Stay Flowcused With Stéfany Oliver

Stay Flowcused With Stéfany Oliver

by Patrick Adams | Sep 19, 2023

In this episode, Stéfany Oliver and I discuss their Lean coaching journey, ‘Staying Flowcused’, and how wellness ties into Lean leadership.

What You’ll Learn:

1. How did you get into Lean coaching?

2. What are your current areas of focus?

3. Tell us more about your concept of Staying Flowcused and what it entails?

4. Bringing it back to Lean and leadership for a moment, tell me more about the links between wellness and Lean leadership?

5. What’s next for you?

About the Guest:  Stéfany is driven by her passion for helping people who feel overwhelmed. She’s on a mission to help people find flow: in their work, in their kitchen and in their heart. She lives and teaches the manifesto of being Fueled by plants, Fueled by perspective and Fueled by prayer. She’s a Lean Management Coach by trade but didn’t start off her professional career that way. Over the years, she’s been coming into the full expression of who God has created her to be as a food creator, speaker, cookbook author and inspirational storyteller. She’s also been building her own health, wellness and optimization coaching business.


Click here to learn more about Stéfany Oliver

Click here for more information on Stéfany’s Book

Click here to contact Stéfany Oliver

⁠Click here for The Lean Solutions Summit 


Patrick Adams  00:00

I am your host, Patrick Adams. Hello, and welcome to the Lean solutions podcast. My guest today is Stephanie Oliver, Stephanie is driven by her passion for helping people who feel overwhelmed. She’s on a mission to help people find flow, flow in their work flow in their kitchen, and flow in their heart. She lives and teaches the manifesto of being fueled by plants fueled by perspective and fueled by prayer. She the Lean management coach by trade as well as a food creator, a speaker, cookbook, author and inspirational storyteller on top of all this, she’s also the author of the book, stay focused, which we’ll talk about today. Welcome to the show, Stephanie.


Stéfany Oliver  01:09

Thank you so much, Patrick, for having me. I’m so excited to be here.


Patrick Adams  01:13

Absolutely. I’m excited to have you on the show. Stephanie, we you and I were both together in Japan, not that long ago. So I’m curious to hear how you’re recovering from the the jetlag coming back and just all of the, you know, the information that we were it was almost like drinking from a firehose, we were just, you know, enamored with so much information. So how are you recovering from the trip?



Yeah, that’s a great analogy of drinking from the firehose, because that’s certainly what it felt like, every day, just absorbing so much, so much of the experiences and so much of the knowledge from everyone. And yeah, it’s, it’s, it was a lot, I have to say, recovering, especially, you know, I wouldn’t Well, when I went on the trip, I was seven months pregnant. So, you know, it was it was, it was a lot, but it it was truly life, changing the experiences and seeing and hearing from the people. I had to go through a lot of my pictures to really kind of pinch myself. Right be like, was I really there, like, I’m exhausted for the week coming back, I was so exhausted, and it took a good week to just do nothing. And like, really recover and get back because the jet lag was, that was something else. Yeah, but you’re just going through pictures, going through my notes a few times, and really kind of, like reabsorbing everything from a more peaceful brain, I guess, if you like, just giving it its due time, because and I think that will have to happen. Just several times over the next few months, just going through everything and having conversations with people who were there and just digesting it together. I think that that that will be great as well.


Patrick Adams  03:09

Absolutely. Stephanie, what would you say? Just, you know, now that we’ve been back for a good while, what would you say, you know, two things, or three things, a few things that kind of stick out in your mind that you would say were super impactful, or those you know, really big aha moments or, you know, however you want to define them, but what would you say would be a few points that were just really impactful for you on the trip? Yeah,



