Leadership expert Barry Labov shares game-changing insights from his new book “The Power of Differentiation.” Dive into the transformative power of celebrating what makes you and your team uniquely remarkable.
Uncover the secrets to winning hearts, minds, and market share by fostering a culture of vulnerability, authenticity, and mutual respect. Barry’s hard-earned wisdom will inspire you to redefine success and bring out the best in yourself and your people.
Get ready to break free from the status quo, amplify your impact, and lead with purpose like never before. Your true leadership potential is waiting to be unleashed!
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Show Outline
- 0:05 – The importance of differentiation in leadership and business, with a focus on identifying and celebrating unique qualities.
- 5:46 – Importance of company culture and employee engagement.
- 11:52 – Leadership, culture, and marketing with a focus on vulnerability and respect. [Link to Relational Intelligence Matrix]
- 18:43 – Self-improvement, and employee engagement.
- 27:45 – Self-awareness, and the importance of recognizing and multiplying unique strengths.
Quotes from the Show
- “You don’t try to create your uniqueness. You discover it.”
- “Your brand is not for everybody. It should not be. In fact, it ought to be for as few people as possible, so that you’re really special to them.”
- “Leaders must be vulnerable. They must be they’re not expected to have all the answers there, and that’s not what we expect. They are not going to be perfect. We don’t expect that. But you know what? I expect you to respect me enough to be honest.”
- “Our people aren’t there just to be entertained. They are there to be engaged.”
- “Don’t beat yourself up. Look at what you do well, work on those one, two or three things that you do well, because that’s where you or me, whoever, that’s where I am strong, and I need to stay there and get better at those things and not beat myself up in areas where I’m weak.”
Connect with Barry
Full Transcript – Episode 70
Jay Smack 00:01
Music. Welcome to the new generation leader podcast. We’re giving you the tools you need to lead in the digital world ready to reach your true potential. This is the new generation leader podcast.
Aaron Lee 00:17
Barry, the power of differentiation is out in the real world now it’s for sale. Differentiation is something we see all around us. There are lots of differences. What angle are you taking in the power of differentiation to help us understand how to use it as a competitive advantage?
Barry Labov 00:37
I think it’s a great question. I look at it Aaron, as a competitive advantage, but I think it’s also a life advantage, which is you discover, not create. You don’t try to create your uniqueness. You discover it. And once you discover it, and you literally identify those little things, not 1000 of them, maybe two or three of them that make you your brand, distinct, unique. You then dig deeper into it. Get an appreciation. You find ways to communicate it. You name it, just like when you have children, you don’t have child one, child two, child three, you name them, they actually have an identity, and then the best part of this process is the final part of the process, which is celebrating it with the most important people. And if you have a company, it’s your employees, it’s the people who build it or service it or sell it, who represent it, or it could be your distributors. It’s whoever it is that feels a part of this. Don’t just tell them. Don’t let them know about it. A month after the whole thing launches, have them be the first to know, the very first. And to me, that’s so important. Today, people need significance. They need to feel what they’re doing has some level of meaning. And as a leader, because you’re all about leadership, as a leader, that’s our job. We’ve got to give people significance, provide them with a meaning in what they do. They’ll probably do a better job, and they might hang around a little longer if you happen to do that.
Aaron Lee 02:19
That is absolutely the truth. And I think there is such power in difference. How do you recommend for people to celebrate the difference, though, and not create the barrier because of the difference? How do we break down that wall?
Barry Labov 02:34
I think we have to realize from a branding standpoint. And again, this could be for a solopreneur or somebody running a company with 20,000 people, ideally, your brand is not for everybody. It should not be. In fact, it ought to be for as few people as possible, so that you’re really special to them, you know. So I think we have to realize that, you know, when I’m starting my business. Yes, I wanted to sell stuff and get business going and all that. But the reality is that’s not the big picture. The big picture is we need to identify the uniqueness, and we need to realize that, you know, that means a lot of times people will say, you know, you’re not the right fit for me, and we need to be very comfortable with that.
