The 6 Core Dimensions of Leadership Readiness

Workforce Alchemy

Leadership readiness can make or break a startup. In this interview, Logan Yonavjak, CEO of Founder Readiness Institute, explains why founder success depends on more than resumes, pitch decks, and conventional performance metrics.  We explore the 6 core dimensions of leadership readiness, how to assess founder potential under pressure, and why factors like emotional intelligence, resilience, coachability, and self-awareness matter so much in startup leadership, capital allocation, and long-term business success.  This conversation is especially valuable for business owners, CEOs, executives, investors, HR leaders, sales managers, and team leaders who want to better understand how leadership capacity shapes decision-making, team performance, and organizational outcomes.  Whether you are evaluating founders, building a leadership team, or improving your own ability to lead through uncertainty, this episode offers practical insights you can apply right away.  In this episode, we cover:  -The 6 core dimensions of leadership readiness -How to assess founder potential beyond resumes -Leadership assessment metrics that actually matter -Markers of leadership capacity in high-pressure environments -Why grit alone is not enough for sustainable performance -How cognitive biases distort founder and leadership evaluations -The role of coachability, listening, and emotional regulation -Early warning signs like body tension and decision fatigue -What investors, executives, and business leaders often miss when evaluating talent  Notable insights from Logan Yonavjak:  "Creating psychological safety is nervous system safety." "Grit alone isn't enough; holistic resilience is key." "Early signs include body tension and decision fatigue."  Why this matters: Startup success is often framed around traction, funding, and market timing. But this interview reveals why leadership readiness, founder assessment, emotional intelligence, and resilience may be stronger predictors of sustainable success. If you care about leadership development, impact investing, organizational performance, or founder readiness, this episode will give you a deeper framework for evaluating potential.  Chapters 00:00 Introduction to Leadership Readiness 02:51 The Six Dimensions of Leadership 05:37 Defining Moments in Leadership and Capital Allocation 08:07 Evaluating Teams: Common Missteps 10:55 Real-World Impact of Founder Readiness 14:03 The Importance of Coachability 16:33 Understanding Readiness Under Pressure 18:58 Identifying Early Warning Signs in Leadership 21:53 The Art of Listening in Leadership 24:36 Cognitive Biases in Leadership Evaluation 27:13 Surprises in Leadership Assessment 29:56 Final Thoughts and Advice  Connect with Logan Yonavjak  LinkedIn: https://linkedin.com/in/loganyonavjak Website: https://founderready.io  Connect With Workforce Alchemy  Website: https://workforcealchemy.com/ YouTube: https://www.youtube.com/@workforcealchemy

Transcript

00:05welcome to the mason duke check show and before we jump in this episode is brought to you by

00:12workforcealchemy.com helping leaders uncover hidden profit leaks inside their workforce

00:18today's guest is logan yanadjak she's the ceo of founder readiness institute and she is redefining

00:28how investors and companies evaluate leadership under pressure by focusing on readiness instead

00:35of resumes with two decades of directing capital into impact driven ventures and advanced degrees

00:44from yale logan brings deep experience in finance sustainability and founder development her work

00:52is changing how capital allocators executives and basically how they assess leadership potential

00:59before the stakes get high logan welcome to the show thank you so much mason that was an amazing

01:05intro i think you've done the best i've heard so far can be my spokesperson from going i did my

01:11homework this is something i take pride in doing and learning about the people that are going to be on

01:16so that i can ask the best questions and get the most value out of the time we have not

01:20only for

01:20myself but for everyone listening so super glad to have you awesome so what is or what first led you

01:28to focus on leadership readiness instead of traditional metrics like market size or product

01:34strength when evaluating startup success well i'll tell a bit of my career story because i think that's

01:42always illuminating in terms of how i ended up here and starting this company i started my career

01:48interested in the investment world because i saw that where we put our money and where we invest our

01:54money is really obviously incredibly material in terms of seeing innovation and progress in our

01:59society i have an impact oriented lens so i care a lot about nature and people and community based

