In this episode, Sam Morgan and I discuss his personal journey into launching his coaching business to include his personal use of kata to make it happen. We discuss the use of kata for both business and personal applications.
- How did you get to the point of starting your own coaching business?
- You don’t have any lean certifications (LSSMB) or coaching certifications (ICF) What makes you feel like you are qualified to coach lean and ops leaders?
- You talk to lots of lean and ops leaders, what’s the biggest challenge you are hearing that they face on a daily basis?
- What do you feel like we need to do to solve this challenge?
- What does continuous improvement mean to you?
About the Guest:
Sam Morgan is a self-proclaimed “confident learner.” After spending the past five years of work in the continuous improvement space he landed at KataCon, a conference for continuous improvement professionals who practice the Toyota Kata. There he had a powerful moment realizing where his true passion lies: transforming people through coaching.
Links:
Click here for Sam’s Linkedin Page
Click here for The Lean Solutions Summit
Full Transcript:
Patrick Adams 00:18
welcome to the Lean solutions podcast where we discuss business solutions to help listeners develop and implement action plans for true Lean process improvement. I am your host, Patrick Adams. Hello, everybody and welcome to the Lean solutions podcast. My guest today is Sam Morgan. Sam is a self proclaimed confident learner. After spending the past five years of work in the continuous improvement space, he landed at kata Khan. Some of you may have heard of Kata calm before, but it is a conference for continuous improvement professionals who practice Toyota kata. And while he was there, he had a powerful moment realizing his true passion lies in transforming people through coaching. He has since stepped out of the corporate world and is now coaching ops leaders full time through his personal coaching practice. Hey, welcome to show Sam. What's good, Patrick? Oh, it's great to be here. Great to catch up with you, you and I have been together on a couple different in a couple different areas, but primarily with the Lean communicators group, you and I both met and have had several conversations just around how to promote communication through through the link communicators group. So I just appreciate you being on the show. So this is your first time. So welcome. Well, thanks. I'm excited. And man, you're my people, that group is my people. I just have a huge heart for those folks. And I'm excited to be here. Now I appreciate it. And so you stepped out of your corporate role and out into full time coaching that had to be a little scary. How did you get to this point? How did you come to the point where you said, it's time for me to step out and do this? Yeah, I think it's interesting, that whole word even it's something that I've really taken to change because words have power. So that actually started back at Comic Con last March, where I had presented I was there to present a little did I know I was gonna actually have a moment from someone else that was gonna really change things for me. And that was when two gentlemen T lo Schwartz and Mark Rosenthal, some folks, some of the listeners may be familiar with them. They're Kutta practitioners long time, and they'd asked us to write down a challenge in our life. And I'll never forget, this was one that just kind of sent a tingle down my spine when people are having those moments. But I looked at I looked at it afterwards. And I was like, Oh my gosh, this is nuts. And it was I don't have the confidence to charge for coaching. But just a mind blowing moment for me because it was like, Why did I write that down? So I had this to like dig into was one of those things that was just gonna eat away at me. So I started talking to different folks, for the next day and a half. And the second night, I went back to my room to check my email I had been waiting for reply back on a job I had applied for a small financial firm, and continuous improvement, like a second person that was really going to make an impact. I was really excited. It was like it was the perfect fit for me have three great interviews. I thought, Oh, dang, this is gonna be the one. And sure enough, it was a no. And it was like, Oh, I guess we're on this path now, aren't we? So the next morning, I got on the beach in Jekyll Island and sat there just kind of quietly reflecting on okay, if I go down this road to do coaching and help people, what is it that I want to help them with? What do I want them to look like? How do I want them to feel? And that word that came up was worthy. I want them to feel valued. And as I flew out later that day on the flight
Sam Morgan 03:51
