(00:00-00:15) Daria Rudnik
I've actually published an article on Forbes Coaches, counsel about skills that team needs to have in the AI era. What I've noticed is we kind of see people using AI for productivity, productivity boost, speed up the processes.

(00:15-00:42) Daria Rudnik
The drawback of that and what happens sometimes is while we use AI too much for some core process or core functions of the team, we lose track of, like we don't own the product anymore. Like let's say there is a product team and they create the customer stories in AI. So then they read nice customer profiles, some customer stories, but they don't own them, they don't feel them. When AI creates backlog,

(00:42-01:01) Daria Rudnik
Again, they don't monitor it that hard. They are not engaged in the product as much as they used to be because a lot of it is created by AI and not lived by a person. So it's not that we shouldn't be using AI. It's the thing is like be very cautious about when you use AI and what you do with the result of it.

(01:01-01:30) Carlos Hoyos
A fascinating conversation with Daria Rudnick about how to build self-sufficient teams that click. Daria Rudnick is an international team and leadership coach with 15 plus years of executive experience in people and organizational development. A former Deloitte consultant and chief people officer in tech and telecom, she supports businesses' growth by strengthening leadership and team effectiveness, especially in remote and hybrid environments.

(01:30-01:48) Carlos Hoyos
She serves on the board of the World Ethics Organization and founded Hydra AI, an AI coach for tech leaders. She's also the author of Clicking, which introduces a practical framework for helping leaders build aligned, self-sufficient, high-performing teams.

(02:02-02:23) Carlos Hoyos
Thank you. Welcome.

(02:23-02:46) Daria Rudnik
Thank you, Carlos. I mean, it's a great pleasure to be here and have this conversation with you. Thanks. Thanks for having me here. Well, I did a bit about myself. So my name is Daria Rudnick and I'm based in Israel. My background is actually in HR. I was in HR and organizational development. I started my career in Deloitte and then I moved to chief people officer roles, mostly in tech and telecom companies. I've been through lots of stuff.

(02:46-02:59) Daria Rudnik
like mergers and acquisitions, setting up offices in other countries, cultural transformations. I've seen that all. And I've seen different type of leaders working alongside with me. And at some point, I kind of...

(03:00-03:19) Daria Rudnik
Like my career was growing fast. It was amazing until one thing happened. I wasn't promoted to a chief people officer when I thought I should be. I mean, what? Like I was growing. My team was okay. Like I was doing great. But my friend was promoted instead of me. She was good. I mean, she was great. She was amazing. But I thought I was amazing too.

(03:19-03:37) Daria Rudnik
And that kind of got me thinking, okay, all right, I'm doing all those amazing projects. I have this great team. What is that that I'm missing that I haven't moved, that I wasn't moved to this chief people officer position? And that's probably started my path of being a team architect and strategic clarity coach.

(03:37-04:04) Daria Rudnik
to uncover and understand what really makes elite leaders, great leaders, amazing leaders, leaders who can drive change and can lead organizations. And that's basically what I do now. I help leaders become those, build self-sufficient teams, create massive transformations in their organizations and live happy, fulfilled lives. Because that's very important. You don't want to sacrifice your life to your career. So that's kind of briefly what I do.

(04:04-04:21) Carlos Hoyos
That's nice. That's awesome. I mean, I already have like 50 more questions just after we started talking because I found it so interesting. So let's start from the very base. What is or what does it do to a team architect? I help leaders design amazing teams. We kind of

(04:21-04:43) Daria Rudnik
Like we never learn how to work in team. Like school is not a team. University is not a team. Family is not a team. Whenever like know what is it to be a team player, the first time we actually join a team is when we join a workforce, unless you are in sports. But for majority of people, it's you join the workforce, be a team player. What else is that? I mean, how do you like become a team player? And then like...

(04:43-05:02) Daria Rudnik
When you're a leader, you say, build a great team. How? The majority of leadership training is about delegation, control, and a goal setting, which are important. But that's not how teams are built. There is nothing about internal team dynamics and team processes, how they communicate, how they collaborate.

(05:02-05:32) Daria Rudnik
Nothing about that. So what I help, what I do is I create, I help leaders create those amazing self-sufficient teams, teams that can drive performance. They're independent from their leader. They don't need to go, like they need to be micromanaged. They can deliver value to their stakeholders and they free up leaders' time for some strategic work and thinking. So that's what Team Architects does. That's what I do. I love that. And this is just go right in the main area.