02:05investment so i spent the majority of my career just figuring out ways to allocate capital i worked at

02:12private equity firms university endowments early stage investing firms i've started my own company one

02:18other time and all along the way i just recognized the power of leadership and teams in actually executing on

02:28impact and just how many teams are dysfunctional many leaders are not necessarily ready for the the roles

02:35that they're undertaking and with some kind of natural interest in leadership assessments and psychology

02:42i had this idea of like can we measure markers of readiness in leaders to really assess whether

02:49they're prepared for more complex roles higher pressure roles and i hadn't seen anything quite like what we've

02:56developed in the market so i approached my co-founder who's a psychologist and data scientist he also has an

03:02MBA and we joined forces to create our platform the readiness engine so what are some of those markers

03:10so we look at six core dimensions although there's others we can look at we found through the research

03:16that these are kind of the six areas we call them constructs areas that are most likely to have

03:22significant positive impact in a startup environment meaning like companies whose leaders have had these

03:29capacities capacities at higher levels have gone on to to raise follow-on funds to have exits to have

03:35successful business outcomes and some of them include coachability that's a main driver purposeful

03:41agility is the ability to pivot while holding a mission but pivot quickly and we have strategic

03:47complexity what that means is how good are you at holding multiple concepts at once objectively so we have

03:55those are kind of three of the six i can go into all of them if you like but just

03:59go ahead and might

03:59as well tell us what the other ones are resilience under fire is how resilient are you when the pressure

04:05hits like when you have a lot of outside stress how do you behave and how do you react to

04:10that pressure

04:10and then we have um our relational and emotional intelligence just how do you relate to others with

04:17empathy how do you build trust and rapport what's your network building capacity and then team climate

04:23iq is your ability to create a flow state on teams so that people are optimized to work in their

04:30best

04:30it's creating psychological safety and a sense of a positive flow state environment for your team

04:37it's funny you say those because when you said the one about resilience under pressure

04:42that reminds me of when i was growing up one of my parents good friends his name was gene mason

04:47he's

04:48passed he passed away several years ago but he was somewhat of a mogul in the newspaper industry in

04:52small towns i think he ran about 30 of them and or ran them and he had incredible

05:01resilience under pressure and i and we had thanksgiving with him every year so i always

05:05looked forward to it even as a kid growing up because i was i would listen to his stories about

05:10what was going on in business and i was fascinated by the stories he told i remember one time he

05:15was

05:15talking about how everyone in the office was panicking oh like the world was on fire oh my gosh what

05:22are

05:22we gonna do and everyone's panicking freaking out uh he just calmly said uh hey i'm gonna go play

05:30some golf uh it's friday afternoon i'm gonna go play some golf and we'll see you monday and everyone

05:34was like freaking out what he goes ah that's just business i'll think about it over the weekend and

05:39when we come back on monday we'll fix it and no big deal and then the the entire room reset

05:48calibrated calm and guess what he went out he played golf he enjoyed his weekend he showed up

05:52monday went to work figured out the solution got it done next no big deal so and that's just one

05:58of

05:59the six dimensions but i remember being fascinated by by that story and the thing that fascinated me was

06:05how everyone reacted once they saw how he reacted people are attuned to their leaders you know and so

06:12that's a very powerful story i think that a good leader has the ability to command people's nervous

06:17systems in a way that's really what we're talking about is whether someone's in a sympathetic or

06:22parasympathetic nervous system state and when you're in a sympathetic nervous system state which

06:27is fight or flight or freeze it's much more difficult to learn anything new or to make decisions from your

06:32prefrontal cortex essentially your executive function shuts down because you're in this state of

06:38duress and so a leader who's able to create a sense of psychological safety really it's nervous

06:44system safety is able to enable people to think more creatively and to find problem-solving

06:50abilities within that context and he was battle tested i mean he was a battle test executive that

06:56had weathered many storms and what looked like a big deal to everyone else to him was like no big

07:01deal i got this see you monday it's like you talk about that there's different levels of capacity