from Jacksonville back home to Portland, I've listed with us in his book, dare to lead by Brene Brown, you may be familiar with it. And in it. She quotes Joseph Campbell. He's a gentleman who George Lucas was highly influenced by the Star Wars. He talks a lot about mythology. And in it he says, the cave you fear to enter holds the treasure you seek. And so that was the aha moment for me that this was the space that I was afraid of entering and that I really could add value could make a difference in people's lives. Yeah. And since then, I went through some coaching through someone who was walking me through moving out on my own. I thought I was ready, ready to go in July? Nope. I still hadn't learned it. I still thought I had to perform and do things. I was still honestly scared and afraid and I didn't really feel like I added value until I finally came to the point of getting my own coach and really reflecting on where that fear came from. Because you had me do this exercise as I was contemplating moving out on my own. I'm because I've been doing coaching, and Ben even had a couple of clients at that point. And he was like, You need to take that and look at it and go, Okay, when you look at this decision to go out on your own, will be the worst case scenario, you know, what could you do to prevent it from happening? And how could you repair it? If it does, then think about minimum? If you go out on your own, what would be the benefits of that? Because there are benefits just from trying? And lastly, if you look down the road, six months, a year, three years, what would be what happened if you didn't make this decision? And that was the moment for me, it's like, Yes, I am resourceful. I can do this. Reading a book called by Susan Jeffers face the fear, feel the fear and do it anyway. And in it, she says the basic fear we all have is that I can't handle this. And I've really over the last, I guess it's almost a year now gone through that process of moving from I can't handle this to I can handle this, I can do this, I have the resources to now where as of January 1 of this year, I launched out on my own, because I felt like I can do this. I am resourceful enough to do this. And I feel like that is a sentiment that is really plaguing a lot of leaders, leaders ops leaders out there. And something that I can resonate with, because I've gone through it and move through. I don't have all the answers to it. But I feel like I've been through the fire. And I'm learning one day at a time. Yeah, that's powerful, powerful, Sam.
Patrick Adams 06:33
It just makes me think about as you're talking through that. I'm thinking about kata. And I'm thinking about even like organizational transformation, like you are going through your own organizational transformation, right, you have this future state that you're looking for this target state. And you know, you're you're experimenting, you're trying you're you have these trials that you're going through as you're as you're learning the process, right? And it just made me think about that, you know, as obviously, you've been a kind of professional and continuous improvement professional. Have you thought about that? Have you made that connection? Because it's as you're talking? I mean, you're basically walking yourself through a Kata.
Sam Morgan 07:13
Oh, yeah, yeah, in fact, I did that like when I when I left kata Khan actually reached out to get a Kata coach to walk me through that. And we did that for like 10 weeks. I love it came to the end of it. After 10 weeks, and I shown up so on the ribs, I showed up so poorly because I was to my family to my friends. Because I was so engrained on getting this done, I was so tight into actually launching and doing this that I didn't really get the whole point. You know, my coach had had me do every time we've gone through target condition was go through a reflection summary reflect on the work you've done. And you know, kind of implications of it. As I sat on this park bench, I went to this park and I was walking around the track, I came to sat down, the birds are chirping. And I was like, I'm somebody who's done recovery work. So I'm very familiar with being honest over just taking action, just performing, I can do that all day long. But what I really didn't get was like this process is about learning. It's about doing something, seeing what you expect, what see what actually happens, but what do you learn. And then it's about the learning not about the doing and the performing. And finally, after 10 weeks, it took me that to figure that out. And I had to apply that to my own moving out on my own to finally get it. And so now when I talk to folks, I have that perspective of Oh, yeah, you're probably in my mind, I'm not saying this to them. Except if it comes to that, right, probably gonna go they're probably going to go there, they're probably going to go to the place of performing. And that's my experience in working with folks is like, well, let me what is what is Sam want? What am I supposed to do? Or then how can I learn from this process about moving towards where I want to get to? Sure, sure.
Patrick Adams 08:59
I love it. Love it. So one of the things that, you know, maybe some people might say, could hold you back. You know, there's there's this feeling out there that you have to have certain certifications or certain you know, a third party that to kind of bless you to be able to do what you want to do. I mean, you don't have any, you know, lean certifications per se as far as like a Lean Six Sigma master black belt or any, you know, coaching certification per se or anything. So what what would you say makes you feel qualified to coach lean and ops leaders?