honestly, one of my favorite moments was when we visited the school with the kids, you know, we observed them eating lunch, like serving each other lunch and eating lunch. And there’s so many different parts to that, that were just curated so intentionally, to help build the culture of the school, but also really, when you think about a Japanese society, right, so from the the moment of, you know, just serving each other, having flow embedded in the classroom, of where to go to put your trade back, are to go and get your food to the whole concept of taking just enough food that you need, which to me is just respect for self respect for the body and just understanding how much food do you need it without being wasteful, but also being just over, over eating and that whole concept of of waste of over producing right, for your own for your own self. So there’s just so many lessons there for Respect for self respect for others, and respect for the space because when we saw them after they ate lunch, well, they had a nice quick recess but then they were cleaning to school, and then we you know, people can make assumptions all day about why is Japan so clean, but when you have 4567 year olds, and you grow up in the school system where there is no janitors and you’re literally taking a rag and going on your hand and knees and cleaning the floor, that that will make for this value of I respect the space for myself, but I respect for the space for everyone else. So I thought those were just so powerful. So such powerful lesson.


Patrick Adams  05:33

Yeah, many times, we associate five s or six s, whatever you use or learn, but we associate that with the Toyota Production System. And in reality, it’s really a part of Japanese culture, like they were saying that the kids are taught from an early age to two s and three s their areas. And I thought that was really interesting. You know, that it’s, it’s definitely a Japanese culture thing. And that is something that helped enable, you know, why the Toyota Production System was so successful, you know, from from a five s perspective, right? Because it’s something that was already embedded in the people, they have been brought up that way. They, they, that’s what they know, from, you know, being a young child. So pretty amazing. The other thing that was kind of cool from that was, you know, not the school’s not having janitors, that the different companies that we went to that had equipment and machinery, they also did not have mechanics or maintenance. And in the same way, that the people that were running the equipment, were taking care of the equipment themselves, learning as much as they could about the equipment, some of the leaders even said that they, during slow times, they break the equipment down and then rebuild it. So they can learn as much as they can about it to take care of it themselves. Just like that, as young children in the schools, they were taking care of the schools themselves. So I thought that was cool, how that, you know, just replayed over into their adult lives. Right.



Yeah. And what a sense of it’s so beautiful, what a sense of ownership, that gives me that it’s like, oh, this is my machine, or this is my classroom. And I really have a job in taking care of it, for my benefit, but also for the benefit of others who are using it.


Patrick Adams  07:27

Right. Yeah, absolutely. Powerful, powerful stuff. Well, let’s rewind just a little bit, Stephanie, and kind of go back to I introduced you, but I don’t know if people really know who you are. So how did you get into lean coaching? What was your you know, what’s your background? What’s your story? And how did you get here to where you are today?



Yeah, oh, that’s, that’s so interesting, because I started learning about Lean Back in 2016, I came back from my first maternity leave, I became the manager of the HR business transformation team, at Statistics Canada. And I had been working in HR business transformation for quite a while. And mostly what I was doing was helping human resources, subject matter areas, to map their processes, and basically tell them where to find efficiencies. Okay. So that’s what I used to do coming back from that leave, my team signed us up for an introduction to lean training, a one day course. And as soon as I took this course, I was immediately captured and mesmerized by the power of Lean thinking, not only in our work life, but also in our day to day life. So I started just looking more into it right reading and taking all the training that I could possibly get my hands on, and just learning more and applying those concepts and really exploring that. From my work perspective, as now, you know, I was leading this team, and I became more of a, I became more of a coach where, instead of telling people where to find the efficiencies, I was teaching them the way to develop problems, develop their thinking, to really, you know, solve the problems to flow that they were seeing, not me telling them what they should be seeing. Sure. So as I became a lean coach, I had an opportunity to start doing that full time for the organization and not just in human resources. So in 2019, that’s when I started, and I started growing the team as well. And just helping leaders helping teams develop the thinking so that they can see flow everywhere and what disrupts the flow and then experiment they were on their way to improvement. For the benefit and value of Canadians, because I’m in Canada.


Patrick Adams  10:07

So obviously, you’re in an administrative space, not in, you know, out in production on a manufacturing floor, which, you know, for many people when they are introduced to lean, obviously, it’s very easy to see a lot of the the the tools and the techniques in action and be able to identify waste very easily out on a production floor. You know, when you’re making 100 widgets an hour, or whatever it is, but you’re in the administrative space, you’re on the, you know, the other side of the wall, per se. And so, how do you What does flow look like for you? Or what how do you coach that in, in the office space? With with the people that you work with?



