Becoming a Conscious Leader with Michael Bianco-Splann
//Michael Bianco-Splann is a conscious leadership expert, visionary author, inspirational speaker and transformational life coach who brings unique and powerful expertise to deliver a differentiated and innovative approach to leaders, organizations and those seeking a life fully engaged and true to one’s passion and purpose. He joins Andrea to discuss his book Conscious Leadership: 7 Principles that will Change Your Business and Change Your Life.
Mentioned in this episode:
- Illuminate Ambitions, Inc.
- Conscious Leadership: 7 Principles that will Change Your Business and Change Your Life
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Transcript
Hey there! It’s Andrea, and welcome to the Voice of Influence podcast. Today, I have with me Michael Bianco Splann, and I’m excited. He’s a conscious leadership expert, visionary author, speaker, and he’s written the book Conscious Leadership: 7 Principles that will Change Your Business and Change Your Life.
Michael, it is great to have you on the Voice of Influence podcast!
Michael Bianco Splann: Thank you! It’s joyful to be here, Andrea!
Andrea: So, you work both in corporate and you have this business writing and speaking. Could you give us some context for some of that work that you do? What do you do?
Michael Bianco Splann: Yeah, okay. Sure. Well, I’m a professional coach. And my specialty and my passion is in leadership development. I started my coaching company in 2013, principally coaching private clients transitioning in their jobs, transitioning in their lives, supporting them. And I’ve kept that business. My company name is Illuminate Ambitions. So, I’ve had that company in place now going on eight years.
In 2018, after leaving the corporate world, I worked in corporate for three plus decades, most recently working in financial services for almost 20 years. Lastly, working for a Fortune 100 company. I left corporate in 2017, which was a wonderful thing, pursued my coaching practice, and then saw this position open up with a company, CACI is the name of the company. And it was for a leadership coaching position working at the largest Naval Shipyard in the country, which is, I live in the Pacific Northwest and right on the Pacific Ocean. And this Naval Shipyard is in Bremerton, Washington, employs 15,000 employees. It is a massive operation. And I stepped into that position. Now, it’s been almost three and a half years.
So, I currently support leadership developments for very senior leaders within the shipyard, both military as well as civilian. And I’m a fulltime – what they call “embedded” – executive leadership coach, supporting and accelerating leadership in an organization that really actually needs it. And so, I do both one-on-one coaching, which is the passion of my leadership coaching, as well as team and group coaching, helping them to align business priorities, helping them to really leverage the influence that they have both within the shipyard but also with the US Navy, as well. So, that’s kind of it in a nutshell in terms of where my life is; it’s pretty busy.
Andrea: Oh, it sounds like it!
Michael Bianco Splann: It’s enjoyable as well.
Andrea: Good, good. So, do you end up coaching people for certain lengths of time? How do you determine, when you’re already embedded in the company itself, how do you determine how long you’re working with somebody?
Michael Bianco Splann: That’s a good question. The coaching team that I work with, there’s actually nine coaches at this point, we have a very solid methodology. And across the shipyard, there’s various areas of responsibility. When I first went into the shipyard, I was actually assigned to work on a project, project being what they call an availability to support maintenance. In this case, a nuclear submarine that comes in and has to go through maintenance protocol.
Andrea: Wow!
Michael Bianco Splann: So, for the first two years of my time working in the shipyard, I was supporting a particular type of project for a particular type of nuclear submarine. A little over a year ago, I was asked to then move into this “code,” as they call it, Code 300, which is the senior leadership team that really are the deciders and the decision makers within the shipyard. So, I’ve been there now a little bit over a year.
The coaching engagement that I’m a part of as an embedded leadership coach has a duration attached to it that is generally between a year to a year and a half. And again, this is a longer-term strategy in terms of providing effective leadership coaching to support various parts of the shipyard. And me, then at, you know, 18 months, 19 months I’ll rotate into another area of responsibility.
Where I work, there’s actually a great demand for professional coaches. And it’s a really brilliant strategy, because it’s very highly…as you might well imagine, doing this type of work on Navy assets, the workforce is very highly technically skilled. And that’s fine, but what happens to the human skills and leadership skills?
Andrea: That’s right, yeah.
