Welcome to our podcast, 3 Lessons from Breakthrough Leaders! This is a brand new podcast & we are thrilled to kick off our first series with the brand guru Rita Clifton.
Rita has worked with leading businesses & organisations around the world. During her career, she has served in many senior roles and board positions including as Vice Chair & Strategy Director for advertising giant, Saatchi & Saatchi and later as UK CEO & Global Chair for Interbrand. Rita was awarded CBE Honours for services to the creative industries in the 2014 New Year’s Honours List. To read Rita’s Full Bio, click here.
Listen to the S1 E1 ‘Personal Branding & Imposter Syndrome’ with Rita
In this episode, we explore these 3 lessons with Rita
- How to love your imposter syndrome
- The importance of your personal brand
- How putting other people first is the only way to lead
Buy Rita’s Book ‘Love Your Imposter: Be Your Best Self, Flaws and All’ here.
If you enjoyed this episode, make sure you subscribe to this podcast and please do leave us a review and rating on your player of choice. We will be updating you on upcoming episodes on our social media so remember to follow us.
Transcript of the episode
Zannah Ryabchuk
Hello, and welcome to a brand new podcast. 3 Lessons from Breakthrough Leaders. I’m Zannah Ryabchuk MD at Breakthrough Global.
Bart Sayle
And I’m Dr. Bart Sayle CEO and founder at Breakthrough Global, where we’ve spent the past 30 years developing the Breakthrough methodology to help transform companies looking to reach their highest level.
Zannah Ryabchuk
And in this podcast, we’ll meet the world’s foremost leaders and creative talents, distilling their knowledge and experience into three lessons, which we guarantee will help you and your companies to unleash your potential. And Bart and I will take a moment to analyse the key takeaways and the opportunity for Breakthrough thinking that arises from each one.
Bart Sayle
And in today’s episode, we’re excited to have as our first guest Rita Clifton. Rita has worked with leading businesses and organisations around the world. She’s been the vice chairman and strategy director at Saatchi and Saatchi. She was UK CEO and then global chairman for Interbrand. In 2014, Rita was awarded the CBE for services for the creative industries. Rita’s latest book, Love Your Imposter was released in 2020.
Zannah Ryabchuk
Today, we’ll hear these three lessons from Rita: how to love your imposter syndrome.
Rita Clifton
In my experience struggling with it is a waste of energy. This can be a source of drive, stretch and self improvement. And actually, it’s a really powerful thing. Sometimes when you just go do you know, I accept, I’ve got to drive. Now let’s make really good use of it.
Zannah Ryabchuk
The importance of your personal brand.
Rita Clifton
If the characteristics of strong, strongly branded businesses are clarity, coherence, and leadership, if you apply that to yourself, you know, your personal brand. What that means is some powerful thinking about number one, what are your strengths? What are your goals? What is your purpose?
Zannah Ryabchuk
How putting other people first is the only way to lead.
Rita Clifton
Being a nurturing leader, in my view is one of the most powerful ways to inhabit leadership that you want help people be better and look after them in a way that does encourage them to be better and build stronger relationships, stronger human relationships with other people. As opposed to trying to sort of create some sort of CEO avatar that we imagine is going to be the sort of person that succeeds at the top.
Bart Sayle
So let’s get started. Lesson one, love your imposter.
Zannah Ryabchuk
I think it’s a good opportunity to look into that kind of concept of imposter syndrome a bit more, because we are hearing about it a lot at the moment. So what is imposter syndrome to you? What does it mean to you?
Rita Clifton
Well, what I would say is anyone who’s listening into this, who has ever experienced this thing called imposter syndrome. I mean, you’re in very good company, not only in quantity, but also in the nature of people who experienced it. So 70% of people around seem to experience imposter syndrome at some point in their working life. Some of them on a daily basis, just about, and that goes up to 90% in the creative industries. I mean, it’s almost something that ceases to be a syndrome and just starts to be a normal part of being a human being frankly. There must be something in our psyches, as humans that actually, you know, this is a propulsion, to develop into stretch and to move on and move forward and innovate. Maybe as a species, and I think that the research into imposter syndrome was really interesting.
