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I believe anytime we have emotions, they are absolutely bigger than time and space.

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Everything fits into three elements.

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There are three categories in life.

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I thoughts and information are physical body in the physical world and then our emotions.

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It's not just our thoughts, it's not just our actions, the emotional component is hugely important.

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So I just started looking at every challenge I had in my life.

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We don't have to be perfect.

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We are human.

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And I've learned what I've learned through being willing to make mistakes over and over again, many, many mistakes.

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More effectiveness as a leader comes down to the effectiveness of the people we lead.

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Ever met a physicist who can talk quantum mechanics and your emotional baggage in the same breath?

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Meet Randy Lyman, entrepreneur and investor, Inc. 500 alum,

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and your new favorite leadership coach.

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In today's Executive Connect podcast, Randy breaks down why mindset alone isn't enough

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and how emotional intelligence can actually multiply your business results.

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Get ready to rethink success, dig deeper, and learn why feelings might just be your most valuable asset.

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Welcome, Randy.

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Well, hello Melissa. Thanks for having me on. It's going to be fun.

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Randy, your journey is anything but conventional.

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You're a physicist, a multi-time founder, inventor.

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What pulled you into this world of emotional intelligence and leadership coaching?

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35 years ago, at the age of 28, I met a woman who I spent three years with

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and she was all about spirituality and connection with the unseen and love and just completely different take on life.

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And me, who was at the time of completely left brain physicist, mechanical engineer, business person, no emotions, no feelings.

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And suddenly I met this woman, Maria, and she took me in a whole different direction.

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And I love it. And as a fellow engineer in similar to Maria and also a person that studied physics, I get what you're talking about.

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Was there a specific moment that you can point your finger to when you realize something was missing

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from the action and mindset formula? Or was it just kind of just happened for you?

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Ready to lead smarter and invest wiser?

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On the Executive Connect podcast, we unpack executive strategies for wealth and influence.

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Hit the subscribe button now. Don't just watch acts.

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Well, she introduced me to the law of attraction and so it was all about mindset and visions and thoughts

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and watching my words and watching my thoughts and all that was helpful.

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And also of course action. Everything fits into three elements.

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There are three categories in life. Our thoughts and information are our physical body in the physical world and then our emotions.

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So again, I was thinking the right things. I was doing the right things.

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But I wasn't aware of the emotional component. So she kind of introduced me to that, but I had an epiphany.

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And that epiphany was at a leadership communication workshop.

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The third day I had a breakthrough to an old emotional wound from many years earlier when somebody said to me,

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"I wish you were more like your friend John." Well, that took me to a deep emotional release

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and in a room of 15 people, I was I was ball and I was in tears and feeling all this

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rush of emotion come through that had been bottled up inside of me.

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And the exercise, at least the approach I took to this exercise was I had a lot of people in my life

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who were incompetent. And through Maria's guidance, I looked at my thoughts, making sure I was competent.

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My actions make sure I was competent, but the competence issues got bigger and bigger.

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Well, once I had this emotional release around wanting to try and be competent to get my family's

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approval when I went back to work four days later, all the people in my life who were acting

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incompetent suddenly either became competent or they left my life. And being a scientist, cause

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an effect, cause an effect. So the cause was, I had the huge emotional release and the effect was

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the issues that were being mirrored to me around my attempting to be competent to get approval.

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Those issues of competence went away. Just bam, like that. And I made the connection and that helped

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me start to look at the world and say, wait a minute, it's not just our thoughts, it's not just our actions,

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the emotional component is hugely important. And so I just started looking at every challenge I

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had in my life through the lens of, okay, whereas my emotional growth was my opportunity for

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emotional healing and change. And since then, I've since then I've had thousands of

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situations that I have not been able to fix with my thoughts and actions alone. When I finally said,

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okay, I'm going to look at my emotional challenges and my emotional healing opportunities. And suddenly

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just like that, the problems are solved. And I've helped many other people through hundreds of

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similar situations. That's fascinating. Now you say that success isn't just about taking action,

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but it's actually about emotional mastery. How do you define emotional intelligence in a way that

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resonates with high achievers? Well, I use your words, emotional mastery. So emotional intelligence can