Aaron Lee 03:20
We were having that conversation with our leadership team this morning about what our focus is right, where our energy is focused, and what we say yes to, and what we say no to, and one particular conversation, somebody said no to us recently. And when push comes to shove, and we’re really honest with ourselves, they might not be the right client fit, not necessarily ever, but not the right client fit right now. And it wasn’t about true differentiation in terms of interpersonal differences. For that, it was simply a mindset differentiation, that they were not in the right frame of mind. Oh yeah. To get the most out of us working together, I’ve
Barry Labov 04:07
made so many mistakes in my career, and you know, my goal is I’ve got to learn from them and not beat myself up too much over them. But I’ve made the mistake, Aaron, like you said, of I’ve taken clients on. I can remember one. I took this client on, and right away I thought, wait a minute, there’s something not right. I just didn’t, didn’t feel this was quite the right fit. But, you know, I thought, no, I’ll power through this. I’ll make it work, you know? And as we got deeper into it, like you said, it was a mindset situation, which was we were dealing with a very difficult situation, a difficult person, while others around that person were great. And it was strange, but you know, it started to dawn on us that this is either gonna end up really poor. Lee, or we will beat ourselves up for the next so many months or years, trying to please somebody where it’s not it’s just not going to work. And I got to tell you, we finally came to grips with the fact that, you know, I don’t think we can please this company. And like you said, it was a mind shift for them, or, you know, I guess you would say it’s a mind shift, mindset situation where they they wanted something a certain way, this was how they did business, and they literally could work with somebody else and probably be happier, but we were just not the right fit. And finally, we just came to that understanding, but that’s a painful thing, because as a leader, you think I know I got to grow. I got to grow. We got to go, go, go. And the answer, as I’ve learned over the years, is, if it’s the right situation, yes, if it’s not the right situation, have confidence that you can move on and do well with someone else who actually appreciates you
Aaron Lee 05:59
what’s transpired in your career that led you to the insight to dedicate the time, energy and focus to writing this book. You
Barry Labov 06:09
know, originally, that’s great question, because my purpose for the book shifted during covid, because originally the book was written about branding, and I thought this would be great. It’ll be about 50 different leaders, around 50 who did some great things with their brands. It’s not about me the book. I’m hardly mentioned in the book. These are people I do know, but it’s not the Barry leboeuve story. It is not and I thought, you know, this will be interesting, and it’ll be about how these people stood up for their brands, and they stood out. You know, it’s great, you know, it’s a great then something happened during covid, and it was the mass exodus of people from their companies. Over 50 million people left their companies during covid, during one year of covid, actually, and it really dawned on me that we have an epidemic going on, and that is, we have an epidemic of people who feel insignificant and they feel disconnected to the job they’re doing, and they are willing to leave with no other prospect at All and get out of there in the middle of a pandemic, and the reason they were all willing to leave, I believe, was they didn’t feel what they were doing was important. They didn’t feel that they were treated with any importance. And it dawned on me that the book was more than let’s brand and increase market share. It’s what the subtitle is, which is win hearts, minds and market share. And when you win the hearts and minds of your team, your people, you’ll probably win market share. That’s what happened to me. I became very inspired by the stories of people who not only identified this uniqueness, but the very first thing they did is got up in front of their employees, in some cases, were vulnerable, and say, you know, we’ve really messed up, but we’ve gotten this on a better track, and I want you to be with us. I really do, and here’s where we’re going, and those people made history in their companies. And what’s more exciting than that?
Aaron Lee 08:28
Yeah, I’ve heard it said my friend Scott has worked in marketing all his career. He is also working in leadership development, and he bridges the two worlds by focusing just on what you just described, and that is, you will win market share when your team is on your side and they want the best for you, because your team is the best marketing you could ever pay for, and everybody has it built in. Don’t you want to come work with me? And that’s a great, probably lagging indicator, but it’s a great indicator of a workplace where people would want to be and can thrive and bring their best and bring their true, unique identities. Yet, so few of the companies that we walk into are starting from that premise. Why do you think people are being held back from really celebrating and focusing on the uniqueness that each person brings?
