Susan Houde is a Consultant of New Technology Implementations for companies like Microsoft. Her bold personality being her key to a hugely successful career. Never afraid to take the difficult route or speak up for those who don’t share their ideas, she is a make it happen person who gets results for clients by her quest to grow and develop herself while continuing to deliver remarkable work. Susan teaches us that some of the best things happen through making changes, being bold, and never staying in your comfort zone.
Larry Olsen: [00:00:07] Welcome. I'm Larry Olsen, and what's on your mind? Once set, it delivers your life. To change the outcomes we want, we must change the plays we’re running. Join us at Mindset Playbook with Real people - Real talk for Real insight.
Narrator: [00:00:28] Today's episode is sponsored by Aperneo, An Achievement Acceleration Company, whose approach to professional development enables clients to gain insights and perspectives to live, work, and engage with more success.
Larry Olsen: Well, welcome, everyone to Mindset Playbook, and whatever you happen to be doing with your time right now, I want to thank you so much for selecting our podcast. I want to introduce my guests today, Susan Houde, a business economics graduate who not only speaks four languages but graduated on the dean's list. Her journey started in project management and telecom. Nortel, a Latin American division based out of Miami, then was hired and trained in I.T. by Microsoft to develop the roadmaps for the implementation of new technologies. She has a multitude of disciplines from her security and exchange licenses, real estate and now a senior consultant who works with clients to facilitate the implementation of new technologies. She chose her current role because it gives her greater flexibility in scheduling and the benefits she receives from experience in a wide variety of industries. Susan is a “make it happen person” who gets results for clients by her quest to grow and develop herself while continuing to deliver remarkable work. Welcome, Susan, to Mindset Playbook.
Susan Houde [00:01:17] Thank you so much.
Larry Olsen [00:01:18] You're very welcome. I'm so glad to have you as my guest. I'd like to start our time together by asking you as a consultant, you have the opportunity to see how a multitude of companies in a variety of industries function on the inside. What are the biggest challenges you see companies facing when trying to implement, change or pivot towards new technologies? And is there a common challenge?
Susan Houde [00:01:45] Honestly, I have to say, you know, having had the opportunity to work with a variety of clients, as you stated, yes, there tends to be a common thread where companies are challenged and that often is due to individuals either or divisions or departments working in silos. So sometimes people don't cross the communications over. So, a lot of times points of failure or challenges arise simply because there's a lack of communication and a lack of transparency among each other. And so, if you try to open those channels of communications, then oftentimes you find that you're able to achieve much more at a much faster pace. And things are done correctly when someone or one division or one channel withholds information or perhaps another division is unaware of the needs or requirements or challenges of the other group, then sometimes the transformation is done in isolation without regard to their needs. And then it's after the fact that you realize, oh, we should have done it differently, we would have done it differently had we known
Larry Olsen [00:03:02] how much control do you have over getting these breaking these silos up, coming in as kind of the new one in the organization, even though you're at a high level and are able to talk with the C suite and whatnot, what's your approach to breaking down that communication barrier?
Susan Houde [00:03:23] Well, oftentimes the first thing that we do when we come in as a consultant and as you said, we were brought in for a specific mandate. And so, the first benefit to that is that there's a realization among, you know, the full-time employees that you're there for a specific mandate and that the C suite, as you call it, has a goal to achieve and that you're there to facilitate that goal. So, everyone's already kind of on board with the fact that you have an initiative and a delivery to present.
Larry Olsen [00:04:01] And do you ever confront attitudes?
Susan Houde [00:04:04] Oh, I yes.
Larry Olsen [00:04:08] It's a common attitude because I'm also considered a consultant. You know, I like that better than vendor. Right. But it's like what's he going to do for us, you know? I mean, we're competent and, you know, we know what we're doing and those kinds of things. How do you how do you kind of deal with that?
Susan Houde [00:04:32] OK, so
Larry Olsen [00:04:33] and what are some of those attitudes?
Susan Houde [00:04:35] OK, so some of the greatest pushback I've received was when I was with Microsoft, because especially in technology, sometimes people are very especially technology experts, they're very attached to their technology. So, if it's someone from the Linux side, from the open stack side or what have you, they're not very warm to the idea of someone else having selected the technology that they perhaps, you know, are not familiar. You're with or are not a fan of, and sometimes there's a lot of resistance to that. And, you know, I've been I've been assured, you know, their opinions very strongly sometimes. And how you deal with that is that you, first of all, listen to what their concerns are and listen to what their challenges are and why they do not care for what you're trying to implement
Larry Olsen [00:05:51] You know, you mentioned listening that you listen to these people, one of the most difficult things for people to do, because you've got an agenda, there's a mandate that you need to put into place. Yes, they're experts. Yes. How do you listen without coming from preconceived notions?