Sam Morgan 09:38
Yeah, that's a that's a great question. I think back to a time was probably about a month and a half ago, and I was talking to a gentleman at the old place that used to work he was a second VP need someone that I had interviewed with for a couple of positions, and I didn't get the position from him, but he was so impressed because he's like you He wanted to hire somebody who had like a Lean Six Sigma background, but he's very big on Lean Six, sigma dimeric, all those things like, but he was just so impressed with my passion and mine, like wanting to be open to learn that he's like, Well, that's me, I want to support you. So for the past two and a half years, we've met every month to have a conversation. And so as I started talking about moving out on my own, we were talking last month, right? So I was kind of talking about leaving, and he said, since Sam, most people will be going out there who want to coach and do this stuff, and I wouldn't hire them, I wouldn't hire them, even if they had whatever, whatever certification is any other, I would hire you because you have been through it. You know what it's like, you've talked the talk, and you walk the walk, you don't just like, talk it and you're like, so I think for me, it's like, I've been through the process. For folks who've been in Lean and operations, I know what it's like to not feel like you are seen or heard. I was just talking to someone even this morning. It Gosh, over the last few weeks, I'm repeatedly that's a story I'm hearing over and over and over again. And I know what it feels like to not be seen and heard even though you know, you can support and do just because you don't have that support people because really, it comes down to belief, do you add Do you believe you add value, and that you can do this? And if you do, then you're gonna be able to make it and move forward. If you don't, then you got work to do to change that mindset. And that's where I can really feel like I can help folks. And I've been I've been through I've been through. Yeah, there's a lot that you learn over 46 years of life and work and I've worked in operations for seven years. I facilitated in groups for multiple years. So I have just the skills and the experience. And I really, genuinely do want to see people grow and thrive, especially
Patrick Adams 11:54
when I you and I obviously know each other. So I'm asking you that question. Because that because I'm also speaking to our listeners, because there's a lot of people that are listening right now that maybe don't hold a certification and, you know, they're but they're being maybe being told that they need to have one, and I just want to get to kind of throw it out there that, that you can make a difference wherever you are with the experience that you have. Right. And so I don't know, if you have any words for those people that are listening in right now that say, Well, you know, I who am I working on an assembly line or you know, I sit in an office, you know, in an office desk, or I'm working in an emergency room, and all I'm doing is you know, paperwork or whatever it might be? Can Can people make a difference from where they are with the experience that they have? What would you say to those people that
Sam Morgan 12:46
are listening, I would just say, Let your voice be heard, right? Like, if you see a pain point in the work that you're doing, go to a trusted leader and say, Hey, this is an area that we're having challenges with, and I'd love to work on improving. I've got some thoughts, can we try some different experiments? Can we see like, I see, we're here, I know, we can be at this space, you know, framing it away, that's that adds value to them. But if you see the pain point you're on the line, you know, and you have an idea for how it's going to work. That's all, all that that's all the continuous improvement is like seeing where you want to be where you're at now, and then trying something to get you there. Because it is just a yes, where you're at, and you want to make it better for you. And because you feel that pain, and you want to. So just try something. So just share with the trust that leader and try and experiment. And if they're not supportive, either find someone else who is or find a way that you can do an experiment in your space there or go home and try and experiment for God's sake. And there's so many opportunities are in your community. If you're part of a nonprofit group, there's just so many opportunities to try experiments and make things better. Find a space where you can do that and just do it. And then other things will happen over time as you do but you got to do it like one day at a time one step at a time.
Patrick Adams 14:10
Yeah, absolutely. And Sammy, you're you obviously understand and nokhada very well and we've kind of very high level we've touched on a couple of things. Toyota kata, and now you're talking about experiments. So I just want to real quick if there's anyone that's listening who doesn't know kata, can you give maybe just a quick overview of what that is. And then obviously listeners can go and check some things out if they want to go a little bit deeper into that.
