'm sure our audience will remember the dose and I think they will take it as a good advice to focus on. And, olive, just regarding one question which I'm a little bit curious to see um, if you would like to pick one emotional intelligence competency as your personal superpower, which would it be and why it's the?

Olive Murphy:

one. From what I heard, I was balancing out this, I was balancing out this girl. Which one will I go with? Um, and I suppose there's two. There's the ones that people see of me and then there's the one that I feel I think it's resilience and grit. Um, I really do. I think that's two. There's the ones that people see of me and then there's the one that I feel I think it's resilience and grit, and I really do. I think that's that's certainly.

Olive Murphy:

You know, I've been tested numerous times in my life, but I'm, but it's. It's not so much you know the negative of what's going on in your life, it's the positivity. I'm a very positive person and I can sometimes really annoy my clients because I never sit in the negative for too long and I'm always pushing people and looking at. You know what is the best way out of this. You know how can we solve this. You know there is a way out of everything.

Olive Murphy:

So to me, it's the grit and resilience and determination to see things through, to be persistent, to be tenacious and and to you know, to achieve the best of what you can do and not accept subpar. And that's really what excellence is about, isn't it, nancy and mastery. It's, you know, in the moment and what you're faced with, that you try and be the best that you can be and that's all you can ask of yourself. And that is a moving feat. It's never fixed, and that's the lovely thing about it, and that's where adaptability and agility kicks in. So for me it's that whole grit piece, you know, kind of holding tight and getting getting it done through positivity and kindness, and that's that's the big thing as well. You know, kindness is huge.

Nancy Nouaimeh:

And this is really very, I think, powerful message, and I think grit is very important and having that is really, I think, makes big difference for for you and for the others, and we need a lot of positive positivity and, yes, we don't always find that either inside or outside, so it's very important to have that. And thank you very much for your message here today, olive. I just, if you have something else maybe you would like to share with our audience before we wrap up our session, please go ahead yeah, and everybody, go and buy a journal.

Olive Murphy:

For me it's an absolute game changer. It's an absolute game changer and, um, it's hard to get into it, but just stick with it and you will see the benefits of it. And the other thing is, is the happy dose? I think it's. It's, it's a lovely way to shift, you know, the chemical balance in the right direction, and it's just to be conscious of it. And if people search for it, it's everywhere. It's a neuroscience concept, so it is out there and so you know absolutely. And there would be the two things that I would say to people to, if they could do anything going forward is to journal and to, um, to shift to happy.

Nancy Nouaimeh:

I think we need to do a lot of I mean shift to happy, then. Thank you very much for your message here, olive. Please connect with Olive. You will have her details in the introduction to the episode. Olive, thank you so much for sharing here your wisdom with us today. I say wisdom because I've learned a lot from you and I think this these are things that we can. I mean, we live them in every day, in every moment in our our life, and we need to really focus on shifting to that positive mindset and being able to control and manage what our emotions and be able to be able to lead better teams and happier teams. I would say so everyone. Thank you very much for listening and tuning in to how to create a high performing, emotionally intelligent organization with all of emergency. I'm Nancy Noemi, and this was the excellence for guys foresight podcast. Thank you very much. 'm Nancy Noemi, and this was the Excellence Foresight Podcast. Thank you very much.

Olive Murphy:

Thank you so much, Nancy, for the opportunity.

Nancy Nouaimeh:

Thank you, olive, it was really nice. I really enjoyed it and sorry for the hiccup in the beginning. You, thank you.

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Nancy Nouaimeh

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