Michael Bianco Splann: Unless somebody trains them effectively and coaches them effectively, they don’t have those skills and they’re not demonstrating that effective leadership. Where I work is principally a management driven organization, which makes sense. It’s project management, you’re getting work done, you’re advancing work. But it doesn’t necessarily involve in what we call leadership skills, so I hate to use the term soft skills, but these are human skills,
Andrea: Essential skills, yeah.
Michael Bianco Splann: Yeah, dealing with people, interacting, you know, leveraging influence, communicating with impact. You know, those types of leadership skills are a part of what I actually coached, too.
Andrea: So, when you talk about leveraging influence, what does that mean? What do you mean by leveraging influence?
Michael Bianco Splann: Well, look, I spent 30 plus years working in the corporate environment, and to a large degree, managing large sales organizations. And sales to a lot of people is a dirty word, but it really isn’t because you and I are selling all the time. And when I think of influence, I think about leveraging relationships. We can call it a lot of different things. In my book, Conscious Leadership, I talked about being an energy manager, coalescing the energy of others to accomplish a particular goal.
So, influence is being able to leverage your, you know, not authority, but leverage your humanness, if you will, or your vision or your ability to communicate to coalesce folks to achieve a particular goal. And influence comes in lots of different forms. You can call it power. You can call it authority. You can call it what you will. I happen to think that influence is a much, much more apropos way to leverage this thing we call leadership.
Andrea: So, I appreciate that a lot of the things that are in your seven principles that change business and change your life; being real, being a peacemaker, being present, being a love leader, being a servant leader, [a] transformative communicator, and risk taker. I may as well throw that last one in there, too. They are things that are truly in service to others. Influence sometimes is perceived as something that I’m trying to have influence on something. But my perception of influence is that it is a two-way street. So, how do you see influence, especially in [a] real hierarchical kind of environment?
Michael Bianco Splann: Yeah, which it is – a very high positional authority and hierarchy is part of the military structure. And where I work is largely a military hierarchical structure. You know, it’s interesting. So, let’s look at influence as it relates to service, to being of service because that in essence, if you boil down what I do, I simply lift people up and they’re in. I have influence in terms of being able to positively, hopefully, positively impact folks . And so, when I think of influence in terms of this hierarchical structure, and working in the capacity that I do, I try to break that down.
And while it still exists, as part of the reality of where I work, I try to support through the coaching process. And also, you know, I also play consultant well, breaking down those structures to understand that these are human beings, dealing with human beings, and particularly at an executive level. And this is in all organizations, particularly at the higher levels of organizations, you know, leaders tend to forget that there’s people that are actually dealing directly with customers.
And where I work, it’s actually what we call the workers on the deck play, the ones that are actually turning the wrenches, welding the boat, doing the painting, being the pipe fitters. And so, when you elevate up into your authority, sometimes you lose sight of the fact that these are human beings, that you are, in fact, leading. And at the higher levels, you find that these are leaders who are leading others or leading others who are leading others that are actually doing the work.
And what we have to guard against, which is indicative and kind of inherent in most organizations, particularly at the higher level, is you’re looking at metrics, you’re looking at reports. And so, human beings become commodities units on an Excel spreadsheet. So, again, you know, looking at this from this point of influence, remembering that you’re a human being that’s interacting with other human beings. My book Conscious Leadership, that’s what it’s all about. It’s about being conscious about the way that you’re actually leading and serving those folks that, actually, might report to you. Make sense?
Andrea: Yeah. So, in that setting, is it important for people who are, let’s say, I guess, since we’re using a hierarchical structure, I guess I’m going to say lower or more, is there a better way to put that? I hate to use lower, but…
Michael Bianco Splann: I think it’s the folks that are actually doing the work or dealing with the customer.
Andrea: Okay, so at that level, is there a need to hear the voice of those people? Is there a need for them to be able to share things that they are concerned about or that sort of thing, Is that important, first of all? And I guess I’ll let you answer that first. Why would that be important?
Michael Bianco Splann: It’s absolutely central to both. The way that I look at conscious leadership as well as successful individuals, as well as successful organizations: pay attention to the folks that are, actually, doing the work or dealing with the customers. What happens, oftentimes, is that because you’ve become an important person, you lose sight of the fact that these are the folks that are actually where the rubber hits the road. These are the folks that are actually doing the work that, by the way, may in fact have really good ideas for process improvement, best practices, you know, leveraging skills, and opportunities that you as a leader, sitting at the top of an organization, may not see.