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mean just being aware of our emotions or suppressing our emotions or pushing our emotions aside. But

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for me, it goes deeper than that. I believe anytime we have emotions, they are absolutely bigger than

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time and space that energy stores within us within our body or our energy field until we experience

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that emotion completely. So emotions are valid in the moment. So in the moment, if something I

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experience something, my mind makes up a story, my emotional response to the story is moved towards

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something good or away from something bad. And that emotional guidance is valid in the moment. But once

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the moment passes, if I only experienced a percentage that emotional energy because I didn't want to be

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too happy when I'm in the middle of a board meeting or my parents said, no, you can't be too happy.

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That's dangerous in whatever form they told us or somebody said, don't feel that pain because

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we don't have the time and space for that. So I hang onto that emotional energy. It stores like

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gasoline in a metal can and it's bigger than time and space. So it has to, in order to be released,

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I have to experience that completely through a bodily experience. I can't do it through my mind.

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And I know I'm adding a lot of complicated things here, but the point is the emotions that we don't

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feel completely will stay with us until we feel them. So what happens in a business leadership situation?

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If I'm walking into a room where I'm leading people and I have worries or doubts or any feelings or

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emotions from past emotional wounds that I haven't released, that energy is still residing within me.

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And if it's near the surface and I walk into a room, the people in that room, whether they're people in

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the shipping department or in a board room, they feel my worry. They feel my tension. They feel those

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things and my ego is trying to avoid those. So my ego's my mind is confused and trying to push that

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down. The emotions are still spilling out into the room and I can't be the most effective leader

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that I can be if I'm emotionally clear. I love that. So now are there specific steps? Can you

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walk us through those steps? Actually, let me reframe that. Let me just ask the question. Give me the

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steps on how you help people build those skills to deal with their emotions. Everybody has a different

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way of getting in touch with their emotional wounds and releasing them and that's fine. In my book,

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I can hope I can make a plug from my book here, the third element. In my book, the third element,

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in chapter seven, I go over 14 different exercises and modalities that work for releasing. But usually

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with leaders, I start with, let's write down a list of the problems, the physical, real life problems

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in our life, whether it's at work as a leader or whether it's at home. And then for each problem,

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after you write them all out, and there's between five and maybe 20. And then my mind says,

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oh, there's only 20. I can do 20, but my imagination wants to make the problem bigger than it is.

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So I write out all the problems. Then next to that, next column over, how do you want to do it?

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Freeform. What is the solution that I think I can apply from my mind, from a mental perspective and

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a physical perspective? And that's helpful sometimes. I just solve it that way. Usually, there's a

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deeper issue, which is how do I feel about this problem? How am I being irritated? What emotions

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are coming up? What feelings are coming up? What blame is coming up? Now, for me, that's where the

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real power is, because now that I've identified the emotion or at least acknowledged there's an

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emotion behind the logical problem, now I can find a modality to works for me to deal with the

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emotional issue. And it can be as simple as a breathing exercise. It can be more journaling.

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It can be EFT tapping. It can be walking in nature. It can be gratitude for the other things in

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life that work. But the whole plan is to have my mind involved in a process that gets me in touch with

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my physical, my feelings through my physical body, then I can work through it. Now, I do this work

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aside from being at work. I do it in a personal space. If I can do a breathing exercise at work and

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work through that, I do. But again, journaling, what is the problem? Are there solutions? What are

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the underlying feelings? And then a simple exercise, if possible, simple, sometimes more complicated,

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to get through the emotional baggage underneath that exterior problem?

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Yeah, and I love what you said. I think it's bringing those things to the surface and really

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putting them down on paper and thinking through it so we can attack them because I find in the

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corporate world that a lot of times people put on, I'm just going to call it their armor and they

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come to work and they push down their emotions and they just move on with an extend before a long,

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we carry all of this kind of wick, thus like you were saying. And so I love the idea of writing it down

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and figuring out how many things am I really working with? I think the simple act to that is

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really a big step. And so the armor that we put on, the mask that we wear,

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if you're taking a snapshot in time or in video, yeah, that kind of works. But if we're dealing with people,

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they feel what's behind the armor. They feel what's underneath the mask and that creeps into our mind

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and now we're focused on defending ourselves and trying to keep up the mask and we're not focused

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on how we connect with the people that we're working with. And a lot of leaders are going to say,

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connect, why do I want to connect with the people I'm working with? That's scary. So for me, I was worried

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when I first started doing this in the in the work environment, I was afraid people wouldn't respect me.