Yeah, it’s, it’s a great question, because it can be very challenging, especially when all the work that you do is all in your mind or in the computer, it’s invisible, right? So we try to use a lot of visual management tools to really make that flow visible, because once it’s visible, then you can actually do something about it. Right. And you can create a common understanding as well, if, if multiple people do the same type of work, I would say from a government perspective, one of the challenges is just understanding what the clients value, right? Because often times you’re so far removed in your part of the process, or in your part of the value stream, you’re so far removed from talking directly to the client, which are Canadians, you know, so. So you, you really have to start becoming a bit clever on what, what does that flow actually look like? And oftentimes, it’s well, in your part of the process, who are you giving? Whatever widget you’re working on to? Right? And then what are they using from it, because oftentimes, what we see is they’re using maybe 50% of it, which means that the other 50% You’re working on it for nothing, right? You’re expanding your energy, you’re expanding effort, time, for nothing. So it’s, it’s really, really, really interesting. And once people are able to see the flow, and really understand that concept of, I’m just going to produce what is going to be needed for everyone down the chain, because it really is a chain anyways, it’s just it takes longer in most cases, because the widgets could be, you know, it could be like a data set that you’re working on for several days. Sure, you know, versus like a specific car piece that you’re building, and it takes you two hours each to build, and then it just keeps flowing. Right. So yeah, yeah.


Patrick Adams  13:01

And I heard you mentioned Value Stream Mapping? Is there specific tools that you use in the office to help to the team to identify flow and waste? Is that the one tool or are there other techniques that you use?



Oh, yeah, I mean, there’s a bunch there’s, you know, those two mapping, process mapping. Just flow boards in general, right, just creating a flow board where you see it live, I like to do that a little bit more versus mapping the current state and, you know, identifying problems and whatnot, I find that when you’re identify when you’re creating a process flow board, and you can see the widgets going, you know, day to day or week to week, then you’re able to really tackle the problems that are coming up. Live. Yeah,


Patrick Adams  13:54

sure. So what would you say? Are your current areas of focus in, you know, at, at home, or in the work you’re doing or, you know, wherever it may be, what areas are you currently focused on? Yeah, well, there’s



a few things that I’m really passionate about with all the experiences that I’ve gained so far. And just where God is leading me really, it’s, you know, things like leadership and wellness and what I call optimization, which is really that lean perspective, but not just apply to your day to day work, but also in your day to day life at home with family and running a home. Managing your own home. Yeah.


Patrick Adams  14:36

And you so you kind of coined this term focused and I mentioned it earlier with with the title of your book, but tell us what that is like what is what does it mean to be focused because I really love that word. We you and I talked about it when we were in Japan together. Explain to our listeners a little bit more about like that word focused and What does it actually mean?



Yeah, and so focused is a word I’ve been thinking about for a while, my, it’s kind of my cheeky way of saying, you know, you want to be in flow and focused. And when you think about Lean, in general, you think about managing work as a flow system, right? Where flow is the process of energy moving through that system, it could be that the process or the organization, and you want to be able to flow that with minimal effort, time, resources, etc. Right? Right. When I think about being focused, I think about managing your day to day as a flow system. So it’s the same concept just apply to, from the moment you wake up at night to the moment you lay your head, you know, to go to sleep, and why would we want to manage your day as a flow system so that we can manage our energy in a much better way, because really, we are the energy flowing through that day, right. And there are things that come and fuel that energy. And there are things that come in, really detract us from bringing our best self to every moment, whether it’s at work or at home, or, you know, in a social setting, or whatnot. And so being focused is really all about managing that day, as a flow system so that your energy can go to the right places, at the right time.