Andrea: That’s right. I see things, I hear things that you don’t, yeah.
Michael Bianco Splann: Right. So, if you’re not paying attention to the folks that are actually doing the work or dealing directly with the customers, then you’re really losing out on opportunities for improvement, advancement. And let’s be real here, I mean, look at the world that we’re living in right now. I mean, just step back a second and ask yourself a question: “Is the world that we’re living changing? Is it evolving?” I mean, with this pandemic, right? I mean, let’s just talk about it. This is a global issue, right?
So, our world and technology, and look at the impact of AI and how AI is going to impact businesses and processes as we move forward, will have a major impact on the workforce. And some statistics say that within the next 15 years, 50 percent of the job market will be taken over by AI, 50 percent in 15 years. So, that’s a very small amount of time.
So, in this evolving, changing, transforming, you know, whatever that’s going to look like reality, you know, what are leaders doing to prepare for that and being able to shift their both philosophies as well as practices to be more empowering to the folks that are actually doing work, supporting them, training them, leading them, and developing them. So, this has many different levels attached to them. That influence is going to change as technology advances. And as you know, organizations and companies start to have to redefine themselves, which is going to happen. It’s happening right now.
Andrea: You know, do the leaders that you work with, do they experience that those people that are closer to the folks, the real work, do they find that sometimes those people are not sharing their voice, or they don’t either because they don’t have a way to, or you know, there isn’t that direct path to being able to share their insights, what they’re experiencing? Or maybe they don’t feel like they should because, you know, they don’t want to be disrespectful or whatever it might be? Do they see any kind of gap there in being able to hear the actual voice of those who are with them?
Michael Bianco Splann: If they’re with me, they see it, absolutely, because that’s something that I focus on directly. And this is a much broader issue. I’m thinking of Patrick Lencioni, Five Dysfunctions, if you know anything about Pat. At the bottom of his pyramid is trust, transparency and safety. And, of course, his whole thesis is around, “What are the attributes of a high performing team?” And you can say it’s a small team, but you can also look at this cross organization as well.
Where I work currently at the shipyard, there is a real gap. And it’s not just the shipyard, I mean, in all the companies that I’ve worked with, small companies, very, very large companies that exist , where you were at the bottom of the of the rungg, if you will, because of positional authority – you know, I’m a senior vice president, so, I mean, I’ve worked in financial services, leading retail banking for many years.
So, [a] part-time teller. Is that part-time teller going to come to me as a senior vice president and share their thoughts? No, they probably won’t, which is all the more reason why I or another leader has to make that as part of their overall protocol, the way that they do business. The people, the leaders that I’m working with, I am all over that all the time. How much time in your given busy week will you spend talking to the workers, walking down, finding out what’s working as opposed to what’s not working, finding out where there’s interference. If there’s interference and obstacles in their way, what can you as a leader do to support that?
And the other very important part of this, which is all laced through my book, Conscious Leadership, is the idea of caring for the people that you even serve, right? So, if the people doing the work know that you as a leader actually care about them, that’s a big deal. You know, you can ring the bell all day long if the people know that you actually care about them, because that caring then turns into loyalty and trust. And you can’t put a price tag on that.
Andrea: How do you suggest, if you feel like they’re not communicating that care very well, how do you suggest to the people that you’re coaching to break that down a little bit and be able to get to that point where they’re really sharing that, and people are experiencing that, “Oh, yeah, you really do care”?
Michael Bianco Splann: Yeah. Well, the first thing you have to do is actually show up. I mean, you know, we can talk about it all day long. But if you don’t build it into your protocol, your daily or weekly calendar, then it’s not going to happen, you know. You have to make that a priority just to show up. I’m also a training facilitator. I train folks how to coach because I am a coach, and I use this program called InSideOut Coaching. And as part of that protocol, there’s some very simple things around checking in with your team. What does that mean? Providing feedback, not just negative feedback, what you’re not doing well and what you’re challenged by, but supporting positive behavior as well.
So, again, I think the most important thing for leaders that I worked with both corporately, as well as a government contractor, is to show up. You know, simply show up and not look for what’s not working but actually ask them how they’re doing, “What are you doing?” Be curious about the work that’s going on. You know, support them. What interference are you running into?” “How can I help you?” You know, setting yourself in a positive way. It builds the morale, but it also shows that you actually care. And that one thing can actually impact culture.