07:06that some of these leaders have and his was extremely high i love spending time with him

07:10so can you share a defining moment in your career that changed how you think about leadership and

07:16capital allocation yeah i mean i think there's there's multiple of course but in i had a company

07:24before this it was my first company i co-founded and it was an example of the investor that we

07:32brought

07:32on to our team to capitalize the company initially was um his his leadership style was a bit misaligned

07:41with our intent as as a business and we kind of took on the investment because we needed capital and

07:47we found enough alignment with him initially but we found over time that he was putting a lot of

07:52pressure on us for a very high return for his his own you know his own return as an investor

07:58versus

07:59thinking more holistically about where we're headed as a company and how long it could take to really

08:04set the foundation of a company up for success initially so i think it was an example of me not

08:12necessarily paying attention to my gut instinct initially about like the values alignment of our

08:18different visions for the capital return and the timeline we needed to actually build something

08:23meaningful and resilient as a company so it was an example of like lip service to values but not

08:30actually like living those values at the end of the day and so i think that was really difficult for

08:37me

08:37because i put my heart and soul into that company and it just unfortunately was not you know who you

08:43go

08:43into bed with in terms of a capital and investor perspective is instrumental in how your company

08:48ends up operating so so don't leave me with a cliffhanger here how did that turn out

08:53the um the company ended up getting assumed by his family office so it's still going but it's no

09:00longer like a standalone enterprise okay so investors often say that they invest in teams as much as

09:07ideas what are they still getting wrong and how they evaluate teams well so i think i think a lot

09:16of

09:16people are okay so the way i like to to think about this is it's the skill of of reading

09:23people is a

09:25bell curve like anything else in in most skills a lot of people are mediocre at it some people are

09:31really good at it and some people are really bad at it and i think a lot of people overestimate

09:36their

09:36ability to read a person using their gut feeling and their intuition they have their own biases they

09:42have their own patterns that they're bringing in that they don't even realize are influencing their

09:47decision making so there's things like the halo effect or confirmation bias where you know a founder

09:53might have come from like a popular accelerator or they went to a certain school and no matter what

09:59they say you're like oh this person's impressive those are just the kinds of biases people bring to

10:04the table so there's this kind of like oh i'm better at reading people than other people

10:08bias that i've seen the other layer is when assessment tools are used it's often just

10:14personality tests so it's just testing like someone's preferences and maybe communication

10:20style but it's not getting at this readiness or capacity piece like how are they going to really

10:25operate under pressure with complexity which is what we're measuring and then i think just honing

10:29in like on a few skills sometimes people hire based on past performance or like a resume

10:36or a warm reference but they don't really dig into again this capacity or readiness component

10:43so can you walk us through a real example where assessing founder readiness meaningfully changed an

10:51investment decision or company outcome yeah i mean i think there's like multiple lenses in terms of

11:00outcomes or kpis that we can look at um you know we're both useful on the promotional hiring

11:10and also the hiring i'm sorry the promotional piece and also the hiring decisions so on the promotional

11:17side we've got you know in a middle general middle market company you've got about 40 percent of

11:23the executive promotions are not sufficient within the first 18 months they're identified as not being

11:30sufficient in terms of the execution of that function and that's costing companies like we've estimated

11:36about 270 000 for executive if you take the base salary and 1.5 exit and so what we can

11:44do is come in

11:45and provide a readiness score along these six dimensions which can then articulate you know where

11:52you're likely going to see breakdowns in the in that individual so for instance if someone is low on

11:59their coachability score they're probably not going to take in a lot of feedback or information

12:05about their performance and they're likely going to be very defensive about affecting change within

12:11themselves and their behaviors so you're if you if you see that in someone they might not be ready for

12:17that next promotional role they might not be ready to step in that leadership that next level of

12:22leadership so those are the kinds of scenarios that we are intervening in so if someone's very high in

12:29coachability that might make up for a few deficiencies in other areas if all else being equal if they're

12:37deficient in one or two areas if they're highly coachable as someone who would invest in that company