Barry Labov 09:30
I think it’s because we look at maybe the wrong information. So we think, okay, there’s a lot of turnover in companies. Let’s improve the benefits. Okay, well, let’s improve the hourly pay. Okay, let’s do that. Okay, let’s make sure there’s air conditioning. Okay, well, of course there should be air conditioner. Okay. Well, let’s make sure we we have little perks, like we have ice cream Thursdays, and we do stuff like that. And then let’s give them, you know, three hours off during the summer on a Friday and. All of that stuff is great, and you hear the sarcasm in my voice, but it’s not because I think that’s bad stuff. It’s because, if you have a lousy culture, all it means is, I get ice cream on Thursdays. I hate the place. I take three hours off on Fridays. I hate the place. My pay increased. I hate the place. And the point is it still will not overcome the bad culture that’s there. And I think, more than ice cream Thursdays or, you know, a few extra perks, an employee must truly, authentically understand the role they play and why what they’re doing actually makes a difference, and why the company they work for is actually doing something more than grabbing money and putting it into their pockets, because otherwise that’s what’s going to be thought of. It’s going to be the evil leader of the company, or leaders are making all their money off me and I’m just the pawn. They’re just taking advantage of me. And I think it should be different. I think it should be the leaders are the cheerleaders, and they’re saying, look, here’s what we’re doing, here’s why we’re doing it. You’re part of all of this. We do this for our customer. Here’s how we improve our customers lives, and here is what your role is in doing it, and we love you for it. And even though it may look mundane at time or times or be boring, it’s so important. So thank you for doing it, and let’s stop for a moment and pat each other on the back. I know it some people may say that’s a bunch of soft stuff. It’s not soft. It’s actually pretty intelligent. I think some of the most cold, calculating people on Earth, if they understood the value of it, would say, Okay, I reluctantly admit we need to do this. It’s that smart.
Aaron Lee 11:53
One of the tools that we use most often in building that culture is centered around the idea of relational intelligence, that deep down, each of us have a uniqueness, something that differentiates us, and yet in our minds, there’s something that’s wiring us, probably to protect us from a survivalist mentality, to protect us from things that are different, But that also keeps us envisioning and seeing the world only through our own eyes. I’ll link to that relational intelligence tool that we use in the show notes. I’m curious though you’re tackling this from a marketing angle, how have you turned the conversation into culture with the marketing clients you’ve been working with over the years,
Barry Labov 12:42
20 years ago, when we began this journey. And by the way, my goal for the audience to understand is I want to inspire a million people with this message, which does not mean I want to sell a million books. I don’t expect to. I want to inspire people who run companies, who work at companies to understand the importance of this, and I would love to see a million or more people understand this. So what I think, to answer your question is this, we have to understand that it is very easy from a marketing standpoint, to look at the numbers and look at the marketing data and all of that. And yes, my clients do that. They’re smart people, they’re great people. But 20 years ago, when we began the journey, most of our clients when I said, Hey, the first thing we’re going to do, after we discover your differentiation, we’re going to celebrate it with all your employees. And the first thing they said, 98% of them said, No, we’re not going to do that. They’re making five bucks an hour. They need to keep their head down and keep working today. And this is absolutely accurate. 99% of them say, great. We need to celebrate this. We need our people to have far more pride in what we’re doing, we need to improve the quality of our workmanship. We need to improve our retention. Anything you can do to help us that’s more important than a little bit of market share. So our culture has changed around what a business culture should be.