And culture is a big deal, as I’m sure you’re aware. You know, I love the phrase that “Culture eats strategy for breakfast,” right? It’s true.
Andrea: Yeah.
Michael Bianco Splann: You know, I deal with a lot of people that do a lot of strategic planning. You know, and that’s nice and that’s very important, particularly in the work that these folks do. They have five-year plans. I mean, it’s not like the next week. It’s like they have five-year plans in terms of how they’re going to rotate these Navy assets in and out of the shipyard. So, it really becomes incredibly important that they show up and they actually talk to the folks. And that’s the first and foremost thing that I recommend.
Andrea: You know, when operations are involved in this book, that’s a big huge piece of your job as a leader is, do you find that people have like this switch, they have to flip or what does it mean to be conscious even when you’re in the midst of dealing with, “We got to get this stuff done” you know. “There are these strategies that we’re having to put into place and whatnot.” How do people be that conscious leader even in the midst of the operations?
Michael Bianco Splann: Yeah, that’s such a good question. You really have to, you know, be living in a state of awareness and presence and then dealing with the reality of the 3D world that you’re operating, right? So, they seem like they’re dichotomous in terms of the way that they operate, particularly if you’re busy, right? And there’s a fallacy attached to, for instance, coaching. The people I work with, you know, albeit my private clients as well as the shipyard leaders that I work with, they’re doers. They’re solutions minded.
And, you know, I am as well, I have a lot of leadership experience, you come to me and you say, “I have this issue, I have this problem.” I probably have an answer for you, you know, “Go do this. Go talk to this person.” And the flip of that is, you know, flip it around to being a coach, because I come from what’s called an inside out mindset, meaning that if I’m coaching you, my job is to bring out your greatness.
And there’s a fallacy that says, “I don’t have enough time for that.” Well, sometimes you do have enough time. It’s about being conscious enough to say, “Huh, here’s an opportunity with the person that I’m interacting with to ask the question, ‘What do you think you should do? What have you tried? You know, who have you talked to? What interference have you run into?’ ” And helping that person to self-discover and self-evaluate because they have the knowledge. My job is to bring out your expertise and your greatness.
So, it’s being able to live in both worlds. And understand that there are opportunities, even when there’s operations and busyness going on, for you to pivot on that. It doesn’t take a lot of time. It’s just a choice that you make in the moment to be able to support that person in actually developing them, because you do develop folks when you help them self-discover what the answers are.
Andrea: That’s right, I totally agree. And it helps them to find their inner voice. It helps them to find their inner compass, and that definitely develops them as a person, but then it also makes them feel more like a contributor, more significant, more engaged, ultimately.
Michael Bianco Splann: Right. And it goes back to the story of, you know, I can give you a fish or I can teach you how to fish, right? And I’d rather teach you how to fish than to just give you the fish. So, by shifting that focus around, I’m too busy to have to inject myself like that, you’re supporting them in terms of developing their skill. Which then, if you’re a smart and effective leader, if you develop one person who reports to you and they do it successfully and they can arrive at those decisions and those ways forward, they then can help the folks that they’re leading as well. So, it becomes this ripple effect, and then you change culture.
Andrea: Do you see a common thread between people who are willing to embrace the principles that you teach in your book, or those who…maybe the distinction between those who do and those who don’t want to embrace those conscious leadership kind of principles? Why do some people choose to go that route and why do some people choose not to? Is it just because they’re not aware, they haven’t been taught by you, so they don’t know it? Or also, is there something else going on that makes them resistant to it?
Michael Bianco Splann: Well, unfortunately, most individuals, not everyone, but most individuals walking on the planet will when default kicks in, they go to the lowest common denominator. And you hear it said all the time, “It’s just the way we do things.” It’s the status quo. It’s the process that’s in place. It’s the way the organization is run. I challenge that, you know.
And the other side of this is, as someone who is an organizational performance guy, I’ll ask questions like, “Well, how’s that going? How’s it working for you? Are you getting the results that you’re looking for? If you’re not getting the results that you’re looking for, what are you willing to do differently? Because if you do the same things, the same way and expect to get different results, you know what that’s the definition of, right? That’s insane.”