12:44or think about hiring them for that role am i wrong to assume that i might be able to take

12:48some comfort

12:49in the fact that they may not be ready yet but they're coachable and could be ready in a shorter

12:53window of time i think coachability is one of the most central dimensions of a leadership capacity

12:59because if you're willing to be flexible in how you identify with outside feedback then you're a lot

13:07more likely to listen to customers to listen to um outside stakeholders to make changes when necessary when

13:15your teammates even if you get like a 360 review you're probably going to adopt some of those um those

13:21feedback

13:22mechanisms so yes i absolutely think that coachability is like a central component of of improving your

13:28developmental abilities is there any of them that's just an absolute red flag that if they just tank this one

13:34dimension that you need to move on i mean i would argue that lower is not necessarily bad i think

13:42it

13:43depends on the function that you're hiring someone for so for instance at a level we go from one to

13:49six

13:49at a level three often people are in their strategic complexity which is one of the dimensions people are

13:55often very focused on execution and very directed so they're very those those people are often really good

14:02in early early startup roles because you have to execute execute execute and you're just like

14:07basically finding ways that you can achieve goals and just test things out quickly and so you're not

14:14you're not necessarily needing to kind of sit back and hold like 20 different perspectives um in the same way

14:21that you would in a later stage company where things get a lot more complex in certain other ways

14:27where you need to hold that objectivity and so it depends on kind of like what does what um role

14:34that

14:34you're hiring someone for where they need to sit in in the developmental pattern but in terms of what i

14:40think is something that would be like a no-go in my opinion is the coachability i feel like if

14:45someone's

14:45not willing to take feedback it's uh indicative and systematic of a lot of other things in their in their

14:51capacity so i would say that would be the biggest flag from my perspective and experience i'm sitting here

14:57thinking about stripping things down to the most basic level it sounds to me like being able to

15:04measure just measure coachability by itself i don't even know how much your assessment costs or whatever

15:08but to me if that's a deal killer they're probably it's probably an absolute no-brainer just to measure

15:16even that one trait everything else being a bonus well we do have a coachability micro score okay i was

15:21curious for that reason because it's just like a quick yeah learn your coachability score so you can get

15:27some people use that in hiring in particular it just to get a sense of somebody's coachability

15:33because investors writ large if i ask them which of these constructs do you care about most they say

15:38coachability so i'm kind of hung up on this readiness under pressure concept so how do you define

15:43readiness under pressure and how is it different or how does it compare to traits like grit or resilience

15:49well i think a lot of times people assume that grit is grit is um in my opinion like an

15:58unstrategic

15:59unrelenting your ability maybe ability it's but it's unrelenting in a not not necessarily in a strategic

16:09way it's like i'm just gonna hammer and hammer and hammer until i find a way through this and that's

16:15useful

16:15maybe in some very specific instances you do it for a spurt but you don't want that to be your

16:20dominating way of of getting through things there needs to be a holistic kind of approach where you

16:27might push hard in one area and then pull back when you need to or you might need to pivot

16:32and recognize

16:33that you need to pivot sooner instead of just continuing to like push and push and push and i think

16:38there's this misconception that grit is like what startup founders should focus on and that often leads to

16:44burnout we see 65 of companies failing this is a harvard business review stat because of internal

16:52problems and that includes burnout of founders and founding teams and i think a lot of that burnout

16:58comes from this culture of grit like just keep going no matter what and never take a break and don't

17:03do any self-care and don't learn how to breathe and do meditation practice or workout or whatever it is

17:10that you need to like reset your nervous system so that you're not just going as hard as you can

17:15all

17:15the time so what are the most common blind spots that you see founders and ceos carry into high stakes

17:21decisions or situations well yeah again it depends on the level that they're at i think one of the things

17:26we see is um individuals sometimes as they move up the developmental levels they will become more aware

17:36of more complexity in the system so they might want to take in more feedback and more stakeholder input

17:42and kind of hold space for that and they learn to be more relational and more yeah more relational