(05:33-05:52) Daria Rudnik
topic of the episode, right? So how do we build this amazing team, self-sufficient teams? And you also have like an addendum, that click, right? Yeah, yeah, that's right. How do we do that? Well, usually we go through, there are five major pillars that you need to have in order to create this click team, self-sufficient teams.

(05:52-06:10) Daria Rudnik
So the first one is obviously, it's clear purpose. What is this team about? It's not the function of the team. It's marketing. There's the HR team. Why was this team created in the first place? What is the value you create? What's the purpose? The second thing is linkage or linking connections.

(06:10-06:26) Daria Rudnik
That's about how team members interact with each other, how they communicate with each other, how the relationships are built. The big challenge, and that's why remote work is so hard, is because people don't have these connections between each other. They might have connections with their leader,

(06:26-06:42) Daria Rudnik
but they don't interact with each other. So if you have a team, if you have a self-sufficient team, there need to be connections between team members. So they need to collaborate first and then go to the manager if they have some issues or want to confirm something, but their collaboration comes first.

(06:42-07:05) Daria Rudnik
And the other thing is often overlooked is teams don't interact with their stakeholders, like the internal customers, people they create direct value for. It's usually the manager and the manager goes, reports, asks questions and communicates. But teams kind of stay behind the scene. What I'm saying is teams need to go out and talk to their stakeholders. They need to go out and talk to their internal customers.

(07:05-07:31) Daria Rudnik
They need to go out and build communication with their partners within an organization, outside of the organization, anyone who helps them deliver great value. That's the second pillar, the linkage. The third one is integrated ways of working. So how are we working? What are the roles? What are the processes? How we interact? How we communicate? How often do we have meetings? What kind of meetings do we have? How we communicate offline, like online, things like that.

(07:31-07:53) Daria Rudnik
The fourth one is collaborative decision making. How do we make decisions as a team? And the fifth one is finally knowledge sharing and feedback. How do we learn as a team? How we request for feedback? How we give feedback to each other? So these are the five pillars. Clear purpose, linkage, integrated ways of working together, collaborative decision making, and knowledge sharing and feedback.

(07:53-08:20) Carlos Hoyos
So when you have that, you'll have your click team. Wow. So I'm just thinking about my own corporate experience, you know, with diverse teams, different places, different positions and companies that I work with. Well, I'm just thinking about the statistics of having a self-sufficient thing. You have that. You would have a wild guess from every 10 team. How many would be a self-sufficient? Just randomly selected.

(08:22-08:45) Daria Rudnik
There was a report I recently read and it was like, it was not about self-sufficient teams per se. It was about how many teams exceed expectations or meet the expectations. Like they set their goals and they meet their goals and they set their goals or they exceed their goals. And that's just about, I don't know, one third or something. It's just very, very low.

(08:47-09:10) Carlos Hoyos
Yeah. I, I don't think they, they reached the self sufficient. I mean, one thing admitting their goal, right? Like 33%. The other thing is just, oh, actually they do them by themselves without interference and getting the boss, the manager, whipping, you know, go do it, go do it. Right. So it's just, yeah. So I think I was just thinking here, just like with my previous experience, I don't, 10 to 15% of

(09:10-09:28) Carlos Hoyos
20%, they have really great culture. So how much is this leadership effort versus culture of the country? I mean, I definitely understand that. I mean, the leader has to do the right thing to allow the empowered people,

(09:28-09:50) Carlos Hoyos
foster all the communication channels to let them, you know, take risks, make mistakes, all that stuff, right? But how much is this a component of the culture? Because I think I just, is it possible to create a self-sufficient thing in a very toxic culture? I don't know. It's just back to you. What is your perception? I mean, yeah, yeah, that's, that's a great question. Um,

(09:52-10:21) Daria Rudnik
I've seen cases when leaders acted as a shield for their teams. They will not be self-sufficient teams because they will not go out and communicate with other teams in this organization because they are protected from this toxic culture. They can kind of have this nice, warm, maybe even productive environment, but definitely they're not reaching their full potential. So you can have an okay work culture in your team.

(10:22-10:37) Daria Rudnik
within the toxic organizational culture. But that's, I mean, you can never have a self-sufficient, high-performing clique team in this kind of environment, unfortunately. And we've been lucky, I mean, because organizations need to change.