Susan Houde [00:06:47] Well, and in a very challenging question, that is honestly, you can never have preconceived notions as a project manager, I'm always working. I'm always surrounded with experts, and I recognize that I'm not the solution. You know, the solution expert. I rely on a team of experts to feed the solution to me. And so, if you're a senior consultant, you always have to rely on those team members. And so, you're always in in listening mode. And specifically, one of my tasks as a senior project manager is to challenge individuals on the team to question to challenge the solution constantly. And that's how you come up with various iterations of a solution and you find the optimal solution that way, because if you just come in with a preconceived notion of what the solution should be, then you're never going to have the optimized solution for your environment or for your customer needs.
Larry Olsen [00:07:53] You bet. And you're going to create a lot of pushback from as well.
Susan Houde [00:07:57] You know, I think every expert wants to be listened, wants to be acknowledged. But also, often what happens is there will be pushback among the technology experts themselves because each one has their area of expertise. And that's a good thing. It's actually a good thing to have people challenging each other. And sometimes you'll have a lot of head butting. It's not a bad thing because that challenge is one. They challenge one another and they listen to one another. And that's how you create something new. That's how you push the boundaries of what already exists. It's by saying, OK, this is how it's done. But yes, but this won't work for X, Y, Z reason. Yeah, but what about. And that's how you evolve a solution.
Larry Olsen [00:08:49] OK. All right. So, would you see yourself? You have your expertise, but do you also see yourself as a facilitator?
Susan Houde [00:08:58] I think a great part of a delivery manager's role. A consultant's role is specifically as a facilitator of flow of information. You help to coordinate. You have to forecast you helped to remove barriers for the resources to facilitate their brainstorming sessions. And so, it's just innate in the job.
Larry Olsen [00:09:25] So the company has a need. You get hired to come in? Is it typically word of mouth from other clients that have had successes with you?
Susan Houde [00:09:36] Now it is now primarily, you know. I moved to a different location out of where my field of expertise was, you know, I found it challenging to try to find a new role and a new headhunter et cetera, because I didn't have that network and people didn't know me. So that's a little bit more challenging. But once you're in the industry and once people recognize that your certain value, then what happens is that word of mouth. First of all, the headhunters all know who you are. You never look for a job. They solicit you when you're already on another contract. Your former colleagues will solicit you specifically and ask the client, OK, I know she can deliver, can you bring her on board? And so that's always a very privileged position to be in and I am very grateful for that. But, you know, for anyone who's new in the industry, I wouldn’t be dismayed by that. You just need to get your foot in the door and, you know, put in your legwork the first few years, show your worth. And people eventually, through word of mouth, you'll become known, and your reputation will be built and then things are going to get easier and easier as time goes along.
Larry Olsen [00:10:51] One of the biggest challenges that people face coming into our organization is that it's almost like you're the stranger at the Thanksgiving dinner.
Susan Houde [00:11:36] Oh, yes, OK.
Larry Olsen [00:11:37] And some of the people are going, what is she doing here? Well, she's her boyfriend, is your brother, or whatever. And so, we try to be accommodating. In order to be successful, they need to embrace you. And I know that you make it about the project, but there's still human interaction. And what is one of the tactics that you use when you see and witness this attitude about who are you and what right do you have to be here? How do you deal with that? Because a lot of people face that
Susan Houde [00:12:16] honestly to begin with, especially, you know, sometimes there might be that attitude and you're not even aware of it or you haven't met those people yet who have that notion of this is who you are, and this is my perception of you. So, I go in without having that preconceived judgment against me. And I just introduce myself and I introduce why I'm there and I ask about them and their roles, you just start a dialog. You start a human dialog, and the conversation goes there, and you ask them about their challenges, and you have the same conversation you do as with your team. You know, even the extended teams are pretty transparent. I'm extremely transparent. That's the other thing I would say is a benefit and people appreciate is that people will often believe that people want to hear certain things and then they try to feed them what they want to hear. I'm very transparent about things. I will say, A, we don't know this yet or, you know, this is going to be a challenge. And I don't sugarcoat things. I say this is a challenge, but these are the options. And, you know, or you can help us solution and to find another alternative to mitigate or reduce that risk. And that's one of the ways that we can manage that.