Aaron Lee 14:16
Your tagline of the book is when hearts, minds and market share, hearts and minds, as you’ve just described, we tend to focus on the minds part of that, really just the market share part of that. And I say that as a collective royal we so many leaders in so many organizations in any industry are focused on that, but they seem to have lost the heart. Speak to that, and what you’ve seen in leaders who have found the heart beyond simply celebrating at the first step, what does it mean for them to bring the heart back into business? In the long run, for
Barry Labov 14:58
them to bring the heart back? Into the business is for them to be authentic, genuine and vulnerable, they also need to share what really is going on. So one of my company’s sayings is Avoid the Void, which is this, when there is a void of information, people will fill it with negativity. And leaders must understand that, hey, if business is a little slow right now, or we have a client who’s unhappy, or we have a product that’s not performing as promised, the leader cannot be disingenuous and say, Oh, everything’s fine, or keep his or her mouth shut, they have to open up and share with the employees be vulnerable, what is really going on, and their sincere objection to the problem and their sincere promise that they’re going to do something. So that’s one of the first steps Aaron, which is being vulnerable. I worked with, I’ll tell a brief story. I worked with a very famous automotive company, and their their CEO called me up and he said, Look, I need you to help me. We have this horrible car. Nobody buys it. It’s the ugliest thing out there. It’s terrible. We’re replacing it with a brand new model, same name, but brand new model, and our morale is terrible. Will you help me? We got to make this launch great. So I came in and talked to him. About two days later, I had done some research, and I said, Hey, before we start, do you know the name of the number one product over the last 10 years in your segment, the one that has sold by far the most cars, the most unit sales. Do you know what the name of that brand is in that model? And he said, I don’t have the foggiest idea. I said, it’s your company, and it’s that ugly, no good car that nobody’s buying. You have the number one car in the segment over the last 10 years. And I said, By the way, it’s still selling. It’s still selling. And he said, you know, that probably explains the morale problem, because we have been denigrating this product. We have been acting ashamed. So what happened a fast forward was, yes, the new product coming out was going to be a superior product, which is great. It should be. But he got up in front of the entire employee base of about 1000 people, and said, I have an apology. I have not shown the respect to this product that we’ve been building and selling and servicing for the last 10 years. From this point, going forward, we will show that honor, and yes, we are replacing it with a brand new model, but we’re going to show respect and reverence to what that product has done and what all of you have done to help that product become successful. He got a standing ovation. People are crying tears of joy, because finally they realize, wait a minute, I’ve been doing something valuable, not something I should be ashamed of. So leaders must be vulnerable. They must be they. They’re not expected to have all the answers there, and that’s not what we expect. They are not going to be perfect. We don’t expect that. But you know what? I expect you to respect me enough to be honest, and I hope you respect me enough that you can share information and trust that I will process it at a least a base level of intellect. That’s what I want. And I think leaders that do that win,
Aaron Lee 18:43
and doesn’t every leader want to win, but I think, as you just described, sometimes winning needs to be on a different scale, maybe that we weren’t trained to look at, mentored or coached to look at. We need to find a new metric to What does winning look like? How do we get there? How do we bring people? And we were talking about this with a few leaders at a company just an hour before you and I got on here, and this company has a team member, and they’re trying to figure out what does winning look like for this team member. And I finally said to the founder, Owner, CEO and his right hand person, I said to the two of them, if you want this person to win, you got to figure out how you