(10:37-10:54) Daria Rudnik
I mean, they need to change. They need to stop having those toxic cultures, eliminate those. And it's possible to do that when you have an intention. It's hard, but I mean, it's possible. I like that. I like that a lot. That's always brings hope. And hope is actually one of the things that key members expect from leaders.

(10:54-11:22) Carlos Hoyos
from recent dialogue and search life, that breaks hope. It makes my heart warm. We still have hope in this corporate crazy world. So when you think about this framework, I mean, we know what a self-sufficient thing is, playing with five, you know, the average, the average things we have to hear about. How do you get, like, a non-self-sufficient or a very dependent or codependent or completely dysfunctional team into a self-sufficient?

(11:23-11:41) Carlos Hoyos
what are the macro steps or what are the approaches or each case is, you know, case by case scenario. When you enter to help a leader or in a company to build a self-saving plan. So what's the first thing you do? I mean, how, how, how you got that thing, you know, the ball rolling? Yeah, that's a great question.

(11:43-12:00) Daria Rudnik
Well, first of all, and obviously, how many coaches do you need to have to change the lamp if the lamp wants to be changed? So leaders, if they want to change, if they want this change, the leader is the first person who needs this change, who wants to change the team. Then we need to get the team's buy-in.

(12:02-12:18) Daria Rudnik
I do have that, especially if they are tired, overloaded, frustrated. I mean, they don't want to add something extra on. Yeah, I mean, they feel like, okay, just one more walk, one more meeting. We don't need that.

(12:19-12:38) Daria Rudnik
So what I see is working is when you have a goal, like it could be a professional goal, organizational goal, something that's really connected with what they're doing. So for example, there was a team and they really wanted to, they were overloaded, they were very tired, but they really wanted to be respected in the organization.

(12:38-12:53) Daria Rudnik
for the work that they're doing. And they're doing amazing work. But no one sees them. No one understands what they're doing. Everyone sees the mistakes they're making. That's for sure. And it's very, very noticeable. But the actual work they're doing, no one sees that. And they really needed this recognition.

(12:54-13:11) Daria Rudnik
So when we kind of formulated it for them, so by changing yourself and changing the way you interact with your stakeholders, you'll be more visible and you'll be more recognized and appreciated in the organization. That was one team. The other team had a major transformation and they needed input from different

(13:11-13:30) Daria Rudnik
teams and they knew, I mean, as we are now, we will not be able to make it, or at least we will not be able to make it on time. So we need to somehow change. And when they have this big organizational goal or something that moves them, what's in it for me, for every person, that it's the start of the conversation. We can start having those conversations.

(13:32-13:55) Carlos Hoyos
That's awesome. The CLIC word that you use, it's like an acronym for something. C-L-I-C-K. Yeah. It's clear purpose for C, linkage, integrated ways of working together, collaborative decision-making, and knowledge sharing and feedback.

(13:55-14:23) Carlos Hoyos
Yeah. Okay. Okay. So that's awesome. You see, I'm a little bit slow. It took me some time to get into this. Now I won't forget that. You see, you're either hearing or listening or, you know, watching this. That's a really slow click. I love it. I mean, this is creative. It's very powerful. Okay. Let's move a little bit gears. I mean, I had a gossip. I heard rumors. That is a book coming. Is that true? You're going to write a book? You're just writing a book? I am. I am writing a book.

(14:23-14:46) Daria Rudnik
Awesome. Tell me. I mean, I don't know what you can tell, of course, but tell me. I mean, I can tell anything. The book is about click framework. And the idea is that any leader can take it and go step by step do it. It's not about like theory or how teams should look like.

(14:47-15:09) Daria Rudnik
Here is your workshop scenario. Here is the email you can send. Here is the questionnaire you can take. Here is the tool you can have with your team or for yourself. Here is the reflection questions for you, for your team. Do all of that, some of it, and you'll see changes. So that's what the book is about. I started writing this book in, I think it was 2020. I wrote about half of it.