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Larry Olsen Whenever we go to a party with people we don't know, yes, or we start a new job or we are asked for our expertise, which is what your case is. Hmm. We come up against a multitude of challenges because we're kind of the stranger in a strange land. OK, you have a great success with your clients. And so, there's a mitigation. There's something that you do that allows the group to embrace you. And knowing you, I know it's not important that it's I got to be liked because we all know what happens when that takes place. We're changing our colors no matter what scenario may be so that we fit in. Right. But you don't get a lot done that way. You may be well liked, but how much are you accomplishing? Exactly. How do you facilitate that to make sure that you're not dealing with all of these issues that can be brought up when we don't listen, and we don't?
Susan Houde [00:15:17] Well, the first thing that I do, which I think is extremely important in any circumstance, is I ask a lot of questions, especially if I don't understand specifically one thing. I find a lot of people are afraid to ask questions. And even when you take someone one on one after a meeting and you'll say, did you understand that fully? And then they admit that they haven't. I think many people are afraid to ask those questions because they're afraid to look silly. And you should never be afraid to ask if I don't understand something and I consider myself to be quite right and maybe if I maybe that's a bit arrogant on my part to say. But if I don't understand, there's a reason I don't understand. Maybe I just don't have that background or that knowledge. Maybe they're using terminology that I'm not familiar with and maybe it's just, you know, not well explained. So, if I'm not able to understand what's being transmitted as information that maybe I'm not the only one at the table. And so oftentimes I will ask tons of questions and that clears the, you know, that whole piece, that whole challenging piece for a lot of other people at the table as well. And so, I think one of my strong points is the fact that I question I ask a lot of questions and sometimes people come in and even senior individuals will come in with their opinion of what how it should be done. And I think this is how it should be done. And this has always been done like this at this company. And I push back. I push back. I'm not afraid to push back.I'll say, well, the thing is that I don't agree on a flat outside this country. And this is why, and you have to consider that, you know, if we go down that this avenue, we might have this impacting us. And so, I would like for us to consider. And then what you do on the back end is that you come up with a you can document it sometimes it depends on who your audience is. Some people prefer having a communication face to face. Other people would rather see it on a piece of paper. So you provide them the information that they need to make a good decision in the medium that they want. So, if it's communication, verbal communication you're provided in that medium, if it's written, then you provide it in a PowerPoint, what have you. I think what people want is, again, it goes back to that siloed information. If you provide the right information, you do the analysis. You say, OK, this is what the status is. These are our options. These are the risks associated with the various options, the benefits associated with the various options, quantify the options, quantify the probability of things occurring. And then you give the person all the adequate information on which to make the best decision for them. And, you know, in the end, it's the client's decision because there are a lot as a consultant, you have to realize that there are a lot of factors that you may not be aware of and that they're not in a position to share because it's privileged information. There are things going on in the background. Perhaps they're focusing on, you know, forecasting mergers or divestitures, and that's going to impact their decision making. But my role is to provide the most amount of information on which they can base their decisions.
Larry Olsen [00:18:41] Gotcha. Gotcha. When you hit, you seem to be a very curious person. I've been known to have you, have you I think all of us are curious when we were little. Yes. And a lot of people get talked out of their curiosity, because when I want your opinion, I'll give it to you. As it is, something occurs in people's lives. And if it comes from an authority and it happens long enough, you start to acquiesce a little bit and start to just follow the orders. How have you found yourself able to keep your curiosity guide? At.
Susan Houde [00:19:20] Honestly, I think it might be natural certain individuals are naturally curious.I think the difference is that some individuals may be curious but be afraid to follow through on it. I have quite a strong personality. I have a strong opinion as well. But that's why, for example, on my current consulting engagement, I've been told, well, this is why we're hiring you, because you're not going to just fold over when people push back a little. And, you know, we're a team of equals, my peers on this with this customer where we were all hired because we have strong personalities. And so, you're going to face a lot of pushback, especially when you're trying to implement change, change that's integral to the way the company is running. You know, they've been working in a certain fashion for the past 20 years. And here you are, and you want to direct them in a different direction. You want to bring them to a different way of functioning and that makes a lot of people afraid, and you'll have a lot of pushback, and that's where you need a strong character
Larry Olsen [00:20:58] Yes. One of the things that you mentioned that a change has to occur in the organization for the implementation to be successful.