So, you have to get at the decision making to be able to change the actions, which impact the results. So, oftentimes, what it is, is that I deal with either organizations or leaders that are not being successful in what they’re doing. They are struggling in achieving their goals, largely because they keep doing the same things, expecting to get different results, or they have a management or senior leadership team that’s not advocating and supporting that level of transformation, that level of best practices, or that level of quality improvement. You know, “it’s the way we do things,” which can really stifle people.
So, those are some indications for me. Then I can step in and start inserting myself as an executive leadership coach, as a transformative conscious leader to ask those questions: How’s it going? What’s not working? What outcomes are you getting, and what are you willing to try? You know, and then I have an opportunity to step in and, actually, coach them the seven principles, you know, like being the real you, for instance.
You know, being the real you means being the essence of who you are, because when you are who you are, and you show up that way, you’re never received any better than that. That’s the highest level of frequency that you can have. And the connection between you and [other] beings is an energetic connection. You can’t see it, but you know it’s true. You know, when you meet someone and all, you tend to either fade away from them because there’s something going on, or you’re pulled towards people. That’s an energetic flow that takes place.
And I won’t go into woo-woo stuff here, but I could. But there’s energy. I mean, the human body, the human being is a superconductive electromagnetic miracle. I mean, we generate electricity. We’re connected in terms of frequency and the vibrations we have, so when you show up authentically, which, by the way, is a higher level of emotional intelligence, you connect with people differently. People are attracted to you when your vibration is higher.
So, you know, these types of interactions, these types of practices that I bring into the coaching that I do and the training that I do, the speaking and the writing that I do, these are not just woo-woo concepts. There’s a real practical application for raising the elevations. So, being the real you, means stepping into authenticity, being genuine about who you are. And things change when that happens. It gives you an opportunity, in the interaction, in the present moment to make perhaps different choices. And those different choices can be life-filling both for you as a leader, the person that you’re working with, and the organization.
Andrea: Yeah. The subtitle of my book is Stop Holding Back and Release the Real You, so I’m all with you in the authenticity realm.
Michael Bianco Splann: We’re singing from the same songbook.
Andrea: We are. We were just talking about the resistance that some people have toward this idea of living with these principles in mind. Do you find that, or do you have any sense of whether or not people are maybe a little more open to that now with the pandemic and the collective trauma, the collective grief that we’ve experienced?
Michael Bianco Splann: It’s a great question. And I’d say to answer it succinctly, I’d say yes. I published Conscious Leadership in 2015. I put the second edition of that out in 2019, just prior to the pandemic. This, you know, COVID-19, the pandemic has changed the whole fabric of the way in which the world is operating and continues to do so. It’s not done.
The fact that, you know, people, two thirds of the planet was in lockdown at one point, a year ago. I mean, that’s two thirds of planet earth, floating in the universe was on lockdown! I mean, you just have to wrap yourself around, and we’ve normalized this.
But the fact of the matter is that if you were to take any one day that we live in right now and transported five years ago, people would be apoplectic. They would be losing themselves over this, right? But we’ve tended to normalize the changes in the situation that we live in. I think it has really forced people on both sides of the issue, if you will, to widen the lens a little bit, right?
I mean, there are issues that are really affecting all of us, certainly nationally, and internationally. Black Lives Matter, for instance, the criminal justice system, you know. Two different systems, depending upon the color of your skin. I mean, these issues and the polarization in our politics, depending upon which cable news network you watch. You are in this camp or that camp.
We have created a world that, it’s not just in the United States, this is happening internationally, where nationalism is rising. Violence and, you know, protests are happening in Myanmar. I mean, I know if you’re following the news or not, but there’s some really serious stuff that’s going on our planet right now. And with that, this becomes a catalyst for people to look at themselves, as well as the work that they do. in a different way. So, I’d say yes, the lens is starting to widen and people are going, “I need to change, I need to do something different.”
Andrea: It’s not working for me. It’s not working like we thought it was going to work.
Michael Bianco Splann: This is more relevant today than it ever has been and will continue to be more relevant moving forward. Even the work that I’m doing as a coach and a trainer, I mean, it was important two years ago. But it’s very important today, the type of work that I’m doing in terms of supporting leadership. And keep in mind, I’m supporting leadership that supports the US Navy. So, you know, there’s a high level of mission attached to the type of work that we’re doing here. So yeah, I mean, what we found ourselves in this pandemic has really impacted us at every level, and also very much at the leadership level, at the organizational level.