Sam Morgan 14:39
Yeah, I mean, it's really building a culture of continuous improvement and developing a mindset of scientific thinking through a pattern, a four step pattern that in my view, is meta, right? You can apply it in any space and like I said, at home, you can practice it in an organization I'm starting your own business, you know, practice these things where you just get a clearer picture of where you want to be something that you're moving towards. And you get clear by when you want to do it. What does it look like? Taking the roof off? And what is the what does it look like when you get there? And you're, I think, for me, most importantly, reason why you're going to do what's going to compel you to take action and move towards it. So that's like the first part. Second part is, where are you at right now, right now in that movement towards it? And this is saying we haven't like recovery work is honesty over performance. It's not like we're not trying to like, be where we want to be. Where are we at right now in relation to that? all honesty, right now? How does it look? How's it working? Then set yourself a target condition? How do you want the pattern or the process to operate, in order to get what you want to get to I can a couple of weeks on your way towards a place that might be 369 months down the road a year. And then lastly, you take experiments and move from where you're at, to where you want to be. And that target condition, there's going to be things that come up obstacles, so you name those things. And then like you try something and move around it, and then you see what you learned always thinking about what's your step? What do you predict will happen? What actually happens and what did you learn and then you move forward from there and that every single day and you know, if you're interested in doing that you find yourself a coach, there are lots out there. I'm I'm one of them. There's many, many great ones out there. But it's an it's something that you once you learn it, if you can't unlearn it, you're just gonna see it everywhere.
Patrick Adams 16:32
Everyone this is Patrick, so sorry to interrupt this episode of the lean solutions podcast, but I felt it necessary to take a quick moment and personally invite you to the Lean Solutions Summit on October 2 to the fourth this fall 2023. The theme of this year's Global Summit is leadership, people purpose, passion. You do not want to miss this amazing experience with a top process improvement experts from your industry. No matter what industry you're working in this summit has value for you. The Summit offers four different industry tracks to include health care, corporate, higher education and nonprofit and finally, government. Our opening keynote is Chris McChesney, the lead author of the number one Wall Street Journal's best selling business book, the four disciplines of execution. The Op sisters, Kathy Miller and Shannon, Carol's the authors of steel toes and stilettos will be joining us as well as yours truly, in over 20 other speakers. The final day of the summit is full of workshops, and there are limited seats for a tour of Menlo innovations with Richard Sheridan and Zingerman's mail order with Dr. Jeff liker, author of the Toyota way, the earlybird pricing is now available at finding solutions forward slash summit dash 2023. Or you can check the show notes for a win. Now, back to the show. Absolutely, yeah, I love that one, the probably the one thing that I love the most about about kata methodology is that you don't have to, once you you know, determine your your challenge or your your long term vision that you don't have to figure out how to get there right now. Like, we don't have to know how to get to that place that's, you know, a year out or, you know, whatever, six months out a year out, but don't have to figure out how to do that right now, all we need to do is figure out how to get to that next target condition, right, which is in alignment with that challenge. And I just love that because it takes so much pressure off of us as leaders, that we no longer have to figure it out how to get all the way there we just because that's outside of our threshold. And now we don't know what's going to happen. I mean, think about COVID, right? We don't know what's going to happen, you know, two months from now, six months from now. So how do we make a plan to get to, you know, somewhere 12, we don't have to figure that out. 12 months from now, let's figure out how to get somewhere in you know, this next week, or in two weeks? Like, where can we get in in a shorter amount of time, you know, towards that target condition. So I think that's what I liked the most about the kind of methodology.