(15:09-15:35) Daria Rudnik
didn't go out like nope didn't finish it and it was 2024 or 22 and again just like just started like didn't go far at all and and then last summer i kind of clicked i don't know but yeah now i'm right you're gonna actually yeah yeah it's gonna click so i'm full in the process i hope it to be published by in june hopefully june july yeah

(15:35-16:00) Carlos Hoyos
Excellent. Very nice. Very nice. Before we get to the other questions, how people can get in contact with Daria? How people can, you know, reach you for, you know, once the book's ready, you know, they want to hire you to do a transformation of teams, they hire you as a coach. You do public speaking as well, I guess, right? So what people can, you know, how they reach you? What's the best way?

(16:00-16:16) Daria Rudnik
The easiest way to find me is on LinkedIn. I'm very active on LinkedIn. I'm very active in messages. You can reach out to me there. But if you really want to be in the loop of what's happening with the book, get some extracts, know when it's ready, sign up to my newsletter. I have my newsletter on my website.

(16:16-16:45) Carlos Hoyos
Just go there, newsletter, enter your email and subscribe. So that's how you can find it. So my friend, you're listening, you're watching this. Just go right now, get the newsletter from Barry. Good stuff right there. Excellent. Thank you. Thank you for sharing this. So I'm really curious here. I mean, with all this madness of technology, AI becoming really a commodity, right? I mean, you have AI everywhere. I have interesting, hard interest stories in companies, huge companies.

(16:45-17:01) Carlos Hoyos
where the AI is the leader and the people report to AI back. I mean, people are trying crazy stuff. What's going to be the impact on plate teams, on self-sufficiency? I mean, what is your take? What's your perception of where we're going in the future?

(17:01-17:17) Carlos Hoyos
Because, I mean, we cannot ignore this. I mean, this thing is not leading. This is going to be here forever. Maybe we'll have emotions someday. Right now, it doesn't. I think that's a good thing for now. So what's your take on this? AI is fascinating. Like, we're living through it.

(17:17-17:33) Daria Rudnik
It's fascinating. I mean, we were living through the change from the change of how we work and how we operate and how we produce things. I've actually published an article on Forbes Coaches, counsel about skills that team needs to have in the AI era.

(17:33-17:59) Daria Rudnik
What I've noticed is we kind of see people using AI like for productivity, productivity boost, speed up the processes. The drawback of that and what happens sometimes is while we use AI too much for some core process or core functions of the team, we lose track of like we don't own the product anymore. Like let's say there is a product team and they create the customer stories.

(18:01-18:31) Daria Rudnik
in AI. So then there's really nice customer profiles or some customer stories, but they don't owe that on them. They don't feel them. When AI creates backlog, again, they don't monitor that hard. They are not engaged in the product as much as they used to be because a lot of it is created by AI and not lived by a person. So it's not that we shouldn't be using AI. It's the thing is like be very cautious about when you use AI and what you do with the result of it.

(18:31-18:55) Daria Rudnik
So if it's some pure automation that you don't, like it's not core, like your core business, just go for it, automate. If it's something that's related with like how you create value to like for customers, for your clients, when you have AI, human AI collaboration, make sure you use your human skills, like creative thinking, like collaboration with your peers to discuss and critically assess the result.

(18:55-19:09) Daria Rudnik
So that's really critical not to fall into this cognitive offload trap or when you actually delegate everything, delegate your thinking process to AI. Don't ever delegate thinking process to AI and decision making. Yeah.

(19:10-19:32) Carlos Hoyos
Yeah, I read, I subscribed to several different newsletters, right? And one of them is talking about how searchers are realizing, you know, they have like RDI, but the use of intense AI are making people still realize every thinking task to do AI. So we just don't, it's like when, you know,

(19:32-19:54) Carlos Hoyos
A person that only uses Google search, doesn't fetch information, doesn't read books, just gets limited. It's the same thing is happening with AI. I love when you say that, you know, never delegate thinking to AI. That's really, I like that. And what is your perception in the future of the world? This is something that's been talked a lot since the pandemic.

(19:54-20:19) Carlos Hoyos
crazy thing. Oh, this is the new era. Everybody's going to be working remote. I knew that's never going to happen like that because people just get so obsessed with something just for that history and stuff. When I was working with IBM and Motorola, it's really difficult to have distributed things. I mean, this is not a new thing. Working from office was not for it. To cultural, to, you know, time zone, there was always a thing for decades. But

(20:19-20:38) Carlos Hoyos
It seems things are in a different way. It's a more persuasive, not only big companies, but smaller companies, micro companies, medium-sized companies, all have those. So what is the perception that you have in an experience and what you're seeing how this is evolving? Would you care to comment?