It was first identified in the 1970s. And it was a female psychologist that was helping successful outwardly successful women with some of their challenges, because a lot of them felt you know, that they didn’t deserve to have the success that they had. And you know, they were going to be found out and so on. So it was first felt to be a female thing in great part because their success was contra indicated by society norms at the time. But also actually what transpired is that women tend to be better at sharing some of these things than their male counterparts. Now, what then happened, of course, is wave after wave of research over time, would demonstrate that actually, imposter syndrome was something that actually was shared by both men and women, where women tend to experience it a bit more than men. But nevertheless, it’s something that you know, that both men and women do seem to share. And guys actually experience it in a slightly different way. Because of course, society does indicate and expect that they should get on and to succeed. And what’s more, actually guys can put an even bigger pressure and so therefore, if they don’t succeed, then they can actually suffer some real, more extreme mental health challenges along the way.
So I think what’s interesting to talk about you know, some celebrities I said you’re in good company. I mean, Tom Hanks, Michelle Obama, Emma Watson award winning actress, Olivia Coleman, who was the queen in The Crown, as we know, you know, she talked about every time she goes on set, she thinks she’s going to get fired. But actually, that has propelled her to practice more to stretch yourself more, you know, to work harder. And so therefore, to succeed, so she’s actually found it ironically, quite a useful or useful drive. Hillary Clinton, talks about how when she first went to Columbia, she looked around the room when all these women are going to be much smarter than me. So it is something that is so very common. And in my view, is what makes us human. Some of these feelings of insecurity and worry. Are we going to be good enough? These are all things that make us human and actually able to empathise with other other human beings. And actually, this syndrome and the reason why I called it Love Your Imposter, rather than overcome it, or struggle with it, is that actually in my experience struggling with it is a waste of energy.
This can be a source of drive, stretch, and self improvement. And we’ve all got drives from our childhood and school, college, first jobs, relationships I mean, we’ve all got things that kind of drive us and have made us who we are. And actually, it’s a really powerful thing sometimes when you just go do you know, I accept, I’ve got to drive. Now let’s make really good use of it. Now, for a minority of people, these things can be quite debilitating. And there you need to get some professional help. But for the vast majority of people, actually, this is something you can really change your mindset on. And so nowadays, I go over my shoulder, I know you to my imposter. I know why you’re there and thank you because you’re gonna help me be better. I’m just going to add one thing on this love your imposter, get to learn to love it, appreciate it.
I was talking to somebody who happened to be a martial arts person. Now, I’m saying actually, I remember in the early days of Breakthrough, we used to do Tai Chi with each other and, and actually, this wasn’t an Tai Chi example. But I was talking to someone who happened to be a judo practitioner, Judo expert. And they said, when I was explaining this phenomenon to them, they said, it’s a little bit like judo, which is that you don’t win at Judo by beating and fighting your opponent. You win at Judo by using their weight, your opponent’s weight to help you win. I thought what a great analogy, you use the weight of your imposter to help you win and stretch and move on. And I think that’s really, that’s such a positive way of looking at it.
Bart Sayle
That’s a great way of looking at it and just from my point of view, I’ve had imposter syndrome. I remember when when I was going into prospective clients into the offices and so on to meet with them, I would have this underlying feeling of discomfort, which I finally tracked down to a belief actually that I didn’t belong there. That was my form of imposter syndrome at that time. And, you know, I probably would over cope by convincing people, I did belong there, until I really, as you said, just relaxed into it. And started to shift my belief about this, until I eventually and authentically came to a new belief rather than that limiting belief that I don’t belong here. And they’ll find out that I don’t belong here, that was the imposter side of it. And I developed this much more powerful belief that actually I belong everywhere. So just realx.