Sam Morgan 19:08
And I would just say just real quickly on that, Patrick, Jeff, it gets interesting, coming from a podcast that is called Lean solutions, right? Like, as practitioners of lean, like we're supposed to people with the answers, right? I mean, what I think the kata teaches is like, it's a framework that even the coach's whole point is to teach the person who's learning it the pattern, the point is to is it to get them to where they want to get to, although that's of course, as someone who cares and wants to help people we want them to get to wherever it is they want to get to. But more important to us as a coach is to teach them the pattern because when they figure that pattern out, then in my mind that builds so much confidence because then you know again number one like you said you don't have to know the path you just clear on where you are want to be where you're at and I just all I have to do is one step and once you get that, then you get that confidence like oh, I I can do this, like all I have to do is figure out one more step. And one more step and one more step. And it's about the learning not about the achieving. Absolutely,
Patrick Adams 20:09
yeah. And reflection is so powerful, because every, every time you take that one step, you may or may not have taken the right step. And in, you know, like you said, these are these are experiments, right? So you're, you're trying things to see if it's the right step or not. And the reflection piece helps you to determine, Okay, was that the right step? No, it wasn't, what did I learn? Well, how can I apply those learnings differently now and take another step? And then you know, the process continues? So
Sam Morgan 20:38
I wouldn't even say, there's no, some people might disagree, but there's no wrong step, in my view, because you're the wrong step to me is not doing anything, just doing something is the right step. Because you're going to learn that that's one way not to get to that spot. Absolutely. Which is brilliant. Because if you take no steps, you've not eliminated anything, and you're still left spinning and wondering and doubting that you can make it there versus trying one thing, and, and moving forward. And that's like for me with my business. That was like what always held me back. Oh, God, I got this all figured out. Gotta do this, I gotta have this license, I gotta have my, my niche figured out my deal person, I gotta have my branding. I gotta know, just to the next thing in front of you. That's my theme right now is just show up every day and do the next right thing in front of me. And then that's what I can control. Yeah,
Patrick Adams 21:36
yeah. Now, I want to be careful, too, because a lot of people think, Well, I'm just gonna start doing experiments, the shotgun approach, you know, just experiments in general to try to Well, it's, that's not necessarily what we're talking about. Because the number one thing that Sam said, was that you got to have direction. So you have to have that challenge out there, that long term vision, and then your target condition should be in alignment with that, and your experiment should be moving your tool towards your target. So I just want to preface that, because, or throw that out there. Because, you know, I do work with a lot of people that, you know, try to just take that they feel like if I well, I'll just try a whole bunch of stuff. You know, so it's important to get direction first. So, yeah. Sam, you have, you know, just in talking through this a little bit, obviously, you've applied kata coaching and coaching in general now, with your your private practice, with lots of different lien and ops leaders. What would you say? In your experience as a coach now and even in the in the corporate world? What would you say was your biggest challenge that, you know that or what would you say your you hear, or you have heard from leaders is one of their biggest challenges?
Sam Morgan 22:54
I think the biggest challenge I hear is just, they're not heard. You know, they're not being heard by upper men not really heard. I'll just put that someone might hear the words that you're saying. But do they really value you? And do they really want to hear and want to get into that uncomfortable space of shifting from on upper management and what I say the goals that I set, all these things need to come from me, versus having a strategy that leaders can do, but then trusting the the leaders, managers, directors, senior directors, all those folks and the frontline workers to execute it instead of having to come in and really being open to hearing what they have to say, because a lot of them is just like, they don't feel heard. They don't feel seen. I was talking to someone that I'm coaching right now. And she was a manager for four years, was looking to become a director had been clear about that. Took an interim director role for like four months. And then at the end of that, she was like, Oh, this is gonna be great. And then she didn't get the role. She didn't feel heard or seen. And she felt like a big reason what she wanted to develop the people and leaders to be people who were thinking in a continuous improvement mindset and leadership was not behind that. And that is something that I hear continually, over and over and over again, that upper management is not willing to hear or doesn't want to hear doesn't know how to hear. I'd say probably the last part, this system has been built to work from the top down and that everything comes from up there and that's where the ultimate value is. And I think that that's just so sad, because so much that can be offered. She this person that I work with she is an amazing leader and I know it's going to impact many lives but you because for whatever reason, they didn't value that they didn't see her adding value. They didn't want to put her in a place. And now she's going to have the opportunity to really impact lives. And the next place she goes to, because that's her framework, she wants to develop people, she's going to be the kind of person that she didn't have in her corner. Yeah, yeah, that's,
Patrick Adams 25:22
I hear the same thing from so many leaders. And it's unfortunate for sure. You know, to be in that position where you want to drive change, you want to be part of change. But but, you know, you're you're either being directed to do something differently, or just, no one's listening, like you said, how do you? How do you? What can we do to solve this challenge? I mean, where do we start?