(20:38-21:01) Daria Rudnik
Yeah. Well, first of all, I mostly work with remote teams and help them build their internal processes, remote and hybrid teams. I'm a big advocate for not remote, but I believe that the future work is flexible work. And flexible, I mean that people work from anywhere, like anytime. The only thing that matters is how they create value individually and as a team.

(21:01-21:17) Daria Rudnik
So if you as a team agree on how you communicate, collaborate, and create value for your stakeholders, I don't care. No one should care when you work, how much you work, like how long hours. I mean, it doesn't matter. It doesn't matter.

(21:17-21:35) Daria Rudnik
This old perception of I see people working means they're producing something is gone. Like it's not going to work. The thing is that it's very, very hard to understand and to measure the outcome. So how do you know that the team is producing value rather than that they are spending eight hours a day working?

(21:35-22:02) Daria Rudnik
And that's where I think AI can be very, very helpful because with AI, we'll have lots of data that can be analyzed, assessed. And that's how you can understand, okay, that's the value we're creating. That's how much time we need for that. How many people we need for that? What kind of skills we need for that? Create really flexible work environments where people can create value based on their skills and measured by their outcomes. So that's what I see as the future.

(22:02-22:15) Carlos Hoyos
That makes sense. I'm really aligned with that as well. That definitely makes sense. The same way internet has helped us to connect with people working with disabilities, cell phone.

(22:15-22:44) Carlos Hoyos
made us, you know, on the move. AI is just allowing us to, you know, it's the infrastructure to focus on really strategic facts. I like that. I say that a lot. When, going back to the, you know, the construction or the making of self-sufficient teams using the click framework, something we didn't talk directly was about the skills or the abilities or core competencies that the leaders require

(22:44-22:53) Carlos Hoyos
or need to practice in order to do that. As I understand, we teach leaders, coach leaders, mentor leaders, so they can do that.

(22:54-23:16) Carlos Hoyos
Since a long time ago, I realized that we have problems when we don't have abilities and skills. Once we have skills, that problem doesn't exist. I cannot speak Japanese. So I have a communication problem if I go to the back, right? Once I learn Japanese, then I don't have a communication problem anymore. So in that sense, what are the skills that...

(23:16-23:37) Daria Rudnik
What is the skill set that is required for leaders to not only build, but sustain self-sufficient teams? I mean, that's a very interesting question. What I believe in is obviously, I mean, you can build any skills. I mean, you can build the communication skills, you can build how you talk to your teams, how you facilitate discussions.

(23:37-23:57) Daria Rudnik
But the most important thing is your attitude. Who do you see yourself? Who is the leader? Is the leader who drives this change or pushes the team towards being self-sufficient? No, you cannot push the team to self-sufficiency. What you can do is create this space. And to create this space for team to evolve, you need to let go.

(23:57-24:15) Daria Rudnik
You need to be able to let go and help them figure it out and help them make mistakes and help them go. Just let them go out and talk to people and let them talk and kind of come up with a solution by themselves. And there's not much skill of just being quiet.

(24:16-24:44) Daria Rudnik
Just shut up. Shut up. But it is hard. You kind of need to feel this push. And especially managers in organizations, there's so much pressure on leaders from everywhere. Like every leadership guru on LinkedIn writes things like, leaders, you need to do this. And there were like a list of 10,000 items that leaders need to do. Oh, gosh. Yeah. It's funny. Yeah. Yeah.

(24:44-25:08) Carlos Hoyos
I need to do all of those things. How can I do that? No. Yeah. So the thing that they forgot to tell us that these gurus actually have a pause time, kind of soft time. So you actually had to do this. Oh, well, that was nice. That was nice. I was just curious, I mean, from coach to coach, what is the thing that you enjoyed the most?

(25:08-25:35) Carlos Hoyos
as a coach? What do you think it just makes your eyes shine or heartbeat fast or whatever senses you? Just like, oh, that's why I love coaching. That's why you do coaching. That's why, ah, that's just about it. What is it for you, for Lari? Yeah. For me, it's not so much like big transformations that happen. It's kind of the small moments of revelation, like aha moments in the team, like when they talk to each other. There was recently a team and like one of the team members said,

(25:35-25:59) Daria Rudnik
I mean, you know, to the leader, and they had this trust to discuss those kind of things. And they said, you know, it was freak out when you call me on the phone. And I said, why? Like, why is that? And she said, I mean, I don't know. It's just kind of why you call it. It could be something wrong. And he said, okay, I mean, I will text you before I call you and kind of tell you that's nothing to worry. It's just one update. It's easy for me on the phone to do it on the phone.