Andrea: I have been asking our guests about that divided kind of situation that we’re in. So, I’m glad that you brought that up. And I guess another question I would have for you around that is there a particular principle or a particular thing that you just wish that if we could just do this, there would be some healing?
Michael Bianco Splann: Yeah. Well, the second principle in the book is to be a peace builder. It’s an inside job. So, you know, I hear people say, “Well, I’m just one person, what difference can I make?” And that’s a fallacy and that’s a myth. And I could give you lots of examples of one person making a significant difference. I think the first thing we have to do is individually take ourselves on and challenge the belief systems that we hold so dearly and tight on, right? And I’m not just talking about politics, I’m talking about diversity, I’m talking about inclusion. I’m talking about opening yourselves up to other ideas, other cultures, other thought processes, you know, and quelling the fires within.
I mean, look, we all have dark and light energy, right? So, I think one of the best things that I would recommend to anyone is to look inside yourself. Ask yourself some questions. “Where are my belief systems or my biases, getting in the way of opening myself up to a broader perspective?” You know, I’m even going to go back to my working environment, I work in an industrial environment. And I have 30 plus years working, you know, in a three-piece suit, you know, showing up looking pretty important here.
And I’m working in a very, there’s white collar and blue collar, but it’s an industrial environment. So, there’s some pretty polarized individuals and groups within this place. And I have my own belief systems. I have my own thoughts in terms of how the world should operate. But I don’t let that affect my ability to find commonality with people. I think one thing that we can do rather than to shut people down and not even interact with them is open ourselves up and allow ourselves to find commonality, you know, in terms of conflict resolution, right?
If you’re a parent, and I’m a parent, you know, we could be diametrically opposed in terms of our political, social, religious views. We can be of different cultures and different ethnicities. But you can say, “Do you love your children?” You know, and say, “Yeah, do you love your children?” “Yeah, I do.” So, we can agree on one thing, right? So, it’s finding ways to find commonality in people rather than looking for the differences.
And, you know, I actually follow Eckhart Tolle. I don’t know if you study, or if you’ve actually worked or read any of his books. But the ego, we all have this false ego that kind of drives the chatterbox inside your head. The ego supports itself by finding the other, right? It’s like, “I’m gonna win, you’re gonna lose.” “I’m right and you’re wrong. You know, being able to stop thinking, stop ego from taking control of the reality that we live in is really important. So, I’m not interested in a win-lose situation with people. I’m more interested in finding out what do we have in common? What can we agree on? How can we find synergy between us to collaborate? You know, how can we find solutions that both of us will find satisfying to us?
So, to answer your question, I think it’s the second principle in my book, be a peace builder. It’s an inside job. Quell the fires from within and then watch what happens. You know, things start to happen when you start to take yourself on.
Andrea: So, good. Michael, where can people find your book? Where can they find information about you and your message?
Michael Bianco Splann: Well, I have two books that are out right now. I’m actually in the ideation phase of the third book, but I’m on Amazon. I’m not being a fan of Amazon, but I’m on Amazon. And my book is both in eBook as well as a soft copy. You can also find more about me, if you just go Google my name online, you will see different interviews and book reviews, radio interviews. And my company is called Illuminate Ambitions. So, if you go to illuminateambitions.com, you’ll be able to pull up my website and take a look at some of the stuff that I offer, both individually as well as organizations.
Andrea: We’ll be sure to link to those things that you’ve mentioned in our show notes. So, if anybody has a question about what exactly they’re looking for, you can come to voiceofinfluence.net/podcast and find it there. I have one last question for you. As we close out, what last piece of advice would you have for somebody who would really like to have a Voice of Influence?
Michael Bianco Splann: Well, I guess in a general state, it would be to step into your authentic you. You know, don’t let fear and anxiety and trepidation get in your way. One of the principles in the book is to be a prudent risk taker. In the world that exists today, if you want to change the world that you’re living in and the reality that you’re a part of, take yourself on. Be authentic, step into the real you, not the you that your parents told you to be, or your spouse tells you should be in or not, or the title that you have in your company. You know, rather than that, just step into being who you are and elevate the energy for yourself and watch what happens.
Andrea: Thank you so much for being here today on the Voice of Influence podcast, for being a Voice of Influence for our listeners!
Michael Bianco Splann: My pleasure, Andrea! Thank you so much!
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