Rita Clifton
And do you know Bart, you just reminded me of one of the ways in which both you and Breakthrough really helped me was I do remember, I was in my early days of being a chief executive, and had exactly the same feelings, which is that, you know, somehow I needed to act up into the role of chief executive, you know, looking as I was doing, ass kicking and air punching, and crossing my arms looking over my shoulder in the way and those poses if you like, that CEOs often do. And they were owned by an American conglomerate, and somehow I kind of needed to kind of again, act this part. And it was when we were doing Breakthrough. And suddenly, it just clicked with me that the most powerful version I could be of a leader was to be the leader that I was. So that realisation of authenticity. And actually, I should just do the very best version of myself and that leadership role, stop chasing some spectral image that I thought it should be. And that was a real moment for me of leadership. And, you know, that has been something that has stayed with me.
Zannah Ryabchuk
That was fantastic. And it really struck me Bart when I was thinking back about it. Probably relating back to the way I asked Rita the question in the first place. That in fact, as a bit of an assumption from my side that this tends to be a more female centred issue of course, it affects men and women. And that was an insight for me to realise that actually men often are suffering from this more, it’s just that they’re not verbalising it.
Bart Sayle
You’re right, it’s everyone. And the example I’ve come across a lot with men, is people who are promoted by the company to C level, even to CEO. They still act as if they are at the place they were before they were promoted. And this is an imposter syndrome. And sometimes they’re unaware of that. Sometimes they are aware of it. But the point is that, what they need to do what they haven’t done, even though the company has promoted them, they haven’t promoted themselves, and moved into that more senior role in their mindset, and their behaviour. And the way they think about themselves, their identity, in fact.
Zannah Ryabchuk
Absolutely. When we’re coaching at Breakthrough, we’re coaching individuals to promote themselves. Okay, let’s hear more from Rita.
Bart Sayle
Lesson two clarity, coherence leadership.
Rita Clifton
I’ve obviously worked in brand strategy, and so on for a lot of my working life. And when I talk about personal branding, what I’m not talking about is the Kardashianisation, of personal branding. You know, that’s like saying, you know, brands are just the sum of the name and the logo and the packaging, whereas, of course, it’s always been a substance that lies beneath, that’s really, really made strong brands work for the long term.
And similarly, with human beings, I mean, you know, the way that you present yourself from a kind of, you know, visual point of view, or a personal presentation point of view, that just needs to reflect and do justice to what you want to do in life. I mean, you know, it’s just about that’s about saying, people, so it doesn’t matter what you look like, you know, why are we being so superficial? Well, one can absolutely take that attitude, I really do understand it. But if you were advising, you know, a company with an great new product, you wouldn’t say what an amazing new product, and it’d be okay to put it in a sort of shabby old box and, you know, put it in the back of the back of the shelf, you know, you would go, you need to do justice to what’s inside. But actually, the substance thing is the thing that brand thinking can really help with.
And what I mean by that is that if the characteristics of strong, strongly branded businesses are clarity, coherence, and leadership, if you apply that to yourself, your leadership brand, you know, your personal brand, what that means is some powerful thinking about number one clarity, who are you? What do you stand for? What are your strengths? What are your goals? What’s your purpose, and really understand yourself. And I think that we can all benefit from time to time from having a really good look at ourselves and just go right? Again, what am I here for? What are my strengths, what are my short, medium, and long term goals, and they can be personal or professional, but having that sense of clarity is fundamentally important, in my view.
The second thing is coherence. And if you’re advising a company, you’d say, again, if your clarity, like with Apple, is about humanising technology, you make that show up through everything you do. From the products that are designed for human beings, rather than automatons, to Apple stores that actually give advice and make people you know, human beings feel that actually these are things for human beings to help them as opposed to, again, a sort of tech shop that somehow looks a bit inhuman, and impersonal. And of course, the people who help you are good at explaining things in a way that’s human being. So that’s how you make the brand coherent. And when you think about that for yourself, you just got actually what do I want to be? Where do I want to get to one of my goals and make sure that the skills you’re developing the experiences that you are gaining the knowledge that you are also gaining. These are the ways in which you can help your your actions be coherent with your intentions.