Patrick Adams  16:34

Right. And I was just thinking why, while you were explaining that, that, you know, one of the most important things that I talked to leaders about is their ability to develop coach train others. And you know, what, one of the things that we talk to leaders about is, how can you, you know, pour into someone else’s cup if your own cup is empty, right? So, if you just envision that, you know, you have an empty cup, you know, of somebody that reports to you, or that you’re coaching and then your cup is empty, right? How are you? How are you going to fill them? So, you know, I think this fits in perfectly with what you’re talking about with staying focused, and I just the mental wellness of leaders and how they need to take care of themselves first, not just in the workplace, but like you’re saying holistically in your entire day, what you’re eating, your mental wellness, just everything in general. So let’s talk about that for a minute. What What about Lean and leadership? How did the two, you know connect with this idea of wellness, whether it be physical wellness, mental wellness? How do all of those meet? How do they come together?



Yeah, it’s something that I’m very passionate about, because I see a big gap. In a lot of the coaching for leaders that I do, it doesn’t matter what level they are from team leads to, you know, higher up executives, there, there’s two things that I noticed. One is they are not necessarily taking care of, or they don’t necessarily take care of themselves. So when you’re talking about up, their cup is totally empty. And it’s sad, because they’re the ones who like say they’re supposed to be taking care of the other people or their people. And the second thing is we don’t teach leaders how to lead. And so that’s something that I’m, I’m really passionate about bringing awareness to that and developing as part of my next project. So let me not go too far. But to go back to your question, there’s such a, an important link. And I believe that the concept of staying focused can really help with that, in my ebook, I talk about four key elements that you need to set limits on in order to ensure a good flow in your day to day. So, for example, one is focus, right? And how much of our focus is just taken away, at every minute of our day, right? If we start doing something, or even having a conversation with someone, our mind just goes totally elsewhere, or to the next thing, there was a Harvard study done that said that 47% of the time, we’re thinking about something else than we’re actually doing. That’s a lot that means that if I’m talking to you, there’s a high chance 47% that my mind is gonna go, what what do I have to cook for dinner tonight? Or, you know, what’s my next meeting or my next task? Meanwhile, staying focused is all about, this is what I’m doing right now. I’m gonna put limits on everything else that’s around me. And really, really focus because at the end of the day, it’s a sign of respect, but I’m giving you My attention. And it’s not just respect for you, but it’s respect for me as well, because I’m choosing to do this.


Patrick Adams  20:08

 So true. Yeah. And that was a respect was a big topic that we talked about when we were in Japan as well. Just remember, you know, seeing those leaders, and, you know, again, when they were interacting with their team members. They they, it was interesting, because they, you know, the president of the company was wearing the same uniform as the people that were running the equipment. And, you know, he was spending a large majority of his time, you know, out at the gamba, when he was interacting with the his team members, he would, you know, the level of respect was just amazing. And, and, obviously, you know, in order to have that he has to be completely 100% in that conversation. I think we heard this multiple times, but big eyes, big ears, small mouth, right? And, again, in order to do that, you have to be very focused. And in order to be focused like that, you have to have your mental wellness has to be in check your physical wellness has to be in check, right? If you’re stressed out if there’s anxiety, if they’re, if you’re not physically, you know, in in the moment, I mean, then your mind your body, everything is not not there and focused in the conversation, which again, like you said, could come across to be disrespectful, or, you know, not not not focused, you know, however you want to say it, but no, that’s a that’s a really great point. So what would be your recommendation for leaders that are listening in right now? And that may be feel like they’re in that place right now? What what would be you know, how, where do they start? Like, what’s step one for someone who’s listening and says, Yeah, that’s me. I’m just having to take care of myself or I got things going on. And I want to be focused, I want to be in 100% full respect with my team members, when I’m talking with them. What would be your recommendation to them?