17:48and like how they want to take in that feedback but sometimes that can limit it almost causes like a

17:53freeze of oh i have so much information and input now i don't know what to do with it so

17:57there's this

17:58there's this break point of like wow i see so much more of the system i'm able to hold all

18:04these

18:04pieces but i don't know where to go next and so that ability to pivot can sometimes get stalled out

18:11at

18:11certain levels of development so as companies scale leaders often struggle to scale themselves

18:18what patterns do you see most frequently well yeah i mean i think that not so we'll talk about the

18:26resilience piece i think as as one starter in the beginning of starting a company for instance or maybe

18:34starting a new role you have a lot of energy for it and there are ways of working that have

18:40worked

18:40for you in the past potentially that's how you got where you are you have a lot of like momentum

18:44and

18:44grit if you will and then as the stress starts mounting and as a lot of different external factors

18:50are coming at you you don't have the systems in place internally to actually hold that stress

18:57so difficult behaviors start showing up you might get angry or irritated at people more often

19:02you might just feel like you can't make a decision because you're mentally just so burned out you

19:08haven't like created ways in which you know how to work with your nervous system to de-stress and to

19:14create space for extra stress coming in and so you have to create patterns and systems in order to

19:22create resiliency within your own internal emotional landscape and so people just often don't practice

19:28those even if it's just breathing techniques or walking meditation anything of that nature so

19:35the pressure starts mounting and then they just their nervous system literally can't take it anymore

19:40it makes me think of tony robbins how he talks about being in or out of a peak state like

19:46just your

19:46ability to manage a peak state huge so what are some early warning signs that ceos should look for

19:54that might indicate that their leadership capacity needs some strengthening before a crisis hits

20:01in terms of just them themselves being a person internally aware yes yeah i mean i think there's some

20:09more universal markers and then everyone's different but in terms of the universal markers like

20:14you know you notice people starting to again i like to think about it from a nervous system

20:19perspective because you start feeling more and this is a somatic awareness piece but like you start

20:25just feeling more intensity and stress in your body like that those are markers you start getting

20:32more irritated or little tasks feel overwhelming you start to see that it's harder to think long term

20:39and strategically you're just always dealing with what's in front of you and putting feeling like you're

20:44always putting out fires those are signals that you haven't really created the systems to manage all of the

20:51complexity that you're dealing with and so there's gonna start you know there's like early warning signs from

20:58like the body and the emotional body and the mental body and then there's also usually you're making less

21:04effective decisions and people can start to pick up on that so okay those are just some of them so

21:11any any tips

21:12on external signals like the way people react in meetings or the way they interact with you or what

21:20they do after interactions with you that might tip someone's hand that hey you know what i might need

21:25to develop a little bit more here i might need to develop a little bit more there this all comes

21:30down to

21:30what systems have you put into place to get that feedback from your colleagues like how comfortable are they

21:36and this is the psychological safety piece like how comfortable is someone in approaching you and saying hey like i've

21:42noticed you've been irritable recently or you kind of didn't do a great job with that call with your your

21:48client or

21:49that email was a little curt like it just sort of depends on again back to the coachability and back

21:55to the team

21:56climate iq how comfortable and psychologically safe have you created your team so that they can give you

22:02that feedback and how willing are you to hear it so you've spoken about listening as a critical

22:08leadership signal what does strong listening look like in practice and how does it translate into

22:15measurable performance well i think a lot of what listening is is taking your attention from yourself

22:21and literally putting it on the person that you're talking to so it's a an actual shift in where your

22:29attention

22:30is sitting and i think people can sense that when you're really listening to them there's actually a group

22:36called the presence presencing institute which has like four different dimensions of listening it's it's worth

22:42getting into a little bit more but at the fourth level which is like the deepest level of listening you're

22:47actually

22:47creating what they call generative listening which is you're listening to the system not just the person

22:53you're talking to but the the system itself that you're both involved like the field that you're both

22:58engaged in and you're letting whatever needs to come in um come into the field and you're sharing that