(25:59-26:16) Daria Rudnik
And they, and now, like, the person is not frustrated. Leader, like, does what suits them. And everyone is happy. So those little things that really show me that I'm doing the right job. I mean, life of these people became easier. They became happier. It's good.

(26:16-26:37) Carlos Hoyos
Yeah, I like that. I don't know if that happens to you, but one thing as you saying that, describing that, how it is for you, I start remembering some moments of my own practice with clients. And the thing to me is, for some reason, that's how I feel. Every time I help somebody, it's like I'm helping myself.

(26:37-27:03) Carlos Hoyos
I don't know if that makes sense, but that's the feeling that I have. The more people I help, the better I feel about myself. It's like, okay, I don't know something that I need to work with my therapy, but it's just something like I feel that I have a better reason to be here. Yeah, that's why. And there's so much to learn from. There's so much to learn from people like we coach and just so many. They're amazing people. Just so wonderful.

(27:04-27:29) Carlos Hoyos
Yeah, it's just the entire frameworks are born on those aspects. It's just amazing. And I found it interesting the things that, I mean, we engage in a lot of online conversation, right? We all work as well. And I talk to a lot of people, you know, face-to-face, but also online. And it's interesting to me when sometimes that thing appears. And in the last...

(27:29-27:49) Carlos Hoyos
Seven days. On Friday, Leslie, you're recording this on a Thursday. You're the second person that tells me that one important thing is to let go. Listen, that's something that I need to let go of something. I don't know what is the thing. I need to let go of something. Because the moment they just said a thing, I remember that. That's...

(27:49-28:03) Carlos Hoyos
Does that happen to you? I mean, sometimes you're helping a client and the thing that you work with a client is something that you're working personally as well. It's so frequent. I have too many problems and troubles.

(28:04-28:30) Daria Rudnik
For sure. People talking about how they either let go or how they're building their business, like how they're building their teams. Wow, that's amazing. I should try that as well. Or, wow, that's, I never thought about that, that way, the way people talk about it. I mean, absolutely. It's, yeah, so much, again, so much to learn, so many insights from having conversations with people with various leaders. Okay, that's awesome. Good.

(28:31-28:46) Carlos Hoyos
You're writing a book. You're writing old forms. You work with this framework, a fascinating framework of self-sufficiency, which I also said before, you work like a strategic clarity coach. I don't know if you use those specific words.

(28:46-29:14) Daria Rudnik
Tell me a little bit more about this. Just really enjoying listening to this. Oh, that's great. I want to know more about this. Well, the thing is that, like, I was trying to find out, like, what is it that I'm helping leaders with? And when they come out from coaching with me, they have this clarity on what they want to do next and what is the next step should be for them. And I think that's, I mean, for me, it's the most important thing in the world, like in life. What is my next step? Like, what is it I'm doing next? What is my vision?

(29:15-29:37) Daria Rudnik
how I move forward with that. So when you have this strategic clarity, the clarity on your next step, on your personal strategy, I mean, you can do anything. Anything is possible when you have it. And so what's next for Darien, beyond the book? What are the things that you want to do in one time?

(29:37-30:07) Daria Rudnik
I really love working and being in a community of people. And I really want to build this community of like-minded people who want to find meaning and to do meaningful work and not just be in this hamster wheel of doing things because they have to, but because they want to and like to do that. So probably my vision is to create this with the help of this book while writing this book or any other way, like create this community of people who are looking for meaning and who want to do

(30:07-30:22) Carlos Hoyos
create some meaningful impact into this world. I like that. I want to depart from this community. Yeah, welcome. You have already sold this. I buy it. I'm on it. I'm on board. Okay, there's another thing I want you to

(30:23-30:52) Carlos Hoyos
You know, think aloud here, just, you know, share some of your wisdom here. In your own career of coaching, what was like one tough problem you had to solve for yourself or you had to help clients solve? Or is that a thing, it was like a recurring thing that every now and then they come back and say, Jesus, this is like my gestalt, something that you have to, you know, to go back. This is the thing that I'm working on. Is that like something for you? Is something that you can share? A big challenge?