Yeah, my recommendation is really digging deep into knowing yourself, right, knowing what you need in order to be focused in order to be fuel so that your energy is there so that your cup is full, and know what distracts you. So it’s a bit like you know, when you’re doing process mapping, and you’re looking for the interruptions to flow, well look for the interruptions to your flow in a day to day one What are some of the things that really come and suck that energy? And what are some of the things that really come and fuel you, and make sure that you set limits around the things that are coming in and disrupting your energy, either eliminate them altogether, or set some, some limits on them. And make sure that you have the time for those things that fuel you. So I love to use the example of food because, you know, I’m a food creator, I also published a cookbook, early in the pandemic. And food is something that’s, that’s, you know, universal. And being fueled by plants, as I like to call it is really important for me, it’s something that I determined and notice experience that it’s, I need it. So I put limits around everything else. Yes, am I tempted to eat something that I shouldn’t sometimes, of course, but I know that the and sometimes I do, you know, it’s not always perfect, but most of the time, I really stick to what I know, I need in order for my mental clarity, my energy, all of my gut to feel really, really good. So that my cup can be full, so that I can pour into my team members, my family, etc, etc. So one of the things I do is, I have my morning shake, and some fruits, and that’s how I start my day. And that’s like, non what’s, what’s the word non negotiable, right? It has to start that way. Because I know, if I don’t, then there’s a lot of things that will come in and disrupt the flow of energy that I can bring to the people around me.


Patrick Adams  26:58

So powerful. And that’s all you know, we’ve talked a lot about Leader Standard Work, and what are your non negotiables, right? And that for you that your non negotiable, you know, the result of that is going to be mental clarity, and then you’re going to be in the moment with your team members. So I love that. And I was thinking about my, my son, he’s, he runs track for a local university. And in the last month or two, he’s been pushing h2o For like, no one’s business, and he’s just drinking a ton of water. And he said to me yesterday, he said, You wouldn’t you like, it’s just crazy to me how much better that I feel how much more clarity that I had in my mind, and just how much you know better than I feel every day now that I’m just going and doing my my day to day stuff and obviously training for him. But it’s crazy. You know, obviously, we all know this, we know that if you’re eating healthy if you’re if you’re pushing the right fluids, if you know that it will give you better clarity and better focus. But Stephanie, why don’t people do it? You know, if we know that why, because I’m gonna be the first one to admit that I’m not always the healthiest when it comes to to pushing the right fluids and eating the right foods. So why is that? Why do you think that people just don’t do what they know they should do?



Yeah, I think there’s a couple of things there. I think first people forget, it’s, it’s very easy to forget, right? If you don’t have like, I love how you mentioned Leader Standard Work in your non negotiables. Because basically, the whole concept of staying focused is like Leader Standard Work for your life. Right. So if you don’t have it, visual, and it’s in your face, unless there are really, really, really ingrained habits, you’re going to forget. And you’re going to forget, especially when there are harder times, right, you’re going through a hard time, you know, in your family or at work, you’re going through stress, maybe a family member is ill or has passed away, you’re going on a trip and you’re coming back, all of those things come and kind of disrupt that that flow that you had, and how if we think of if we’re honest with ourselves, how long did it take us coming back from Japan to get back into a routine? I’m still not there. Yet mean? Like, I had a really solid? I mean, the the bigger pieces are there, but there’s some things I’m still struggling with. Oh my goodness. What did I used to do before and I mean, we were gone for 11 days, you know, so we forget. So if it’s not visual and in our face, and we’re not really intentional about it. We’re going to forget and then it will be really hard to get back into it. And how often do we just go oh, I used To do that, and it was good for me, and I enjoyed it. But what happened? Right, something came to disrupt that flow. And again, oftentimes, they are, like stressful times. And it doesn’t take much to derail us. The other thing is just a lack of discipline in general, right? Discipline and intentionality. It’s hard. It’s really hard. But once you know, I think that’s the key once you know, you have that awareness, how do you make it happen very, very consistently? How do you build that discipline, so that you can continue doing it and not allow anything to come and distract? It’s okay to allow it for a little bit, of course, if you’re having if you’re going through stressful times, and whatnot, but how do you get back to it quickly? Is the question, you know.