Susan Houde Often.
Larry Olsen Often. We have quite a resistance to change. We like predictability and more importantly, people like certainty.
Susan Houde Yes.
Larry Olsen And it sounds to me, and this is really good for all of us to hear, is that your confidence creates certainty.
Susan Houde [00:21:30] I think but you have to be careful with that because you don't want to be confident with the wrong solution.
Susan Houde [00:21:39] You know, if you if you don't challenge yourself in the in that defining the solution phase, then, you know, you might settle for the first idea that comes along and you might be very confident about it, but it doesn't mean it's the right one.
Larry Olsen [00:21:53] Has that ever happened to you.?
Speaker 2 [00:21:56] I I'll give you an example of when you know a team, because I always work in a team environment. I lead the teams and it's the teams that define the solutions. So, I remember we were challenged with a very innovative new technological problem. And essentially, we had a lot of experts on a call, and they had been challenging each other and they had, you know, funneled a solution. You know, we had to find a solution which seemed really, really optimal. And it seemed like great, we're gearing up and full steam ahead. But I had noticed that one of the experts on the call hadn't said a thing the entire session. And so, I kind of pinged him online on a chat and I said, you know, what do you think? And he says, well, I don't really agree. And I was very surprised to read that because he had said a single word the entire session, the entire conference call.
Larry Olsen [00:22:57] Was that a comfort zone thing with him.
Speaker 2 [00:22:59] Yes, because not everyone's comfortable being challenged. Not everyone's comfortable speaking up in a public place. It doesn't mean they don't have that expertise. And so, I continue chatting one on one with him, you know, and this is where he shared with me his concerns and he explained his concerns. And that's where I had to pause the team, because I was like them, going full steam ahead with that great solution we had and I said, “but hold on”. I just want to mention that I think, you know, we didn't consider this division. And I believe that, I spoke with him quickly and he mentioned that this might be a challenge for X, Y, Z reason. And then I highlighted this person. Joe, would you mind explaining a little further? And Joe explained a little further the context of why he was not in agreement with the solution. And then everyone went, ah, you're right, it won't work. It was great because and again, this is why you always have to ask questions and you always have to seek the input proactively of all of your experts, not just one or two, because everyone has a different perspective and everyone who's on your team is there for their knowledge and they all bring something valuable to the table to you. It's to your advantage to listen to everybody's perspective and to allow those discussions and those challenges to happen. So sometimes you might have people, practically arguing it's not a bad thing. You don't want to have everyone in unison saying, yes, yes, yes. I think that's great. That's not going to get you to where you need to be.
Larry Olsen [00:24:50] You need that Buy-In.
Susan Houde [00:24:51] You need that Buy-In, but you need that that push back. And that that challenge to say, is that really the right solution?
Larry Olsen [00:25:00] And it seems like that people need to feel safe in that, too, because that guy probably didn't feel safe speaking up. For whatever reason. You know, and like you said, that we don't all approach things the same way. It's masterful what you're able to do.
Susan Houde [00:25:18] Well, thank you. But I have to say, sometimes you have to stand up for the resources because sometimes you go into an organization, and they don't have that culture where they encourage that. And that's where I, as the consultant, that they hired to help facilitate it, I come in and I tell them, listen, I don't want you to stop those discussions. I don't care if people are arguing. I want to continue that discourse because this is how we're going to get to where we need to be. And, you know, I even have sometimes discussions with quite senior individuals who are taken aback by that. And they're not necessarily very happy to hear that. But then they realize, OK, I understand, you know, you have to let the process happen.
Larry Olsen [00:26:10] Yeah, wow. You know, when you get into the psychology in the neurology of how we operate as a human species, we are absolutely programed to maintain our sanity. OK, so we go out of our way to be right, because that affirms us that that strengthens our resolve, builds confidence, self-esteem, all of these things. And then they come up with these classic statements of what can happen, that people would rather be right and successful. And yet when you share that with people, “no, I want to be successful and right” in what we're learning from you is such an important thing, not only in relationships, but in business, if you want everybody to agree on an end result. And when I go into a company and I'm helping them articulate their culture. And how they want to treat each other. We're up against all of the things you're talking about. You know, Bill doesn't even like Mary, let alone want to understand where she's coming from. And this is where I wanted to ask you, this is where meaning comes into play. Because like what's going on in our country right now, if we don't rally around a meaning and a purpose, whether it be we have to create a better educational system and let's start all our money going into that. So the new generations, we don't have a Harvard graduate as a receptionist. I mean, there's something wrong with the system. But if all everybody gets behind education, where does the meaning come into play with the work that you do? That concept of we're doing it for something bigger than any one of us?