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Turns out the opposite is true when I can show up calm and confident because I've worked in my own

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emotional issues or at least I've identified them with my mind and I said, I'm going to consciously

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deliberately put those aside for the moment. Now they're not creeping into my interaction

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and I show up and I'm able to be authentic. I can admit my mistakes. I can ask for help

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and people say, wow, this guy is being authentic and he's still calm. He must really be strong.

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They feel safe and they show up authentic and now we've got a team of people who are authentic

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and who want to work together and then the results just just multiplies and we accomplish

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so much more when we can show up that way. Yeah, I spot on. I think people can sense like when people

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are putting on a show or pretending to be somebody they're not or and I love that you said that.

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I want to jump a little bit into your background. Now you've led and scaled companies through high

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stakes, high pressure environments. What advice would you give leaders who hit internal walls of doubt,

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fund.executiveconnectpodcast.com. We don't have to be perfect. We are human. And I've learned

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what I've learned through being willing to make mistakes over and over again, many, many mistakes.

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I've asked for help. I've learned what I've learned from the wonderful people I've worked with

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and from mentors and most of the people I work with, they say, "Hey, you know this better than me,

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and whether it be accounting or statistical approach for quality control and all those things."

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I've learned that from other people and I've also learned from the people who are better at me at

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the time than interacting with other people. How can I show up and be a better leader? Now,

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they work for me, but I don't care. What do I care? My power in a position of leadership doesn't come

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from my authority. It doesn't come from my title. It comes from my ability to help other people feel safe

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and know that I'm there to help them succeed and when they know I'm there to help them succeed and

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they feel that, then they're going to help me and the group succeed. So I learn these things through being

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willing to fail, being willing to admit to my mistakes and being willing to learn from others. Curiosity.

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It's not about being right. People don't want me to be right. They want to be right. They want me to

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help them find ways to be right and then they're on board. So it comes to putting my ego aside and

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not needing to be perfect and being, and that's what we are as humans. We're never perfect. Yeah,

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we get to a level of perfection in a certain area, but the business is about successful businesses

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are about do the teams and the people I work with believe and truly feel I support them, then

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they're on board and do the customers I serve feel. Feel is a keyword. Do they feel that I'm going to

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stand behind my services and stand behind my products and truly deliver value and when they feel that

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based on my actions that back up my words, then I have a successful business. The customers decide

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if we're successful or not as a business is not up to us. We can think we're doing a great job,

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but if the customers don't feel it, if our team members don't feel it, we're not going to succeed ideas

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or not what that creates success, delivering products and delivering and creating an environment

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for success. That's what matters. Yeah, I love it. I totally agree. I know me personally, Randy,

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I've stood in my own way in high stakes environments through resistance doubt, uncertainty.

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Is there a way that you teach leaders how to get out of their own way so they can accomplish all

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that they need to in their personal lives or professional lives? The best way for us to show up

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more clear is to be willing to address the internal pains. Open Pandora's box of emotions,

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deal with the positive, deal with that we've denied, deal with the negatives we've denied,

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and people think, well, God, if I open that box, I'm going to be stuck in anger or frustration,

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or disappointment forever. And the opposite is true. If we avoid it, it's bigger than time and space,

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and it will always influence our reality. But if we take the time to address our emotional wounds,

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we only have to feel them once. And some things are like an ending, you got to peel a layer and

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feel it two or three or five times. But the more that we feel our old wounds, that energy is released

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and gets out of our way. So it's like throwing dynamics in science. The first law of throwing

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dynamics is energy is neither created nor destroyed. So we have an emotional response,

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our mind creates a story, our emotions create the energy, and if we don't act on that energy,

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that energy's stored. But if we if we find a way to go back in time so to speak, in the present moment,

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that's a dichotomy, I know, but if we can be present in the moment and find a way to turn up those