And I will say if you want to end up running a business, you know, part of the coherence is you want to end up running a business and on the board of organisations, you need to understand the language of finance, you know, the language of the boardroom, whether we like it or not, is very often finance. If you don’t understand that language, you are not going to get there or otherwise you’re not going to be as influential as you can be. So be coherent in that.
Also be a good communicator, using your strengths, understanding yourself and being able to communicate that in an authentic way. I used to be a terrible, terrible communicator and presenter I was so nervous and my voice would shake and it would be very high because I would be nervous, I would flap my arms a lot. You know, my eye control, I’d be glancing around the room as though I wanted to seek approval which I might have been but it wasn’t a good look. So you learn how to be good presenter. And as you all know, from Malcolm Gladwell, outliers, you know, if you want to be really good at something, you got to put in a lot of practice 10,000 hours of practice, that’s saying a lot of yeses to presenting and conferences and meetings, and things of that kind of got to learn to be a good presenter.
And then the third characteristic about leadership apply to your own brand. Obviously, you lead your own personal brand, you need to have a bit of conscious management of that to make sure that actually you are in it, you know, you’re developing yourself, you’re stretching yourself, you’re learning new skills, you’re staying curious about what’s happening. I don’t care how old people are the important thing is you want to keep on learning, and opening your mind about what’s happening in the world about what was happening in the digital world, what’s happening on the planet, that curiosity feeds you with energy that keeps you moving on and able to make the biggest difference that you can. So those three characteristics that you will apply from great brand strategy and learning apply to yourself, these are just good pieces of stimulus to make sure we are making the very most and the best of ourselves.
Bart Sayle
Excellent. So what is some of the key things you would advise the younger members of our audience who are just setting out on on a career on on a life journey within business?
Rita Clifton
I would always say to them, again, coming back to the very first point of principle, know yourself, really trying to understand yourself and what you’re good at. There are so many evaluation tools that are very useful use for a stimulus to help you understand so psychometric tests, Myers Briggs, the Big Five, I mean, there are many, many development programmes that actually can help you really understand what you’re good at, and what your skills are. And frankly, there’s lots of online learning tools about communication, about finance, I mean, you know on social media, Instagram, LinkedIn, there was so much that’s available to help you. The important thing, though, is to be clear about what is it you’re good at, what is it that you really, really want?
Zannah Ryabchuk
So I love that Rita leaps that back onto how understanding brands and understanding what goes on behind brands will help us all to reach our own personal potential. And I completely agree with Rita that people should take an effort to learn more about themselves and their skills, their soft skills. You know, we need to be asking ourselves, how can we add value to others, when we aren’t crystal clear about who we are first? So as humans, as we interact with others, it’s easy to spot if someone is incongruent. And when we say that we’re looking at, you know, what’s misaligned about this person that shows up as incongruence, because it will damage their authenticity. What are they walking and talking that’s different, and not aligned?
Bart Sayle
Yeah, this is really important for leaders and leadership. Congruence is everything. And the thing about human beings is that we all have incredible bullshit detectors. And congruence , congruence comes from congruent triangles, they’ve got the same angles, they’ve got the same sides. And when a human being is concurrent, then what they’re thinking and what they’re saying, and what they’re feeling are all in alignment. So on to lesson three, nice guys don’t finish last.
Rita Clifton
I’ve always been very motivated by helping other people be brilliant. I mean, one of my earliest leadership lessons was teaching people dancing, when I was a young teenager. And the motivation I got from helping people develop their skills, to become better to get on the stage, to get over their lack of confidence and exude, you know, their ability. And it was, it just made me feel so good to see them being so good. And so that to me, that was my natural space as a leader wanting to help other people be brilliant. And being a nurturing leader, in my view, is one of the most powerful angles on leadership its one of the most powerful ways to inhabit leadership that you want to help people be better and look after them in a way that does encourage them to be better and build stronger relationships, stronger human relationships with other people, as opposed to trying to sort of create some sort of CEO avatar that we imagine is going to be the sort of typical person who succeeds at the top.