23:05openly and so it's literally like you're creating a bubble between you two or whoever's involved in the

23:12conversation and it's like you everyone's letting what needs to come in without judgment into the the

23:19conversation and so there's like many depths to listening i think most people probably only stay in the

23:27as much as i need to hear before i can talk mode and that's sort of like early stages of

23:33listening where

23:33you kind of like you can experience it as you're having a conversation with someone you can feel that

23:38they're just waiting to say their next piece that was some very valuable wisdom for anyone who's

23:46watching or listening if they take away if anyone watching or listening takes away nothing from this

23:51entire session other than that it was worth their time so you touched on this a little bit earlier i

23:58want

23:58to kind of circle back to you talked a little bit about cognitive biases so how do cognitive biases

24:05influence how boards and investors evaluate founders and how can leaders guard against those biases

24:12i actually just wrote an article about this because i'm really passionate about how ai can actually

24:16do a better job in some ways of making looking at patterns in someone's behavior and a leadership

24:21capacity than humans can because of this bias some of the biases but so one thing that comes up a

24:28lot in

24:29how investors make decisions about founders is people who talk a lot often get more they are they're

24:37often given a higher degree of confidence if they're verbose so someone who speaks a lot and speaks fast can

24:42often convey that they are going to be a better leader although that's not necessarily the case because

24:49they might not be a good listener for instance so i think people get persuaded when someone's really

24:53verbose and they say a lot of things there's also just the charisma piece people who are charismatic

24:59and who are good with mirroring other people there's this mirror effect where some people are much better

25:04at sensing the other person's emotional state and kind of like matching their their demeanor to that

25:10person's state so if you're not aware that that's happening as much you might like just think oh this

25:16person's great they're going to do a great job i really like them and that's because they're kind of acting

25:20like you so what ai can do in this for instance in the transcript analysis is we actually have a

25:26way

25:26that we we can take out the verbosity piece and obviously the tech is not picking up on charisma

25:33because it's transcript analysis so those are just two examples of ways that we're kind of removing bias

25:39that's very very fascinating and very very important and i don't think you can stress enough how

25:45important that when people say oh i really like them for whatever bias it is i i have been in

25:52part

25:52of assessment discussions where assessment results an executive or a business owner sitting there with

25:57an assessment with this assessment is all saying what this job requires is not what this person brings

26:02to the job and and why and it's very specific and very detailed and there's a long list of reasons

26:08and

26:08the manager who did the interview is like but i really like them i really like them and it's just

26:13like

26:13their the intensity of how much that hiring manager liked somebody right supposed to outweigh all of

26:22the evidence that is right in front of their face specific grounded reasons why this will be a disaster

26:30but the intensity of how much that hiring manager likes the person for companies that don't know any

26:38better okay well if you really like them we'll just go ahead and do that and then they wonder why

26:43they churn and burn or worse that person who is an absolute misfit stays around forever and makes

26:49everyone else as miserable and distracted they are i know and that's an unfortunate piece i think that's

26:55where companies need to have better procedures around how they make hiring decisions so that that person

27:01doesn't just carry all the weight in terms of who gets hired but yeah there's all these different

27:05layers of decision making that obviously an assessment alone is not going to solve all of our promotion

27:11and hiring decisions no of course not but but it can very easily counterbalance the biases that

27:17you're talking about as exemplified by someone saying but i really really like them so i i'm with you on

27:24that so out of curiosity what has surprised you the most after assessing leadership across all these

27:30different industries and ecosystems what what's been your biggest surprise i think the biggest surprise is

27:35that there's still a lot of people out there who think you know it's like early adopters of any

27:41technology there's some people i've run into that are just so eager to have more data and see this as

27:48a

27:48valuable dimension of making better decisions and having better people outcomes and then there's still

27:54just a large portion of corporates and early stage vcs or i shouldn't say early stage vcs and and

28:02folks in the financial services industry that have literally said versions of even if i had this

28:07information i probably wouldn't use it and i think that alone is valuable information like i think people