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old emotional wounds, then as we feel them through a physical body experience, whether it's just

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I feel them in my body and my gut in my heart, or whether I cry the tears, which as a man, I do,

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then that energy is turned into heat. And it's gone. It's out of our feel that energy of that

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information of the emotional wounds turned into heat and released. So we have to find ways to

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release the negative. Now, the beautiful part is when we release, when we release the negative energy,

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love replaces that immediately. And that's what helped me in experiencing the bigger wounds I needed

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to experience is as I did that a few times, then I felt that love energy replace the anger,

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the disappointment, the feeling alone or the sadness. And when that those negative energies were

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released, the love replaced it. Now we're more clear and we can show up with our baggage.

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I love it. I had a mentee that phoned me earlier this week and she said, Melissa, I don't know what I'm

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doing wrong in my career. Every single manager I've had is a difficult manager to deal with. And she's

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changed like seven jobs over the last 10 years. And she keeps telling me she's like, how am I ending up

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with the same personality, the same difficult manager? He works me harder than everybody else.

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He has separate expectations and I can never keep them happy. So she ends up staying for a year and leaving

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for another position. What would you tell somebody that's jumping from job to job? Because every

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single person that she's reporting to is difficult and not a supportive collaborative boss.

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It is the law of attraction giving her the gift. And yes, I use the word gift.

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The gift of an indication where there's an opportunity for healing. Now without some guidance,

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it's really difficult to understand all that. And again, I'm a complaint from my book, The Third

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Element. I explain how the law of attraction creates co-create our reality for us every moment of

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every day. Nothing's random. It's based on our thoughts, based on our actions, and based on the

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emotions that emotional energy stored with in us that God who loves us wants us to release those

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old emotional pains. And so your friend, your mentee, God says, I want you to really feel this at

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the deepest level so you can release it. But our mind, our human ego, which we need, we don't want

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to kill the ego. We want to partner with our higher self and partner with our child self. But our

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ego's job is to protect us from pain, including emotional wounds. So when she can find a modality

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and exercise that helps her get in touch with those old emotional wounds and feel it. And again,

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I'm going to say, cry the tears and release those wounds from when she was six years old or 16

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or whatever it was, then the law of attraction is no longer obligated to bring her reminders.

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Well said. Now, culture has been the buzzword a lot lately in the corporate America. And I know a lot

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of companies are trying to build these cultures that don't just thrive. They survive. And I know you

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talk a lot about service, base leadership. What does that actually look like in a company culture?

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It starts at the top whether it's the the board that runs a huge corporation or

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and then it filters to the CEO or the owner of whoever that is. If the leader cannot show up

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authentically and they have an armor around them and everybody else believes and feels and believes

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they have to have an armor and they operate that way. So when leadership can work through their

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own emotional issues, their own emotional baggage and show up more clear and more confident and calm

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without the need for control. Now they're going to work with again, calm confidence collaboration.

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And when they can create that environment where people are free to make mistakes,

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people are free to disagree and disagreement is encouraged. If you study Alan Mulally who ran

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Boeing for a while and then turned around for many years ago, Alan Mulally was all about, hey,

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let's disagree openly and figure out a way through this. That's not hide the truth. Let's embrace

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the truth. Now, if the leader is not centered within themselves that they have emotional baggage,

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they're not going to be able to do this. They're not going to be comfortable doing this. But if the

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leader says, I'm going to work on myself, I'm going to acknowledge, here's a big one, I'm going to acknowledge

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the problems within my business, the relationship problems, the people problems, are all a reflection of

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me. That was just a really tough pill to swallow. And even when I was quite a waste down that road,

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in about 1998, I had an intervention, three people I worked with, intervenants in Ranty, you're too

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stressed and we know you know what works and we know your beliefs are right, but your actions are not

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right right now. You need to work through your own issues at a deeper level in order to be effective.

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And I was like, oh man, this hurts. I went, oh my, I talked to my wife and she said, yeah, they're right.