Sam Morgan 25:47
Yeah, I think it starts by least for me, helping to change the mindset and driving a culture of continuous improvement that really values people and wanting to develop people and being open to seeing and hearing people at all levels. And I feel like for me, having this practice of the kata, starting as high up as we can, we'll really help change those mindsets. Like if we can get it to the senior leaders and have them practice and have somebody coached them and making it Oh, yeah. And then as they start coaching it down, people are going to be seen or heard, they're going to develop that mindset, and then they're gonna feel seen and heard. And they're going to be developed. In that way, as somebody who can now coach, their elite, they're the folks that they're leading, and the folks that they're leading. And I really feel like that's being seen and heard and valued. When you do that, really investing in people. And using this framework, I think is a great way to do that. Yeah,
Patrick Adams 26:55
absolutely. Now, do you? Do you when you could do coaching kata at the, you know, executive level? Are you using storyboards? Are you? Or, you know, or is the framework applied in a different way? What what does that look like? Yeah, so
Sam Morgan 27:12
the client that I mentioned, before we use, we created a storyboard. So she's, she's not currently in an organization, but we still use the framework, we use the storyboard to help your work through and, and follow kind of the progress of another person that I'm working with, it's in between, you know, spaces and so, but we have to adjust, like, there's, there's different personalities, different folks. And so, you know, I don't formally do a storyboard with that person, but we still meet daily and our work is to try to move towards a challenge and something that they're striving to achieve and use experiments to do it. So you have to be willing to to be confident enough in the framework that you can adjust it based on the person you're working with, and what's gonna be most helpful for them to move forward with where they want to get to, right,
Patrick Adams 28:10
yeah, that's a good point, meeting, meeting your client, where they are, you know, in in a similar fashion, you know, trying to drive change within an organization, you know, whoever it is that you're working with, from a change management management perspective, meeting them where they are, is an important piece of, of what we do. I also have had a lot of people tell me that there's been a lot of change in executive leadership struggle when, you know, they have someone in executive leadership, that's very supportive of improvement principles, or are driving continuous improvement, and then they either get promoted or leave the company or whatever it may be, and someone else come in. You know, this is an area where I, you know, I talk a lot of people in all different industries that deal with this any any thoughts on how to keep a stable, a stable, continuous improvement culture? And in driven from the top and leadership? I mean, is it even possible when you have leaders coming in and out like that? Any thoughts on that?
Sam Morgan 29:21
Yeah, I think, for me, again, it comes back to building culture. And that starts with the people and people having a certain mindset. For me. That mindset is developed through pattern scientific thinking, developing scientific thinkers, and that's on a regular in your organization. If you don't have a framework for daily improvement, you know, what are we doing? You know, like, if we're not creating that and we actually can't create a daily you can't create continuous improvement or a daily continuous But if we're not practicing it on the regular, if we're just doing there's value, don't get me wrong. And like Kaizen events, there's value in a threes, those typically you meet like once a week with a coach or you practice you do a Kaizen event for five days in a row every six months, or record or whatever it might be. But how are you creating something that's going to be building a mindset every single day, and it's using this framework, in my view of the improvement kata and starting it at whatever level, you can move it towards, have them experience the power of it, and then move it down through the organization. And so no matter whether somebody comes or goes, it's still going to be in the fabric of your organization, right? Sure. So long as it's intentionally, you know, continued to be driven, in that you're going to continue to build the mindset and people and people, again, once you own this, it's a map, right? Like, you're gonna keep it you're always gonna be thinking in that way, other formal process that you're doing in a lean space or not, you're going to be thinking this way. And I think for me, you can't do that unless you have an intentional practice that you're doing within your organization. And that's why I think the CADRE is so powerful, because it does that very thing. Absolutely. Yeah. And I think once, leaders, like you said, experience, the benefits, you know, that they experienced the results of that, you know, it's hard to say that to say no, or to push that out, when you see what's happening, you see the transformation that's happening, you see the learning that's happening on a daily basis to your point, and, you know, and it's, it's driving the right results at the right level of the business, it's hard to, it's hard to push that out. And I would say to, you can, you can measure it to as well. But when you see the confidence of the people that you're coaching, you can see for me, results are great. And yes, we want to have a quantifiable way we can see the work being done. But when you look at the people that you're leading, and how they show up, like you know your people, right, you know how they did show up. And then like when you look 10 weeks later, three months later, and they practice this, you are going to see a difference, I guarantee it, you will see a difference in how they show up in terms of their confidence. And that's going to show them the teams they lead and the people that they work with, it's going to come out on that. And then just imagine if they were to coach this in another way to those people who let me tell you that is going to really make an impact. So for me, it makes the quantifiable difference in your KPIs. But it makes a difference to me the more importantly in the internal kpd KPI of the confidence level, that's what I'm about, right? Yeah. I love that.