Susan Houde [00:28:03] I just want to say, oftentimes it just comes up from above from the C suite and they say there's a need for that. There's analysis, sometimes an external analysis done.
Larry Olsen [00:28:23] Which I understand. But you're able to get all these people to rally behind that.
Susan Houde [00:28:31] Well, a lot of times it's because they don't have a choice.
Larry Olsen [00:28:34] Ok, so let's deal with that. Let's deal with that. You know, and
Susan Houde [00:28:38] you know, their job is, you know, they're hired to do a job as well. And so if the mandate comes from up above, well, they're going to……
Larry Olsen [00:28:47] But this is where your expertise comes into play and you're not giving yourself enough credit here.
Susan Houde Oh, thank you.
Larry Olsen Because you are mitigating that. You are having those hard, tough discussions. You're helping people see that, “yeah, we can behave that way. We can hold on to that belief, but we're not going to get this outcome”.
Susan Houde [00:29:10] You know, that makes me think, OK, you know why people will often resist that way? It's again, it goes back to the information. So recently I started a mandate. And, you have this thing called a kickoff where you present what the goals are, what you want to achieve, who's going to be participating, what the challenges forecast are going to be, et cetera. And I try to provide as much information that puts the team players in the right context. Ironically enough, one of the technical individuals afterwards told me, “Oh, my God, it's the first time I've ever been presented a project like that where I actually understand what you guys are trying to achieve, why you're trying to achieve it, what the challenges are, et cetera”. And I think where you might get resistance is, again, it goes back to information. If you withholding information if you're just asking someone, OK, can you just do this? And they don't understand why you're asking them, then it just doesn't motivate anyone. People want to understand why they “have to” contribute to something. And if they can see the value in their contribution, then they're going to be motivated. That's where the motivation comes in. It's that you see the end result and you see what you're trying to achieve, and you want to be part of something. People don't just want to be pencil pushers and. OK, yeah. Next, next, next. No, people want to contribute, and people are always proud of their work, I find.
Larry Olsen [00:30:44] Sure. Yep. And that's what meaning comes from. You know the meaning is the “why”, Isn't it?
Susan Houde [00:30:49] Yeah exactly. So, if you share the “why” then that, that motivates people. Yeah.
Larry Olsen [00:30:55] And then we can have the discourse. Because we understand the “why” now. Whatever that “why” maybe.
Susan Houde [00:31:02] Yeah. And then you are defining the path together to get to that goal.
Larry Olsen [00:31:06] Think about how many people get up in the morning and don't know “why”. Now they're just getting up because it's something they've done every morning.
Susan Houde [00:31:15] Yes. Well, that’s, when you have to sit back and evaluate and you, you question yourself to say, is this what I want? Is this how I want to proceed in life? Do I want to challenge it? Maybe they're comfortable with that.
Larry Olsen [00:31:31] Yeah, it’s not right or wrong. No, but I mean, I think it's the part of the podcast that we want to challenge ourselves and each other to recognize that we have such a short time to experience this thing called life to begin with. That if we can make it joyful through this discourse and the struggles, knowing that, as you know, when you go in, your whole knowing is “we will have a successful outcome”.
Susan Houde [00:31:59] Yes. Well, that's the goal, right? That's the goal.
Larry Olsen [00:32:02] That's the goal. And then you bring in all of the obstacles or challenges or ideas through your people to come up with the best resolution to reach goal.
Susan Houde Yes, exactly.
Larry Olsen And you have a lot of, maneuvering moods, as I have experienced when I go in and I'm helping these people develop a culture where they actually like coming to work. And they learn the fact that they can no longer say, I'd love to come to work if Mary wasn't there because she doesn't get her job done. I'm always helping her out. She doesn't have a very good attitude. And when people learn what you're sharing right now, that that's Mary that doesn't have to interfere with anything. Find out why Mary feels that way.
Susan Houde [00:32:58] Yes, exactly.
Larry Olsen [00:32:59] Because no one's ever asked Mary, and that's why she's irritated about it. And if they do ask, they don't wait for an answer. This is where you have really developed some phenomenal skill sets, not only in the competency of the technology that you're implementing, but this very abstract moving target, emotional roller coaster called the human spirit. So, kudos to you.
Susan Houde Oh, thank you.