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You have to look at yourself. You have to work through your own issues. Then when you work through

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your own issues, you can create the culture that you want to create. Now, I learned some things through

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that inter perspective. First, I had more issues to work through personally. And I always put my

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hand in my heart because it's got to come through. It's all feelings. So I did that. I worked on my own

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issues and I made it made through some big healing issues. And then I started to build a culture based

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on three things. And the culture is based on what everybody needs more than they need the money.

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They need to be acknowledged for who they are as an individual. So when I interact with people and

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I get to know them on a more personal basis, doesn't have to be deep. I acknowledge them for the unique

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contribution. I found out a little bit about them or their family or whatever they're willing to

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share without probing. And then when I talk to them again, whether it's three days later or three weeks

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later, I ask, hey, how's that? How's your kid doing in soccer or your daughter is going to graduate

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or you have that project you're working on with your father? Now suddenly, I recognize them as an

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individual. So they feel acknowledged. That's big. The second one is people need to feel like they're

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contributing to the cause. And the reason they need that is because if their life doesn't

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really have that much purpose outside of work, if they feel like they're really contributing at work,

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it gives their life meaning and people need that. And then the third thing is they need to feel like

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they belong to the group. They do they belong to the group in a way that feels like family.

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And that gives them a sense of safety because it makes them important. And so I've learned,

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I identified these three things. I learned how to change my behavior, to acknowledge,

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feel like make them feel like they're contributing, help them feel like they're contributing and

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help them feel like they belong. Then I built a culture on that and then the business took off.

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That's great. Now, how can leaders, people are leading people create environments where

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emotional intelligence and purpose aren't actually just buzzwords. They're actually regular daily

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practices. As a leader, I have to learn to listen and not just ping pong back and forth, not just

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mere the last three words back, but give a huge pause as you would say, a pregnant pause and let people

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speak more if they want to. And if I have a feeling or their facial expression show me,

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their body language shows me, they have more to say, then I don't respond. I ask them, well,

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what else do you think? What are you feeling? What else is there? If they don't empty their cup,

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if they don't express everything they want to express, they're hanging onto that so then when

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they get an opportunity to speak again, they can speak more. And they don't listen to me because

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they're hanging onto those ideas. And so when I give them the space to express and I hear them,

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then they're ready to hear me. And listening at that deeper level, it takes time and most people,

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I don't have the time to wait. Well, we don't have the time to tell people twice. We don't have

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the time to try to get people on board by manipulating them. It's so much easier to get them on board

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by them truly feeling that we care about them. So it's investment in time and listening,

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group problem solving is something that I was afraid of at first. What if the group comes up with

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a dumb decision? Well, first of all, if they do, I can guide them to a better decision by asking

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questions, not by offering advice, but by asking questions. And if their decision is only 60% as good

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as mine, they own it 100% and they want to make that idea their plan succeed. So I have to be willing

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and vulnerable and let them come up with their own ideas. And I can always guide them and I can

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override them if I have to, but let them come up with their own ideas through group problem solving.

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And then they can ask me questions or I can ask them questions, how is this going? Have you tried

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this or that? Now they take ownership in the solution 100% ownership. If it's my idea and it's perfect

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and they fail, it's still my fault. If it's their idea and it's not perfect and they fail, they're

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going to ask for help. You're going to be open to getting help for a better solution. Now this is

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a huge investment in time, but once they learn they can solve problems themselves. They start doing that.

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Now most leaders don't put emotional intelligence and emotional healing on their business strategy,

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but maybe they should from what I'm hearing you say. So can you explain maybe unpack it a little

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bit more on how doing the inner work can actually lead to outer explosive results for companies and

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organizations? So as a leader that means we're leading other people and we're not doing all the work.

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That's obvious, but I'm going to go through the logic of it. So the our effectiveness as a leader comes

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down to the effectiveness of the people we lead. So that's partially based on our plan and the plan

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we come up with together, but it's also extremely based on how well people buy into our plan and how

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much they want the organization to succeed. Now the numbers are most important, but the people drive

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the numbers. They can't drive numbers without people and when people are acknowledged who they are,

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they feel like they're contributing and they feel like they belong and they're getting

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acknowledgment through through public praise. I'm taking responsibility for any mistake publicly. I

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take as a leader, I take responsibility for all the mistakes, even if it's not my fault. That gives

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them a sense of safety and they're willing to to risk and try more things that they might not have

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tried in a safe space. So I as a leader, I motivate my people through an authentic connection. My people

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then drive the agenda and the plans and that creates the numbers and that creates the success. So if I

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just look at the numbers, people aren't going to do what they need to do unless they want to do it.