Patrick Adams 32:45
Sam, let's Let's back out of the weeds here and you know, high level here looking looking at continuous improvement at a higher level what what is continuous improvement mean to you?
Sam Morgan 33:00
Yeah, I think for me, lately, it's been all about showing up every day. Like no matter how I feel like being a someone who's just new to this whole idea of owning a business. And you know, this, some days, you just don't feel like doing it, right, you just don't feel like roll out of bed. That's just like how it is at work, right? Just don't feel like come on. I don't feel like doing this event, I like to like improving that continuous improvement means that we just show up every day. And we do the next thing we know how to do again, we have a place we're heading to we have values that we're aligned with. So there's, there's a place we're headed to. But the reality is you can have all that strategy, all that vision, all that purpose. But if you don't move forward and do something every single day towards that meaningfully, then you're nothing's gonna happen, there's not gonna be any movement and you're not. So for me, that's it. It's moving forward every day and being okay with whatever happens because there's always a continuous improvement. But as also in my other other friends who said, You got to be happy and satisfied and grounded in where you're at to know it's okay that you're here right now. And you want to be there and you're trying and showing up every day, regardless of how you feel. And then you're just open to what you learn. And that's it and be just rested in that you're doing that. And so that to me, what continues for me is just showing up every single day, no matter how you feel. Because Lord knows some days I'm super stoked. I've had amazing conversations. I can't wait for the next day and Other days I'm waking up like, Oh God, I gotta you know, have this meeting or post on LinkedIn or do this, that or the other. Right, but just showing up and doing my best. That's what continuous improvement is.
Patrick Adams 34:44
Yeah, love it. Well, Sam, if anybody wants to get a hold of you, if they're interested in learning more about what you're doing as a coach, or if they just want to chat with you, you know, maybe even ask you some questions about we talked about today. Where would they go to
Sam Morgan 34:58
connect with you? hence the best place is LinkedIn. That's a great, great way to go. If you prefer email illuminate coach Sam at Gmail, or you can just visit illuminate coach.com. And that's just got a little more of my story and different other little videos and webinars and things if you want to learn more, but the best way is just let's have a conversation. And sure, LinkedIn, I'm there. Not quite 24/7, but I'm there. Six, six days. A lot of design. Yeah.
Patrick Adams 35:33
Sam, who would you say? Is your ideal client? Who are you looking for? If you could, if you could identify your ideal person? You know, what would? Who would they be? Where would they be at what industry? Or
Sam Morgan 35:44
how would? What would they look like? Yeah, lean and ops leaders who are stuck, and want to find that joy in my heart, again, in really developing people. And those people that I know I can help get unstuck and find that again. And those are the kind of people I'd love to just talk to it and hear more of their story from near me. Life is all about stories. And I love hearing stories. And just finding out more about where you're at where you want to be and what are the what are the what are the challenges you're experiencing because you're seeing your heard your value, and you have something to offer. And there's a place for you to make an impact that you want to make, I promise you there is it may not seem like there is right now in this space, and I get it. But there is a space for you. And I'd love to to chat with you more and hear more about
Patrick Adams 36:37
love it. Well, we'll throw your links into the show notes. So if anyone is interested to reach out to you can go right to the show notes and click on the link and it'll it'll connect you to Sam. So Sam has been great to connect with you. I'm glad you were able to be a guest on the lead solutions podcast. Season two we're in we're just kicking off season two. So this is going to be a good year. We're excited, looking forward to many more great interviews like this one with Sam. So Sam again, I hope to have you back maybe later this year. We'll check back in and kind of see how things are going and maybe talk on a different topic outside of Catia.
Sam Morgan 37:12
I love it. And thanks again, Patrick. It's great to you know, you've been a good friend and supporter and I love seeing your journey and it's an honor to be able to chat with you and your listeners. Thank you. All right. Thanks, Sam. Take
Patrick Adams 37:27
care. Thanks so much for tuning in to this episode of the lien solutions podcast. If you haven't done so already, please be sure to subscribe this way you'll get updates as new episodes become available. If you feel so inclined. Please give us a review. Thank you so much.
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