(30:52-31:19) Daria Rudnik
The biggest challenge for me, and I'm still like, it's still a challenge, is when I meet someone who wants to do meaningful work, who wants to have some good working relationships and who wants to have fun at work and build amazing teams. But they kind of stuck in this, like we started, the toxic cultures, cultures with no clear processes, no clear goals, some kind of close communications behind the doors.

(31:19-31:46) Daria Rudnik
And, like, when I'm in a situation, when I'm kind of trying to help this person living in this environment, I feel that, like, for me, it's not enough to feel better in this bad environment. For me, I mean, I'm not, my ambition is bigger. But sometimes it's what they need. Kind of helping them navigate that is the hardest part of my job. It's a common sense.

(31:46-31:55) Daria Rudnik
I wish I can tell them, like, find something else, start a new business, find another company. But it's not always it is possible, not always it's needed.

(31:56-32:17) Carlos Hoyos
So what keeps you going? What does it keep you going? I mean, what is the thing or things that you do is just keep your focus on, you know, purpose or turn, like to do daily reading or exercising or meditate? I mean, what rituals, habits, or things you have to do once a week to keep you focused?

(32:17-32:38) Carlos Hoyos
Like I was joking before, like, sometimes I really feel that I'm slow in certain events. So if I slack off one of those things that to me is just like, I don't do it, just like derail. I gotta do it. I mean, I have to be so disciplined in certain events, otherwise it just doesn't work. You have something like that just supports you.

(32:38-32:58) Daria Rudnik
I do have something that keeps me focused and do what I want to do. I do weekly reflections where I reflect on my past week. I do it weekly and it's either weekly reflection or it's monthly reflection if it's the end of the month or it could be quarterly reflection if it's the end of the quarter or beginning of the quarter.

(32:59-33:28) Daria Rudnik
And every week I ask the question, how did I feel throughout this week? What did I accomplish throughout this week? And my top three priorities for the next week. One to three, not more than one to three. My top three priorities for the next week. And one is quarterly reflections and how I did within this quarter. And what is my vision for the next 12 months? So I don't like having this once a year strategy planning for the year because you know how it feels. You plan something in January.

(33:28-33:37) Daria Rudnik
You go through the year and then it's December and November. Gosh, I'm not making it. What? I'm not making it. And you're rushing it.

(33:38-34:06) Daria Rudnik
Yeah. So what I do, I do it every quarter. Every quarter, I look like ahead of, I look 12 months ahead. I kind of plan my year again and what my top priority for the next quarter. And actually, I published a plan on Amazon recently so that I finally have it not on my papers or notebooks. I have it, the planner. So you can go on Amazon and buy it there and have you within quarterly reflections. Yeah. Good for you. I love that. It's just really, really good. Excellent. Send me the link there. Yeah, I will.

(34:08-34:25) Carlos Hoyos
Okay, awesome. How is that the work that you do in self-sufficient things is related to you? And the reason I'm asking this, but I found it fascinating that it happens to me many times, and it happens with many people, it's naturalized that

(34:25-34:42) Carlos Hoyos
Your name works, just like a reflection of what they are, by the way of help is like a sort of who you are. Now you're in the past. Is that something related to this being self-sufficient? I mean, I'm not, you know, doing any therapy or anything like that because I'm not. I'm just like,

(34:42-34:59) Carlos Hoyos
I'm thinking and I'll give you some slack thing with this because, for example, I work a lot with self-leaderships, but my most recent books is in self-leadership, and it's the basis to help leaders to become better leaders that have to work themselves. So to me, it's, I mean, and the whole thing came out,

(34:59-35:28) Carlos Hoyos
from in my life as analyzing my life and the things that we're doing without knowing, without knowing that I was doing. So is that something that it is like for you, like, you know, working in teams, play or some of the principles behind like a reflection of who there is? I mean, to be honest, I never thought of it, but once you ask, I kind of like think back when it all started. And I think, I think it started when I was

(35:29-35:56) Daria Rudnik
Like again, I was working in HR, working in people development, building my career. And I define my mission then is to help people feel great and fulfilled at work by doing what they can do best. And for me, it's about happiness and work and kind of doing meaningful work. But I also do realize that we're not doing it by ourselves. We need other people to work together to like

(35:56-36:22) Daria Rudnik
go along this path together. And so I think that the biggest value organizations have, the biggest assets they have is not individual humans or experts, it's how those people work together. When they work together, they can be happy at work and create this value and make this world a better place. Because when you're happy, your family is happy, your friends see you happy, and it also helps them to find what they have

(36:22-36:35) Daria Rudnik
You create amazing products that help your customers. You pay taxes. You build support community. Everyone wins. It's a win-win-win situation when we are happy and work and create great results together.