Larry Olsen You're welcome. Yeah, it's
Susan Houde [00:33:31] Well, it's thanks to all the individuals I've had the pleasure of working with as well, because you'll learn a lot from your peers as well. I mean, I have to admit, you know, when I started out, I didn't have all the required skill sets. But then you see how someone else handles a situation and you look, and you think, oh, well, that that was very skillful in the way they handled that and how they motivated other individuals. And then you just you know, you learn from your peers. You take advantage of the fact that, you know, you're not the only one around. And a lot of people have a lot of fantastic experience and that they can share, and you emulate what you respect, what you see works. And that's how you can better yourself at an accelerated pace.
Larry Olsen [00:34:17] Absolutely. Yeah, that's so important. You know, there's a concept called proximity. Mm hmm. Right. Yes. And it's so powerful to enable us to move faster and become more efficient by learning from people who are competent and are good with others and, you know, those types of things. And what for somebody new starting out that's thinking about, doing their own thing or wanting to become a consultant, especially now that we're starting to get back in some form of interaction with one another, I'm not even going to say a new normal or whatever. But we're experiencing this kind of new reality. What advice would you give to somebody who is going to knock on a door is going not necessarily going to have the networking that we know is so important and it takes time to build up who might be a little discouraged at that breaking out and getting involved. What would you share with them?
Susan Houde [00:35:32] I would share with them a piece of advice that a friend of mine told me the first time I applied for a job and it was just a summer job. And, you know, I was turned down and I was told, no, they didn't have a position for me. And my friend told me, well, what do you have to lose? Just keep on going back. So, you're interested. And I kept on going back and she encouraged me…
Larry Olsen [00:35:52] to the same place?
Susan Houde [00:35:53] To the same place. She said, just keep on going back. You know, this is where you want to work because, you know, it was a small town. There weren't that many options. So, this was the best place to work at. And she said, you have nothing to lose. What are you losing? You're not working anyway, so you may as well go. And so I just kept on going back and back and back. And after a while, the manager just looked at me and they said, well, I guess you really want to work here. So, they found me a shift and I started like that. And you get your foot in the door and then you show your value and then you show that you want to work and you you're willing to do just about anything they're asking of you. So, you know, I started off and I was doing things that, you know, I really didn't want to be doing, but they needed someone to do it. But it was a way for me to get my foot in the door. And then I transitioned to what it is. So, if you're if there's, you know, a company or an industry that you really want to get involved in, don't get discouraged if that door slams on your face a multitude of times, just keep on going back. Keep on going back. And people are going to see that you're passionate about it. And people want to hire others who are passionate about their work. And someone's going to eventually give you a chance.
Larry Olsen [00:37:06] You bet. Yeah, imagine yourself looking to bring someone into your or your home or your organization. And the first time they meet with an obstacle, they quit.
Susan Houde [00:37:22] Then you're saying it's not the person I want on my team.
Larry Olsen [00:37:24] Yeah. So be the person that they want. And though you don't get the job on the first shot.
Susan Houde [00:37:30] Right, exactly. So, I think that's ……
Larry Olsen [00:37:33] That's great advice. Great advice. The other thing is a lot of times we define ourselves by the experiences we have, and I'd say that's probably 99 percent of the time. Until people become aware to recognize that they need to define themselves first, then they'll bring that to the experience. OK, so the difference is, is that it's no longer how am I doing? It's what am I bringing a value to what I'm doing? This is a real good approach to ward off the no’s and the what the hell were you thinking? And you're so stupid. And, you know, all of these things that we grow up with and some people are able to ward them off because they have this invisible shield and there's these little warriors and other people just get sidetracked and absorb it. What kept you from absorbing? Because you had a lot of no's and you've had some setbacks in life.