Zannah Ryabchuk
That really ties into the concept of human leadership and the need for a much more human leadership. Could you maybe elaborate a bit more for our listeners on what you believe really needs to come to the fore now within this human leadership approach and what people should be doing to improve their human leadership attributes?
Rita Clifton
Well, I think it’s always been very important to be human leader. And when we look at some of the books about, you know, Good to Great, and the sort of leadership that has tended to help businesses to succeed in the long term, that sense of humanity has always been there. It’s now become even more important in a digital age where everything is visible, so everything counts. And you know, you can try and pretend to be a smiley customer service organisation on the outside or be, a sort of smiley, positive leader in your PR presentation. But if that’s not the reality, if that’s not what’s happening in your day to day working relationships, it’s going to get out, it’s going to get out there with a scale and speed that takes your breath away, and people will be able to find it on Glass Door, and be able to find it in social media, you can’t get away with it anymore, however good your marketing and your public relations are. So we need to make sure that we are, you know, becoming and being the human beings, the best human beings that we can be.
And the other reason why it’s so important is because businesses depend, successful businesses depend on developing sustainable relationships, trusted, trusting relationships between human beings, whether with your colleagues or customers, and so on. That’s what generates long term sustainable value, and influence.
And I remember, you know, there was a textbook for MBA programmes, once, Marketing Warfare, I don’t know if you remember this book, it had a tank on the first page, it talked about ambushing the consumer, and guerilla marketing and things like that, you just go. For goodness sake, you know, if you want to develop long term relationships, let’s start using the language and the, you know, the feelings of relationships. As opposed to, you know, trying to kind of get short term, and sometimes very short term impacts. Because if you’re not doing it properly, if you’re not looking after people in the long term, if you’re just attacking them, almost like a sort of, you know, a war target. That’s not how you develop long term relationships, that might be how you get people in the funnel at the top. But frankly, they’ll gush, down the bottom, when you’re not living up to what you said you were going to so so that human leadership, I mean, you got to be on the inside what you’re doing on the outside, stop pretending smiley on the outside and be an axe murdering and culture on the inside, because it’s not going to work.
Now, if this applies to you, as a human being, then actually you need to make sure you do some work on yourself, know thyself, be self aware, for goodness sake. And that’s why I’m always talking about clarity, clarity of who you are, what you’re good at what you stand for, what your goals are. Because if you’re not clear about that, if you don’t really try and understand yourself, and what drives you and get that under control, then actually, you’re going to visit that on the people who are working with you and create a toxic cloud, that is not going to enable people to flourish. Let’s make sure that its the best of yourself, you know, your personal best that we’re really focusing on here, as a human being with pets and families and consciences and pulsers goodness me even a sense of humour, that’s the kind of human leader we need to connect with other human beings, flaws, and all.
Bart Sayle
Just to just to build on that it’s ironic that in this last year or more, where a lot of people have been working remote, we’ve been working over zoom as we are now. It’s actually also allowed more humanity to come into the business system, kids in the background wanting attention. And, you know, at first people used to try and damp that down. And but now, I think people have realised that it’s about you as a human being. And that business, despite how much of it is digitally produced and so on businesses, relationships, and growing a business is growing relationships.
Rita Clifton
I totally agree. I think if there is one good thing emerging from the last year, is that actually we’ve seen each other, we really seen each other, it’s humanised business, the people I sit on boards with, I’ve seen them, you know, and experience them in the sort of the human selves. And I think that’s been a really great thing. So I’ve connected with people all over the world in a way that is difficult to do when you have to get on a plane and see people you know, we’ve connected with people in global conferences and people have been able to attend speeches and conversations and things like that. That actually was difficult before we had zoom world.