win, because they’re still not completely clear on how they win together and collectively. And so it’s this meandering journey for the team member and the employee, which probably to that employee on any given day doesn’t feel like winning. They feel more like the employee in that automobile industry that you just referenced, where, yeah, I’m not sure what. Nobody’s celebrating this. I don’t think we’re winning. Things don’t seem to be going very well. You don’t end up with much pride in a situation like that, pride in your own work. And then you don’t have that want to mentality when you come into the office to contribute at a high level, to bring the brainstorming, the ingenuity and everything that makes you uniquely different, and let’s bring it full circle. Isn’t that a wonderful, wonderful mindset to have at work? Well,
Barry Labov 20:32
I have a chapter at the end of the book called Stay hungry, stay human, and it’s all about a message to the leaders. So you were talking about that employee who’s not quite connecting with what leadership needs. But think about this, if the leader is beating himself or herself up, if the leader is miserable trying to make things happen, trying to hit certain metrics, trying to push, push, push, and is willing to beat themselves up to do it. Okay, everybody. If that describes any of us in the audience, and it has described me at certain times, it’s really hard for that leader to make people feel good, to inspire people, because they’re they’re going through the ringer, they’re going through a tough times. So we as leaders have to realize we are human. If we beat ourselves up, if we are trying to attain completely unreasonable goals, but we’re gonna power through it. We gotta realize our people are not made for that. We’re probably not made for it, but our people are not made for it. Yes, you might be willing to work 20 hours a day for a few months, maybe a few years. You don’t have people that are willing to go through that. So you’ve got to kind of step back and go, Okay, I need to be a lot better, smarter, again, vulnerable, and connect with people at a more important level, more in the heart, you know, as opposed to just in the pocketbook. I need to be able to express what we need. I need to ask for help. I need to engage them. Not just pat them on the back, as I’ve said, celebrate, but I mean, engage them, get them involved to help solve this problem. We work with a client, and it’s wonderful company. It’s a business to a B to C Company. It’s worldwide, and they were having problems in a couple of their markets, selling a particular product, and they didn’t know what to do, and their leaders were furious with each other, and they were frustrated. And we said, You know what? Let’s do a jam session and invite some of your leaders at corporate, but also some of your team out in the field in those markets. And let’s do what we call a jam, and let’s come up with ideas. And they said, Well, you know, but they’re busy and all this. And we said, you know, I think they would love to shut down for six hours virtually and go through ideas and come up with answers. And we did that. And instead of them being in this mindset of, I can’t please these people at corporate. I can’t make them happy, all of a sudden, we flipped it around. Said, Okay, you’re in charge of the future this company right now. What can be done? Don’t tell me about pandemics. Don’t tell me about the economy. We’re not talking about it. Let’s talk about stuff we can have some level of influence on. And I’ll tell you. They moved mountains. They created ideas. We collaborated with them. Within 48 hours, there were a half dozen ideas that went all the way up to the top of that multi billion dollar company, and a couple of them were adopted and turned into pilot programs and are still running, you know, a couple years later, that’s what we have to do. So our people aren’t there just to be entertained. They are there to be engaged.
Aaron Lee 23:59
Very going back through your career, as you look back, there obviously are so many lessons that you’ve amassed to go into a book and a project like this. And as you said, before we started recording, I can’t remember. I wish I could remember the exact phrase you used, but in essence, you said, I’m not new in my career. So being not new in your career, as you look back and think about everything that you’ve learned throughout your career, what do you wish you had learned earlier on?