Susan Houde [00:38:40] And sometimes, you know, what you have to do is. If you know you're wrong in a certain thing, A, you have to self-acknowledge the fact that you're wrong and I've acknowledged even to customers, et cetera. Well, finally, yes, you know, you have to acknowledge to yourself that you're wrong. You have to acknowledge what your limitations are. But you also have to, as you said, be aware of who you are and what you're capable of and what your achievements are. Don't let just the first person who says, as you said, oh, you're not capable, you're incompetent, you're this or that. Don't listen to outsiders unless they have something positive to say about you. But my piece of advice, I mean, take it with a grain of salt. If it is something that you constantly hear, then, yeah, maybe there's some truth to it and self and not self-analyze, but you don't want to tear yourself down and, you know, put yourself under the ground and hide your head like an ostrich to say, OK, this is static, and I can't do anything about it. If it is something that you need to change, then say, OK, well, what should I do? What could I do? And just work towards that works towards changing yourself if you need to. But also, again, you know, sometimes people will say very negative things to you because they're jealous or there might be another motivation and you're not sure what that motivation is. So just have enough realization of your own self-worth before just taking for granted that what someone else is telling you is accurate. You know, don't let someone just tell you, oh, you're garbage. You're not able to achieve this, especially challenged people tell you, oh, you can achieve this, and you'll never amount to something. I would say, well, you know, just disregard that entirely and just focus on “I know I'm able to I know I'm able to achieve this” and just have confidence in yourself.
Larry Olsen [00:40:38] And sometimes that's a leap of faith. People have to take a leap of
Susan Houde [00:40:40] faith and believe in yourself. And if you believe in yourself, then it shows in your work. It shows in all the steps you take, all the decisions you make are in anticipation of success. And when you're anticipating success while you normally achieve it. Yeah, yeah. Because you won't stop. You know, you may stumble a multitude of time, but you'll get back up and you'll continue on your path towards success.
Larry Olsen [00:41:06] You bet. Yeah. And that's what gets you back up. I believe that that self-worth is a choice.
Susan Houde I agree.
Larry Olsen Because the other option is when I get validated enough that I'll feel good about myself. The unfortunate thing is now you're vulnerable to the negativity. And like you said, don't be in denial about it. If you hear it enough, maybe you have to look in the mirror. Because life's telling you need to grow in this area or maybe take a different approach than you've been taking. Sometimes in my work, I deal with people that don't have much self-worth. They were abused when they were younger. They've had one setback after another, and they've started to believe that they were less than, very dangerous. And I have to take them back to conception to build their esteem. Because what these sperm cell went through to reach the egg makes the lottery something that almost everybody could win.
Susan Houde [00:42:09] it's just the fact that they're here is the ……
Larry Olsen [00:42:12] Is the gift itself. Yes. And we've been taught, though. “I’ve got to get that grade, or I got to get to that grade. I mean, I’ve got to go to that next level, or I got to get that job, or I got to get that person. And once I have all this then I'll be happy instead of the happiness of being alive. Which is a joy that you bring by the way.
Susan Houde [00:42:36] Oh thank you!
Larry Olsen You're welcome.
Susan Houde [00:42:39] Ya, no I think, you know, that's one thing that you realize the more you achieve, there's always someone who's achieved more. There's always another level. So, you have to take some time to evaluate what do I really want to achieve. First of all, what's my personal goal? Do I really need to access all these levels or am I happier with living a more modest life and having more free time? And it's a choice. It's a choice. How you spend your time is yours to choose. You know, do you want to spend time, you know, running a large corporation or do you want to perhaps be on a social scale, on a beach, you know, at a tiki hut being a bartender and socializing, there's nothing wrong with either choice. I think where you've achieved success is if you're happy in your decisions that you've made for yourself. And there's no right or wrong.
Larry Olsen [00:43:39] What do you consider happiness?
Susan Houde [00:43:44] That's a very difficult question. What do I consider happiness? Happiness is just being content with, as you said, your environment, who you're socializing with, the interactions you have. But, you know, I find the more you grow, the more you realize that there's a lot less need for material goods to bring you happiness. When you're younger, you think, oh, I need this, you know, this nice purse, I need that fancy car or what have you. And, you know, if you do have the opportunity to achieve some of that, then you realize now that doesn't bring you happiness at all. What brings you happiness are the moments you share with others that are of, you know, people who are important to you. So, if you're just going for a walk in the park with someone you whose company you enjoy, well, that's valuable and that's happiness.
Larry Olsen [00:44:39] Yeah, very good. Very nice. So, we've come to the time now. Yeah, it happens fast. And I know everyone has enjoyed listening to you today.
Susan Houde [00:44:51] Oh thank you so much.
Larry Olsen [00:44:52] And I would like to have you, to have you share and you share a little bit of it on the happiness thing. But what has been your greatest accomplishment that has kind of assisted in validating that you're OK and that, you know, you've got a right to enjoy this thing called life?
Susan Houde [00:45:16] I don't know, I have to think about that one.
Larry Olsen [00:45:20] OK, so what would you say is the most important thing that you've learned in your journey in life? Well, what you're saying, and this is where I'd like to lead the witness a little bit.