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So is there a certain process you guide organizations through to, because you and I are both

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engineer-minded people, science people and we're not that those kind of people. I'm just going to

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say it like it is. So a lot of times the touchy feeling, the softer side being vulnerable,

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talking about things were more doers and a little coal-minded. So when you, like, putting on the

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hat of working with fellow engineers and you know, physics people, how do you guide them through

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that process of switching hats, if you will, from, you know, that left brain to right brain to right

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brain to left brain? Start at home with your domestic partner. Tell them this is what I'm going to

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try and it may make mistakes, but please allow me the space to make mistakes. Well, our domestic

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partner already judges us. They already know who we are. They already see our faults. Now, we're going

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to have a better connection with our domestic partner when we are vulnerable. So when I'm open

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with my wife about my challenges, then she accepts me better and that's a great place to practice.

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And I can say, "God, I don't know if I want to say this because it might not go over well,

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well, try that in a place where you're truly safe, hopefully you're truly safe in your personal

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relationship." You're not finding another in personal relationships. But that's where I started was

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there at home and then, "Okay, I found somebody who I worked with, who I trusted and they trusted me

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and I said, "I'd like to take a different approach to this. I'm going to be honest with you about my

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doubts of myself. You don't want to be honest with the other person about your doubts about them

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unless you have to. That this is where my doubts are. These are where my worries are. These are where

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my concerns are and can you help me?" So now I've found a safe person at work who I can test this with.

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Then when I get some good results, I'm going to make some mistakes along the way. Now I can take

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what I've learned with this partner I've chosen and then I can expand it to a larger group, whether it's

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a larger group of leaders, whether it's the team that this leader within my group, I've shared my

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approach with, "Hey, can we try this with your group?" So if I'm working with quality control or

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shipping or sales and I work with that manager and it's work, I said, "I'd like to try this now with your

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group." So we experiment with one person and then a little bit bigger group. We make some mistakes,

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but we're going to find successes and in doing that, it gives us the safety to try it more often.

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Oh, that's such good advice. Practicing in a safe environment where if you make a mistake,

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you have some money that's going to help you as I call it, get back on that yellow brick road. And I

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think that's such fantastic advice because the more that we do it, the more that it's just natural.

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And the more it's just natural, the more people show up in reciprocation of us being authentic,

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we bring in more authentic relationships. And like you said at the beginning, all the, I'm going to

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just going to call it a riffraff, all the riffraff stays away and you bring forward abundance.

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And another thing that I realized is people only judge me when I judge myself. Now that can be

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the subconscious level I'm judging myself, but when I was aware of people judging me, then I said,

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"Okay, how am I judging myself?" So outside awareness of the outside first, then I turn to

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houses reflection of me, then I work through my emotional issues around being judged or judging

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myself or other people judging me. I work through their emotional wounds. Now when I show up and I have

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no judgment, I can talk to anybody about anything and they don't judge me because I'm,

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law of attraction is not asking them to judge me. Law of attraction is not obligated to bring up

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an outside judgment to remind me of an internal judgment if that makes sense.

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Yeah, so essentially you're working through why you're so judgmental of yourself,

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therefore people that interact with you aren't judging you is what I'm hearing.

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And energetically, law of attraction, they're not attracted to judges. We don't need that lesson.

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So part of it is yes in our minds also we don't want to be judgmental, but more importantly,

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any emotional wounds around it. Now I talk again about emotional wounds and be like, "Worthy,

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you're a scientist, what are you talking about? Emotions." So in my book I clearly explain how our life is

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not random. There's only two rules in life that God has for us. There's only two. The first one is

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when we respond from a place of love and with the intent of a positive outcome, we can find a long

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lasting solution. If we respond from fear or anger or doubt, we're not going to find a long lasting

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solution. So love is the answer. That's the first rule. The second rule and what goes with this is

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God doesn't judge us. God doesn't have expectations. What we're given is a tool, a servant,