(36:37-36:58) Carlos Hoyos
I just saw a post recently that 89% of the companies believe when the people are happier, they produce more. This positive psychology movement, all that stuff. I really enjoyed this conversation. This is just really nice. Is there anything that I should have asked you and I haven't? That just like to be asked that I didn't or

(36:59-37:14) Daria Rudnik
Well, I think now I think we talked about teams. We talked about AI. We talked about like big things like mission and strategies. So, I mean, thanks for asking those questions. They kind of helped me reflect and like understand better what I'm doing and why I'm doing that. That's that is great.

(37:14-37:40) Carlos Hoyos
Yeah, you know, I'm coach, sort of, that's sort of the way I think as well, right? I didn't do this before, but I, for some reason, I'd like you to do this, right? If you have, like, a deal board that you're going to put there, like a message, the entire world would say, well, what message you would like people know about, you know, what's your legacy or know about area, you know, it's just...

(37:40-38:07) Carlos Hoyos
What is one thing saying that you like? More people embrace than lead. Like, you know, one text online, there's a paragraph, there's a poll, whatever it is, what would be something you just give to the world as a message? I mean, everybody, you know, you have something like that or a sentence that you love, you know? It's something like this, enjoy life because it went. Whatever. It's something that...

(38:08-38:31) Daria Rudnik
Say is love what you do, finding joy in anything that surrounds you, any activities that surrounds you. When you love what you do, you can do more of things you love. So if there was a bailout, I would say love what you do. That's the line that you said before, right? When you love what you do, you're happy and just more. And that creates a positive thing and just, you know,

(38:31-38:46) Carlos Hoyos
Plus to bring force of those types. So love what you do. Yeah, I like that. So I got this message from my heart. I said, you love what I do. I mean, I would pay for what I do and I still make money out of this. I'm happy with that. Okay.

(38:46-39:14) Carlos Hoyos
And I like, yeah, I'm sorry, unlike the do what you love, like makes you go out and search for something else. Right. Love what you do. Yeah. Helps you find love in what you already have. So that's the whole point. Thanks for, you know, pointing that out. That's even more profound. It's finding the things that you're doing just make out of love. I heard once that that's sort of a prayer, right? When you love whatever the thing is that happened to you and you just...

(39:14-39:31) Carlos Hoyos
You know, it's like a more fatty, right? You know, the stoicist and stoic philosophers, right? You know, love the facts above the reality. This just happened. This is your gift. You might not like it, but this is what it is. Right? So it's better to love it because hating is not going to help. Nice. Very nice.

(39:31-39:54) Carlos Hoyos
So, Daria, I really enjoyed this conversation. This was really powerful. Already got me thinking, I'm going to think more about the framework. And the way I like to end this is, you know, thanks, of course, for being here. Such a privilege, thanks for a reason your time. Thanks for the audience that's watching or listening to this. And so be

(39:54-40:22) Carlos Hoyos
of meeting another amazing guest as well. But I would like to give you the message, not like the final message we already gave, but somebody's just struggling, struggling with the team. Somebody's just like having a hard time and I want to have themselves. What is the message would give these leaders or these companies? They're just struggling, finding the right people, finding the collaboration. I mean, you gave us the framework, you know, soon enough, we were going to have your book, can't wait for it.

(40:22-40:46) Carlos Hoyos
But what are the messages we give to these leaders or to business owners? I want to make it better, you know, like you said, to find me, all yourself. Honestly, just go find myself, find me on LinkedIn and I'll help you buy my book. There you go. Tire Day got her book. That's easy enough. That's easy enough. Great. Excellent. So thank you very much, Larry. Really enjoyed this conversation.

(40:46-40:52) Daria Rudnik
Thank you. Thank you, Carol. Yeah, thanks for the questions. It was a really amazing conversation. Yeah, I really enjoyed that. Thanks for having me.