Patrick Adams  30:54

Yeah, absolutely. And that also makes me think about a topic that you mentioned earlier around, organizations that are not training, new leaders how to be leaders. And, you know, so many people are promoted into positions, because they were really good at the work that they were doing there. And then they’re promoted, because they did really well at whatever running a piece of equipment or, you know, being reducing, you know, turnover in their organization from an HR perspective, whatever, maybe they were promoted into a leadership position. And but they’ve never led they’ve never been given training or developed as a, as a leader or a coach, and what we’re talking about Leader Standard Work, there are certain non negotiables things that leaders must do in order to develop the right culture in their team and in their organization. And just by following, you know, a structured way to, to, to, you know, follow and instill certain habits into your daily weekly schedule. You know, that can be a great way to start for some young leaders or people who have just been promoted into leadership positions. But Stephanie, what would you say would be, you know, a couple other things that maybe could be, you know, built into someone’s Leader Standard Work, a new leader, or somebody who’s just been promoted into a leadership position, who needs to learn or develop themselves as a leader, any any recommendations on, you know, a couple items that they could do on a regular basis that can be built into their Leader Standard Work to help them be a better leader?



Mm hmm. Well, I mean, the first I think non negotiable is go spend time at the gamba, right? Go spend time with your people, which, you know, in my area, you know, in government and knowledge work, it’s it’s a, it seems to be very, very daunting task. But it doesn’t have to be because it can just be if you huddle with your team every day, you’re going to gamba. You know what I mean? Like you’re you’re talking to them, you’re hearing from them about what problems they’re facing in their day to day. So it doesn’t have to be so daunting as I share your screen and show me how you do this, especially when you’re first starting out. There’s this sense of like, fear that the other person is going to think, you know, we’re we’re micromanaging, or something like that, but,


Patrick Adams  33:27

or that we don’t have all that, you know, a lot of people feel like they’re failing, because they feel like they don’t have all the answers. And yeah, tell them like you don’t have to have the answer is like you have a team for a reason. You don’t have to, you don’t have to be the problem solver. Use your team, you know, really seek to understand the challenges and then use your team to to work through and find solutions.



That’s it. That’s it. And so, going and spending time with your people, I think is is the most important thing. And we saw that in Japan over and over again by all the leaders at every level. The other thing is, I go back to Mr. You SheKnows and Katie’s the role of a leader right they have three, three quick things, you know, set the direction, support your employees and develop yourself. And I remember Mr. Yoshino when we’re in Japan, he said developing yourself. And I’m not going to quote it word for word, but he said something like developing yourself is a great way to help you gain skills so that you can develop others. And I thought that was really interesting, because when you’re able to develop yourself and I go back to the concept of knowing, right, knowing what you need as a person, we’re all unique. We’re all super different. What I need in order to bring flow into my life is going to be completely different from you, Patrick, right. So it’s, it’s very different and there’s different demand. conditions of health as well that come into play when you think about it, right? There’s mental, physical, spiritual, there’s also intellectual and social and financial. So there’s all these different dimensions of health. So how do you know what you need for each of these in order for you to be? Well, to have your cup being fooled? Most of the time, right, let’s, let’s be real here, and things happen. Right? So have our cup be full most of the time, so that we can bring our best selves to each area. So I think going back to that concept of developing yourself, is really important. And at the end of the day, that takes time. And I think when we think about Leader Standard Work, I think about how, or where does a leaders time and attention and focus need to be? Right, there’s, I don’t think there’s a perfect formula of like, I don’t know, 50% of your time has to be with your people at the gamble. And, you know, 30% of your time has to be with, with yourself developing yourself. You know, I don’t think there’s a perfect formula for everyone. I think there are some guidelines that are super helpful. At the end of the day, what do you need to do in order to know yourself, develop yourself and really focus on again, your own your own needs?


Patrick Adams  36:26

Powerful? I like to use the PDCA cycle for my own personal development as well, right? It’s a cycle and you know, to your point, there’s no perfect formula for that works for everyone. But put a plan together, right? What what are the areas that you need to develop yourself? You know, what podcast you need to listen to? What What books should you be reading? You know, what, how much water? Should you be drinking? What should your you know, what should you be eating? put a plan together a structured plan, be intentional about that? And then do it, carry it out? Maybe keep a journal? Check yourself, right? Are you reaching the goals that you set for yourself? Are you are you improving in different ways? Are you able to pour into other people’s cups or not? And if not, you know, obviously, your actions are different depending on whether you’re meeting your goals or not meeting your goals, or things are working out the way you thought they would. But then go back to your plan. And it’s a continuous cycle of intentional activity, to continue to develop yourself. So that’s what I like to do. But obviously, you know, everyone has their own way. But to your point, Stephanie, just just do something. And that’s intentional, build it into your Leader Standard Work, put together some structure around it, whatever you need to do, to stay focused, right. That’s what we want to do. So