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a law of attraction and the law of attraction responds to our thoughts, response to our actions

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and response to our emotions, both present motions and emotional energy that's stored. And that's

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it. And so every moment of every day, and this goes and explained in the book, it goes all the way

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down to the subatomic level related to Heisenberg's uncertainty principle. And the two-slit

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two-slit experiment, reality and energy, okay, reality doesn't exist until we interact with the

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energy. So when we have thoughts, we have actions, we have emotions, our physical reality is created

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for us in the moment. And there are infinite possibilities, but the possibility, the possible future

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we walk into is based on what the law of attraction creates in response to what we need. And

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so this is, for me, a science and it goes down to something that in 1957, I think Hugh Advert

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talked about this in one of his papers. And so yeah, it seems like it's all abstract,

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but when we look at the uncertainty principle and how energy is turned into matter as it's

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observed and as we call on it to play a part for us, and we look at it from that scientific

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perspective that the law of attraction makes perfect sense.

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Yeah, and I love that. I think too, the same things keep showing up in your life,

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unless we're dealing with, like you mentioned at the beginning, the emotions, the,

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what are we thinking about? What are we feeling about? What do we need to address? So we're not getting

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you know, the same bad relationship or the same bad job or the same whatever. We need to, as you

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mentioned at the beginning, go through and write all those things down, figure out the emotion that's

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attached to it, work through those emotions, and put forward love into the world and expect love

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and others and other experiences. And therefore you will receive those things back.

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So you explained it perfectly and in explanation it's simple in practice, it's not easy, but that's

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life. What in life is really easy and what worth going after is ever easy, but I can tell you for sure

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the rewards are huge. My life has improved in my relationships, in my physical health, and absolutely

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in my financial success has been based on my willingness to deal with my own emotions and to approach

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the people in my life and see the divine beauty within everybody including the people who lie,

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cheat, steal and attack me. And when I see it all as a gift and a lesson, then I can find the lesson

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and I can find the gift and I live my life completely differently. And I love that you share that

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because I do also agree. I think you can have an abundant life and all the things that you hope and

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dream and wish for. We just have to do work on ourselves and point ourselves in the right direction

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and therefore bringing bringing forward all that we do want. I want to get any final thoughts or any

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nuggets of wisdom, Randy, you want to listen with our listeners that we didn't touch on today.

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Absolutely. Every one of us is a spiritual being, a beautiful spiritual being on a human path.

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I'm a big believer in multiple lifetimes and some people just more advanced than others. There's

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people here much more advanced than me because of more lifetimes. But we're all beautiful internally

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inside. We're all deserving and we all have the opportunity to find success at a deeper level

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than we are now. And we're all, again, deserving. We're not deserving and that's not true. That's

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B.S. So put aside your judgment, suspend your doubts and just say, wow, maybe I am a spiritual being,

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maybe I am deserving of more and I'm willing to ask for help from something bigger than me.

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And when we do that, the answers are shown to us and we do that. It's a challenge to go through

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emotionally for people who believe they're not deserving. But you will be shown more beautiful parts

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of yourself that are truly a part of who you are at the deepest level. And that's what we're here

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to experience and that's what we're here to experience in our relationships with everybody else.

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I love that. So well said. Now, Randy, tell our listeners a little bit about how they connect

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with you and what's the best way to find your book. So the best way to find my book is on a

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major bookseller. I won't say who because some platforms don't allow that, but through my website,

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RandyLiamon.com, they will find links to the book, they will find links to workbooks and tapping

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exercises. A lot of things I share for free. They can click on the how-to and see some of the

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practitioners I work with personally today. They can click on the books section and see the books

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that have been effective for me and they can follow me on social media through RandyLiamon.com.

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Randy, this has been such an incredible conversation. Emotional intelligence often gets treated

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like a soft skill, but today you have absolutely showed us that it's a power skill. Thank you so

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much for being here. I know this is going to be a game changer for our listeners. That's the Executive

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Connect podcast. Well you're welcome, Lissa. Thanks for having me on your questions. You're wonderful.

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And I absolutely love the work that you're doing and people should continue to listen to your work

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ongoing. Thank you so much, Randy.