Barry Labov 24:37
That’s a great segue, because it’s related to what I was just saying, Aaron, which is, I think beating yourself up and really, really being rough on yourself and never satisfied in the short run sounds even as sick and terrible as that sounds in the short run. Run when you’re the leader, you’re kind of going, okay, that. Going to work, because if I get angry at myself and beat myself up enough, it’s really going to get me going through but I found that, you know, you have enough pressures coming against you that you don’t need to also have a version of you on the other side fighting you as well. So I think one thing I learned was kind of just lay off a little bit. I’m not forgiving of my errors at all. So I’m not implying, Oh, it’s okay. I just failed and screwed up. But what I am saying is, understand that, okay, you fell short on this. What do you do about it? Apologize, take accountability. But by the same token, you know somehow you’re gonna survive this and get through it. Don’t beat yourself up, and that’s to me, you know, I’ve carried that into how I’ve dealt with my kids. You know, my kids are great. They’re grown up, but they’re if they beat themselves up over things, they will never tell you. Well, I learned that from dad, because dad wanted me to be perfect, and he beat me up verbally all time. No, no, we have to, and I think that’s part of why I think differentiation is neat. Okay, sidebar, I I love working with kids, so I coached my kids baseball team and my daughter’s basketball team, and I’m not a good athlete. I’m a cheerleader. Okay, so I’m not, I’m not the brilliant strategist. I’m just the guy that is just loving seeing these kids play. And what I did was each kid, for instance, on our baseball team, I saw what each of them did. Well, gave them nicknames regarding that. You know, one guy was the human vacuum cleaner because he was a great fielder. Another one was called Wild Thane because his last name was Thane, but he was, he was wild with his pitching, but everybody was scared of him. We had the energizer. He had the most energy on the on the team. Okay, we found these little things. And instead of harping on their mistakes, instead of yelling at them to catch the ball, we talked about what they did well. And the parents were shocked over this. They said, I can’t believe how much my kid loves to play baseball now, and I think we have to look at it that simply don’t beat yourself up. Look at what you do well, work on those one, two or three things that you do. Well, because Aaron, you’re you’re great, I think what you do is awesome. You would probably admit you don’t have 500 phenomenal talents. You have a couple. And that’s where you or me, whoever, that’s where I am strong, and I need to stay there and get better at those things and not beat myself up in areas where I’m weak. I
Aaron Lee 27:45
love that message. We shared that with a team, something along these lines, and we asked each team member to go around, around the room of the leadership team and tell us what is the magic that you see in each member of this team. And you know, some teams would pause, they’d hold back. They wouldn’t really get into it, right? This team did not. They jumped right in. Everybody weighed in on every person in the room. And the beauty of that, and the way I set it up, was, your magic goes with you when you die, unless you choose to give it, and you can give it, you can multiply, you can share it, and that’s such a great opportunity we all have. But we, for some reason, out of fear, we hold back, back on episode 35 I’ve quoted Brian multiple times. Brian barley talked about that idea of how we take failure, and that too often, we celebrate. You know, we celebrate. Hey, Barry released a great new book. It made the Amazon bestseller list. That’s the headline we see. But we don’t see everything that went on in your life, in your career, the ups and downs, the trials and tribulations and that we don’t need to celebrate them. We don’t need to hold them up, but we also don’t need to beat you up over them. We’ve got to take them for what they are and learn from them.
Barry Labov 29:09
Aaron, I’ll tell you I have not. I’ve done 75 podcasts this year, and I have not told this story, and you just inspired it. So I thank you for it. What you said is great. So one year at my company, we were doing reviews of all our employees, and somebody said, Hey, Barry, because you know, I’m the boss. I’m l hafe, so it’s like nobody reviewed me. And somebody said, No, well, we’re going to review you. And I went, Oh, okay. And what we did is we did a 360 review. So everybody said, Hey, here’s what this person does, well and all these things. So I thought, okay, I was a little nervous about but I thought, you know, this is good for me. So the person sat down and was talking to me, and the person says, and of course, you know, the thing everybody loves about you, you know, I don’t even need to tell you. You. And I said, I don’t know what that is. And she said, Oh, come on, you know what that is? I said, What is it? And she said, Oh, you know, you work on these books and you have these ideas, and it’s so inspiring, and people get so excited about your energy and the enthusiasm and your ideas. And I looked at her, and I said, this is the first time anybody’s told me this. In fact, I’ve heard that my ideas and energy have taken people away from certain projects, and I’ve heard complaints about that. I said, I never heard anybody say this