Susan Houde [00:45:36] Yes, you can lead the witness all you want because I need a lot of wait….
Larry Olsen [00:45:38] How important it is to validate yourself, so that you're not allowing others to continue to do it, you know what I mean? You got to get up in the morning and go, I'm worthy and I deserve to have a wonderful day. And then no matter what happens, you keep looking for that wonderful day, you follow me? There was a guy named W. Clement Stone, I think I share this with you is an inverse paranoid. He believed the universe was conspiring to do him good.
Susan Houde [00:46:07] Oh, how nice is that?
Larry Olsen [00:46:09] Whenever he woke up and he had to choose that, he chose that.
Susan Houde [00:46:13] OK, I like his way of thinking.
Larry Olsen [00:46:15] And he also chose that something remarkable is going to happen today. That was his first thought when he opened his eyes. So, what was he no looking for all day long?
Susan Houde [00:46:26] And his positivity, positivity
Larry Olsen [00:46:28] When he knew that there was going to be times when something didn't go right and then his attitude was, what am I to learn from this? So that's how he led his life. e was back in that in the twenties. He was an industrialist. He was an oil magnate, you know, I mean, very successful, but he had this great optimism. There's something about you that even when we met you, the Hillstone, there was something about you that was not about “how am I doing, does anybody like me?” It was just like this, this young woman who was just glad to be there and glad to know whoever was around her.
Susan Houde [00:47:09] Well, it goes back to that curiosity. I love meeting new people. I love meeting you and Diane. And I thought it was just interesting to discuss with you and have a view of what your life is like and what your experiences are like. And I just find what motivates me oftentimes is just to get to see, as you said, the world is wide. So, to experience as much as possible to get to see different areas. And as I said, that's why I love consulting, because you get to experience different companies, different ways of seeing things. But in the relationships that you develop, I love meeting new people. I love traveling. And that's one of the reasons why I prefer traveling, not necessarily with a group of friends that I've known for years, because then you're always with a group of friends and you don't necessarily venture out to meet the locals. I'm not afraid or that uncomfortable being alone in an area or in a conference or what have you. I like going to meet new people and I just extend out my hand and. Hi, I'm Susan, because that way you just get exposed to such wonderful experiences and wonderful people that, if you only stay within your little bubble, you'll never experience. And so those are things that motivate me quite a bit.
Larry Olsen [00:48:38] Beautiful. Thank you.
Susan Houde [00:48:41] Well, thank you so much and it's been a pleasure.
Larry Olsen [00:48:45] Yeah, well, I want everyone out there, first off, to recognize how important you are and what a difference you make by listening to this and sharing it with others. Susan Houde is an amazing, amazing human being, as you all are. But the thing that I care about so much about her who has become a good friend is her love of life. And yet she's not pretentious. She's not all about me. She really, really makes you feel like you're a very special person. And that is a quality that I know you have within yourself, the listener. And the more that you can give that to others, the more that you can be there for others. And I you know, I share that with you because I was always kind of like, how is Larry doing? That's kind of how I grew up. You know, Larry doesn't have one of those. Larry needs to get one of those. You know, and if Larry was more like this, then this would happen. And it took me a long time to begin to say maybe you ought to just make it about other people and the rest will take care of itself. So, wherever you are, and you've heard me share this before, I want everybody to recognize are exactly where they need to be right now in their life. And as we've learned from Susan, keep that curiosity, keep that wonderment that we all popped out of the womb with. We were the most curious creatures that you could possibly imagine. And the unfortunate thing that can happen is people start to hear things that does not make them feel good about myself. And what we've learned today is that's bullshit. You're an amazing human being. You wouldn't got out of the womb. And just keep that spirit like Susan has and tell your friends how amazing they are and listen to him and find out all you can about what you can in the short period of time that we have that opportunity. So, thank you, Susan.
Susan Houde Thank you.
Larry Olsen It's been a pleasure.
Susan Houde Same here. Thank you.
Larry Olsen And thank all of you for listening. And if you get a chance to do a review, that would be wonderful. So, thank you. Take care.
Narrator: Thank you for listening. If you've enjoyed this episode, we ask that you please subscribe and share with your friends and associates. Larry's next guest is the world-renowned Dr. Lycka, who in 2003 was diagnosed with ALS and given six months to live. Rather than accept the diagnosis he is here today as a result of his courage and determination. Join Larry and Dr. Lycka and find out what it takes to fight against all odds and win.