28:14out there should ask if they're investors or if they work for a company like ask if they're using any

28:21assessment tools i think it says a lot about the leadership and the culture of a place if they're willing

28:27to administer or people are willing to take these um not saying necessarily just ours i just i want to

28:34know if someone's afraid to take or refuses to take something like this i said i think it says a

28:40lot

28:40about them as a person and how coachable they are and where their mindset is so that's kind of been

28:46one

28:46of the most surprising things that people don't always make logical decisions and that there's all these

28:51hang-ups people have about learning about themselves or having information about what they might perceive

28:57as a delicate or area of just learning about themselves in general or people they work with i don't totally

29:05understand it but it's come up quite a bit i've had that same observation and feel very much the same

29:12as

29:12you do knowing what i know if i were an applicant and i go to a company who is assessing

29:18and taking the time to do a

29:20thorough process as opposed to hiring and hoping i would feel much more confident that my career is

29:28on the right path if i do get selected for a job because i don't want to be put into

29:32a role that i

29:34don't fit and if this company has taken the time to identify what does it take to be successful not

29:40not good but what does it take to be a superstar in this role and they're very thorough in gathering

29:46as

29:46much job related information as they can before they make a decision then if they make the decision

29:52to bring me on then i feel very very comfortable about rigorous yeah you've been rigorous my family

29:58doing something different and charting a different course and adjusting my career along a path that

30:06i feel a much greater sense of certainty is a good move not based on hey we had a couple

30:12conversations

30:13and they liked my resume so they offered me a job that's a big difference my confidence level that

30:17i'm going to succeed in a company that i don't want to use work well that might be haphazard in

30:24their hiring processes or negligent in their hiring processes doesn't make me feel confident as an

30:29applicant that that's some place that i want to go and have success right in comparison or contrast

30:34to an organization says hey we know exactly what this job requires we know exactly what traits and

30:39characteristics and and dimensions are important in someone who can succeed well in this specific

30:44position and oh by the way you match them perfectly welcome aboard that's a way different feeling

30:49going on board to a company like that then yeah i have we talked about golf and they and the

30:55guy went

30:55to college where i went and yeah that's what i you get it i mean to me it's it's just

31:00so obvious

31:01that well and something else else i tell people is that you're being judged either way like

31:07i would like to know under what criteria i'm being judged rather than just meeting a person and them

31:13saying oh gosh it's really cool that you grew up in georgia and that we went to this school together

31:18like to me i would rather know okay these are at least the criteria that were set out and i

31:23didn't

31:23meet five of them versus who knows they're but they're still judging you that's what i i think is

31:29interesting we're all still being judged by each other it's just how formalized is it right

31:34so if there was only one piece of advice that you could give to anyone watching or listening today

31:40what would it be and why it would be that we're under one of the most intense disruptive periods

31:45in at least a white collar workforce history in my opinion this ai revolution really is disrupting at

31:52such a speed that it's it's um it's dizzying i think a lot there's a lot of fear out there

31:59about

32:00how it's going to shake out and one of the things that people can do whether they're executives whether

32:05they're going out into the job market for the first time is understanding their capacity for complexity

32:11and how to deal with pressure i think that if you can demonstrate some of the core competencies and

32:18markers that we're looking for you're much better equipped to find a role and to really know how to

32:24pivot when you need to how to take in strategic information how to be emotionally resilient i mean

32:29these are all things that i think are overlooked often as soft skills but in this era you really

32:35have to be ready to take in a lot more complexity and pressure than we've had in in kind of

32:41past

32:41generations and so i think that there's if you invest in yourself and understanding some of these

32:47dimensions of yourself you'll be in a lot better position so if people listening want to know more

32:52about you your company and the work you do what what are the best ways for them to connect

32:56yeah um always reach out to me at logan at founder rl.com or founder ready.io is our website

33:05cool thank you so much it's been a pleasure having you and hope we can get together and

33:09do this again sometime soon thank you mason

33:13you

33:16you

33:21you

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