yeah, I think I think that PDSA cycles is very powerful, both at work and in a home setting, to really get to those improvements and building those habits. In the online program that I developed, I talk about the PDCA cycle, there’s a whole module on it after, you know, I show people how to really think about those four key elements, setting limits on them. Okay, what are you going to do now? Right, what’s your next step? And how can you get there by breaking it down into those, those chunks of habits. The other thing I wanted to add to what you just said, is, there’s also this the element of rest, you know, and, and, yes, build that in the PDCA cycle as well, because we forget that rest is such an important part of refueling, right and, and really filling up our cup. Because if we’re not rested, and that goes physically, and mentally, emotionally, all of that, if we’re not rested, then it’s just not gonna happen.


Patrick Adams  38:58

Right? So true. So true. Rest and reflection, right? Yes. We’re reflecting on what’s working, what’s not working. But no, I agree with you. Rest is so important. And that is one that I tend to struggle with because I just my the way my my mind works, I’m always just so busy, so I have to be very intentional. And be reminded, so I appreciate that, that it’s that they’re hot, you have to take time to stop and rest. So that’s super important. Stephanie, what what’s next for you? What do you have next? You know, down the road. What are you working on? What What are your next plans?



Well, I’m having a baby soon. Yay. So I’m five weeks until my due date at this point, and really looking forward to that and that shift in our family as well. And so my hope is that you know, I will be resting a lot and giving priority To, to rest and just, you know, creating those new habits with the new baby. And from a work perspective, like I mentioned the the things about leadership, those are things that I’m really, really passionate about helping leaders fill in that gap. So I’m looking forward to doing more coaching with leaders and helping people just again in that wellness and optimization realm helping people to, you know, stay focused in their day to day. Yeah.


Patrick Adams  40:35

Stephanie, if someone wants to grab a copy of your ebook, stay focused, where would they go to to find it?



They can go online, it’s the address, the address is the web website is go dot Stephanie So I’ll spell it out because it’s no difference spelling of my name is GO, GO Gio dot ste FANYO, li ve, they can just go there and check it out.


Patrick Adams  41:06

Okay, and we’ll and we’ll make sure that we put a link to that in the show notes. So if anyone listening wants to grab a copy of Stephanie’s book, you can go right to the shownotes. Click on the link, and it’ll bring you right to her page there. And Stephanie, if anyone wants to get a hold of you, is that web page, also the way to do that LinkedIn? Or what would you say is the best way to contact you? If people have questions?



I’d say connect with me on LinkedIn, Stephanie Oliver, or Instagram. I’m quite active on Instagram. So Stephanie, all of her coach. I also have a Facebook page, same thing, Stephanie, all her coach with the STE FA NY spelling, and they can check out my website to Stephanie If they’re interested in my cookbook and some other things going on. So yeah.


Patrick Adams  41:56

Wow, that definitely. Well, Stephanie, it’s been great to have you on the show catch up from our time in Japan. And I look forward to hearing how things go with the new baby. Excited for you and your hubby who I met in Japan. So yes, looking forward to catching back up. Maybe later this year on on how things are going.



For sure. Thank you so much for having me.


Patrick Adams  42:21

All right. Take care, Stephanie. Bye.


Meet Patrick

Patrick is an internationally recognized leadership coach, consultant, and professional speaker, best known for his unique human approach to sound team-building practices; creating consensus and enabling empowerment. He founded his consulting practice in 2018 to work with leaders at all levels and organizations of all sizes to achieve higher levels of performance. He motivates, inspires, and drives the right results at all points in business processes.

Patrick has been delivering bottom-line results through specialized process improvement solutions for over 20 years. He’s worked with all types of businesses from private, non-profit, government, and manufacturing ranging from small business to billion-dollar corporations.