Zannah Ryabchuk
One more question about your book. And it’s one of the kind of intriguing chapters it’s to do with your concept that nice guys don’t finish last. And so, you know, you clearly have a big thing about the importance of niceness. Can you just explain a little bit about that and why it’s so important to you?
Rita Clifton
Well, you know, one of the chapters in book as you say, called nice guys don’t finish last. And the reason I wrote that is I get infuriated by this by that philosophy. I mean, number one, it was said by you know, a, an American baseball player, and then manager. And secondly, he said in 1946, and it’s sort of well past its sell by date. And it was used in a very specific context. But let me say now, a little bit like the behaviour in the digital world, that will get out. You know, if you are not nice to people, if you are a bullying, nasty leader who reduces other people, that’s going to get out and what’s more, that’s expensive, its expensive, because bullying has become a very expensive word. In the business and organisational world if you are a bullying leader, then actually not only will you be found out. Also you might be kicked out and also might cost the company an awful lot of money.
Secondly, though, more importantly, in some ways is that you won’t attract talent and you’ll leak or gush, talent as well, people just won’t want to work for a nasty and toxic leader or nasty and toxic organisation. So that’s a big risk. On the upside, as we know, purpose driven organisations outperform all others, you know, all the work by consultancies, EY or McKinsey or whatever, they prove, and show the data where purpose driven organisations outperform others who don’t have a strong sense of sense of purpose.
Companies like Unilever, you know, is now its purpose driven brands are now outperforming all of all of their others. So, and we’ve even got someone you know, like BlackRock, one of the world’s leading investment organisations, Larry Fink, saying, you know, they are going to be investing in sustainable assets, sustainable businesses, as opposed to the unsustainable assets and the ones who are looking for the short term returns. So, you know, when someone like that says that the tectonic plates are shifting. I think, though, that the other thing about niceness, and what I don’t mean, of course, is nicey nice, as in, you know, almost becoming a doormat, and, and not being honest with people.
I think being a nice leader is about giving people sometimes tough feedback, because you want to help them improve, you want to help them to move on and make the most of themselves and, and I think that Jacinda Ardern, who by the way, I’ve got the biggest girl crush on and who, you know, Jacinda Ardern for world leader as far as I’m concerned. She talks about being, you know, she doesn’t accept that you can’t be both strong and kind. And that strength and kindness is what epitomises her leadership brand. And she knows she hugs people to, to reassure them, she has dealt with volcanoes and terrorist attacks and the pandemic, all while holding a baby. And also, by the way, while supporting one of her senior ministers in her government, who has talked openly about having imposter syndrome, when he had to deal with a pandemic, which he has supported him with her kindness. So kindness does make the world go round. And what goes around comes around. And you know, the world is a difficult enough places it is I think it’s imperative on all of us to make our connections with other people as kind and as nice as they can be. And I make absolutely no apology for that at all.
Bart Sayle
What Rita is saying here, the human connection is critical in business today. Going back to when I started Breakthrough, coming out of the corporate world, one of the things that I had experienced, and was around a lot then was that business did not make much acknowledgement of the human being. It was about the business. It was about performance, it was about results. And when I set up the Breakthrough Programme, one of the things I wanted to do was to create a Programme which gave people tools that they could use in the rest of their life, not just in their business. And those tools work across the world. It’s amazing whoever we’ve worked with, and no matter what age so from young children that we’ve worked with, to people in their 80s and 90s. The tools work and the reason for that is that they based on what it is to be human. And so what Rita is reflecting there in helping people to bring out their own brilliance, appeals a lot to me and is certainly aligned with what we’re doing here with Breakthrough.
Zannah Ryabchuk
Absolutely, I mean, humanity’s always been at the centre of great leadership. She’s completely right. And I think you know, her comments about the digital age is more important than ever, when visibility and transparency are so high. So being truly purpose driven is critical. I think to your authenticity, you just can’t get away with a mismatch anymore. Because it’s so obvious, isn’t it. But when an organisation pays lip service to purpose we’ve had that we’ve gone into organisations many times in the past, and you might have the poster on the wall, but nobody’s living it for real.