was good. And she said, everybody loves it. It’s amazing. And I thought, okay, I had no idea Aaron, and I vowed to myself that even as I go through working with people and I’m doing those things and get no feedback most of the time, because as a leader, a lot of times you get no feedback. I thought, you know, I’m going to make sure that I follow this because I thought it was actually viewed as a pain, as a as an interruption. Instead, it was something people bragged about. So we’ve got to realize that we have those things. And the other thing is we need to learn them. So I love what you talked about there, where you’re having people go around, because I thought you were going to go to that point where you said, and we told so and so that we loved how she did blah, blah, blah, and she went what I had no idea. We have to realize that, you
Aaron Lee 31:28
know, there is such magic and and the the challenge that we face is you can’t give away or multiply or copy or apprentice someone else to do that when you don’t recognize just how unique it is, just how much it differentiates you, Barry, from the rest of your team, we can’t help people discover that ability or foster that capability. I’m sure most people on your team are not going to become the next Barry, but there are lessons they can take away that they can apply in their own personal context. They would make them a much stronger, much more creative, much more inspiring and effective leader. Well, you’re if you don’t know it, right, you’re not going to be able to share that with them. And
Barry Labov 32:17
I love that you said that. I think, as a leader, you know, I don’t want somebody to be me. I have a couple of leaders coming up in my company. I’m glad they’re not me, and I’m not being humble. I’m glad they’re not me. I don’t want, you know, many me running around our building. I want, I want different types of thinking. And I think our job as a leader is each individual is unique. If some of the people who have worked for me, with me over the years would say, Hey, I was able to do things and achieve things that I never thought I could do, and he was actually a great help for that. He was a supporter of that. I’m going that’s That’s leadership. I think that sounds fantastic, and that’s your whole podcast is about leadership, and to me, that’s what leadership is. It’s not trying to come off as the smartest guy or woman in the room, and it’s also not coming off of some glad hander where everything’s perfect. It’s being a sincere individual that sees the magic, that says, hey, I’m worried about blank. Can you help me? Let’s huddle on this. Let’s figure these things out. And hey, everybody, I want you to stop for a moment. Let’s celebrate that we just did this well, or that this client just told us such and such. And to me, that’s the environment we need to create. And in that mode. That’s another thing that I think is very important for your audience, which is, don’t wait for the end of the year celebration or the annual meeting. Every day is a day where you can, in one way or another, let people know that what they’re doing is important, and that what we’re doing here is really a big deal. Our customer just told us that this changed her life for the better. This client said that this project they did with us made history. That’s what’s so great. We’re the great people, but you know what our clients are, the great people that we are behind. So we are behind these great people and great brands. That’s what I tell our people, that’s what it’s about. It’s not about the leader, celebrating himself or herself. It should be selfless. We should be helping others, starting with our employees, because that’s what our company is in the eyes of our clients and customers.
Aaron Lee 34:38
Barry, thank you. Thank you for opening a window, at least into your world for a few minutes, and thanks for sharing some insights from your book your career. I’ve got a copy of the ebook on my iPad. How can people find, find and get their own copy of the power of differentiation?
Barry Labov 34:57
Simon and Schuster is destroyed. It worldwide, so it’s through any major bookseller, of course, Amazon. I urge you purchase it from Amazon and please give it a review. Give it an honest review. That’s one way to do that. You can also go to my personal website, Barry lebov.com, you can learn more about me. Listen to some of the songs I wrote a few decades ago. You know, some of them are decent. You can also go to my company website, lebov, l, A, B, O, b.com, in either case, you know, send me a message. I’m happy to talk. I connect with people all over. It’s fun. It’s not transactional for me. It’s transformational. Well,
Aaron Lee 35:39
I get the impression, Barry, that you haven’t met a stranger, and I’m sure that network of friends is across the globe. So I’m grateful for this conversation today. Thanks for coming on the new generation leader. We’ll link to Barry’s book and his firm and his own personal website in the show notes at New Generation leader.fm,
Barry Labov 36:02
thanks, Barry, Aaron, you’re making a big difference in the world of leadership. Thank you. It’s been an honor today.
Jay Smack 36:10
Thanks for listening to the new generation leader podcast. Subscribe today on your podcasting platform, download the show notes and unlock your true leadership potential at New Generation leader.fm thanks for listening today, and we look forward to seeing you next time on the new generation leader podcast, you.