Bart Sayle
Yes. And what that creates, from our point of view, is what we call in Breakthrough the cynicism gap, where you have this gap between what you’re saying, and what you’re actually doing.
Zannah Ryabchuk
Now, onto our hot seat. This is the part of the show at the end of each episode, where we ask our guests quickfire questions to learn more about their views on life, what’s important to them, and to learn about their habits for high performance?
Are you ready?
Rita Clifton
I gotta take a deep breath.
Zannah Ryabchuk
We’re taking the plunge. We’re taking the plunge. All right, let’s go. So what’s the most exciting thing you’ve ever done?
Rita Clifton
Well, of course, having the children I do need to say that I love them unconditionally and dearly. There are without a doubt, the most exciting things in my life and my husband’s not too bad either. But the most exciting thing I’ve ever done is meeting Sir David Attenborough. I’ve told you in front of 300 people, I’ve had a crush on him since the age of seven. Uh, he’s the reason why I’m inspired about green and sustainability in the environment and things like that, and have been involved in the environmental movement, my whole life. And so that was the most exciting thing, meeting him and managing to speak to him for several hours. It was amazing.
Zannah Ryabchuk
I’m incredibly jealous. He’s an absolute national treasure. Finish this sentence success is…
Rita Clifton
Oh, it sounds so corny, but true. Making a real difference to people and the planet.
Zannah Ryabchuk
That’s what successes, what inspires you in life?
Rita Clifton
It’s quite a simple way. You know, human decency is what inspires me. You know, I don’t mind saying I’m not ashamed to say I cry easily. But I think that and to cry, as by seeing people helping other people in a way that is truly decent. You know, and I think that that is, that is always the thing, watching other people help others. And watching people be brilliant. That is, and I mentioned earlier, you know, I think if you don’t want to see other people be brilliant. You haven’t got the right to call yourself a leader. And that, in my view, what is what a leader is there to be to help people become the most brilliant version of themselves. That’s what really inspires me in life.
Zannah Ryabchuk
All right, Rita. Thank you so so, so much for being our guest today. It’s been an absolutely inspirational hour. One final question, Rita. If our listeners want to get in touch with you or find out more, what’s the best way for them to do that? Is that through social media, maybe Instagram or LinkedIn or something like that? Or should they contact us to pass on a question?
Rita Clifton
Yes, LinkedIn on my website, www.ritaclifton.com. You can send me a note through that. So do get in contact. And I hope people have enjoyed listening.
Bart Sayle
Rita. And thanks from me. You’ve been you’ve been a great mentor for me. Over the years, you’ve been a client or colleague and now a friend. And I was so pleased that you agreed to be on this podcast and it’s been wonderful it really has thank you
Zannah Ryabchuk
We’ve been honoured to have you Rita.
Rita Clifton
Thank you so much for having me. Thank you for everything that you do, actually, for organisations and also for people. And again, I’ve been thrilled to be part of this. So thank you, and I hope to see you soon.
Zannah Ryabchuk
Thank you for joining us for today’s three Lessons. Do make sure you hit the subscribe button and join us each month for another 3 Lessons from Breakthrough Leaders. And you can reach out to us at Breakthrough Global on LinkedIn or Facebook, or via Twitter at Radiant Clarity or on Instagram at Global Breakthrough.
Bart Sayle
And we’d love to hear from you, your feedback and your own leadership stories. We’d also love for you to share this episode on your own social media and review and rate this podcast on your player of choice as we want to spread these transformative lessons as widely as possible.
Zannah Ryabchuk
And finally, a huge thanks to our production team. Julia Soltysova over at Breakthrough Global and Robin Leeburn at Fairly Media. And of course, thank you for listening. See you next time.
Transcribed by https://otter.ai
